The effects of hukou (official household residential status) on perceived human resource management practices and organizational justice in China

2014 ◽  
Vol 43 (2) ◽  
pp. 168-183 ◽  
Author(s):  
Jie Shen ◽  
Chris Leggett
Keyword(s):  
Human Resource Management ◽  
Organizational Justice ◽  
Human Resource ◽  
Demographic Variables ◽  
Moderating Effects ◽  
Residential Status ◽  
Content Type ◽  
Organizational Policies ◽  
Hrm Practices ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effects of China's official household residential status (hukou) on perceived human resource management (HRM) practices, perceived organizational justice (POJ) and its moderation of the relationship between them. Design/methodology/approach – The data for the study were collected from 775 employees in 36 companies in China. Missing data analysis was conducted in order to identify the pattern associated with personal demographic variables. A one-way between-groups MANOVA was performed to investigate hukou differences in the perceptions of HRM practices and POJ. Confirmative factor analysis was conducted on POJ's three-factor measurement model to examine the distinctiveness of the study variables. Findings – Employees registered as agricultural, i.e. rural, hukou, who have migrated to and found employment in urban areas, perceive HRM practices and distributive and procedural justice less favourably than do non-agricultural, i.e. urban, hukou. It also finds that hukou status moderates the effect of HRM on POJ. The findings therefore are that HRM that differentiates rural hukou and urban hukou results in different impressions of their employing organizations, and that hukou status changes the strengths of the relationship between HRM and employees' perceived fairness in their organizations. Research limitations/implications – The use of the single data source is more likely to result in common method variance which may bias the strength of the relationships that this study proposed. Moreover, this study contributes to the literature with regard to the moderating effects of personal demographic variables on the relationship between organizational policies and POJ, but hukou is the only personal variable examined and therefore the generalisation of the study's findings may be limited. Future research should examine the moderating effects of other personal factors. Originality/value – The moderating effect of personal demographic variables has been constantly examined in management and psychology research, but with a focus on employees' work attitudes and behaviour. For example, gender was found to moderate the relationship between organizational commitment and turnover intention. The extent to which personal demographic variables might moderate the relationship between organizational policies and POJ has not hitherto been examined. This study fills this void.

scholarly journals Relationship between human resource management practices, ethical climates and organizational performance, the missing link

2019 ◽  
Vol 3 (1) ◽  
pp. 50-69 ◽  
Author(s):  
Malam Salihu Sabiu ◽  
Kabiru Jinjiri Ringim ◽  
Tang Swee Mei ◽  
Mohd Hasanur Raihan Joarder
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Content Type ◽  
Hrm Practices ◽  
Ethical Climates ◽  
Recruitment And Selection ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the influence of human resource management (HRM) practices, (recruitment and selection) and organizational performance (OP) through mediation role of ethical climates (ECs) in Nigerian educational agencies.Design/methodology/approachQuantitative data were collected from 181 educational agencies represented by director of administration; SmartPLS-SEM was used in testing the relationship, as well as testing the mediating effect of ECs.FindingsThe results revealed strong support for the mediating role of ECs on the relationship between HRM practice (recruitment and selection) and OP.Research limitations/implicationsPolicy makers and executives in educational agencies need to consider making appropriate decision in terms of effectively adopt and implement performance-based HRM practices that can encourage and create ethical behavior of employees’ and within organization. Through the adoption and utilization of these practices, educational agencies can enhance OP.Practical implicationsThis study contributes to the understanding of the relationship between HRM and OP by clarifying a pathway between these variables. This study also generalizes consistent findings on the HRM practices and OP relationship to a different discipline and context, i.e. educational agencies.Originality/valueThis study adds to the domain of resource-based view by incorporating EC as a mediator between HRM practices and OP.

Exploring the impact of perceived AMO framework on constructive and destructive deviance

2019 ◽  
Vol 40 (5) ◽  
pp. 994-1011 ◽  
Author(s):  
Pooja Malik ◽  
Usha Lenka
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Equation Modeling ◽  
Content Type ◽  
Perceived Ability ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on destructive and constructive deviance through employee engagement. Design/methodology/approach Data were collected from 350 middle-level information technology employees. Structural equation modeling was applied to examine the proposed hypotheses. Findings Results revealed significant relationships between perceived AMO framework and destructive and constructive deviance, except for the relationship between perceived ability and destructive deviance. Furthermore, perceived AMO framework exhibited a significant positive relationship with employee engagement. Utilizing social exchange theory, results proposed partial mediation of employee engagement between perceived AMO framework and constructive and destructive deviance except for the relationship between perceived ability and destructive deviance, for which employee engagement exhibited full mediation. Research limitations/implications This study implies that contemporary organizations must take initiatives to enhance employee engagement through the implementation of abilities, motivation and opportunities-enhancing human resource management (HRM) practices (AMO framework). Results of the study infer that motivation-enhancing HRM practices contribute highest in generating employee engagement followed by opportunity and abilities-enhancing HRM practices. Originality/value This study empirically investigates the impact of HRM bundles on both destructive and constructive deviance. Additionally, this study explores the underlying mechanism between HRM bundles and workplace deviance by assessing the mediating role of employee engagement.

scholarly journals Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement

2018 ◽  
Vol 38 (7-8) ◽  
pp. 606-636 ◽  
Author(s):  
Alima Aktar ◽  
Faizuniah Pangil
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh. Design/methodology/approach The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method. Findings This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance. Originality/value Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.

Human resource management systems and intellectual capital: is the relationship universal in knowledge-intensive firms?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dmitri Sokolov ◽  
Elena Zavyalova
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Intellectual Capital ◽  
Equation Modeling ◽  
Content Type ◽  
Hrm Practices ◽  
Structural Capital ◽  
Knowledge Intensive ◽  
The Relationship

PurposeWhile prior research suggests that human resource management (HRM) practices are crucial drivers of a firms' intellectual capital, few studies have tried to deconstruct this relationship and investigate how HRM practices specifically affect intellectual capital resources. Furthermore, prior research treated this relationship as universal and rarely tried to introduce important contingent factors that may alter the mechanisms involved in how HRM practices influence firms' intellectual capital. In this study, the authors examine the relationships between the ability-, motivation- and opportunity-enhancing dimensions of HRM systems and human, social and structural capital and investigate how companies' codification and personalization knowledge management (KM) strategies may alter these relationships.Design/methodology/approachThe data were collected using a telephone survey of 215 knowledge-intensive companies operating in Russia. The paper utilizes partial least squares structural equation modeling (PLS–SEM) to evaluate the measurement model and test hypothesized relationships.FindingsThe findings indicate positive relationships between ability-enhancing practices and firms' human capital between motivation-enhancing practices and firms' human and social capital and between opportunity-enhancing practices and firms' social and structural capital. The authors’ results reveal the limited moderating role of KM strategies in the relationships between HRM and intellectual capital. While a personalization strategy had no impact on any of the proposed relationships, a codification strategy positively moderated the relationship between opportunity-enhancing HRM practices and firms' structural capital.Originality/valueThe study expands the debates in strategic HRM literature by looking “inside” the HRM–intellectual capital relationship. Additionally, the authors’ findings reveal the complexity of the contingent effect that KM strategies of codification and personalization have on the relationship between HRM practices and intellectual capital. Although some of the relationships were not moderated by the KM strategy of the firm, the HRM–intellectual capital relationship cannot be considered fully universal.

scholarly journals How do human resource management practices affect employee well-being? A mediated moderation model

2020 ◽  
Vol 42 (4) ◽  
pp. 903-919 ◽  
Author(s):  
Xinggui Zhang ◽  
Zhibin Lin ◽  
Yizhu Liu ◽  
Xiao Chen ◽  
David Ming Liu
Keyword(s):  
Human Resource Management ◽  
Organizational Justice ◽  
Human Resource ◽  
Management Practices ◽  
Well Being ◽  
Significant Positive Effect ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship ◽  
Positive Effect

PurposeThe study examines how human resource management practices (HRMPs) – including ability practice, motivation practice and opportunity practice – affect employee well-being (EWB) – including life well-being, job well-being and psychological well-being – in the Chinese cultural context.Design/methodology/approachA sample of 529 employees from various industries in China participated in the survey for this study. Data were analyzed using structural equation modeling.FindingsThe findings indicate that HRMPs have a significant positive effect on EWB. Specifically, practices based on ability, motivation and opportunity have a significant positive effect on job well-being, life well-being and psychological well-being, respectively. Integrity leadership moderates the impact of HRMPs on EWB. Organizational justice has a partial mediating effect on the relationship between HRMPs and EWB. Integrity leadership moderates the mediation effect of organizational justice in the relationship between HRMPs and EWB.Practical implicationsHuman resource policies and practices need to create a fair organizational atmosphere, and managers implementing them must have integrity leadership. When selecting and promoting managers, organizations should pay attention to not only a candidate's ability but also his or her integrity.Originality/valueThis study uncovers how the important roles of organizational justice and integrity leadership act on the relationship between HRMPs and EWB, thus advancing our understanding of how HRMPs can effectively increase EWB.

Human resource management (HRM) practices and organizational performance

2019 ◽  
Vol 41 (5) ◽  
pp. 949-970 ◽  
Author(s):  
Frank Nana Kweku Otoo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Hotel Industry ◽  
Equation Modeling ◽  
Content Type ◽  
Hrm Practices ◽  
Employee Competencies ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource management (HRM) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRM practices impact organizational performance through their influence on employee competencies. The study further revealed that employee competencies mediate the relationship between HRM practices and organizational performance. Research limitations/implications The research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors and international environment. Practical implications The findings of the study have the potential to help policy makers, stakeholders and management of hotels in adopting proper and well-articulated HRM practices in building human capital and stimulating the necessary behaviors that create advantage for the organization. Originality/value This study extends the literature by empirically adducing evidence that employee competencies mediated the relationship between HRM practices and organizational performance of the hotel industry in Ghana.

Human resource management practices and organizational effectiveness: internal fit matters

2016 ◽  
Vol 3 (2) ◽  
pp. 139-163 ◽  
Author(s):  
John Delery ◽  
Nina Gupta
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Effectiveness ◽  
Content Type ◽  
Motor Carriers ◽  
Systems Perspective ◽  
Hrm Practices ◽  
Strategic Hrm ◽  
The Relationship

Purpose – The purpose of this paper is to test alternative conceptualizations of the relationship between systems of human resource management (HRM) practices and organizational effectiveness. The authors describe a framework suggesting a complex relationship between HRM practices and organizational effectiveness, test this approach empirically in a large sample of US motor carriers, and compare the results to those derived using other approaches prevalent in the strategic HRM literature. Design/methodology/approach – The study used a large scale cross-sectional survey design. In a sample of US motor carriers, questionnaires completed by senior HRM department staff were used as the primary data. The data were supplemented by organizational effectiveness data reported by motor carriers to the US Government. Findings – The results support the general hypothesis that HRM practices enhance organizational effectiveness, provide some evidence that HRM practices can enhance each other’s effectiveness, and underscore the value of theory driven methodological approaches. Specifically, the authors found that HRM system comprising practices that ensure selectivity in staffing, performance-based pay, and enhanced employee opportunity through participation in decision-making result in higher levels of organizational effectiveness. Additionally, the effects of other combinations of these practices varied. Practical implications – This study highlights the need for HRM departments and organizations to approach the strategic management of employees with a systems perspective. The optimal design of an HRM strategy must take into account the various components. Originality/value – This study is one of the first to test the main assumptions of the systems perspective in strategic HRM using multiple measures and empirical approaches for combining HRM practices into systems. Comparison of these different approaches in a single study offers insight into how researchers can test the relationship between HRM practices and organizational effectiveness and provide practitioners more useful approaches for designing HRM systems.

Knowledge exploration and ICT knowledge exploitation through human resource management

2018 ◽  
Vol 41 (6) ◽  
pp. 701-715 ◽  
Author(s):  
Gabriele Santoro ◽  
Antonio Usai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Ordinary Least Squares ◽  
Quantitative Methodology ◽  
Content Type ◽  
Knowledge Exploitation ◽  
Hrm Practices ◽  
Knowledge Exploration ◽  
The Relationship

PurposeThe purpose of the study is to assess the relationships among human resource management (HRM), information and communication technology (ICT), knowledge exploitation and knowledge exploration.Design/methodology/approachTo reach the study’s goal, The authors applied a quantitative methodology involving ordinary least squares on a sample of 129 Italian firms.FindingsResults confirm a direct and significant effect of HRM practices on knowledge exploration and a moderation effect of ICT knowledge exploitation on the relationship between HRM practices and knowledge exploration.Originality/valueThe relationship between knowledge management (KM) and HRM is relevant given that HRM can affect organizational culture and the management of strategic knowledge within firms, which is a primary resource to achieve better positioning in the markets. Nevertheless, the implicit link between KM and HRM has been theoretically suggested, but it requires further exploration, in particular through quantitative analysis.

Employees’ perceptions on the relationship between human resource management practices and employee turnover

2019 ◽  
Vol 42 (2) ◽  
pp. 453-470
Author(s):  
Sandeep Basnyat ◽  
Chi Sio Clarence Lao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Management Practices ◽  
Turnover Intentions ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Employees ◽  
The Relationship

Purpose The purpose of this paper is to explore hotel employees’ views on how human resource management (HRM) practices influence their turnover intentions. Design/methodology/approach The data for this empirical study were collected through in-depth semi-structured interviews with 15 employees who had experience of working in various hotels in Macau, China. The thematic analysis approach was carried out to analyze the interview data and interpret the findings. Findings The findings of this study demonstrate that although employee-oriented human resource policies and practices are favored, the way HR department handles and implement those policies are valued more by hotel employees. Furthermore, the retention of an organizational culture that helps create a feeling of ownership among employees is highly influenced by employees’ turnover intentions. The current study demonstrates that the HR department in hotels holds a powerful position, and therefore, hotel employees expect their HR department to play greater and proactive roles in the HRM apart from providing equitable opportunities for their growth. This implication is particularly important for Integrated Resorts where a large number of employees collectively work to serve a range of customers who visit hotels for a variety of purposes. Practical implications This study suggests that addressing employees’ needs particularly those related to resolving complaints and managing relationships with other colleagues and providing opportunities for employees’ family members to take part in the organization’s activities and use its facilities are important practices that HR department can initiate to encourage employees’ engagement in hotels. Furthermore, the study shows that managers need to understand their employees’ perspectives as they can help resolve problems at the root level where they grow, and send a signal to the employees that the management is genuinely interested in resolving their problems and making them happy and satisfied. Originality/value Although several studies have provided valuable insights into the relationship between HRM practices and employee turnover intentions, most of those studies have used quantitative approaches to collect and analyze data. Furthermore, almost none of the findings were derived from the hotel sector. This study explores hotel employees’ views on the relationship between HRM practices and employee turnover intention using qualitative methods.

The effect of high-involvement human resource management practices on supply chain integration

2015 ◽  
Vol 45 (8) ◽  
pp. 716-746 ◽  
Author(s):  
Baofeng Huo ◽  
Zhaojun Han ◽  
Haozhe Chen ◽  
Xiande Zhao
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Estimation Method ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Hrm Practices

Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

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