scholarly journals The Influence of Management on Teacher Well-Being and the Development of Sustainable Schools

2021 ◽  
Vol 13 (5) ◽  
pp. 2909
Author(s):  
Esther Pagán-Castaño ◽  
Javier Sánchez-García ◽  
Fernando J. Garrigos-Simon ◽  
María Guijarro-García
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Negative Impact ◽  
Well Being ◽  
Structural Equations ◽  
Mediating Effect ◽  
Educational Performance ◽  
And Performance ◽  
The Relationship

Teaching is one of the professions with the highest levels of stress and disquiet at work, having a negative impact on teachers’ well-being and performance. Thus, well-being is one of the priorities in human resource management (HRM) in schools. In this regard, this paper studies the relationship between HRM, well-being and performance, observing the incidence of leadership and innovation in these relationships. The objective is to measure the extent to which it is necessary to encourage sustainable environments that promote the well-being of teachers and, by extension, students. The study used the methodology of structural equations and a sample of 315 secondary school teachers. The work validates the influence of leadership by example and information management on HRM and performance. In addition, we confirm the significant effect of human resource management on educational performance. The relationship is observed both directly and through the mediating effect on the improvement of well-being. On the other hand, the positive influence of innovation on performance, both in schools and in the classrooms, is reaffirmed. These results suggest the need to zero in on the human resources policies in schools linked to the improvement of teacher well-being and educational performance. They also highlight the role of school and classroom innovation as a key element in maintaining educational quality.

Perceived human resource management and presenteeism

2019 ◽  
Vol 11 (2) ◽  
pp. 110-130 ◽  
Author(s):  
Amlan Haque ◽  
Mario Fernando ◽  
Peter Caputi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
Full Time ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the mediating effect of employee turnover intentions (ETI) on the relationship between perceived human resource management (PHRM) and presenteeism. The notion of presenteeism is described as coming to work when unwell and unable to work with full capacity.Design/methodology/approachUsing social exchange theory and structured equation modelling, hypotheses were tested using responses from 200 full-time Australian employees.FindingsThe results show that employees’ PHRM significantly influenced presenteeism and ETI. As predicted, PHRM negatively influenced presenteeism and ETI positively influenced presenteeism. The direct influence of PHRM on presenteeism was fully mediated by ETI.Practical implicationsThis paper suggests that organisations expecting to address presenteeism by promoting PHRM may experience an adverse result when employees conceal turnover intentions.Social implicationsForm the perspective of social exchange, this study focuses on ETI as a mediating variable and sheds light on employees’ hidden attitudes about their jobs to explain how PHRM can influence presenteeism in Australia. Consequently, the findings should help both organisations and employees to identify ways that PHRM can reduce presenteeism.Originality/valueThis paper examines the unique meditational role of ETI in the relationship between PHRM and presenteeism, which is an area of inquiry that has not been fully examined in the literature of HRM. In addition, it examines presenteeism among Australian employees in relation to PHRM.

scholarly journals The Mediating Effect of Affective Commitment on the Relationship between Human Resource Management Practices and Turnover Intentions of University Employees

2020 ◽  
Author(s):  
Godfrey Tumwesigye ◽  
David Onen ◽  
Richmond Sam-Quarm ◽  
John C. S. Musaazi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Affective Commitment ◽  
Management Practices ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
University Employees ◽  
The University ◽  
The Relationship

In this study, we explored the mediating effect of affective commitment on the relationship between human resource management practices (HRMPs) and the turnover intentions of university employees in Uganda using the theoretical lens of social exchange theory. The study was instigated by reportedly persistent increase in the cases of employee attrition in higher education institutions in Uganda in spite of Government’s attempts to improve the working conditions of the university employees. Using the cross-sectional survey research design, data were collected with the use of an adapted self-administered questionnaire from a sample of 722 academic and non-academic employees of three public and three private universities in Uganda. The results of structural equation modelling (SEM) indicated that HRMPs were significant positive predictors of affective commitment (rewards: β =.225; p<.001), promotions: β =.228; p<.001; and job security: β = .141; p<.001). However, HRM practices were negative predictors of turnover intentions (rewards: β = -.228; p<.001; promotion, β = -.215; p<.001; job security, β = -.138; p<.001). Furthermore, affective commitment was indeed a significant mediator of the relationship between HRMPs and turnover intentions of university employees. These findings made us draw the conclusion that when university employees perceive the institution’s HRMPs to be favourable, they will not only become committed to the organisation but also desire to remain working longer for it. Therefore, we recommend that the university managers in Uganda and similar countries should formulate and practise human resource management styles that do not only spur employee commitment but also enhance staff retention.

Mechanism of organisational excellence as a mediator on the relationship between human resource management and organisational performance: empirical evidence from public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hassan Saleh Al-Dhaafri ◽  
Mohammed Saleh Alosani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
United Arab Emirates ◽  
Empirical Studies ◽  
Theory Of The Firm ◽  
Mediating Effect ◽  
Organisational Performance ◽  
Content Type ◽  
The Relationship

PurposeThe main purpose of this paper aims to evaluate the mediating effect of organisational excellence between human resource management (HRM) and organisational performance through the perspective of the resource-based view theory of the firm.Design/methodology/approachThe four hypotheses presented in this study were tested using data collected from employees of the Dubai Police Force in the United Arab Emirates. A questionnaire survey was performed and the SmartPLS analysis software was used to examine the relationship between the proposed variables by testing the measurement and structural models.FindingsThe results obtained in this study indicated that all four of the proposed hypotheses were supported.Practical implicationsThe findings of this research can be used by decision-makers, managers and practitioners to improve the performance of their organisations through the implementation of innovative strategies such as organisational excellence.Originality/valueThis study is considered one of the very few empirical studies that examine the effect of HRM, excellence and performance.

scholarly journals Influence of Ethical Leadership on Employees’ Innovative Behavior: The Role of Organization-Based Self-Esteem and Flexible Human Resource Management

2021 ◽  
Vol 13 (3) ◽  
pp. 1359
Author(s):  
Qiuxiang Wen ◽  
Yingxuan Wu ◽  
Jing Long
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Ethical Leadership ◽  
Self Esteem ◽  
Mediating Effect ◽  
Innovative Behavior ◽  
The Relationship ◽  
Moderating Role

Employees’ innovative behavior is a vital source for promoting the sustainable survival and development of enterprises. Innovation is a complicated and high-risk mental process, where in each stage employees’ innovative attitude and behavior will be affected by the varying behaviors of their direct leaders. Therefore, exploring the intricate relationship between leadership behavior and employees’ innovative behavior is necessary. Based on social exchange theory, this study builds a cross-level moderation model to investigate the impact of ethical leadership on employees’ innovative behavior and the mediating role of organization-based self-esteem and the moderating role of flexible human resource management. On the basis of a questionnaire survey of 146 supervisors and 365 subordinates in the mainland of China, the empirical results show that: (a) Ethical leadership positively affects employees’ innovative behavior significantly; (b) Organization-based self-esteem has a partial mediating relationship between ethical leadership and employees’ innovative behavior; and (c) flexible human resource management plays a positive moderating role in the relationship between organization-based self-esteem and employees’ innovative behavior, and it also positively moderates the mediating effect of organization-based self-esteem on the relationship between ethical leadership and employees’ innovative behavior. The findings reveal the internal mechanism and boundary condition of ethical leadership influencing employees’ innovative behavior, which provide a reference for enterprises to encourage employees to innovate, and have important practical significance for employees to actively pursue innovative activities in the workplace.

scholarly journals The Mediating Effect of Affective Commitment on the Relationship between Human Resource Management Practices and Turnover Intentions of University Employees

2020 ◽  
Author(s):  
Godfrey Tumwesigye ◽  
David Onen ◽  
Joseph Oonyu ◽  
John C. S. Musaazi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Affective Commitment ◽  
Management Practices ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
University Employees ◽  
The University ◽  
The Relationship

In this study, we explored the mediating effect of affective commitment on the relationship between human resource management practices (HRMPs) and the turnover intentions of university employees in Uganda using the theoretical lens of social exchange theory. The study was instigated by reportedly persistent increase in the cases of employee attrition in higher education institutions in Uganda in spite of Government’s attempts to improve the working conditions of the university employees. Using the cross-sectional survey research design, data were collected with the use of an adapted self-administered questionnaire from a sample of 722 academic and non-academic employees of three public and three private universities in Uganda. The results of structural equation modelling (SEM) indicated that HRMPs were significant positive predictors of affective commitment (rewards: β =.225; p<.001), promotions: β =.228; p<.001; and job security: β = .141; p<.001). However, HRM practices were negative predictors of turnover intentions (rewards: β = -.228; p<.001; promotion, β = -.215; p<.001; job security, β = -.138; p<.001). Furthermore, affective commitment was indeed a significant mediator of the relationship between HRMPs and turnover intentions of university employees. These findings made us draw the conclusion that when university employees perceive the institution’s HRMPs to be favourable, they will not only become committed to the organisation but also desire to remain working longer for it. Therefore, we recommend that the university managers in Uganda and similar countries should formulate and practise human resource management styles that do not only spur employee commitment but also enhance staff retention.

scholarly journals Human Resource Management, Organizational Performance, and Publicness: The Case of Korean Higher Educational Institutions

2016 ◽  
Vol 31 (2) ◽  
pp. 41-69
Author(s):  
Kim Taeyeon
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Performance Indicators ◽  
Research Performance ◽  
Private University ◽  
Top Managers ◽  
And Performance ◽  
The Relationship

This study investigates the relationship between human resource management and organizational performance using a dataset of 155 universities in Korea. It also examines the moderating effect of publicness measured by ownership (whether it is a public or private university) on the relationship of human resource management and performance. The results show that there is a positive relationship between the efforts of top managers to improve human resource management and one of the two research performance indicators examined in this study. Also, the moderating effects of publicness on the relationship between human resource management and performance are clearly shown in the analysis of both research performance indicators, which means that human resource management in public universities is more conducive to research performance than in private universities. The findings of the present study imply a linear linkage between human resource management and organizational performance and the moderating role of publicness in the management-performance linkage.

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