Social exchange theory, employment relations and human resource management

2019 ◽  
pp. 264-279
Author(s):  
Christine Cross ◽  
Tony Dundon
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Employment Relations

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.

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.

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 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.

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