Pub Date : 2023-03-28DOI: 10.1108/ebhrm-10-2022-0250
A. Papaioannou, Panagiotis E. Dimitropoulos, K. Koronios, Konstantinos Marinakos
PurposeThe aim of the present study is to examine the impact of human resource (HR) practices (human resource empowerment, organizational culture and transformational leadership) on innovation activities as well as the effect of innovation activities on perceived financial performance within sport services firms.Design/methodology/approachThe proposed relationships were examined using empirical data from 172 managers of Greek sport services firms. Seemingly unrelated regression (SUR) analysis was used to investigate the role of human resource management (HRM) practices on innovation activities and whether innovation activities affected the perceived financial performance.FindingsThe results of the study indicated that HRM practices, such as human resource empowerment, organizational culture and transformational leadership, significantly impact innovation activities and subsequently innovation activities have a significant and positive effect on perceived financial performance as measured by satisfaction levels in relation to specific key performance indicators (KPIs) such as profit, ROI, sales volume and market share.Practical implicationsThis study presents useful theoretical and managerial implications that can be used by sport service firms to assess the effects of HRM practices on innovation activities and perceived financial performance.Originality/valueThis study contributes to the literature on several merits. Firstly, the authors jointly estimate the impact of HRM practices on innovation and its concurrent effect on perceived financial performance, which is not methodologically considered before. Secondly, the authors incorporate a more thorough measure of perceived financial performance including four dimensions of performance, and finally the authors analyze a larger sample of sport services firms relative to previous studies, leading into more concrete conclusion on the research hypotheses.
{"title":"Perceived financial performance in sport services firms: the role of HRM practices and innovation","authors":"A. Papaioannou, Panagiotis E. Dimitropoulos, K. Koronios, Konstantinos Marinakos","doi":"10.1108/ebhrm-10-2022-0250","DOIUrl":"https://doi.org/10.1108/ebhrm-10-2022-0250","url":null,"abstract":"PurposeThe aim of the present study is to examine the impact of human resource (HR) practices (human resource empowerment, organizational culture and transformational leadership) on innovation activities as well as the effect of innovation activities on perceived financial performance within sport services firms.Design/methodology/approachThe proposed relationships were examined using empirical data from 172 managers of Greek sport services firms. Seemingly unrelated regression (SUR) analysis was used to investigate the role of human resource management (HRM) practices on innovation activities and whether innovation activities affected the perceived financial performance.FindingsThe results of the study indicated that HRM practices, such as human resource empowerment, organizational culture and transformational leadership, significantly impact innovation activities and subsequently innovation activities have a significant and positive effect on perceived financial performance as measured by satisfaction levels in relation to specific key performance indicators (KPIs) such as profit, ROI, sales volume and market share.Practical implicationsThis study presents useful theoretical and managerial implications that can be used by sport service firms to assess the effects of HRM practices on innovation activities and perceived financial performance.Originality/valueThis study contributes to the literature on several merits. Firstly, the authors jointly estimate the impact of HRM practices on innovation and its concurrent effect on perceived financial performance, which is not methodologically considered before. Secondly, the authors incorporate a more thorough measure of perceived financial performance including four dimensions of performance, and finally the authors analyze a larger sample of sport services firms relative to previous studies, leading into more concrete conclusion on the research hypotheses.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43354280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-24DOI: 10.1108/ebhrm-01-2022-0026
D. Dahle, Sivert Skålvoll Urstad
PurposeIn the deregulated public sector upper secondary school field in Oslo, Norway, turnover among teachers is found to be high. The purpose is to examine whether instrumental practices like control-oriented HRM, performance appraisal and heteronomy directly or indirectly lead to turnover intention, as a crucial pre-stage to turnover. Another purpose is to examine whether this varies with feedback format.Design/methodology/approachThe present study is based on a survey (N = 1,055) carried out among upper secondary school teachers in Norway. Data were analyzed with path analysis, and mediation and moderation analyses were performed.FindingsThe study shows that control-oriented HRM, PA dissatisfaction and heteronomy are antecedents to turnover intention for teachers receiving feedback in three different feedback formats. The effect of control-oriented HRM and PA dissatisfaction on turnover intention was generally not stronger among numerically rated than among those rated otherwise. For most feedback format groups, leader–member exchange mediated between turnover intention and PA dissatisfaction and heteronomy, respectively, but not between turnover intention and control-oriented HRM. For teachers rated with text, figures or colors, LMX moderated between control-oriented HRM and turnover intention.Research limitations/implicationsThe paper advances that introduction of instrumental practices will be seen as breaches of the psychological contract, but this does not apply to all feedback format groups, for example those receiving numerically rating. Limitations involve self-reported measures, direction of causality issues and a relatively low sample size for some groups.Practical implicationsPractitioners should note that both control-oriented HRM, performance appraisal and little autonomy may cause teachers to consider leaving their jobs. Practitioners should also be aware of the importance of the relationship between employee and leader, as negative responses to instrumentality may work through the leader–employee relationship, leading to turnover intention and, possibly, turnover.Originality/valueThe present study is among the first to examine whether and how antecedents to turnover intention vary with feedback format. A rare interaction between HRM and LMX is uncovered. Few other studies have analyzed the relationship between instrumental practices and turnover intention in light of psychological contract theory.
{"title":"Judge and fury: instrumentality, feedback formats and turnover intention in schools","authors":"D. Dahle, Sivert Skålvoll Urstad","doi":"10.1108/ebhrm-01-2022-0026","DOIUrl":"https://doi.org/10.1108/ebhrm-01-2022-0026","url":null,"abstract":"PurposeIn the deregulated public sector upper secondary school field in Oslo, Norway, turnover among teachers is found to be high. The purpose is to examine whether instrumental practices like control-oriented HRM, performance appraisal and heteronomy directly or indirectly lead to turnover intention, as a crucial pre-stage to turnover. Another purpose is to examine whether this varies with feedback format.Design/methodology/approachThe present study is based on a survey (N = 1,055) carried out among upper secondary school teachers in Norway. Data were analyzed with path analysis, and mediation and moderation analyses were performed.FindingsThe study shows that control-oriented HRM, PA dissatisfaction and heteronomy are antecedents to turnover intention for teachers receiving feedback in three different feedback formats. The effect of control-oriented HRM and PA dissatisfaction on turnover intention was generally not stronger among numerically rated than among those rated otherwise. For most feedback format groups, leader–member exchange mediated between turnover intention and PA dissatisfaction and heteronomy, respectively, but not between turnover intention and control-oriented HRM. For teachers rated with text, figures or colors, LMX moderated between control-oriented HRM and turnover intention.Research limitations/implicationsThe paper advances that introduction of instrumental practices will be seen as breaches of the psychological contract, but this does not apply to all feedback format groups, for example those receiving numerically rating. Limitations involve self-reported measures, direction of causality issues and a relatively low sample size for some groups.Practical implicationsPractitioners should note that both control-oriented HRM, performance appraisal and little autonomy may cause teachers to consider leaving their jobs. Practitioners should also be aware of the importance of the relationship between employee and leader, as negative responses to instrumentality may work through the leader–employee relationship, leading to turnover intention and, possibly, turnover.Originality/valueThe present study is among the first to examine whether and how antecedents to turnover intention vary with feedback format. A rare interaction between HRM and LMX is uncovered. Few other studies have analyzed the relationship between instrumental practices and turnover intention in light of psychological contract theory.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42448295","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-20DOI: 10.1108/ebhrm-11-2022-0281
Hung M. Le, P. Le
PurposeThe purpose of this paper is to examine the impact of high-involvement human resource management (HRM) practices on innovation capabilities via the mediating role of knowledge sharing (KS) behaviors. This paper also investigates the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation capability, namely exploitative and exploratory innovation.Design/methodology/approachAnalysis of moment structures and structural equation modeling are applied to examine the correlation among the latent constructs based on the survey data collected from 125 manufacturing and service firms.FindingsThe findings of this study support the mediating role of KS behaviors in the relationship between high-involvement HRM practices and aspects of innovation capability. It highlights the important role of market turbulence in strengthening the influence of KS on exploitative and exploratory innovation.Research limitations/implicationsFuture research should investigate the impact of high-involvement HRM practices on innovation capability under the moderating effects of organizational variables, such as perceived organizational support, to bring better understanding on a new mechanism to pursuit innovation.Originality/valueThe paper significantly contributes to increasing knowledge and insights into the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on the mediating role of KS behaviors and the moderating role of market turbulence contribute to advancing the body of knowledge of HRM and innovation theory.
{"title":"How high-involvement HRM practices motivate knowledge sharing and innovation: the role of market turbulence","authors":"Hung M. Le, P. Le","doi":"10.1108/ebhrm-11-2022-0281","DOIUrl":"https://doi.org/10.1108/ebhrm-11-2022-0281","url":null,"abstract":"PurposeThe purpose of this paper is to examine the impact of high-involvement human resource management (HRM) practices on innovation capabilities via the mediating role of knowledge sharing (KS) behaviors. This paper also investigates the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation capability, namely exploitative and exploratory innovation.Design/methodology/approachAnalysis of moment structures and structural equation modeling are applied to examine the correlation among the latent constructs based on the survey data collected from 125 manufacturing and service firms.FindingsThe findings of this study support the mediating role of KS behaviors in the relationship between high-involvement HRM practices and aspects of innovation capability. It highlights the important role of market turbulence in strengthening the influence of KS on exploitative and exploratory innovation.Research limitations/implicationsFuture research should investigate the impact of high-involvement HRM practices on innovation capability under the moderating effects of organizational variables, such as perceived organizational support, to bring better understanding on a new mechanism to pursuit innovation.Originality/valueThe paper significantly contributes to increasing knowledge and insights into the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on the mediating role of KS behaviors and the moderating role of market turbulence contribute to advancing the body of knowledge of HRM and innovation theory.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45920691","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-17DOI: 10.1108/ebhrm-03-2022-0064
J. Haar
PurposeMāori are the indigenous people of Aotearoa/New Zealand and have a history of experiencing discrimination, which occurs similarly for Pacific peoples. While both ethnic groups have lower pay and higher unemployment issues, their workplace experiences around perceived discrimination are seldom explored. Consequently, this study tests the influence of perceived discrimination on work outcomes (job satisfaction and work engagement) and well-being outcomes (job stress, job anxiety and job depression). Further, potential buffering effects of perceived organizational support (POS) and gender are conducted to test the symbolic interaction perspective (gender differences towards the potential buffering effects of POS).Design/methodology/approachThe study uses data from Māori employees (n = 437) and Pacific employees (n = 148) for a total sample of 585 employees across a wide range of occupations and industries. Confirmatory factor analysis (CFA) of the data was used, and two-way and three-way moderations were conducted.FindingsOverall, perceived discrimination was detrimentally related to all outcomes. Further, significant three-way interactions were found towards all well-being outcomes. This supported the symbolic interaction perspective, whereby high POS buffered perceived discrimination best for females, but low POS was key for males.Research limitations/implicationsThis research is important because the authors provide much-needed empirical evidence around ethnic discrimination in Aotearoa/New Zealand workplaces and extend the outcomes explored in the discrimination literature. Implications for organizations include establishing the rate of discrimination and developing human resource management (HRM) practices to address this.Originality/valueBeyond the unique findings towards Māori and Pacific employees, the strong support for the symbolic interaction perspective provides useful insights into understanding that support benefits differ by gender.
{"title":"Perceived discrimination of Māori and Pacific employees in Aotearoa/New Zealand: work and well-being consequences and testing the symbolic interaction perspective","authors":"J. Haar","doi":"10.1108/ebhrm-03-2022-0064","DOIUrl":"https://doi.org/10.1108/ebhrm-03-2022-0064","url":null,"abstract":"PurposeMāori are the indigenous people of Aotearoa/New Zealand and have a history of experiencing discrimination, which occurs similarly for Pacific peoples. While both ethnic groups have lower pay and higher unemployment issues, their workplace experiences around perceived discrimination are seldom explored. Consequently, this study tests the influence of perceived discrimination on work outcomes (job satisfaction and work engagement) and well-being outcomes (job stress, job anxiety and job depression). Further, potential buffering effects of perceived organizational support (POS) and gender are conducted to test the symbolic interaction perspective (gender differences towards the potential buffering effects of POS).Design/methodology/approachThe study uses data from Māori employees (n = 437) and Pacific employees (n = 148) for a total sample of 585 employees across a wide range of occupations and industries. Confirmatory factor analysis (CFA) of the data was used, and two-way and three-way moderations were conducted.FindingsOverall, perceived discrimination was detrimentally related to all outcomes. Further, significant three-way interactions were found towards all well-being outcomes. This supported the symbolic interaction perspective, whereby high POS buffered perceived discrimination best for females, but low POS was key for males.Research limitations/implicationsThis research is important because the authors provide much-needed empirical evidence around ethnic discrimination in Aotearoa/New Zealand workplaces and extend the outcomes explored in the discrimination literature. Implications for organizations include establishing the rate of discrimination and developing human resource management (HRM) practices to address this.Originality/valueBeyond the unique findings towards Māori and Pacific employees, the strong support for the symbolic interaction perspective provides useful insights into understanding that support benefits differ by gender.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48988134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-06DOI: 10.1108/ebhrm-02-2022-0036
Yunsoo Lee, Junyeong Yang, J. Lee
PurposeThe high turnover of new graduate employees has become a concern for many organizations in Korea. This study explores when new graduate employees leave first jobs and what makes these employees decide to leave employees' organizations.Design/methodology/approachUsing national panel data from South Korea, the authors employed a survival analysis and examined the factors that explain the turnover of new graduate employees.FindingsThe findings of this study reveal that many new graduate employees leave the employees' organizations within two years. Moreover, work conditions, work satisfaction and job-skill match were associated with new graduate employee turnover.Originality/valueBased on the results of survival analysis derived from actual turnover data, not turnover intentions, the authors emphasize appropriate human resources (HR) intervention, a working environment and organizational culture, and employee development opportunities.
{"title":"Identifying determinants in the first turnover of new graduate employees in Korea: applying a discrete-time survival analysis","authors":"Yunsoo Lee, Junyeong Yang, J. Lee","doi":"10.1108/ebhrm-02-2022-0036","DOIUrl":"https://doi.org/10.1108/ebhrm-02-2022-0036","url":null,"abstract":"PurposeThe high turnover of new graduate employees has become a concern for many organizations in Korea. This study explores when new graduate employees leave first jobs and what makes these employees decide to leave employees' organizations.Design/methodology/approachUsing national panel data from South Korea, the authors employed a survival analysis and examined the factors that explain the turnover of new graduate employees.FindingsThe findings of this study reveal that many new graduate employees leave the employees' organizations within two years. Moreover, work conditions, work satisfaction and job-skill match were associated with new graduate employee turnover.Originality/valueBased on the results of survival analysis derived from actual turnover data, not turnover intentions, the authors emphasize appropriate human resources (HR) intervention, a working environment and organizational culture, and employee development opportunities.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45813377","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-28DOI: 10.1108/ebhrm-05-2022-0119
Samuel Awuni Azinga, Anthony Frank Obeng, Florence Ellis, M. O. Ansah
PurposeThis study examines the impact of transformational leadership on employees' innovative behavior via the mediating role of employee affective commitment and the moderating effect of psychological capital.Design/methodology/approachA sample of 555 employees from Ghana's textiles and dress-making industry through a three-wave self-administrated questionnaire participated in this study. The study's hypotheses were analyzed using Hierarchical Regression.FindingsResults revealed that the dimensions of transformational leadership positively influenced employee affective commitment and employees' innovative behavior. Furthermore, employee affective commitment positively influenced employees' innovative behavior. Moreover, employee affective commitment exercised mediation effects in the relationship between transformational leadership and employees' innovative behavior. Hope and Optimism moderated the employee affective commitment and employees' innovative behavior relationship. Self-efficacy negatively moderated the employee affective commitment and employees' innovative behavior relationship. Staggering, resilience had no moderation impact on the employee affective commitment and employees' innovative behavior relationship.Practical implicationsThe research provides guidlines to employers to prioritize training and development, institutionalize coaching and promote policies and investment that help to uphold employees’ positive emotions and positive psychological development.Originality/valueThis study tests the mediating role of employee affective commitment and moderating role of psychological capital in relation to transformational leadership and employees' innovative behavior. In addition, it assesses the interactive outcome of positive affect and positive psychological development of employees, which has attracted less theoretical and empirical deliberations.
{"title":"Assessing the effects of transformational leadership on innovative behavior: the role of affective commitment and psychological capital","authors":"Samuel Awuni Azinga, Anthony Frank Obeng, Florence Ellis, M. O. Ansah","doi":"10.1108/ebhrm-05-2022-0119","DOIUrl":"https://doi.org/10.1108/ebhrm-05-2022-0119","url":null,"abstract":"PurposeThis study examines the impact of transformational leadership on employees' innovative behavior via the mediating role of employee affective commitment and the moderating effect of psychological capital.Design/methodology/approachA sample of 555 employees from Ghana's textiles and dress-making industry through a three-wave self-administrated questionnaire participated in this study. The study's hypotheses were analyzed using Hierarchical Regression.FindingsResults revealed that the dimensions of transformational leadership positively influenced employee affective commitment and employees' innovative behavior. Furthermore, employee affective commitment positively influenced employees' innovative behavior. Moreover, employee affective commitment exercised mediation effects in the relationship between transformational leadership and employees' innovative behavior. Hope and Optimism moderated the employee affective commitment and employees' innovative behavior relationship. Self-efficacy negatively moderated the employee affective commitment and employees' innovative behavior relationship. Staggering, resilience had no moderation impact on the employee affective commitment and employees' innovative behavior relationship.Practical implicationsThe research provides guidlines to employers to prioritize training and development, institutionalize coaching and promote policies and investment that help to uphold employees’ positive emotions and positive psychological development.Originality/valueThis study tests the mediating role of employee affective commitment and moderating role of psychological capital in relation to transformational leadership and employees' innovative behavior. In addition, it assesses the interactive outcome of positive affect and positive psychological development of employees, which has attracted less theoretical and empirical deliberations.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42315334","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-28DOI: 10.1108/ebhrm-05-2022-0123
Carlos Botelho, Paul Terence Kearns, Stuart Woollard
PurposeThis paper analyzes the influence of HR function on organizational performance through the effective deployment of high-performance work practices. Although researchers have examined the relationship between these constructs, extant literature demonstrates contradictory findings. Thus, building on contemporary strategic HRM literature this study expands previous frameworks adopting a system thinking perspective, namely the concept of maturity of HRM system.Design/methodology/approachIt is a cross-sectional study, having collected primary data from 424 managers and employees working in 135 organizations. The research model and hypotheses were tested at unit level using structured equation modelling.FindingsThe results support a positive impact of the HR function on perceived organizational performance. Furthermore, demonstrating that the mediation through high-performance work practices is partial, supporting that the HR function has an incremental value over HR practices on organizational performance. Inspired by system thinking, this study tested an integrated model that combines the HRM system, HR function and organizational performance. Overall, it contributes to the literature by providing additional evidence to the influence of HR Function for organizational performance.Research limitations/implicationsThe data were collected using a questionnaire at a single point in time, and thus, not allowing cause-effect inferences.Practical implicationsThe results provide guidance to organizational leaders interested in designing and implementing effective HRM systems and building successful HR departments.Originality/valueThis study advances the understanding of the mechanisms by which HR function, HR practices and HRM system interact to explain organizational performance. Furthermore, it suggests that organizational decision-makers to benefit the most from high-performance work practices should embedded them on mature HRM systems.
{"title":"The HR function's influence on organizational performance beyond high-performance work practices paradigm: an HRM whole system perspective","authors":"Carlos Botelho, Paul Terence Kearns, Stuart Woollard","doi":"10.1108/ebhrm-05-2022-0123","DOIUrl":"https://doi.org/10.1108/ebhrm-05-2022-0123","url":null,"abstract":"PurposeThis paper analyzes the influence of HR function on organizational performance through the effective deployment of high-performance work practices. Although researchers have examined the relationship between these constructs, extant literature demonstrates contradictory findings. Thus, building on contemporary strategic HRM literature this study expands previous frameworks adopting a system thinking perspective, namely the concept of maturity of HRM system.Design/methodology/approachIt is a cross-sectional study, having collected primary data from 424 managers and employees working in 135 organizations. The research model and hypotheses were tested at unit level using structured equation modelling.FindingsThe results support a positive impact of the HR function on perceived organizational performance. Furthermore, demonstrating that the mediation through high-performance work practices is partial, supporting that the HR function has an incremental value over HR practices on organizational performance. Inspired by system thinking, this study tested an integrated model that combines the HRM system, HR function and organizational performance. Overall, it contributes to the literature by providing additional evidence to the influence of HR Function for organizational performance.Research limitations/implicationsThe data were collected using a questionnaire at a single point in time, and thus, not allowing cause-effect inferences.Practical implicationsThe results provide guidance to organizational leaders interested in designing and implementing effective HRM systems and building successful HR departments.Originality/valueThis study advances the understanding of the mechanisms by which HR function, HR practices and HRM system interact to explain organizational performance. Furthermore, it suggests that organizational decision-makers to benefit the most from high-performance work practices should embedded them on mature HRM systems.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43307753","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-27DOI: 10.1108/ebhrm-01-2022-0010
Joather Alwali
PurposeThis study determines the effects of high-involvement work practices (HIWPs) and servant leadership (SL) on job crafting (JC). It also investigates the effect of JC on innovative work behavior (IWB). It further examines the mediating role of JC in the relationship between HIWPs and IWB, as well as between SL and IWB based on self-determination theory and conservation of resources theory.Design/methodology/approachData were collected in two waves with a one-week interval (Time 1 and Time 2) from 138 nurses from seven public hospitals in Baghdad through survey design. The data analysis was done through structural equation modeling using smart partial least squares.FindingsThis study reveals that HIWPs and SL have significant effects on JC, while JC has a significant relationship with IWB. It also shows that JC has a significant mediating role in the relationship between HIWPs and IWB. Finally, the relationship between SL and IWB is significantly mediated by JC.Originality/valueThis study contributes to the extant literature by revealing the direct effects of JC on IWB. It further unveils the mediating effect of JC on the nexus between HIWPs and IWB, as well as between SL and IWB. This mediating effect has been overlooked in the empirical literature.
{"title":"How high-involvement work practices, leadership and job crafting influence nurses’ innovative work behavior","authors":"Joather Alwali","doi":"10.1108/ebhrm-01-2022-0010","DOIUrl":"https://doi.org/10.1108/ebhrm-01-2022-0010","url":null,"abstract":"PurposeThis study determines the effects of high-involvement work practices (HIWPs) and servant leadership (SL) on job crafting (JC). It also investigates the effect of JC on innovative work behavior (IWB). It further examines the mediating role of JC in the relationship between HIWPs and IWB, as well as between SL and IWB based on self-determination theory and conservation of resources theory.Design/methodology/approachData were collected in two waves with a one-week interval (Time 1 and Time 2) from 138 nurses from seven public hospitals in Baghdad through survey design. The data analysis was done through structural equation modeling using smart partial least squares.FindingsThis study reveals that HIWPs and SL have significant effects on JC, while JC has a significant relationship with IWB. It also shows that JC has a significant mediating role in the relationship between HIWPs and IWB. Finally, the relationship between SL and IWB is significantly mediated by JC.Originality/valueThis study contributes to the extant literature by revealing the direct effects of JC on IWB. It further unveils the mediating effect of JC on the nexus between HIWPs and IWB, as well as between SL and IWB. This mediating effect has been overlooked in the empirical literature.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44622354","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-14DOI: 10.1108/ebhrm-12-2022-0299
A. Sutton, C. Atkinson
PurposeWhile the potential for HR practices (HRPs) to improve organisational performance is well-established, the mechanisms by which this occurs are complex. Individual HRPs may affect organisational performance either by mutual gains (improving both organisational performance and employee well-being) or by conflicting outcomes (organisational performance is improved at the expense of employee well-being). Models which combine HRPs may mask these differences and this study therefore tests pathways for four individual HRPs.Design/methodology/approachHRPs (employee involvement, pay, performance management and training) were hypothesised to influence organisational performance directly and indirectly via employee experiences of work (communication, autonomy) and employee well-being. The study used a large secondary dataset, the UK Workplace Employee Relations Survey 2011, to test these relationships in a multi-level model.FindingsEmployee experiences of work strongly predicted well-being. In addition, three different pathways from HRP to organisational performance were identified. Pay showed indirect negative effects, involvement had direct positive effects and performance management had a mixture of both positive direct and negative indirect effects on performance.Originality/valueUsing a disaggregated analysis of HRP and demonstrating their differing effects, this study questions the feasibility of a universal model of HRP effects. By using multi-level modelling (MLM), the study develops understanding of employee perspectives and integrates these into organisational-level models, demonstrating that performance effects are partially mediated by both employee experiences of work and employee well-being. Finally, the study highlights the complexity of performance effects achieved via both employee benefits and an intensification of employee experiences.
{"title":"Performance at the cost of well-being? Testing the multi-level effects of HR practices on organisational performance via employee experiences and well-being","authors":"A. Sutton, C. Atkinson","doi":"10.1108/ebhrm-12-2022-0299","DOIUrl":"https://doi.org/10.1108/ebhrm-12-2022-0299","url":null,"abstract":"PurposeWhile the potential for HR practices (HRPs) to improve organisational performance is well-established, the mechanisms by which this occurs are complex. Individual HRPs may affect organisational performance either by mutual gains (improving both organisational performance and employee well-being) or by conflicting outcomes (organisational performance is improved at the expense of employee well-being). Models which combine HRPs may mask these differences and this study therefore tests pathways for four individual HRPs.Design/methodology/approachHRPs (employee involvement, pay, performance management and training) were hypothesised to influence organisational performance directly and indirectly via employee experiences of work (communication, autonomy) and employee well-being. The study used a large secondary dataset, the UK Workplace Employee Relations Survey 2011, to test these relationships in a multi-level model.FindingsEmployee experiences of work strongly predicted well-being. In addition, three different pathways from HRP to organisational performance were identified. Pay showed indirect negative effects, involvement had direct positive effects and performance management had a mixture of both positive direct and negative indirect effects on performance.Originality/valueUsing a disaggregated analysis of HRP and demonstrating their differing effects, this study questions the feasibility of a universal model of HRP effects. By using multi-level modelling (MLM), the study develops understanding of employee perspectives and integrates these into organisational-level models, demonstrating that performance effects are partially mediated by both employee experiences of work and employee well-being. Finally, the study highlights the complexity of performance effects achieved via both employee benefits and an intensification of employee experiences.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47329439","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeGiven the increasing organizational need for having a thriving workforce due to the fast-growing and competitive knowledge-based service economy and growing demand to explore new factors that may benefit individuals to excel at work. Drawing upon the intrinsic motivation perspective, with a Chinese sample (N = 309), the authors aimed to investigate whether work-related curiosity (WRC) may create conditions that indirectly promote employees' workplace thriving via task focus and whether this mediation was moderated by an individual's personality difference, i.e. core-self evaluations.Design/methodology/approachA time-lagged study among full-time employees who happen to be part-time students in the executive development program was used to test the hypothesized model by employing a structural equation modeling approach.FindingsWRC showed a significant positive association with task focus which in turn was positively related to workplace thriving. Furthermore, as predicted, the positive association between WRC and workplace thriving via task focus was stronger for employees with high core self-evaluations compared to those with low core-self evaluations.Originality/valueThe results of this study suggest that an individual's WRC can be instrumental in augmenting workplace thriving by providing a scientific explanation for the underlying psychological process of task focus and identifying the factors associated with the process, such as core-self evaluations. This study contributes to extending the literature on significant employee outcomes, i.e. thriving at work, by offering new empirical and theoretical insights that WRC may play a critical role in the process and identifying a boundary condition of personality factor, i.e. core-self evaluations.
{"title":"Does employee work-related curiosity predict workplace thriving? The moderating role of core-self evaluations","authors":"Muhammd Usman, Yuxin Liu, Qaiser Mehmood, Usman Ghani","doi":"10.1108/ebhrm-07-2022-0164","DOIUrl":"https://doi.org/10.1108/ebhrm-07-2022-0164","url":null,"abstract":"PurposeGiven the increasing organizational need for having a thriving workforce due to the fast-growing and competitive knowledge-based service economy and growing demand to explore new factors that may benefit individuals to excel at work. Drawing upon the intrinsic motivation perspective, with a Chinese sample (N = 309), the authors aimed to investigate whether work-related curiosity (WRC) may create conditions that indirectly promote employees' workplace thriving via task focus and whether this mediation was moderated by an individual's personality difference, i.e. core-self evaluations.Design/methodology/approachA time-lagged study among full-time employees who happen to be part-time students in the executive development program was used to test the hypothesized model by employing a structural equation modeling approach.FindingsWRC showed a significant positive association with task focus which in turn was positively related to workplace thriving. Furthermore, as predicted, the positive association between WRC and workplace thriving via task focus was stronger for employees with high core self-evaluations compared to those with low core-self evaluations.Originality/valueThe results of this study suggest that an individual's WRC can be instrumental in augmenting workplace thriving by providing a scientific explanation for the underlying psychological process of task focus and identifying the factors associated with the process, such as core-self evaluations. This study contributes to extending the literature on significant employee outcomes, i.e. thriving at work, by offering new empirical and theoretical insights that WRC may play a critical role in the process and identifying a boundary condition of personality factor, i.e. core-self evaluations.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47238259","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：