Employee attitudes, HR practices and organizational performance: what’s the evidence?

2013 ◽  
pp. 170-214 ◽  
Author(s):  
Yanqing Lai ◽  
George Saridakis
Keyword(s):  
Organizational Performance ◽  
Employee Attitudes ◽  
Hr Practices

Human Resource Management and Organizational Psychology

2017 ◽  
Author(s):  
David E. Guest
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Organizational Psychology ◽  
Employee Attitudes ◽  
Contextual Influences ◽  
Hr Practices ◽  
Employee Wellbeing ◽  
Causal Direction ◽  
Hr Strategy

Human resources (HR) management addresses those policies, practices, and activities concerned with the management of people in organizations. Although it is typically considered at multiple levels of analysis, it provides an important context for the application of work and organizational psychology. Core research questions address the determinants of HR strategy and practices adopted by organizations and how these are linked to outcomes including in particular organizational performance and employee wellbeing. Much research explores this linkage process including how far HR practices are able to ensure employee abilities, motivation, and opportunities to contribute; the distinctive role of human capital; how employees react to these practices; and the steps management can take to ensure their effective implementation. Most research confirms an association between the adoption of a greater number of what are typically termed “high performance” or “high involvement” HR practices and higher organizational performance and employee wellbeing. However, doubts remain about the causal direction of the association. Continuing research challenges include how best to measure HR practices, understanding more about contextual influences, and incorporating more fully the role of employee attitudes and behavior including employee attributions about the motives of management in their use of HR practices.

Mediating Effect of Organizational Commitment Between Islamic Human Resource Practices and Organizational Performance Among Islamic Banks of Bangladesh

2018 ◽  
Vol 15 (2) ◽  
pp. 54-65
Author(s):  
Bablu Kumar Dhar ◽  
Rosnia Masruki ◽  
Mahazan Mutalib ◽  
Hatem Mohammed Rahouma ◽  
Farid A. Sobhani ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Stock Exchange ◽  
Reliability And Validity ◽  
Mediating Effect ◽  
Islamic Banks ◽  
Hr Practices ◽  
The Impact

This paper aims at exploring the impact of Islamic human resource (HR) practices on organizational performance though organizational commitment. Data were collected from randomly selected 170 branch managers of six Islamic Banks listed on Dhaka Stock Exchange of Bangladesh. After collecting data, descriptive analysis and structural equation model were done to examine reliability and validity of the model. By analysis, the study finds that Islamic HR practices have more significant impact on organizational performance though organizational commitment rather than the direct effect of Islamic HR practices to organizational performance. The findings of the study advocate that Islamic banks should emphasize more on Islamic HR practices and organizational commitment to uphold their organizational performance.

A Meta-Analytic Review of the Relationship Between Learning Organization and Organizational Performance and Employee Attitudes: Using the Dimensions of Learning Organization Questionnaire

2021 ◽  
pp. 153448432098736
Author(s):  
Boreum Ju ◽  
Yunsoo Lee ◽  
Sunyoung Park ◽  
Seung Won Yoon
Keyword(s):  
Organizational Performance ◽  
National Culture ◽  
Learning Organization ◽  
Meta Analysis ◽  
Negative Relationship ◽  
Employee Attitudes ◽  
Future Research ◽  
Analytic Review ◽  
Dimensions Of Learning ◽  
The Relationship

The purpose of this meta-analysis study is to examine the correlations between the Dimensions of Learning Organization Questionnaire (DLOQ) and frequently examined outcomes including organizational performance and employee attitudes. Positive relationships were found between the DLOQ and organizational performance (e.g., financial, knowledge, and innovative performance) and employee attitudes (e.g., organizational commitment and job satisfaction) and the sub-dimensions (e.g., affective, continuance, and normative commitment), with a notable exception of a negative relationship between the DLOQ and turnover. Because the DLOQ has been used in many countries over the years, this study also examined the influence of national culture on the outcomes. Power distance moderated the relationship between the learning organization and overall organizational performance. Our meta-analytic review makes substantive contributions to the literature on the learning organization concept and the study of national culture as a significant moderator. Implications of these findings and suggestions for future research are discussed.

scholarly journals What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

2020 ◽  
Author(s):  
Nadeem Akhtar ◽  
Syed Muhammad Azeem ◽  
Abdullah F. Bassiouni ◽  
Teoh Kok Ban ◽  
Adbulkhaliq Alvi
Keyword(s):  
Saudi Arabia ◽  
Organizational Performance ◽  
Employee Commitment ◽  
Industrial Sector ◽  
Performance Data ◽  
Mediating Role ◽  
Hr Practices ◽  
Structured Questionnaire

A structured questionnaire was used to collect data on HR practices, employee commitment, and organizational performance. Data was collected from the 759 employees of the industrial sector in Saudi Arabia.<br>

The individual and organizational level effects of TQM practices on job satisfaction

2017 ◽  
Vol 38 (2) ◽  
pp. 215-225 ◽  
Author(s):  
Daniel I. Prajogo ◽  
Brian Cooper
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Attitudes ◽  
Organizational Level ◽  
Total Quality ◽  
Content Type ◽  
Multi Level ◽  
The Individual ◽  
A Company

Purpose The purpose of this paper is to examine the multi-level relationship between people-related total quality management (TQM) practices and employee job satisfaction. The authors draw upon organizational climate theory to hypothesize that TQM is related to job satisfaction at the individual employee level, as well as at the organizational level in the form of shared perceptions of TQM practices in the workplace. Design/methodology/approach Multi-level modelling was used to test the study hypotheses. The sample was drawn from 201 employees working in 23 organizations in Australia. Findings The findings show that people-related TQM practices are positively related to job satisfaction at both individual and organizational levels, with a stronger effect on employee attitudes observed at the organizational level. Research limitations/implications The statistically significant multi-level relationship between people-related TQM practices and job satisfaction extends the findings of previous studies conducted only at the individual level; thus, supporting the sustainability of TQM as a management principle at a company-wide level. Practical implications The findings broadly support the implementation of people-related TQM practices as part of a strategy of creating a “high performance” climate in organizations, which in turn, will likely to positively affect both individual and organizational performance. Social implications From a wider social perspective, the implementation of TQM practices as a company-wide initiative could facilitate greater corporate social responsibility of the organization. Such practices as training, involving, and empowering employees can promote social commitment by valuing employees as one important stakeholder. Originality/value This is the first empirical study to the best of the author’s knowledge that uses multi-level modelling to examine the relationship between TQM practices and employee attitudes such as job satisfaction.

The Dawn of Paternal HR

2018 ◽  
Vol 7 (1) ◽  
pp. 27-44 ◽  
Author(s):  
Muhammad Abdullah ◽  
Salman Iqbal
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Employee Performance ◽  
System Modeling ◽  
Interactive Effects ◽  
Employee Behavior ◽  
Dynamic Approach ◽  
Role Identification ◽  
Hr Practices ◽  
Behavior Outcomes

The purpose of this article is to explore and investigate the effects of paternal HR practices on the employee behavior outcomes. There is dearth of knowledge research on paternal HR practices in Pakistan, its effect on employee outcomes and organizational performance. The authors have applied a system dynamic approach to explore the interactive effects of paternal HR practices on employee behavior. The paternal HR practices effect the employee job quitting intentions. The paternal HR practices improve the employee loyalty and commitment towards the manager and organization. It induces selfless employee behavior, enhances leader identification, increases social exchange, and fosters the trust. Trust and loyalty bonds an employee in psychological relation with an organization and a manager, leading to employee commitment. The better role identification leads to improved employee performance. Nonetheless, the proposed system of paternal HR practices helps the organizations influence employee behavior strategically, which can help reduce employee turnover. The value of this article lies in the understanding gained about the interactive effects of paternal HR practices on employee resignation with the help of system modeling and learning from the simulation outcomes.

Why do employees respond to hospitality talent management

2019 ◽  
Vol 31 (10) ◽  
pp. 4021-4042 ◽  
Author(s):  
Enrique Murillo ◽  
Ceridwyn King
Keyword(s):  
Organizational Performance ◽  
Latin American ◽  
Management Practices ◽  
Brand Management ◽  
Structural Model ◽  
Talent Management ◽  
Employee Attitudes ◽  
Strategic Human Resource Management ◽  
Content Type ◽  
Relationship Orientation

Purpose In consideration that the purpose of talent management is to attract and nurture productive employees for the benefit of the hospitality organization, this study aims to examine why employees respond in such favorable ways. Recognizing beneficial employee behavior advances a hospitality organization through their ability to deliver an experience that aligns with the promoted brand promise, inspiration is drawn from both the strategic human resource management as well as the internal brand management literature. The power of this approach is illustrated through a survey of employees of a Latin American restaurant chain with a long-standing policy of values-based recruiting, inclusive talent management and progressive people management practices. Design/methodology/approach Informed by literature, employee perception of their relationship with the organization (i.e., relationship orientation) and alignment with the brand’s values (i.e., brand fit) were considered drivers of favorable employee attitudes and behavior as a result of hospitality talent management practices. These were hypothesized to positively influence employee confidence and motivation as reflected in organization-based self-esteem (OBSE) and brand motivation, which in turn drive employee brand-aligned behavior. A survey measured the variables of interest with the same employees over two time periods, matched using employees’ identification code, resulting in 199 complete surveys. The structural model was estimated using partial least squares (PLS). Findings Relationship orientation and brand fit were significant drivers of OBSE and brand motivation, respectively. In turn, they had a significant effect on employee brand-aligned behavior. Model estimation complied with all PLS quality criteria. Research limitations/implications Traditional talent management practices that tend to focus on the transactional benefits of the job/career can be strengthened by leveraging strong organizational relationships as well as engagement with the hospitality brand. In turn, employees have the confidence and motivation to exhibit brand-aligned behavior, a path to competitive advantage, which may also act as a buffer helping employees manage the stress of hospitality jobs. Originality/value Understanding why employees respond favorably to hospitality talent management practices, beyond simply transactional, monetary reasons, is important to designing relevant and timely initiatives that have the potential to enhance organizational performance.

scholarly journals Perceived Organizational Support: A Literature Review

2019 ◽  
Vol 9 (3) ◽  
pp. 155 ◽  
Author(s):  
Li Sun
Keyword(s):  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Research Progress ◽  
Management Communication ◽  
Hr Practices ◽  
Leadership Management ◽  
Organizational Fairness ◽  
Employee Characteristics

Perceived organizational support (POS), which reflects the organization’s value on employees’ contributions and concern for employee benefits, is an important tool to help organizations establish favourable relationship with employees and motivate employees work hard. This paper aims to make a review of POS concept and the variables related to POS. Research results showed that perceived organizational support emphasizes organizational commitment to employees and is a unilateral relationship. Perceived organizational support is related to employees’ reduced absenteeism, increased job satisfaction, happiness, organizational citizenship behaviour and organizational performance, and also influenced by organizational fairness, working conditions, HR practices, employee characteristics, leadership, management communication. Besides, this paper summarized the measures to improve perceived organizational support, such as supportive or high commitment HR practices, fairness, superior and co-worker supports, employee empowerment. This study helps researchers understand the latest research progress in perceived organizational support.

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