scholarly journals Responsible Leadership Fuels Innovative Behavior: The Mediating Roles of Socially Responsible Human Resource Management and Organizational Pride

2021 ◽  
Vol 12 ◽  
Author(s):  
Wenli Dong ◽  
Lifeng Zhong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Social Identity Theory ◽  
Management Practices ◽  
Bootstrap Method ◽  
Responsible Leadership ◽  
Innovative Behavior ◽  
Socially Responsible

Leaders are under increasing pressure to inspire innovative endeavors in responsible ways. However, whether and how responsible leadership can fuel employee innovative behavior remains unknown. Therefore, drawing on social identity theory and social exchange theory, this study aims to investigate the psychological mechanisms underlying the responsible leadership-innovative behavior relationship. Multi-phase data were collected from 280 employees working in Chinese manufacturing firms to test the hypotheses using hierarchical regression analyses and the bootstrap method. The results reveal that responsible leadership is positively related to innovative behavior. Additionally, perceived socially responsible human resource management (HRM) and organizational pride separately and sequentially mediate the responsible leadership-innovative behavior relationship. This study empirically reveals the effectiveness of responsible leadership and sheds new light on the psychological processes through which it facilitates innovative behavior, revealing the generalizability of responsible leadership and innovative behavior in the Chinese context. Moreover, we respond to the call for incorporating leadership theory into HRM research and further advance the existing knowledge on both antecedents and outcomes of socially responsible HRM. For practical guidance, organizations are encouraged to foster innovation through investment in responsible management practices. Research limitations and implications are also discussed.

scholarly journals Enhancing Employee Creativity for A Sustainable Competitive Advantage through Perceived Human Resource Management Practices and Trust in Management

2019 ◽  
Vol 11 (8) ◽  
pp. 2305 ◽  
Author(s):  
Juil Lee ◽  
Sangsoon Kim ◽  
Jiman Lee ◽  
Sungok Moon
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Strong Support ◽  
Moderated Mediation ◽  
Survey Study ◽  
Hrm Practices ◽  
Trust In Management

This study explores the black box of the relationship between perceived human resource management (HRM) practices and employees’ creativity. Building on the literatures on social exchange and creativity, this study advances a moderated mediation framework of the link between perceived HRM practices and employees’ creativity. We develop the argument that the positive relationship between perceived HRM practices and employees’ creativity is mediated by trust in management and that the mediated relationship is stronger for permanent employees than for temporary employees. Our study finds strong support for the moderated mediation model in a survey study of 285 employees in 14 research institutes funded by the Korean government. We discuss the theoretical and practical implications of our findings.

scholarly journals EFFECTS OF RECRUITMENT AND SELECTION AND PERFORMANCE OF PRIVATE SECONDARY SCHOOLS IN NYERI COUNTY, KENYA

2021 ◽  
Vol 8 (9) ◽  
Author(s):  
Nderitu Eunice Wangui ◽  
Makhamara Felistus
Keyword(s):  
Resource Management ◽  
Secondary Schools ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Sampling Technique ◽  
Hrm Practices ◽  
And Performance

<p>Human resource management (HRM) practices entail policies, systems, and methods that govern workplace employees. They are the processes or functions applied to manage workers and direct them in an organization towards development. Some of the HRM practices include recruitment, screening, selection, development, training, and rewarding of staff. A number of studies to investigate the interaction between HRM practices and organizational performance have been conducted. Many of these studies have been done in the manufacturing or health sectors, with very few having been carried out in private secondary schools. This background is what has necessitated this study in order to investigate the effect of human resource management practices on the performance of private secondary schools in Nyeri County, in Kenya. The objectives of the study were to determine the effect of recruitment, staff development and reward practices on organizational productivity and performance. The study used four theories i.e. Resource-Based View, the Social Exchange Theories, McGregor’s theory X and Y, and the Human Capital to support it. The study targeted a population of 440 subjects. This included principals and their deputies, departmental heads, and classroom teachers of the private secondary schools in Nyeri County. The study adopted descriptive research design. The study applied stratified random sampling technique to pick schools for the research. Interview schedule was used for collecting data from principals, while data from the teachers was obtained through the utilization of questionnaires. The reliability of instruments in this study was established through Cronbach’s alpha, while they were validated through content, construct, and discussion with the supervisor. Descriptive statistics were utilized in the analysis quantitative data with the aid of Statistical Package for Social Sciences (SPSS) Version 20 to generate them. Qualitative data was analysed by thematic analysis, content analysis and discussion. The findings of the study were presented in frequency distribution tables. </p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0886/a.php" alt="Hit counter" /></p>

scholarly journals The Effect of Socially Responsible HRM on Organizational Citizenship Behavior for the Environment: A Proactive Motivation Model

2021 ◽  
Vol 13 (14) ◽  
pp. 7958
Author(s):  
Junqian He ◽  
Hyosun Kim
Keyword(s):  
Resource Management ◽  
Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Management Practices ◽  
Citizenship Behavior ◽  
Socially Responsible ◽  
Human Resource Management Practices

Many organizations face the important challenges of motivating employees effectively to participate in corporate social responsibility initiatives and maintaining socially responsible human resource management practices. We examine whether socially responsible human resource management (SRHRM) practices can affect employees’ social responsibility-related behaviors, such as organizational citizenship behavior for the environment (OCBE). Based on proactive motivation theory, we propose a multiple-mediation model, selecting moral efficacy, felt obligation, and empathy as the mediators. We analyzed data from a sample of 535 employees from 23 manufacturing companies in China. The results show that SRHRM practices have a significant positive effect on OCBE. We also found that moral efficacy, felt obligation, and empathy significantly mediate the effect of SRHRM practices on OCBE and that there is no significant difference among the three mediation paths. Our study suggests that organizational pursuit of the socially responsible human resource management practices is an effective pathway to make employees feel more responsible toward global sustainability.

scholarly journals Knowledge based human resource management and employee creativity: the dual mediation of knowledge sharing and knowledge hiding

2021 ◽  
Vol 5 (4) ◽  
pp. 1-10
Author(s):  
Caleb Lugar ◽  
Rajko Novićević
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Employee Creativity ◽  
Knowledge Based ◽  
Human Resource Management Practices ◽  
Knowledge Hiding

Introduction. Employee creativity is an essential element that is required for the dynamic work environments. Companies able to foster employee creativity through knowledge based human resource management practices enhance their competitive advantage over companies who stifle employee creativity. The conceptual model in this paper aims to demonstrate that knowledge sharing and knowledge hiding mediate the relationship between knowledge based human resource management practices and employee creativity. The implementation of knowledge based human resource management practices can lead to increased knowledge sharing and decreased knowledge hiding both of which will result in increased employee creativity. Aim and tasks. The aim of this paper is to build on social exchange theory as the foundational theory for understanding how knowledge based human resource management practices impact employee creativity through the mediators of knowledge sharing and knowledge hiding.  Results. In previous research have studied the relationship between knowledge behaviors and employee creativity while accounting for motivational climate, transformational leadership, goal orientation, and various human resource management practices. Many of these factors have traditionally been exogenous variables to the individual employees working in organizations.  While social exchange theory implies a dyadic exchange, it would be relevant to examine the endogenous variants within employees that might contribute to differential reactions to reciprocation.  It is substantiated that individuals that have different exchange ideologies react differently to organizational support. The first section includes a literature review of the constructs - knowledge based human resource management, knowledge sharing, knowledge hiding, and employee creativity.  The second section provides a model focusing on the impact social exchange theory has on the constructs, including theory-based propositions.  In reviewing this model, the paper makes theoretical contributions to the constructs and social exchange theory.  The final section provides direction for future research and discussion.  Conclusions. Creativity is the fuel for the 21st century’s competitive organizations.  Researchers and practitioners alike rely on creativity to solve problems and improve products and services around the globe.  It is important to deeply understand the antecedents necessary for creativity so that organizations employ systems and process that are conducive for creative production.  From the theoretical foundations laid out in this paper, knowledge based human resource management practices will increase employee creativity through increased knowledge sharing and decreased knowledge hiding.

Proactive Personality, Human Resource Management Practices, and Job Performance: A Case of Banking Sector Employees in Malaysia

2020 ◽  
Vol 3 (1) ◽  
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Banking Sector ◽  
Proactive Personality ◽  
Future Research ◽  
Hrm Practices

The study aims to examine the influence of human resource management (HRM) practices and proactive personality on job performance. HRM practices comprised of compensation and benefits, training and development, and performance appraisal and achievement. Employees who participated in the study are employees of commercial banks located in Klang Valley. The results reported that compensation and benefits and proactive personality have a significant and positive influence on job performance. Discussions delineated on the predicting role of compensation and benefits and proactive personality in boosting job performance among employees in the study. Theoretical implications in terms of Social Exchange Theory and Self-Determination Theory are highlighted while practical implications are also brought to fore. Finally, limitations, directions for future research, and conclusion are also presented.

scholarly journals Equal Employment Opportunity in Indonesia: Antecedent of Human Resources Management Practices and Service Performance of Government Employees in Tanjungpinang

2020 ◽  
Vol 16 (2) ◽  
pp. 179-198
Author(s):  
Wayu Eko Yudiatmaja
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Equal Employment Opportunity ◽  
Service Performance ◽  
Employment Opportunity ◽  
Equal Employment ◽  
Human Resource Management Practices

Recently, government employees encountered issues of service performance because of the rising citizen’s demand to get a better service quality. The concern of the researchers to relate employee service performance with equal employment opportunities and the practices of human resource management still limited. Using social exchange theory, recemt study aims to examine the relationship between equal employment opportunity and employee service performance in the public sector. This research also investigates the mediating role of human resource management practices between the equal employment opportunity and employee service performance. This study was conducted among public servants in Tanjungpinang. A total of 258 public servants responded to the survey. The data were analyzed using structured equation modeling. The findings showed a positive relationship between equal employment opportunity and service performance. Besides, this study also claimed that human resource management practices mediate the connection between equal employment opportunity and service performance. The research implications and future research area need further elaboration. Keywords: Social Exchange Theory, Equal Employment Opportunity, Human Resource Management Practices, Service Performance. Abstrak Saat ini, aparatur pemerintah menghadapi permasalahan kinerja pelayanan karena meningkatnya permintaan warga terhadap pelayanan yang berkualitas. Namun, masih sedikit dari para peneliti yang memberikan perhatian terhadap kinerja pelayanan dan keterkaitannya dengan kesempatan kerja yang setara dan praktik manajemen sumber daya manusia. Studi ini menganalisis hubungan antara kesempatan kerja yang setara dan kinerja pelayanan para pegawai di sektor publik dengan menggunakan teori pertukaran sosial. Studi ini juga menguji peranan praktik manajemen sumber daya manusia dalam memediasi pengaruh kesempatan kerja yang setara terhadap kinerja pelayanan. Survei dilakukan terhadap Aparatur Sipil Negara di Pemerintah Kota Tanjungpinang. Sebanyak 258 pegawai memberikan respon terhadap penelitian ini. Data dianalisis dengan menggunakan model persamaan struktural. Hasil penelitian ini menunjukkan hubungan positif antara kesempatan kerja yang setara dan kinerja pelayanan. Selain itu, studi ini juga menemukan bahwa praktik manajemen sumber daya manusia memediasi hubungan antara kesempatan kerja yang setara dan kinerja pelayanan. Selanjutnya, bagaimana implikasi studi ini dan area riset di masa depan akan dielaborasi lebih lanjut. Kata Kunci: Teori Pertukaran Sosial, Kesempatan Kerja yang Setara, Praktik Manajemen Sumber Daya Manusia, Kinerja Pelayanan

scholarly journals Human Resource Management Practices and Service Provider Commitment of Green Hotel Service Providers: Mediating Role of Resilience and Work Engagement

2020 ◽  
Vol 12 (21) ◽  
pp. 9187
Author(s):  
Huseyin Arasli ◽  
Ahmet Nergiz ◽  
Mehmet Yesiltas ◽  
Tugrul Gunay
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Work Engagement ◽  
Management Practices ◽  
Service Providers ◽  
Bottom Line ◽  
Environmental Commitment ◽  
Human Resource Management Practices

Although research on human resource management practices (HRMPs) has been ongoing for many years, studies have actually paid little attention to HRMPs and their contribution to the emotional side of the bottom line or commitment to the external environment, particularly the serial mediation of HRMPs. Hence, to fill this research void, this study extends social exchange theory, broaden-and-build theory and the conservation of resources (COR) theory in the context of green hospitality by proposing a novel conceptual model to test the mediating effects of resilience and commitment between HRMPs (training, empowerment, and rewards) and service providers’ environmental commitment. A quantitative study was performed involving 557 participants at green hotels. The findings show that the components of HRMPs (training, rewards, and empowerment) were found to be crucial tools in encouraging service providers to engage in environmental tasks while green training, empowerment and reward systems can unlock environmental commitment (EEC) for the setting. In addition, environmental commitment increased by the contribution of two mediators, resilience and engagement; and interestingly, rewards did not contribute to the environmental resilience of service providers, while all three HRMPs had a positive influence on work engagement of service providers in the research context.

scholarly journals Workers’ Affective Commitment and their Willingness to Perform Discretionary Work Behaviour: the Impact of Commitment-Oriented Human Resources Management Practices

2006 ◽  
Vol 1 (1) ◽  
Author(s):  
Susan Zeidan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Management Practices ◽  
Employee Attitudes ◽  
Hrm Practices ◽  
The Impact

This paper contributes to the development of the human resource management (HRM) literature through developing the linkages between HRM practices and employee attitudes and behaviours. It is widely believed that the implementation of high commitment human resource management (HRM) practices (e.g., training and development, communication, and participative decision making) can create strategic advantage for the organisation (e.g., Arthur, 1994; Delaney and Huselid, 1996). It is also suggested that HRM practices could shape employee attitudes and behaviours. However, the intervening mechanisms of this effect are yet to be examined. Researchers have pointed to the need to understand the means by which these practices exert their influence on employee commitment and other individual outcomes (Meyer and Smith, 2000).Drawing on social exchange theory (Blau, 1964), this paper aims to address this need by developing a theoretical framework which explicitly links employee perceptions of HRM practices and important work outcomes via perceived fulfilment of the psychological contract. Drawing upon psychological contract theory, it is proposed that commitment HRM practices create a more positive psychological contract (and thus higher perceptions of fulfilment of the psychological contract). This will in turn, lead to increased affective commitment and enhanced organisational citizenship behaviours (OCB).

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