scholarly journals The Dark and the Light Side of the Expatriate’s Cross-Cultural Adjustment: A Novel Framework Including Perceived Organizational Support, Work Related Stress and Innovation

2020 ◽  
Vol 12 (7) ◽  
pp. 2969 ◽  
Author(s):  
Gabriele Giorgi ◽  
Luigi Isaia Lecca ◽  
Antonio Ariza-Montes ◽  
Chiara Di Massimo ◽  
Marcello Campagna ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Cultural Adjustment ◽  
Cross Cultural ◽  
Work Related Stress ◽  
Work Related ◽  
Related Stress

The new context of the Psychology of Sustainability and Sustainable Development has reached the attention of the scientific community in recent years, due to its comprehensive approach aimed at enhancing the sustainability of interpersonal and intrapersonal talent, as well as of groups and communities. In this scenario, research on employee cross-cultural adjustment (CCA) is considered a key theme in human resource management. It is known that psychological support in the host country may alleviate distress and facilitate the integration of the expatriate workers. However, there is a lack of research investigating expatriate adjustment as an antecedent of the perceived organizational support. The aim of the study was to investigate the relationship among cross-cultural adjustment (CCA), perception of organizational support (POS), work-related stress (WRS), and innovation, considering these factors as a part of a unique innovative framework. A cross sectional study was performed using a sample of 234 expatriate workers of a multinational organization. Data were collected through a monitoring survey for the assessment of work-related stress risk factors of their expatriate staff. The results showed a positive correlation between CCA, POS, and innovation. On the other hand, a negative correlational effect of CCA and WRS, CCA and POS on WRS, and POS and WRS was found. Finally, POS was found to be a significant antecedent of CCA. These findings have implications for both international human resource management researchers and practitioners.

scholarly journals Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors

2019 ◽  
Vol 5 (2) ◽  
pp. 23-41
Author(s):  
Zelalem Gebretsadik Estifo ◽  
Luo Fan ◽  
Naveed Ahmad Faraz
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
The Impact

This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory, and relevant literature we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior-organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior – individual (interpersonal). The findings suggest that organizations may minimize (reduce) employees’ counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevents the tendency to act against the organization and its members.

scholarly journals Impact of Strength of Human Resource Management System on Perceived Organizational Support

2019 ◽  
Vol 14 (3) ◽  
pp. 60
Author(s):  
Li Sun ◽  
Chanchai Bunchapattanasakda
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Business Management ◽  
Employee Perception ◽  
The Impact ◽  
The Relationship

Among the various influencing factors of organizational performance, HRM system strength and perceived organizational support are two important factors which focus on employee perception. In modern business management, human resource management runs through the whole process of business management. Effective HR system can influence employee perception, understanding and acceptance of HRM practices, which in turn influence employee’s attributions to organizational behaviours and thereby influence employee attitudes and behaviours. Besides, organizational commitment to employees can promote employee’s positive attributions and feedback through job satisfaction and hard work. So far, there has been a plethora of researches on variables related to HRM system strength and perceived organizational support. However, there is a lack of the research on the relationship between the two variables. Therefore, this paper studied the impact of HRM system strength on perceived organizational support, based on a survey of 508 front-line employees in China. Research findings showed that there is a significant positive relationship between overall HRM system strength and perceived organizational support, between three dimensions of HRM system strength and two dimensions of perceived organizational support. This result can help researchers understand the relationship chain between HRM system strength, perceived organizational support and organizational performance.

scholarly journals Green Human Resource Management, Perceived Organizational Support and Organizational Citizenship Behavior towards Environment in Malaysian Petroleum Refineries

2021 ◽  
Vol 124 ◽  
pp. 11001
Author(s):  
Hafizatul Alina Mohd Khalid ◽  
Haryanni Harun ◽  
Azelin Mohamed Noor ◽  
Hezlina Mohd Hashim
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Citizenship Behavior ◽  
Petroleum Refineries ◽  
Green Human Resource Management

Organizational Citizenship Behavior towards Environment (OCBE) is a construct that is increasingly being studied to explain voluntary green behaviors by employees. Performance of OCBEs by employees has been associated with positive outcomes such as improved environmental sustainability of organizations. Hence, promoting more of these behaviors is important for organizations both from an environmental and corporate sustainability perspective. Several studies have examined the influence of Green Human Resource Management (Green HRM) and Perceived Organizational Support (POS) on Organizational Citizenship Behavior (OCB) however, there are still calls for more research into the influence of all these three variables; POS and Green HRM on OCB towards environment. The target respondents are executives in middle level management from the petroleum refineries operating in Peninsular Malaysia. Fixed-alternatives questionnaires are used as the research instrument in this study. The data from pilot study were tested and analyzed by using SPSS to compute results namely. The expected result is that there is a positive significant relationship between the independent variables; Green Human Resource Management (Green HRM), Perceived Organizational Support (POS) and dependent variable Organizational Citizenship Behavior towards environment (OCBE). This study provides insights for regulators and policymakers on the extent to which practices and interventions affect Organization Citizenship Behavior on Environment in petroleum refineries operating in Malaysia.

Development and application of a service design-based process for improvement of human resource management service quality

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arash Mashhady ◽  
Hamidreza Khalili ◽  
Ardalan Sameti
Keyword(s):  
Resource Management ◽  
Service Quality ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Role Ambiguity ◽  
Perceived Organizational Support ◽  
Service Design ◽  
Management Service ◽  
Content Type

PurposeThis research approaches human resource management (HRM) as a service and aims to develop and test a process for improving perceived HRM service quality.Design/methodology/approachA three-step process was developed by incorporating concepts and tools from service design approach. Based on the literature, it was hypothesized that applying this process could improve perception of HRM service quality, perceived HRM service value, level of leader–member exchanges along with perceived organizational support, role clarity and role ambiguity. A case study was conducted and these variables were measured and compared, before and after testing the process for a test group and a control group within an organization.FindingsThe main findings suggest the effectiveness of the presented process in improving the perceived HRM service quality and social exchanges (in terms of perceived organizational support and leader–member exchanges), while reducing role conflict and role ambiguity in employees and supervisors.Practical implicationsIn a general sense, the obtained result implies that leveraging holistic and collaborative service design tools and concepts in (re)designing internal services, such as HRM, could improve perception of quality in organizational services, which in turn may lead to several important benefits for organizations, particularly in terms of HRM as per the context of this study.Originality/valueThis paper demonstrates development of an employee-centered method by borrowing from service design concepts and tools, to improve the perception of HRM service quality.

Human Resource Management in the African Context

2021 ◽  
pp. 305-326
Author(s):  
Frank M. Horwitz ◽  
Linda Ronnie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Emerging Market ◽  
Cross Cultural ◽  
Employment Relations ◽  
Policy And Practice ◽  
African Countries ◽  
New Findings

This chapter provides a critical overview of the evolving human resource management (HRM) research context, labor market developments, insights regarding cross-cultural diversity, human resource practices, issues pertaining to the efficacy of adoption of Western and East Asian international HRM, and employment relations in African countries. Given the influence of multinational corporations on the diffusion and development of HRM in African countries, issues pertaining to their influence are critically evaluated. Even with the increasing focus on the Chinese–African HRM nexus, studies on African management or HRM are often country specific, occasionally comparative, and variously suggest that HRM practices follow the convergence perspective, “cross-convergence” perspective, or divergence perspectives. There are still unexplored issues relating to African management or HRM, and new findings could reshape the research agenda, HRM policy, and practice. Though often country or regionally focused, there is evidence of increasing research on HRM issues and mergers and acquisitions, impacts of privatization on HRM, knowledge appropriation, emerging market multinational corporation HRM policy and practice, diversity and cross-cultural management, HIV/AIDS policy implementation issues, sustainable development and corporate social responsibility, and impacts of the institutional and regulatory environment on HRM and employment relations.

Human Resource Management in Emerging Markets

2021 ◽  
pp. 113-133
Author(s):  
Frank M. Horwitz ◽  
Fang Lee Cooke ◽  
Ken N. Kamoche
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Emerging Markets ◽  
Human Resource ◽  
Third World ◽  
Emerging Market ◽  
Cross Cultural ◽  
Cultural Perspectives ◽  
Theoretical Approaches ◽  
Mature Market

Originally coined as a term for a grouping of developing countries which that were neither mature market economies nor “Third World” and with earlier linked terminologies, emerging markets reflect an evolving and diverse literature with a series of opportunities, encompassing the purely theoretical through to the methodological and the analytical. This chapter provides an overview examination of such theoretical approaches, indicating where there might be similarities, differences, or advantages to deploying multiple approaches to better understand the complexity and diversity of human resource management in these contexts. Examples of research using these approaches are given. The theoretical approaches include institutional theory, cross-cultural perspectives, emerging market multinational companies internationalization perspectives, the Afro-Asian nexus, resource and social capital perspectives, the postcolonial approach, and an examination of hybrid models. The latter may include similarities, convergence, and the interplay between one or more of these approaches.

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