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.

The mediating effects of psychological contracts on the relationship between human resource management systems and organisational performance

2015 ◽  
Vol 36 (7) ◽  
pp. 1012-1033 ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Psychological Contracts ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment). Design/methodology/approach – The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations. Findings – The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment. Research limitations/implications – The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders. Practical implications – For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages. Originality/value – Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

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 Exploring the Relationship Between Human Resource Management and Organizational Performance in the Healthcare Sector

2015 ◽  
Author(s):  
Ian Kessler
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Organizational Outcomes ◽  
Developed Countries ◽  
Healthcare Sector ◽  
Research Stream ◽  
The Impact ◽  
The Relationship

This article examines the impact of human resource management (HRM) on organizational performance in the healthcare sector. It reviews the literature on the relationship between HRM practice and organizational outcomes in healthcare, as well as the current state of knowledge and debate on this relationship. It then considers how the HRM agenda in healthcare and its connection to organizational outcomes might be influenced by broad contextual factors, with particular reference to institutional developments mainly in the British National Health Service. It discusses public policy developments and the growing pressure faced by developed countries to address the performance of their healthcare systems, including workforce management issues, and considers research framed in large part by mainstream debates in the field of HRM with regard to the HRM-performance connection. Finally, it analyzes a more refined research stream that explores the association between patterns of staffing and various outcomes.

The Mediating Role of Employers Attractiveness and Prestige on Job Aspirants Perception Towards Green Employee Relations in Malaysia

2021 ◽  
Vol 40 (1) ◽  
Author(s):  
Diane Christine Fernandez ◽  
Jaya Ganesan ◽  
Jian Ai Yeow
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Undergraduate Students ◽  
Developing Economies ◽  
Private Higher Education ◽  
Employee Relations ◽  
Green Human Resource Management ◽  
The Impact ◽  
The Relationship

The key objectives of this study are to examine the relationship between Green Employee Relations and Job Pursuit Intentions as well as the mediating roles of Employers’ Attractiveness and Employers’ Prestige. This study is useful in determining the impact of green growth in developing economies such as Malaysia. Employing Business fields undergraduate students from private Higher Education Institutions in Malaysia as the research sample where a total of 216 responses were collected for the study. For data analysis, SPSS and Smart PLS were utilized. Based on the bootstrapping approach, the results showed that the direct and mediating linkages were supported. This is where Green Employee Relations influenced the Job Pursuit Intentions, both Employers’ Attractiveness and Employers’ Prestige mediated the relationship respectively. The findings of this research offer empirical evidence to comprehend prospective job aspirants’ perception towards Green Employee Relations in influencing their Job Pursuit Intentions. Additionally, the study advances by contributing literature in the contemporary Human Resource Management area - Green HRM. Keywords: Green Human Resource Management, Green Employee Relations, Employers’ Attractiveness, Employers’ Prestige, Job Pursuit Intentions JEL Classifications :  J5, MO, M1

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

scholarly journals Analysis of the Relationship between Strategic Management and Human Resources Management in Informatics Services Company of Tehran Province

2016 ◽  
Vol 10 (6) ◽  
pp. 205
Author(s):  
Amir Kompani ◽  
Amir Babak Marjani
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Organizational Support ◽  
Affective Commitment ◽  
Human Resources Management ◽  
Tehran Province ◽  
The Relationship

Concepts of strategic management and human resource management has long been of interest of researchers and various studies have been done on the relationship between these concepts. In general, researchers believe that the strategic management of the organization leaves a significant role in human resource management. In this regard, the present study is an attempt to examine this relationship in the form of a conceptual model includes 12 hypotheses that have been tested and evaluated in the informatics services company with a population of 740 people. In this study, the concept of strategic management in the form of three basic dimensions: 1) strategic planning, 2) execution of strategy, and 3) assessment strategy has been defined. Human resource management also consists of four main dimensions: 1) attraction and retain the human resources, 2) perceived organizational support, 3) normative and affective commitment, and 4) Optional behavior.  The results showed that between strategic management and human resource management are positively and significantly correlated. As the results showed three independent variables of the study were able to predict more than half of dependent variable changes of human resource management, among which the variable of evaluation of strategy had the greatest role.

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