“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maarit Laiho ◽  
Essi Saru ◽  
Hannele Seeck
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Qualitative Interview ◽  
Employee Perceptions ◽  
Content Type ◽  
Systematic Data ◽  
High Performance Work System ◽  
Employee Experience ◽  
The Relationship ◽  
Shed Light

PurposeThe purpose of this paper is to explore the interplay between human resource management (HRM) and emergent factors in constructing a strong HRM climate. Specifically, the paper aims to shed light on how employee perceptions of the HRM process and emergent factors together construct a strong HRM climate, i.e. employees' shared perceptions of HRM.Design/methodology/approachThe paper uses qualitative interview data (managers and employees) from two organisations operating in Finland. The data are analysed based on a systematic data analysis and gives an illustration of the interplay between high-performance work system and the emergent factors.FindingsThe findings illustrate the three types of interplay between HPWS and emergent factors – supplementation, substitution and suffocation – that construct employee experience.Originality/valueThe paper extends earlier discussions on the relationship between HRM and employee experience by empirically examining how the HRM process – together with emergent factors – constructs a strong HRM climate. The present study contributes to further theorising and increasing our understanding of the creation of employee experience.

Do performance measures matter in the relationship between high-performance work system and organizational performance?

2019 ◽  
Vol 41 (3) ◽  
pp. 241-257
Author(s):  
Xiaoxuan Zhai ◽  
Xiaowen Tian
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
Performance Measures ◽  
High Performance ◽  
Country Of Origin ◽  
Content Type ◽  
Work System ◽  
Hrm Practices ◽  
High Performance Work System ◽  
The Relationship

Purpose The purpose of this paper is to develop a resource-based framework to explain the relationship between high-performance work system (HPWS) and organizational performance (OP) and the moderating role of performance measures. Design/methodology/approach The paper takes a meta-analysis approach, and tests hypotheses against data of 47,741 firms and establishments in 192 studies published by June 2016. Findings The paper finds that HPWS has a greater positive effect on operational than financial performance. Moreover, HPWS influences operational performance more strongly in developing than advanced countries and at the firm level than the establishment level, but such variations are not evident in the effect of HPWS on financial performance. Practical implications The paper suggests that managers should treat human resource management (HRM) practices as a system, and develop HPWS for operational gains which in turn lead to financial gains. Managers need to take different approaches to develop HPWS for high performance depending on the country of origin and the level of organization. Originality/value Based on studies of individual HRM practices, previous meta-analytical studies suggested that the HPWS-OP relationship is invariant across performance measures. Taking HRM practices as integral components of HPWS, this paper extends the resource-based theory to demonstrate that performance measures interact with country of origin and level of analysis to moderate the HPWS-OP relationship.

scholarly journals High-performance work system and employee creativity

2017 ◽  
Vol 46 (7) ◽  
pp. 1318-1334 ◽  
Author(s):  
Guiyao Tang ◽  
Bingjie Yu ◽  
Fang Lee Cooke ◽  
Yang Chen
Keyword(s):  
High Performance ◽  
Underlying Mechanism ◽  
Employee Creativity ◽  
Content Type ◽  
Work System ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
High Performance Work System ◽  
The Relationship

Purpose The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity. Design/methodology/approach The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions. Findings The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity. Research limitations/implications The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts. Practical implications When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours. Originality/value This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.

Internationalization and innovation in nascent companies: does gender matter?

2017 ◽  
Vol 24 (4) ◽  
pp. 887-905 ◽  
Author(s):  
Marlon Fernandes Rodrigues Alves ◽  
Simone Vasconcelos Ribeiro Galina ◽  
Nayele Macini ◽  
Luísa Cagica Carvalho ◽  
Teresa Costa
Keyword(s):  
Women Entrepreneurs ◽  
Design Methodology ◽  
Entrepreneurial Activity ◽  
Content Type ◽  
Cross Country ◽  
Log Linear ◽  
The Relationship ◽  
Different Levels ◽  
Shed Light ◽  
Multiple Conditions

Purpose The purpose of this paper is to explore the competitiveness of women entrepreneurs in terms of internationalization and innovation. Supported by a resource-based framework of early internationalizing firms, the authors investigated multiple conditions for the relationship between internationalization and innovation relative to gender in nascent companies. Design/methodology/approach For this purpose, the authors used survey data related to entrepreneurial activity in 50 countries from the Global Entrepreneurship Monitor. Based on a model of seven factors (internationalization, innovation, gender, skills, opportunity, sector, and country), the authors tested the significance of the relationships between these factors by means of a hierarchical log-linear analysis. Findings The results indicate the low competitiveness of women entrepreneurs in general, but outline some singularities, especially between developed and developing countries. Originality/value This study offers cross-country empirical evidence of how factors of different levels interact with each other. In this way, the authors shed light on the competitiveness of nascent companies, especially regarding gender differences.

High performance work system, HRD climate and organisational performance: an empirical study

2015 ◽  
Vol 39 (3) ◽  
pp. 239-257 ◽  
Author(s):  
Ashutosh Muduli
Keyword(s):  
Organizational Performance ◽  
Human Resource Development ◽  
High Performance ◽  
Extensive Literature ◽  
Development Environment ◽  
Content Type ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship

Purpose – This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India. Design/methodology/approach – The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based company in India. Findings – Agreeing with most of the research, HPWS is found to be positively related with organizational performance. The result does not agree with the HPWS research conducted in Asian countries. Taking clues from “Black Box” approach, the role of HRD Climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD climate) based on openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation (OCTAPAC). Research limitations/implications – Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD climate through development of organizational culture based on OCTAPAC. Practical implications – Implications for HRD–HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes, and organizational commitment of trainees. Originality/value – The research is unique in its attempt to understand the role HRD climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD Climate.

Retention intention: does having a proactive personality matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Roksana Binte Rezwan ◽  
Yoshi Takahashi
Keyword(s):  
Boundary Condition ◽  
Human Resource ◽  
Work Engagement ◽  
High Performance ◽  
Design Methodology ◽  
Proactive Personality ◽  
Single Model ◽  
Content Type ◽  
The Relationship ◽  
Main Relationship

PurposeIn this study, the authors examine how employees' retention intentions are related to their proactive personalities through the theoretical lens of the model of motivational force of turnover and the model of proactive motivation. More specifically, the authors also verify the partial mediation of work engagement on the main relationship and moderation of high-performance human resource practices (HPHRPs) in the process, which has rarely been explored previously.Design/methodology/approachThe hypothesized model was tested using partial least squares structural equational modeling on a sample of 221 employees of a bank in Bangladesh.FindingsThe results showed that having a proactive personality is positively related to retention intentions due to enhanced work engagement. However, the effect of the interaction between having a proactive personality and HPHRPs was found to be not significant on work engagement and retention intention.Originality/valueThis study contributes to the literature by exploring the reason behind mixed results found in the relationship between having a proactive personality and retention intentions through work engagement as a mediator and HPHRPs as a contextual boundary condition in a single model.

Intra- and inter-regional expansion: a nonlinear model

2019 ◽  
Vol 57 (7) ◽  
pp. 1554-1566
Author(s):  
Hua Zhang ◽  
Gongming Qian ◽  
Lee Li ◽  
Zhengming Qian
Keyword(s):  
Firm Performance ◽  
Design Methodology ◽  
Secondary Data ◽  
Current Debate ◽  
Content Type ◽  
Managerial Implications ◽  
Using Data ◽  
Regional Diversification ◽  
The Relationship ◽  
Shed Light

Purpose The purpose of this paper is to differentiate between intra- and inter-regional diversification and explore how each affects firm performance. Existing studies show that both intra- and inter-regional expansion provide benefits and incur costs but the findings are mixed. This study aims to explain the mixed findings. Design/methodology/approach This study uses secondary data and quantitative methodologies to test hypotheses. Findings Using data from 663 Canadian firms over a six-year period (2006–2011), the authors find that the relationship between firm performance and the depth and width of intra-regional expansion is nonlinear. The authors also find a sigmoid-shaped relationship between firm performance and inter-regional diversification, i.e., performance initially increases with home regional diversification, decreases with bi-regional diversification and finally increases again with multi-regional diversification. Originality/value The findings of this study shed light on the current debate on the merits of inter- and intra-regional diversification and have important theoretical and managerial implications.

The relationship between organizational democracy and political behaviors in universities

2020 ◽  
Vol 12 (5) ◽  
pp. 1135-1146
Author(s):  
Tuğba Turabik ◽  
Gülsün Atanur Baskan
Keyword(s):  
Political Behavior ◽  
Design Methodology ◽  
Academic Staff ◽  
Negative Relationship ◽  
Organizational Democracy ◽  
Content Type ◽  
Staff Members ◽  
Political Behaviors ◽  
The Relationship ◽  
Shed Light

PurposeThe purpose of this paper is to explore the relationship between organizational democracy and political behaviors in universities.Design/methodology/approachTo examine the relationship between organizational democracy and political behaviors in higher education institutions, a correlational survey model was utilized. Data were collected from 283 academic staff members.FindingsIt was found that there is a moderate and negative relationship between organizational democracy and the frequency of encountering political behaviors and that organizational democracy predicts the frequency of encountering political behaviors.Originality/valueThese data shed light on the relationship between organizational democracy and political behaviors according to the views of academic staff. The study has provided empirical evidence that political behavior declines in the presence of organizational democracy.

High-performance work system and organizational citizenship behaviour at the shop floor

2020 ◽  
Vol 27 (4) ◽  
pp. 1369-1398 ◽  
Author(s):  
Jitendra Pratap Singh ◽  
Pawan Kumar Chand ◽  
Amit Mittal ◽  
Arun Aggarwal
Keyword(s):  
Organizational Citizenship ◽  
High Performance ◽  
Manufacturing Industry ◽  
Employee Performance ◽  
Industrial Clusters ◽  
Shop Floor ◽  
Content Type ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship

PurposeThe manufacturing industry is presently experiencing technological disruption on a global scale. Consequently, to tackle such disruption, firms are identifying a volatile, uncertain, complex and ambiguous (VUCA) scenario and seeking ways to counter it. Accordingly, this paper aims to investigate the employee performance through assessing organizational citizenship behaviour (OCB) among the shop floor employees of the fast-moving consumer goods (FMCG) industry where a high-performance work system (HPWS) has been implemented.Design/methodology/approachA descriptive research design was used in the study, and 395 shop floor employees working in leading multinational firms, with a minimum global turnover of US$1bn, were interviewed. These manufacturing firms were located in three industrial clusters in the northern part of India.FindingsThe results indicate that HPWS influences OCB. Most of the dimensions of HPWS and OCB were found to be positively associated. The findings also disprove the labour process theory in the context of the study.Practical implicationsThe findings report a broad view of the relationship between HPWS and OCB in the Indian manufacturing context. The study offers the practical insights that HPWS is a universally accepted framework and that organizations should focus on the effective implementation of HPWS in a VUCA scenario, which is in line with past studies. The study also provides future directions for research.Originality/valueThis paper has established the relationship between HPWS and OCB in the manufacturing sector, especially for shop floor employees.

The impact of high performance work system on employee service performance: the role of organizational support and organizational identification

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Salamatu Bellah Conteh ◽  
Yijun Yuan
Keyword(s):  
Organizational Behavior ◽  
Sierra Leone ◽  
Human Resource ◽  
Organizational Support ◽  
Organizational Identification ◽  
High Performance ◽  
Service Performance ◽  
Content Type ◽  
High Performance Work System ◽  
The Relationship

PurposeAn important objective of human resource (HR) research is to understand how HR practices can influence employee attitudes and behaviors in order to help achieve organizational goals via employee performance. The paper studies the relationship between High Performance Work System (HPWS) and employee service performance (ESP) via organizational support (OS) and organizational identification (OI). On one hand, this may help understand the “black box” between HPWS practices and ESP. On the other hand, while OS refers to employees' evaluations of favorable treatment from the organization and HPWS represent a significant channel the organization uses to communicate its support to employees, OS and OI literatures have not comprehensively examined the effect of HPWS practices on employee OS and OI beliefs.Design/methodology/approachThis study takes a quantitative approach and employs hierarchical regression from a sample of 467 employees in 10 commercial banks in Sierra Leone.FindingsThe results show a positive relationship between HPWS practices and ESP and at the same time OS and OI partially mediate the relationship, suggesting that employees draw inferences from the HPWS-related treatment they receive in assessing the supportiveness of the organization.Research limitations/implicationsIn this study, the authors put forth an innovative conceptual model of performance management by testing the relationships which have not been tested before, especially in a new context of banking industry in Sierra Leone. By implementing HPWS practices that demonstrate the organization cares about the employees' well-being and values their contribution, organizations are likely to be perceived as offering high levels of support for the employees.Originality/valueThe results of this study add to our knowledge about the antecedents of OS and OI. Moreover, while OS and OI research has been largely rooted in the organizational behavior literature, this study bridges the human resource literature and the organizational behavior literature, by combining HPWS, OS, OI and ESP.

Negative affect as a mediator of the relationship between emotional intelligence and uncivil workplace behaviour among managers

2021 ◽  
Vol 40 (1) ◽  
pp. 94-103
Author(s):  
Natasha Loi ◽  
Carey Golledge ◽  
Nicola Schutte
Keyword(s):  
Emotional Intelligence ◽  
Negative Affect ◽  
Positive Affect ◽  
Design Methodology ◽  
Self Report ◽  
Positive And Negative Affect ◽  
Content Type ◽  
The Relationship ◽  
Insight Into ◽  
Shed Light

PurposeTo improve understanding of uncivil workplace behaviour, the present study sought to examine the relationships between emotional intelligence, positive affect, negative affect and perpetration of uncivil behaviour in the workplace.Design/methodology/approachEmail, workplace networks and social media were used to recruit 113 managers who completed an anonymous online self-report survey of measures relating to emotional intelligence, positive and negative affect and engaging in uncivil workplace behaviour.FindingsResults showed that greater emotional intelligence was significantly associated with higher positive affect and less negative affect as well as less likelihood of engaging in uncivil behaviour. Higher levels of negative affect were associated with engaging in uncivil behaviour. Analyses indicated that the relationship between lower emotional intelligence and engaging in uncivil workplace behaviour was mediated by negative affect only. The findings support the importance of emotional intelligence and affect in workplace functioning and shed light on possible precursors of the destructive behaviours that comprise workplace incivility.Originality/valueThese findings contribute insight into uncivil workplace behaviour and provide a foundation for examining the contribution of all stakeholders including victims and perpetrators as well as implications for management and organisational practices.

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