scholarly journals Structural Equation Model on Work Engagement among Employees of Large Retail Enterprises in Region Xii

2020 ◽  
Vol 15 (1) ◽  
pp. 2138-2156
Author(s):  
Noraida Calim Ali
Keyword(s):  
Transformational Leadership ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Engagement ◽  
Structural Equation ◽  
Management Practices ◽  
Leadership Motivation ◽  
Human Resource Management Practices ◽  
Best Fit

 The ultimate goal of this research undertaking was to identify the best fit model involving the following exogenous variables: transformational leadership, motivation, and human resource management practices to endogenous variable – work engagement. A survey questionnaire was issued to the various large retail employees in Region XII, Philippines with 425 respondents for the purpose of data collection. The research method used in the analysis was descriptive — correlation design was used to find the best fit model through structural equation modeling. The results revealed that the model presented positive relationship between transformational leadership, motivation and human resource management practices and work engagement. Nevertheless, the three established exogenous variables of transformational leadership, motivation, and human resource management practices emerged as the primary predictors of work engagement, taking into account their observed variables as depicted in the study's final and best fit model.

scholarly journals Pengaruh Human Resource Management Practices and Policies, Transformational Leadership Style Terhadap Job Satisfaction

2021 ◽  
Vol 5 (1) ◽  
pp. 41-55
Author(s):  
Ruri Hudi Astuti Dewi Subroto
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Leadership Style ◽  
Management Practices ◽  
Human Resource Management Practices ◽  
Transformational Leadership Style

Human resource development programs need to be created systematically and sustainably to produce future-ready talents. As part of the efforts to optimize human resources management within the company, one of the ways the company takes is by increasing employee satisfaction in carrying out its duties. The purpose of this study was to determine the effect of human resource management practices and policies, transformational leadership style on job satisfaction. This research method uses a quantitative approach. The sample in this study were 235 employees of PT. X. The type of data used is primary data using a questionnaire. The analysis technique used is Structural Equation Modeling with AMOS 22 program tools. The results of this study are expected to be used as an evaluation material for human resource management practices and policies that have been implemented by the company, in order to make improvements to aspects that are still complaints and make employees feel dissatisfied when working such as job placements that aren’t according to capacity, the balance of the weight of the work given, the assessment system to the problem of the compensation system or its achievement which aims to create job satisfaction and employee comfort at work.

The effects of human resource management practices on employees’ organisational commitment

2015 ◽  
Vol 23 (3) ◽  
pp. 472-492 ◽  
Author(s):  
Khaled Aladwan ◽  
Ramudu Bhanugopan ◽  
Brian D'Netto
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Management Practices ◽  
Middle Eastern ◽  
Organisational Commitment ◽  
Content Type ◽  
Hrm Practices ◽  
Human Resource Management Practices

Purpose – This study aims to examine the effects of human resource management (HRM) practices on organisational commitment (OC) in the Middle Eastern context. Design/methodology/approach – Survey data were collected from 493 front-line employees across a variety of industries in Jordan. A structural equation modelling analysis was performed to delineate the relationship between HRM practices and OC. Findings – A test of the model was conducted using a path analytic approach hypothesising that HRM factors influence OC. The findings indicate that the causal model is consistent with the data and contributes to a fuller understanding of the association between HRM practices and OC. Originality/value – This is the first study that represents a little-researched area of recent times and even less so in Middle Eastern countries. The findings of the study offer new perspectives on how HRM practices have direct and indirect effects on employees’ OC and would assist in reshaping the HR policies in organisations located in the Middle Eastern regions.

How Companies Should Manage Their Human Resources to Respond to the Disruptive Innovation Brought About by the Sharing Economy

2021 ◽  
Vol 26 (4) ◽  
pp. 738-760
Author(s):  
Lejla Turulja ◽  
Elma Delalic
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Identification ◽  
Structural Equation ◽  
Management Practices ◽  
Sharing Economy ◽  
Disruptive Innovation ◽  
Survey Method ◽  
Human Resource Management Practices

In recent years, the sharing economy has become a new buzzword, providing various business opportunities and challenges to conventional businesses. It is characterized by the transformation of conventional business sectors and many companies are already facing the pressure of adapting their operations to the changing conditions. Human resource management, especially when it comes to experts and knowledge workers, is among the affected business activities. In particular, due to the apparent high demand, this type of workforce has the opportunity to share services among many businesses. Therefore, human resource managers should tackle the issue of cultivating employee organizational identification to increase employee retention and achieve the desired performance. In this regard, this paper proposes a model that binds human resource management practices to employee organizational identification, innovative behaviour, knowledge sharing, and finally, employee job performance. The model is estimated using the survey method and structural equation modelling technique for data analysis. The results imply that selective recruiting, participation in decision-making, and rewarding contribute to employees' organizational identification, while training does not directly affect it. The findings, therefore, indicate that adequate human resource management practices, mainly through the simultaneous impact of the critical capabilities examined by this model, can serve as a foundation for business success in the sharing economy.

scholarly journals The Impact of Human Resource Management Practices of Sharing Workers on Service Performance

2021 ◽  
Author(s):  
Liping Liao ◽  
Yinhua Gu ◽  
Jing Wang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Engagement ◽  
Management Practices ◽  
Sharing Economy ◽  
Service Performance ◽  
Mediating Effect ◽  
Human Resource Management Practices

Based on the Organizational Support Theory, this study examines the relationship between human resource management practices and service performance of sharing workers by demonstrating the mediation role of work engagement. We tested this theoretical model using an in-person interview questionnaire survey of 318 downwind drivers. Results showed that: (1) the main effect of human resource management practices of sharing workers on service performance was significant; (2) work engagement played a prominent mediation role between human resource management practices and service performance of sharing workers; (3) the mediation role of employee vigor between the platform incentives and the performance of employee services was significant; (4) employee dedication had an obvious and indirectly positive mediating effect between sharing workers' dimensions of human resource management practice and their service performance; (5) employee absorption on the mediation role between the various dimensions of the sharing human resources management practices (platform support, platform incentives and platform constraints) and employee service performance was significant. This study has important value for the study on human resource management practices in the context of sharing economy, and provides practical enlightenment for employee management of the sharing economy platform.

Sign in / Sign up

Export Citation Format

Share Document