Do organisational culture and national culture mediate the relationship between high-performance human resource management practices and organisational citizenship behaviour?

2020 ◽  
Vol 41 (8) ◽  
pp. 1179-1197
Author(s):  
Pamela Lockhart ◽  
Nusrat Khan Shahani ◽  
Ramudu Bhanugopan
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
National Culture ◽  
High Performance ◽  
Management Practices ◽  
Organisational Culture ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this paper is to examine the impact of high-performance human resource management practices (HPHRMPs) on organisational citizenship behaviour (OCB) and the influences of national culture (NC) and organisational culture (OC) on this relationship.Design/methodology/approachUsing a self-administered survey, data were collected from a sample of 420 public sector employees. The hypotheses were tested using structural equation modeling and hierarchical regression analysis.FindingsThe findings of this study offer new insights into the ability to improve OCB through greater consideration of NC and OC in the design of HPHRMP. The results indicated that NC fully mediates the relationship between HPHRMP and OCB, whilst OC has a partial mediating influence.Research limitations/implicationsHPHRMP includes a wide variety of functional areas; however, this study has only examined three (reward management, performance appraisal and promotion practices) and contributes to understanding the importance of institutional theory in HRM.Practical implicationsThis study highlights the need for HR professionals to ensure that they consider the impact of cultural differences (national and organisational) on how these HR practices will be perceived by employees.Originality/valueThe present study seeks to extend research into the link between cultural context and HPHRMP and posits that culture plays a crucial role in this relationship.

The role of affective commitment on the relationship between human resource management practices and informal workplace learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Shariful Alam Khandakar ◽  
Faizuniah Pangil
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Workplace Learning ◽  
Affective Commitment ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship

PurposeThe purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.Design/methodology/approachThis paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.FindingsThis paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.Originality/valueNone of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.

Making the case for manager delegation of authority

2016 ◽  
Vol 24 (5) ◽  
pp. 1-3 ◽  
Author(s):  
Paul R. Lyons
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Design Methodology ◽  
Management Practices ◽  
Content Type ◽  
Delegation Of Authority ◽  
Human Resource Management Practices ◽  
Broad Array ◽  
Potential Benefits

Purpose The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and opinion, the fundamental aspects are given clear exposition. Design/methodology/approach Addressed in this paper are several areas that establish the basis for effective delegation to include the psychology of delegation, potential benefits, delegation and high performance human resource management practices, and fears of actually delegating authority. Findings Findings are grounded on actual practices which have been researched. There is a “science” to manager delegation of authority, and the critical information about how to delegate is presented. Originality/value This work gives shape to the actions that help to create effective delegation. There are many benefits that accrue from effective delegation, and these benefits are often under-represented.

scholarly journals The effect of high-performance work systems according to AMO model on HRM performance outcomes: An analytical study on the banking sector

2021 ◽  
pp. 1755-1764
Author(s):  
Fatimah Mohamed Mahdy ◽  
Asia Yagoub Alhadi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Performance Outcomes ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Human Resource Management Practices ◽  
The Impact

This research paper aims to study the impact of high-performance work systems (HPWS) according to the AMO includes three human resource management practices which are (Ability-enhancing human resource management practices, motivation-enhancing human resource management practices, and opportunities -enhancing human resource management practices). The authors select a random sample of 400 individuals from 10 banks in Saudi Arabia, Egypt, Sudan to prove the validity of the hypotheses; The study found a set of results and one of them indicate that there is a significant positive relationship among high-performance work systems according to the AMO model on the results of human resource performance.

scholarly journals TINJAUAN MANAJEMEN SUMBER DAYA MANUSIA YANG MEMPENGARUHI KINERJA: SEBUAH AGENDA PENELITIAN

2020 ◽  
Vol 3 (1) ◽  
pp. 159-176
Author(s):  
Eri Novari
Keyword(s):  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Research Priorities ◽  
Analytical Framework ◽  
Human Resource Management Practices ◽  
And Performance ◽  
The Relationship

There is increasing evidence supporting the relationship between so-called high-performance or high-commitment human resource management practices (HRM) and various measures of organizational performance. However, it is not clear why this relationship exists. This paper argues that in order to provide a convincing explanation about this association, we need to improve the theoretical and analytical framework in three main areas namely the nature of HRM, and especially the reasons for a specific list of HR practices; the nature of organizational performance; and the relationship between HRM and performance. A model is presented to explore this connection. Existing literature on HRM and performance is reviewed based on analysis to identify key gaps in knowledge and help focus further research priorities.

scholarly journals Exploring the Relationship between Human Resource Management Practices and Organizational Commitment: Empirical Evidence from the Banking Sector in China

2012 ◽  
Vol 4 (9) ◽  
pp. 502-516 ◽  
Author(s):  
Faheem Ghazanfar ◽  
Muhammad Siddique . ◽  
Mohsin Bashir .
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Banking Sector ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

The purpose of this paper is to measure the impact of human resource management practices individually and as a system on organizational commitment. Data were collected from 304 respondents from banking sector of China. A questionnaire survey for this purpose was conducted in different cities of China. Correlations and multiple regression statistics analysis were used to explore the relationship between the variables involved in the study. The findings of the study provide support for the variables (selection, training, performance appraisal, promotion, performance based rewards, information sharing, job security and human resource management system) and are confirmed by the results of the previous studies. The findings of the current study support the notion that the HR practices relates to organizational commitment, individually and as a system as well. These findings provide important avenues for the banking sector of China and for the debate regarding convergence of the human resource management practices regionally as well as internationally.

Antecedents of small business financial performance: the role of human resource management practices and strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Willie Chinyamurindi ◽  
Janatti Bagorogoza Kyogabiirwe ◽  
Jolly Byarugaba Kabagabe ◽  
Samuel Mafabi ◽  
MTutuzeli Dywili
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Financial Performance ◽  
Human Resource ◽  
Small Businesses ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship

PurposeThere is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly seeking for ways to assist small businesses achieve success. Calls exist in the literature to investigate the combined role that strategy and human resource management practices can play leading to efforts of financial success.Design/methodology/approachA structured questionnaire was utilised and data collected from 401 small businesses operating in the Eastern Province of South Africa. Pearson product–moment correlation and hierarchical regression were used in the data analysis.FindingsThe results confirm that a direct relationship exists between strategy and financial performance. Further, the relationship is made significant only through the mediation effect of human resource management practices.Practical implicationsTo fully realise the enactment of strategy within small businesses there is need to pay attention to the role that human resource management practices may potentially have on financial performance. Small business owner-managers need to ground their strategies with sound human resource management practices. Through this, firm financial performance can be attained.Originality/valueThe paper sheds light and presents a model that illustrates the mediating role of human resource management practices on the relationship between strategy and financial performance.

HRM and product innovation: does innovative work behaviour mediate that relationship?

2018 ◽  
Vol 56 (6) ◽  
pp. 1417-1429 ◽  
Author(s):  
Raquel Sanz-Valle ◽  
Daniel Jiménez-Jiménez
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Product Innovation ◽  
High Performance ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Innovative Work ◽  
Innovative Work Behaviour

Purpose The purpose of this paper is to empirically analyse the mediator effect of innovative work behaviour (IWB) between the firm’s human resource management system and product innovation. Design/methodology/approach Data are collected from 225 Spanish manufacture companies. Hypotheses are tested using structured equation modelling. The structural model is estimated through partial least squares modelling. Findings The results provide strong evidence about the effect of the system of human resource management practices on both, employee’s IWB and product innovation. Furthermore, findings support the idea that employee’s IWB mediates the relationship between human resource management and product innovation. Research limitations/implications Although the study counts with the limitations of cross-sectional studies, its findings suggest that employees’ IWB fosters product innovation and that the adoption of a high-performance work system is positively associated to such behaviour. Practical implications This paper shows that companies seeking to foster product innovation should pay attention to their employees’ behaviour. In particular, they should promote that employees engage in innovative behaviours, and that adopting high-performance human resource management practices can help in this line. Originality/value Although a number of studies suggest that IWB is a key determinant of innovation and a mediator in the link between human resource management and innovation, there is no empirical research examining these relationships. This paper covers this gap detected in the literature and provides evidence supporting them.

scholarly journals How do human resource management practices affect employee well-being? A mediated moderation model

2020 ◽  
Vol 42 (4) ◽  
pp. 903-919 ◽  
Author(s):  
Xinggui Zhang ◽  
Zhibin Lin ◽  
Yizhu Liu ◽  
Xiao Chen ◽  
David Ming Liu
Keyword(s):  
Human Resource Management ◽  
Organizational Justice ◽  
Human Resource ◽  
Management Practices ◽  
Well Being ◽  
Significant Positive Effect ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship ◽  
Positive Effect

PurposeThe study examines how human resource management practices (HRMPs) – including ability practice, motivation practice and opportunity practice – affect employee well-being (EWB) – including life well-being, job well-being and psychological well-being – in the Chinese cultural context.Design/methodology/approachA sample of 529 employees from various industries in China participated in the survey for this study. Data were analyzed using structural equation modeling.FindingsThe findings indicate that HRMPs have a significant positive effect on EWB. Specifically, practices based on ability, motivation and opportunity have a significant positive effect on job well-being, life well-being and psychological well-being, respectively. Integrity leadership moderates the impact of HRMPs on EWB. Organizational justice has a partial mediating effect on the relationship between HRMPs and EWB. Integrity leadership moderates the mediation effect of organizational justice in the relationship between HRMPs and EWB.Practical implicationsHuman resource policies and practices need to create a fair organizational atmosphere, and managers implementing them must have integrity leadership. When selecting and promoting managers, organizations should pay attention to not only a candidate's ability but also his or her integrity.Originality/valueThis study uncovers how the important roles of organizational justice and integrity leadership act on the relationship between HRMPs and EWB, thus advancing our understanding of how HRMPs can effectively increase EWB.

The impact of human resource management practices on job satisfaction and affective commitment in Hurghada resort hotels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Faten Mohamed Hussien ◽  
Yasser Ibrahim ◽  
Haitham Abdelrhman Naser
Keyword(s):  
Job Satisfaction ◽  
Human Resource Management ◽  
Human Resource ◽  
Affective Commitment ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Impact ◽  
Resort Hotels ◽  
Practical Implications

PurposeThe primary purpose of this study is to evaluate the positive influence of human resource management practices (HRMPs) on job satisfaction (JS) and affective commitment (AC).Design/methodology/approachData were collected through a self-administrated questionnaire disseminated in 19 resort hotels in Egypt’s Red Sea region. The structural equation modeling results indicate that HRMPs significantly affect JS and AC through mediation effects.FindingsThis study highlights the importance of a hotel’s behavior in fulfilling its HRMPs obligations on employee attitudes and behaviors. Effective HRMPs (i.e. recruitment and selection, training and socialization and security) positively influence employee outcomes like JS and AC. JS has a significantly positive relationship with AC and a mediating effect on the link between HRMPs and AC.Research limitations/implicationsThese results cannot be generalized to the overall Egyptian hospitality sector context. The survey data are self-reported, so future research should investigate hotel managers and guests through interviews or focus groups.Practical implicationsEffective HRMPs should increase JS and AC. human resource managers should emphasize the critical role of HRMPs in enhancing JS and AC and motivating hotel employees to remain with their hotels. They should also develop a robust framework to improve JS and AC with HRMPs effectively. This study provides a conceptual model for researchers in the HRM literature.Originality/valueTo the best of authors’ knowledge, this is the first study to empirically investigate the impact of HRMPs on JS and AC in the Red Sea region, with significant academic and practical implications. This research is unique in presenting a conceptual model exposing the AC of organizational commitment.

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