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Human resource management systems and work attitudes: The mediating role of future time perspective
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This paper examines the role of employees' future time perspective (FTP) in the association between human resource management (HRM) systems and work-related attitudes. Drawing on social exchange theory, signaling theory, and affective events theory, we hypothesize HRM systems' indirect effects on individual-level job satisfaction and affective organizational commitment as mediated by FTP. The results of this multilevel study, comprising 913 employees of 76 business units, provide evidence that HRM systems have (i) direct effects on employees' FTP and (ii) indirect effects on job satisfaction and organizational commitment via FTP. In addition, three HRM bundles' (i.e., knowledge, skills, and abilities enhancing; motivation enhancing; and opportunity enhancing) corresponding indirect effects are explored. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions.
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... The distant literature has indicated positive and significant effects of High-performance work systems on employees' outcomes such as innovative work behaviours (Fu et al., 2015;Mihail et al., 2013;Yang et al., 2018). However, few studies have tried to empirically and theoretically indicate the underlying processes for the eventual mechanisms through which high-performance work systems enhance employee outcomes (Korff et al., 2017). ...
... Carstensen (2006) defines future time perspective as both a motivational and cognitive construct dealing with the subjective sense of future time and what is going to happen when the future arrives. The concept of FTP plays an important role in the way employees in the organisation perceive their wellbeing and organisational performance; this is because FTP involves itself in the individual's interpretation of his or future goals as reflected in the present tasks in the organisation (Henry et al., 2017;Kooij et al., 2018;Korff et al., 2017). ...
... In the working scenario, FTP has also been termed an occupational future time perspective. This is due to the fact that FTP is seen as the way employees perceive remaining time at work and hence remaining opportunities which are associated with the remaining time at employment (Carstensen, 2006;Korff et al., 2017). FTP has a double nature to individuals in the working place, feeling about life and feeling about the future. ...
This study assesses the mediating role of future time perspective in the relationship between high-performance work systems and innovative work behaviours of employees in Tanzania’s banking sector. Drawing from AMO theory, social exchange theory, and socio-emotional selectivity theory, we hypothesise that, first, the utilisation of high-performance work systems in an organisation is positively associated with future time perspective; second, the utilisation of high-performance work systems in an organisation is positively associated with the innovative work behaviours of employees in the organisation, and third, future time perspective mediates the relationship between high-performance work systems and innovative work behaviours of employees in a workplace. The findings of this cross-level study constitute 152 respondents from the company level (business unit level) and 220 respondents from the employee level. The results provide empirical evidence that high-performance work systems have a significant and positive effect on future time perspective, high-performance work systems have a positive and significant effect on innovative work behaviour and, importantly, future time perspective has a partial mediation in the relationship between high-performance work system and innovative work behaviour. The practical implications of the study are that managers need to effectively implement HPWS practices to encourage employees to be innovative as mediated by their perception of future prospects. Through this adoption and utilisation of HPWS, organisations can enhance innovative work behaviours amongst employees and therefore organisational performance.
... However, intended HR practices can be different from the practices experienced or perceived by employees (Khilji & Wang, 2006;Nishii et al., 2008). Thus, numerous studies have focused on individual employees' perceptions of HR practices and the implications for individual work-related outcomes (Alfes et al., 2012;Boon et al., 2011;Ehrnrooth & Björkman, 2012;Kooij et al., 2010Kooij et al., , 2013Korff et al., 2017aKorff et al., , 2017bKuvaas, 2008;Nishii et al., 2008;Piening et al., 2014;Whitener, 2001). ...
... To decompose the organizational-level and individual-level variances, workplace friendship was group-mean centered at the individual-level and grand-mean centered at the organizational level (Enders & Tofighi, 2007;Peccei & Van De Voorde, 2019a). In addition, all control variables and HCWS were grand-mean centered (Enders & Tofighi, 2007;Korff et al., 2017a). Following previous practices (Korff et al., 2017a) ...
... In addition, all control variables and HCWS were grand-mean centered (Enders & Tofighi, 2007;Korff et al., 2017a). Following previous practices (Korff et al., 2017a) ...
Human resource (HR) practices are potent in shaping workplace social relationships, which play a crucial role in employees' well-being. While the role of formal relationships (i.e., relationships based on prescribed work roles) has received relatively more research attention, little is known about the nexus between HR practices, informal relationships at work and employee well-being. Drawing on social interdependence theory, we conducted two studies to investigate how high commitment work systems (HCWS) affect employee well-being through workplace friendship, beyond the effects of formal interpersonal relationships. In Study 1, using time-lagged data from a sample of 253 full-time employees, we found that workplace friendship, a type of informal relationship at work, mediated the relationship between HCWS and employee well-being. In addition, task interdependence strengthened the relationship between HCWS and workplace friendship as well as the indirect effect of HCWS on employee well-being. In Study 2, we replicated these findings and extended them to multiple forms of well-being using multilevel data collected at three time points from 310 employees in 61 organizations. Theoretical and practical implications of the findings as well as future research directions are discussed.
... The human capital path proponents argue that HPWSs influence people's KSAOs (which are the basis for individual and group performance), which in turn leads to better organizational outcomes (Zhang & Morris, 2014). A second mediator that has received support from research is the motivational path (Jiang et al., 2012;Kloutsiniotis & Mihail, 2018;Korff et al., 2017). This pathway suggests that HPWSs can influence workers' motivation and attitudes, which in turn improves individual and group performance as a proximal consequence, and organizational outcomes as a distal consequence. ...
... A theory that has been frequently proposed, as an explanation for the link between affective commitment and individuals' behavior and performance, is SET (i.e. Cropanzano & Mitchell, 2005;Jiang et al., 2012;Korff et al., 2017). This theory proposes that people evaluate the costs and benefits of their relationships and act in accordance with this evaluation. ...
... This theory proposes that people evaluate the costs and benefits of their relationships and act in accordance with this evaluation. In the case of HR practices, when HPWSs provide benefits and opportunities for people, it is likely that they will reciprocally respond with positive attitudes and behaviors that benefit their organizations (Korff et al., 2017). Takeuchi et al. (2007) argue that SET can be used to explain the mechanisms underlying the motivational mediation path between HPWSs and performance; if employees feel properly treated by their organizations, for example through an appropriate HPWS, then their motivation will increase to reciprocate with higher levels of performance. ...
Building mainly upon the resource-based theory, social exchange theory, and relational theory, this paper integrates three research streams that propose how human capital, affective commitment, and inter-team relational coordination relate to each other in the mediation between high-performance work systems (HPWSs) and team performance. Questionnaires were distributed to employees and supervisors in 189 teams from different companies in Chile to test a sequential mediation model of the HPWS–team performance relationship, using the mediation paths of human capital and affective commitment as antecedents of inter-team relational coordination. Structural Equation Modeling is used to assess whether data support the hypothesized pathways. Results support a mediated sequential path in which HPWSs influence human capital and affective commitment, which in turn affect inter-team relational coordination, while the three mediators influence team performance. Furthermore, post-hoc analyses suggest that the Opportunities component of the Ability–Motivation–Opportunity (AMO) model of human resource practices has a stronger and direct impact on the inter-team relational coordination mediation path than the abilities and motivation components of the AMO model. This study contributes to the understanding of how human capital, affective commitment and inter-team relational coordination relate to each other within the mediation of HPWSs–team performance relationship.
... Based on socioemotional selectivity theory (Carstensen et al., 1999), employees with higher levels of CFTP tend to place a high value on their future careers, expect a number of opportunities for success, and believe that activities in the present are closely associated with future careers (Park et al., 2019). Compared with employees with lower levels of CFTP, employees with higher levels of CFTP are prone to engage in long-term goals (Korff, Biemann, & Voelpel, 2016;Park et al., 2019). In the context of the hospitality industry, Park, Dongwon, et al. (2021) demonstrated that hotel employees' CFTP mitigated the detrimental effect of daily negative affect on daily innovative service behavior. ...
... Frontline employees with higher levels of CFTP are less likely to engage in avoidance-oriented strategies in spite of IAWC because they focus more on their post-COVID-19 careers and believe that their current work behavior is closely connected to future career success (Park et al., 2019;. The pursuit of future career goals can induce more sustained effort and positive work behavior (Korff et al., 2016). To achieve future career goals, frontline employees with higher levels of CFTP may strive to maintain their intrinsic motivation and further engage in the service behavior required by the job role in the presence of IAWC, thereby buffering the negative effect of IAWC on service behavior through intrinsic motivation. ...
... Moreover, hospitality organizations can develop and implement a human resources management (HRM) system to enhance employees' positive perceptions of their future careers and opportunities. HRM systems such as motivation-enhancing HRM practices (e.g., internal promotion, incentive compensation, and performance appraisal) have been demonstrated to extend employees' future expectations and lead to broader CFTP (Korff et al., 2016). Additionally, organizations should select and hire frontline employees with greater CFTP, as they are more likely to effectively handle stressful experiences and engage in positive work behaviors. ...
The COVID-19 pandemic has had far-reaching impacts on the hospitality industry and its employees. The purpose of this study was to explore the effects of infection anxiety with COVID-19 (IAWC) on employee motivation and work behaviors. This study proposes and examines a model predicting that IAWC has indirect effects on service and helping behaviors via intrinsic motivation. Furthermore, we expect that career future time perspective mitigates the harmful effects of IAWC on service and helping behaviors. We tested our moderated mediation model using data collected from multiple time points and multiple resources (i.e., hotel employees and their corresponding supervisors). The results show that IAWC indirectly influences service and helping behaviors via intrinsic motivation. In addition, career future time perspective moderated the effects of IAWC, such that the indirect effects of IAWC were weakened when employees' career future time perspective was high. This study extends our understanding of the impacts of IAWC on hospitality employees and the buffering effects of career future time perspective. The theoretical and practical implications of this study are discussed.
... There is still no clear understanding of how employees' assessment of the Human Resources management (HRM) system adopted at the organisational level can influence outcomes at the individual level (Korff et al., 2017). This narrow view implies that more attention is being paid to improving the efficiency and effectiveness of HR practices at the organisational level to achieve organisational economic goals, while ignoring the effect of these practices on employee-related outcomes (Zhang et al., 2013). ...
... It relates to people's beliefs and perceptions of how much time is left in their future life (Cate and John, 2007;Carstensen, 2006). Drawing on social exchange theory (Cropanzano and Mitchell, 2005) and signalling theory (Connelly et al., 2011), HRM systems are perceived and evaluated by employees to assess their future prospects, which can affect their attitudes to work within the organisation (Korff et al., 2017). HPWS and its practices can improve employees' FTP through strengthening their socio-emotional resources such as status, affiliation and information (Armeli et al., 1998;Korff et al., 2017). ...
... Drawing on social exchange theory (Cropanzano and Mitchell, 2005) and signalling theory (Connelly et al., 2011), HRM systems are perceived and evaluated by employees to assess their future prospects, which can affect their attitudes to work within the organisation (Korff et al., 2017). HPWS and its practices can improve employees' FTP through strengthening their socio-emotional resources such as status, affiliation and information (Armeli et al., 1998;Korff et al., 2017). Thus, we propose a positive link between HPWS and FTP. ...
... Furthermore, as long as older workers feel that the organization is taking care of themthrough for instance AIHRP -HRM practices may also have a positive effect on older workers' outlook of their future opportunities and remaining time in the organization (Fasbender et al., 2019). Indeed, recent research has showed that OFTP mediates the link between HRM systems and workers' job satisfaction (Korff et al., 2017). ...
... Besides facilitating social exchanges between the organization and their workers, HRM practices function as a socioemotional resource that supports workers in their selection and fulfillment of social and emotional goals (Carstensen et al., 1999). In this vein, practices such as AIHRP may well contribute to expand older workers' OFTP (Korff et al., 2017), and thus foster successful aging at work. Given the increase of older workers in today's workplaces, how organizations shape older workers' career development deserves further attention (Akkermans and Kubasch, 2017;Rudolph et al., 2018). ...
... For this reason, instead of operationalizing an overall OFTP score (e.g. Korff et al., 2017), the current study focuses on the relationships between the two OFTP dimensions with focal research variables individually. ...
Purpose
Drawing on social exchange theory and socio-emotional selectivity theory, this paper examines the role of occupational future time perspective (OFTP) in the relationship between age-inclusive HR practices (AIHRP) and the thriving of older workers.
Design/methodology/approach
A two-wave cross-sectional design was adopted with bootstrapped parallel multiple mediation analyses. In addition, polynomial regression with response surface analysis was used to examine the extent to which combinations of focus on opportunities and remaining time relate to thriving at work. Data were collected from 310 older workers working in 13 companies located in Portugal.
Findings
AIHRP have direct effects on OFTP dimensions (i.e. focus on opportunities and remaining time), and indirect effects on the two thriving dimensions (i.e. learning and vitality) via focus on opportunities. The positive relationship between AIHRP and learning was mediated by remaining time, while no significant mediating effect on vitality through remaining time was found. Additionally, surface analysis showed that overall thriving and learning increase more sharply when focus on opportunities is higher than remaining time, rather than vice versa.
Originality/value
This paper contributes to the literature by showing the importance of personal resources like OFTP in the relationship between AIHRP and the thriving of older workers. It also provides further support for the distinctiveness of the two OFTP dimensions as remaining time was not linked to vitality, whereas focus on opportunities was linked to both thriving dimensions.
... There is still no clear understanding of how employees' assessment of the Human Resources management (HRM) system adopted at the organisational level can influence outcomes at the individual level (Korff et al., 2017). This narrow view implies that more attention is being paid to improving the efficiency and effectiveness of HR practices at the organisational level to achieve organisational economic goals, while ignoring the effect of these practices on employee-related outcomes (Zhang et al., 2013). ...
... It relates to people's beliefs and perceptions of how much time is left in their future life (Cate and John, 2007;Carstensen, 2006). Drawing on social exchange theory (Cropanzano and Mitchell, 2005) and signalling theory (Connelly et al., 2011), HRM systems are perceived and evaluated by employees to assess their future prospects, which can affect their attitudes to work within the organisation (Korff et al., 2017). HPWS and its practices can improve employees' FTP through strengthening their socio-emotional resources such as status, affiliation and information (Armeli et al., 1998;Korff et al., 2017). ...
... Drawing on social exchange theory (Cropanzano and Mitchell, 2005) and signalling theory (Connelly et al., 2011), HRM systems are perceived and evaluated by employees to assess their future prospects, which can affect their attitudes to work within the organisation (Korff et al., 2017). HPWS and its practices can improve employees' FTP through strengthening their socio-emotional resources such as status, affiliation and information (Armeli et al., 1998;Korff et al., 2017). Thus, we propose a positive link between HPWS and FTP. ...
This study explores central questions related to the connections between a firm’s high-performance work system (HPWS) and its ability to foster the positive employee outcomes, psychological capital (PsyCap) and future time perspective (FTP). Drawing on signaling theory, this paper develops and examines two mediation models. In the first, FTP is proposed as mediating the HPWS-PsyCap relationship; and in the second, PsyCap is proposed as mediating the HPWS-FTP link. Self-reported survey data was collected from bank employees in Cyprus, Turkey and the United Arab Emirates (UAE). Results from partial least square structural equation modeling (PLS-SEM) revealed that HPWS exerts a positive influence on FTP and PsyCap. The mediation effects hold for all the countries. Deploying signaling theory enriches our understanding of organizational HRM practices and their possible impact on employees. Implications for practice and research are highlighted.
... Over the years, numerous studies have demonstrated the positive effects of strategic human resource management (SHRM) on both employees' behaviour and organisational performance (Korff et al., 2017;Gahlawat and Kundu, 2019). In the literature, the influence of SHRM on employees' work attitude has gained further attention for both empirical (Korff et al., 2017;Salminen et al., 2017) and theoretical contributions (Delery and Roumpi, 2017). ...
... Over the years, numerous studies have demonstrated the positive effects of strategic human resource management (SHRM) on both employees' behaviour and organisational performance (Korff et al., 2017;Gahlawat and Kundu, 2019). In the literature, the influence of SHRM on employees' work attitude has gained further attention for both empirical (Korff et al., 2017;Salminen et al., 2017) and theoretical contributions (Delery and Roumpi, 2017). Moreover, the impact of SHRM on employee attitudes has been demonstrated, including several mediating factors such as employee commitment (Hamadamin and Atan, 2019), employee creativity (Ismail et al., 2018), job satisfaction (Haque, 2018) and managerial leadership (Loshali and Krishnan, 2013). ...
... acquisition, retention, training and internal employee availability) can influence ETI and POP. When the SHRM functions have aligned both managers and employers can make accurate predictions about expectations and appropriate behaviours to maintain ETI and POP (Korff et al., 2017;Haque et al., 2017). Hence, it is vital that SHRM provides consistent messages about what is expected and what can be expected Organisational performance for "mental models affect organisational performance and [. . ...
Purpose – Applying the job-demand resources model and the psychological contract theory, this paper aims to examine the mediating influence of employee turnover intentions (ETI) on the relationship between strategic human resource management (SHRM) and perceived organisational performance (POP).
Design/methodology/approach – With a two-phase data-collection method, 200 complete responses were collected through an online questionnaire survey. This study applied a structural equation modelling to examine the multivariate associations and provided comprehensive outcomes for the proposed hypothesised model.
Findings – This study suggests that SHRM has direct significant effects on both ETI and POP; partial mediational effect on POP via ETI; and ETI has negative effect on POP.
Practical implications – This paper suggests that organisations aiming higher POP should encourage SHRM and improve their strategic approaches of HRM. The implications of the study results can help organisations to recognise the adverse effects of ETI and effective SHRM outcomes.
Originality/value – Despite the significant relationship between HRM and organisational performance, limited empirical research has been conducted on the mediational influence of ETI. This paper examines the unique meditational role of ETI on the relationship -between SHRM and POP, which has not been utterly observed from employee perspective.
Keywords Mediation, Strategic human resource management, Employee turnover intentions, Perceived organisational performance, Bangladesh
Paper type Research paper
... Hence, this paper recommends that organisations focus more on SHRM to inspire and motivate employees for a higher level of MW and lower turnover. The HR department can organise professional training and development programs to encourage and apply SHRM (Korff et al., 2017). For example, replacing the traditional HR functions with new SHRM initiatives (e.g. ...
... Finally, this paper suggests that organisations need to implement SHRM to uphold MW and JS from their managerial level, who play significant roles and responsibilities for observing and managing employees' IQ. Therefore, strategic rewards such as bonuses or intensives will hold HR managers accountable for their proper SHRM application (Korff et al., 2017;Gahlawat and Kundu, 2019). This paper delivers empirical evidence and informs the HR managers to introduce specialised training and development programs for Higher job satisfaction both the employees and managers to increase MW and JS and reduce employee IQ in workplaces. ...
Purpose
Limited empirical research has been conducted on the mediational influence of employees' intent to quit (IQ) and strategic human resource management (SHRM) to examine meaningfulness in work (MW) and job satisfaction (JS). Applying the psychological contract theory (PCT), this paper aims to explore the relationships among SHRM, IQ, MW, and JS; and the mediational influence of IQ on the relationship between SHRM and MW.
Design/methodology/approach
This paper examines a proposed hypothesised model with a two-stage technique of structural equation modelling, including four propositions. A web-based survey including a pilot test was directed to collect data targeting a sample of 200 full time Bangladeshi employees.
Findings
The results indicate that SHRM has significant effects on employees' IQ and MW, and IQ has a partial mediational impact on the direct relationship between SHRM and MW. Moreover, employees' IQ on MW was negative, and MW on JS was significantly positive among Bangladeshi employees.
Practical implications
This paper suggests that organisations aiming higher MW and JS should encourage SHRM and align their HRM functions accordingly. Furthermore, the implications of the study results can help organisations and HR managers to recognise the adverse effects of IQ on MW and the effective implementation of SHRM for higher MW and JS.
Originality/value
Despite the significant relationship between HRM and employee motivation, limited empirical research has been conducted on the mediational influence of IQ from PCT. Therefore, this paper examines the unique mediational role of IQ on the relationship between SHRM and MW, which has not been utterly observed from a developing nation's employee perspective.
... The outcome of this study is job satisfaction (Cronbach's alpha = 0.89), which was measured using the six-item measure of Korff et al. (2017) [48]. The Work Design Questionnaire (WDQ), developed by Morgeson and Humphrey (2006) [27], which is a self-descriptive measure with a total of 77 items using a 5-point Likert scale, was used to assess work characteristics. ...
... The outcome of this study is job satisfaction (Cronbach's alpha = 0.89), which was measured using the six-item measure of Korff et al. (2017) [48]. The Work Design Questionnaire (WDQ), developed by Morgeson and Humphrey (2006) [27], which is a self-descriptive measure with a total of 77 items using a 5-point Likert scale, was used to assess work characteristics. ...
The development of Industry 4.0, which has been observed for many years, spans the period before, during, and after the COVID-19 pandemic. This concept, which describes the complex process of business transformation, is reflected in a growing number of studies showing that the aim of Industry 4.0 is not to eliminate the human factor, but to introduce effective collaboration between people, systems, and machines. The success of a company depends to a large extent on the efficiency and productivity of its employees, to which job satisfaction is directly related. Job satisfaction is a phenomenon influenced by many factors, including job characteristics. Recognition of the relationship between job satisfaction and job characteristics throughout the implementation of Industry 4.0 solutions is marginal. Therefore, an attempt was made to identify the relationship between job characteristics and the achievement of job satisfaction in the digital transformation era by conducting a survey among Polish SMEs after the COVID-19 pandemic. The survey used the fs/QCA method. The results of the study contribute to SME theory and practice by identifying different combinations of job characteristics leading to high and low job satisfaction in an Industry 4.0 environment.
... Concerning organizational performance, prior studies (Sahin, 2010;Kula and Sahin, 2016;Emhan et al., 2016) discovered that the construct is considered as a one-factor construct. On the other hand, the EFA result of this study and previous studies ( (Jiang et al., 2012;Mostafa, 2013;Mostafa et al., 2015;Korff et al., 2017) consider HRM as higher order construct. To this end, the second-order of the HRM construct is built by categorizing the six HR practices into ability, motivation and opportunity-enhancing HR practices based on the AMO theory (Boxall, 2012;Jiang et al., 2012), which is consistent with previous studies (Jiang et al., 2012;Mostafa, 2013;Korff et al., 2017). ...
... On the other hand, the EFA result of this study and previous studies ( (Jiang et al., 2012;Mostafa, 2013;Mostafa et al., 2015;Korff et al., 2017) consider HRM as higher order construct. To this end, the second-order of the HRM construct is built by categorizing the six HR practices into ability, motivation and opportunity-enhancing HR practices based on the AMO theory (Boxall, 2012;Jiang et al., 2012), which is consistent with previous studies (Jiang et al., 2012;Mostafa, 2013;Korff et al., 2017). ...
The study of HRM and Performance of public service is an extremely relevant theme. Although studies on the HRM-performance link have been well documented, the results were inconclusive. Besides, previous studies have paid little attention to the public service from developing country's context. Drawing on the AMO Model and SET, the present study examined the effect of HRM System on Employee Engagement and Organizational Performance. Likewise, this study tested the intervening effect of Employee Engagement in the HRM-performance link. Using a sample of federal employees (n
=
340) in government organizations, we tested the hypothesized three-factor model using SEM. The finding of the study shows that there is a positive and significant relationship between HRM, Employee Engagement and Organization Performance. Besides, employee engagement partially mediated the link between HRM and Performance. Concerning the effect of the individual HR practices, the present study revealed a positive and differing effect of HR practices on both engagement and performance although the magnitude effect is smaller than, the combined effect of the HR practices together. Moreover, Autonomy was identified as an important driver of both engagement and performance. This result contributes to the HRM-performance debate. As a final point, the present study incorporates conclusions, implication and future research direction.
... namely efficiency, effectiveness, transparency, openness, competition, fairness/nondiscriminatory, and accountability. 2. To measure the HRM Practice, indicators used were as disclosed by (Korff et al., 2017) namely the dimensions of KSA Improvement with indicators of selectivity, training, formal education, and job assessment. The dimension of increasing motivation uses indicators of the need for achievement, need for affiliation, need for competence, trust, and welfare. ...
This study intends to examine the leadership and competence effect on the human resource management (HRM) practice and their impact on the goods and services procurement work unit (UKPBJ) in Aceh Selatan district. The respondents were all UKPBJ employees and all employees of the Department/Agency involved in the process and implementation of the procurement of goods and services at the Aceh Selatan Regency government, totaling 184 people, all were civil servants. Data were collected by distributing online questionnaires. The data was measured using a Likert scale and tested through the SEM-AMOS software. The descriptive test prove that all variables in this research have been running well in UKPBJ Aceh Selatan. The direct effect test prove that leadership and competence have a positive and significant effect on the HRM Practice which is dimensioned by Knowledge-Skill-Ability (KSA), increasing motivation, and increasing opportunities. Leadership, Competence, and HRM Practice (KSA, Increased Motivation, and Increased Opportunities) have a positive and significant impact on UKPBJ Performance. The HRM Practice partially mediates the leadership and competence effect on the UKPBJ Performance.
... The concept increases organizational productivity and human resource creativity and gives an organization a competitive advantage. The Strategic Human Resource plays an essential role in creating human capital for individual and organizational effectiveness, enhancing employees' behavioral outcomes [31][32][33]. ...
Aims: The Police force stabilizes public institutions for societal tranquillity, economic development, peaceful coexistence and is an integral pillar in securing human development, which unfortunately operates as a mirage in Nigeria. Therefore, this study seeks to provide appropriate recommendations for structural reform of the Nigeria Police force using the strategic human resource management (SHRM) approach to the identified challenges facing the Nigerian Police Force. Study Design: The study utilized a qualitative research design. Methodology: The study used a systematic literature review of qualitative research methodology through the thorough and critical content analysis of reports, journals, publications, and news. Results: The study findings revealed five significant challenges hindering police effectiveness in Nigeria and developed a 10 X 5 SHRM framework that included ten (10) strategic focus and five (5) strategies. Conclusion: The study concluded that the 10 X 5 strategic human resource management frameworks will provided the needed reforms and recommended the 1829 nine (9) policing principles and three (3) core ideas of Sir Robert Peel.
... For effective HRM system an organization requires efficient HR practices and policies (Tiwari & Saxena, 2012). HRM system is a bundle of HR practices and HR policies directed to achieve organizational goals (Korff, Biemann, & Voelpel, 2017;Lepak, Liao, Chung & Harden, 2006). Implementing HR practices effectively and efficiently strengthens the HRM system and promotes organizational performance (Basnet, 2022;Ghebregiorgis & Karsten, 2007;Pinnington, Aldabbas, Mirshahi, & Pirie, 2022). ...
Growing trends such as globalization, internationalization, and diversity management have increased the use of HRM practices in the South Asian region. In the recent past, various reform initiatives taking place have propelled the public sector HRM in an opportunistic direction. HRM in Pakistan is still passing through a preliminary phase. The culture in Pakistan's public sector organization is highly centralized and bureaucratic with political interference on practices. It is a descriptive study framed in a mixed-method approach. A comparative analysis has been conducted of three semi-autonomous state-owned enterprises of Pakistan which are Water and Power Development Authority (WAPDA), Water and Sanitation Agency (WASA), and Sui Northern Gas Pipelines Limited (SNGPL). The current research's theoretical bases are taken from the revised version of CAF 2013 model by the European Institute of Public Administration. The research objectives are twofold: To study the people criterion of CAF in WAPDA, WASA and SNGPL, and to determine the strengths and weaknesses of these enterprises required to identify areas of improvement. The qualitative data will be collected through 45 in-depth interviews; analyzed through thematic analysis. The quantitative data is analyzed through scores given by interviewers and documentary secondary evidence. The current research will be significant as it will assist other public sector organizations in using quality management techniques and improve the performance of their organizations by following the footsteps of WAPDA, WASA, and SNGPL. Keywords: HRM system; Pakistan; Common Assessment Framework; Public sector. JEL Codes: M10; O15
... In agreement with previous studies of Zaleska and Menezes (2007) Korff et al. (2017), they found that human resource management practices were a strong predictor for affecting attitudes toward organizational change and human resources management (HRM) practices cause higher levels of proactive behavior and vitality and thus readiness for organizational change. ...
... Rudolph et al., 2018), organizations should foster the perception of future opportunities among older employees using human resource (HR) systems and adjusting work design. For instance, HR systems targeted at facilitating knowledge, skills and abilities, motivation, as well as opportunities, can expand employees' future time perspective (Korff et al., 2017). For instance, organizations could implement mentoring programs using age-specific points of leverage to achieve this. ...
Rapid technological advancements and global workforce aging shape the future of work. Drawing on the technology acceptance model, our study aims to connect the literature on aging with the research on technology use in organizations. At its heart, the technology acceptance model suggests that the two core components perceived usefulness and perceived ease of use predict the attitude toward a new technology. We connect these components with two age-related processes: first, we suggest a motivational pathway via future time perspective, including one’s perceived future opportunities and remaining time at work. Second, we propose a capability pathway via cognitive constraints, including one’s perceived struggle to process new information (i.e., perceived processing speed difficulties) and the perceived struggle to organize one’s work (i.e., perceived organization difficulties). Moreover, we explore digital leadership as a potential buffer to the detrimental relations between age and technology acceptance. We pre-registered our hypotheses and tested them using three-wave data of 643 employees. Our findings support our hypotheses for the motivational pathway, showing that age is negatively linked to attitude toward new technology via future time perspective and subsequent perceived usefulness as well as perceived ease of use. Digital leadership buffered the negative indirect relations between age and attitude toward new technology. For the capability pathway, the results were opposite to what we expected. Together, our findings put the link between age and technology acceptance into a more positive light than previous research and suggest that motivational and capability-related forces are interwoven in predicting attitude toward new technology.
... Rudolph et al., 2018), organizations should foster the perception of future opportunities among older employees using human resource (HR) systems and adjusting work design. For instance, HR systems targeted at facilitating knowledge, skills and abilities, motivation, as well as opportunities, can expand employees' future time perspective (Korff et al., 2017). For instance, organizations could implement mentoring programs using age-specific points of leverage to achieve this. ...
Rapid technological advancements and global workforce aging shape the future of work. Drawing on the technology acceptance model, our study aims to connect the literature on aging with the research on technology use in organizations. At its heart, the technology acceptance model suggests that the two core components perceived usefulness and perceived ease of use predict the attitude toward a new technology. We connect these components with two age-related processes: first, we suggest a motivational pathway via future time perspective, including one’s perceived future opportunities and remaining time at work. Second, we propose a capability pathway via cognitive constraints, including one’s perceived struggle to process new information (i.e., perceived processing speed difficulties) and the perceived struggle to organize one’s work (i.e., perceived organization difficulties). Moreover, we explore digital leadership as a potential buffer to the detrimental relations between age and technology acceptance. We pre-registered our hypotheses and tested them using three-wave data of 643 employees. Our findings support our hypotheses for the motivational pathway, showing that age is negatively linked to attitude toward new technology via future time perspective and subsequent perceived usefulness as well as perceived ease of use. Digital leadership buffered the negative indirect relations between age and attitude toward new technology. For the capability pathway, the results were opposite to what we expected. Together, our findings put the link between age and technology acceptance into a more positive light than previous research and suggest that motivational and capability-related forces are interwoven in predicting attitude toward new technology.
... It is also linked to improved subjectivity and objective results (Aryee et al., 2012). HPWS has been related to a variety of desirable outcomes, like better job performance (Jiang et al., 2013), creativity (Chang et al., 2014), innovation (Costantini et al., 2017), citizenship behaviour (Kehoe & Collins, 2017), optimum organizational commitment and job satisfaction (García-Chas et al., 2016;Korff et al., 2017), and lower employee turnover rates (Obeng et al., 2021). ...
Despite the investments made by mining companies and other regulatory bodies in improving workplace safety in the mines, the mine site continues to record undesirable safety outcomes, making it imperative to explore systems that could deal directly or indirectly with transforming employee behaviour. As a result, this study examined how a high-performance work system (HPWS) could impact mineworkers’ safety performance through the mediating role of workforce agility. The study also examined the moderating capacity of safety locus of control (SLOC) on the impact of workforce agility on safety performance. Using 597 valid responses through self-reported questionnaires and analysing the data quantitatively, we found that HPWS significantly influenced the safety performance components- safety compliance and participation- and the workforce agility dimensions- proactivity, adaptability, and resilience. The results also showed that proactivity, adaptability, and resilience significantly influenced safety compliance and participation. Results from the mediation analysis revealed a partial mediation effect of proactivity, adaptability, and resilience in the relationship between HPWS and the two components of safety performance. From the moderation analysis, SLOC had no significant moderating effect on proactivity and the safety performance components. Also, the results showed that SLOC could not moderate the relationship between adaptability and safety compliance but had a significant moderating effect on adaptability and safety participation relationships. Moreover, SLOC significantly moderated the relationships between resilience and all two dimensions of safety performance. This current study is relevant as it espouses the mechanisms through which HPWS, workforce agility, SLOC, and safety performance relate in one model.
... OJSS scores were obtained via a sum of the scores from the six items, with higher scores representing a greater job satisfaction. The OJSS has shown good internal consistency in samples from different countries (Agho et al., 1992;Korff et al., 2017). The Spanish version of the OJSS scale was used, which has been validated and shown good internal consistency in studies with couples in Chile (Schnettler et al., 2020(Schnettler et al., , 2022a. ...
Family-to-work conflict has received less attention in the literature compared to work-to-family conflict. This gap in knowledge is more pronounced during the COVID-19 pandemic, despite the documented increase in family responsibilities in detriment of work performance, particularly for women. Job satisfaction has been identified as a mediator between the family and work domains for the individual, but these family-to-work dynamics remain unexplored at a dyadic level during the pandemic. Therefore, this study tested the relationship between family-to-work conflict and job and family satisfaction, and the mediating role of job satisfaction between family-to-work conflict and family satisfaction, in dual-earner parents. A non-probability sample of 430 dual-earner parents with adolescent children were recruited in Rancagua, Chile. Mothers and fathers answered an online questionnaire with a measure of family-to-work conflict, the Job Satisfaction Scale and Satisfaction with Family Life Scale. Data was analysed using the Actor-Partner Interdependence Model with structural equation modelling. Results showed that, for individuals, a higher family-to-work conflict is linked to lower satisfaction with both their job and family life, and these two types of satisfaction are positively associated with one another. Both parents experience a double negative effect on their family life satisfaction, due to their own, and to their partner's family-to-work conflict; however, for fathers, this effect from their partner occurs via their own job satisfaction. Limitations and implications of this study are discussed, indicating the need of family-oriented workplace policies with a gender perspective to increase satisfaction in the family domain for workers and their families.
... (Mathis & Jackson, 2019), HRM is designed to ensure that employees' abilities and skills are used efficiently and effectively in achieving organizational goals (Dessler & Angelica, 2016) defines HRM as a process to obtain, provide training, assessment, and compensation to employees, regulate employee relations with colleagues, and maintain employee safety and health, and other matters relating to justice. Organizations exist to implement HRM systems by aligning goals and values with employee goals within the organization and directing them according to employee discretionary goals, creativity, and productivity (Korff, Biemann, & Voelpel, 2017). ...
This research intends to examine the application of human resource management (HRM) on employee performance mediated by organizational citizenship behavior (OCB) at the social service office of Aceh Selatan Regency. The population was all employees at the Social Service of Aceh Selatan Regency, totaling 119 people. In this study, the determination of the sample was by using the census method. The research model was analyzed using a structural model. The descriptive hypothesis testing reveals that the HRM implementation, OCB, and employee performance are applied good, the Direct hypothesis testing proves that the implementation of HRM affects OCB, and the implementation of HRM and OCB affect employee performance, and the indirect hypothesis testing proves that OCB partially mediates the implementation of HRM effect on the performance of the Social Service of Aceh Selatan Regency employees. These findings prove that the model of improving employee performance at the Aceh Selatan district social service is a function of HRM implementation and OCB improvement, with OCB as a partial mediator. The meaning is that increasing the effectiveness of KSA (Knowledge, Skills, Abilities), motivation, and opportunities in the implementation of HRM, will increase OCB and have an impact on improving employee performance.
... Performance appraisal process can also be referred to as a procedure for determining employee performance. Performance appraisal is essential as it gives updates on the performance of the employees; it identifies training needs and come up with plans for employee development (Korff, 2017). ...
This study is mainly related in analysing the main determinants of performance appraisal system in enhancing the capabilities of the employees. In India, the ITES industries employ nearly 4.4 million and it accounts for 8% of India’s GDP. Hence, it is highly critical for the management to apprehend the overall performance of the employees so that they can contribute effectively of organisational growth and nation development. The performance appraisal system is stated as the systematic analysis of the progress of the employees based on the agreed objectives. Companies uses many appraisal methods like Management by objectives, 360-degree feedback etc. so as to understand the progress of the employees on different parameters. Through the effective performance appraisal system, the employees can focus on their key skills, harness their fullest potential and thereby enhance their capabilities. The study uses both primary and secondary data sources, the researchers has used questionnaire method in order to collect the data from the respondents, the major analysis used are demographic analysis, correlation analysis, T test and Structural equation model. The analysis reveals that the critical determinants considered in the study possess stronger influence in enhancing employee capabilities in the ITES industry.
... ERP HR management system module is a part of ERP system which gives the firm the ability to achieve and conduct their activities in an efficient and advanced way with the ability to follow every detail, performance, and functions of employees (Korff et al., 2017). Finally, the most important role of an ERP human resource management system is designing all strategies related with hiring, job descriptions and development, using the measurement of business process performance, and preparing all reports which the decision maker needs to create a long-term human resource plan (Zeebaree et al., 2019). ...
The research is aiming to enter deeply into studying the implementation of enterprise resource planning (ERP) and measuring the effects on the integration of supply chain at Jordanian Nuqul Group Company. Defining the effects of applying ERP systems in human resource, and production management departments, and how the implementation process will be effective on the integration with suppliers, customers, and processes are representing the main objectives of this research. 185 research questionnaires distributed, collected, and 150 respondents were accepted for the research study analysis. Furthermore, this research used structural equation models with AMOS for testing research hypotheses. The research findings agreed with the result that applying enterprise resource planning systems could affect positively on the supply chain integration with suppliers, customers, and processes.
... There are many studies available which show the association between HR transformation and stress of an employee (Fan et al., 2014;Huang et al., 2016). HR plays a critical role in facilitating the positiveness, belongingness and mindfulness in the employees (Korff et al., 2017), which further enhances the wellbeing of employees (Agarwal & Farndale, 2017). The effective execution of HR policies helps employees to develop trust in the organization and ensure the stress-free environment (Luthans et al., 2010). ...
In present scenario, pandemic has compelled organizations to make changes in their human resource (HR) policies and practices. The ‘new normal’ work culture has been adopted by the organizations, which is definitely ‘new’ but not ‘normal’. New normal is the shift from physical world to digital world. This new normal is one of the weapons of organization to battle with the storm of COVID-19, which has created upheaval and further leads to anxiety and stress among the working professionals. In this research, change in HR practices and policies for reducing stress has examined. Two scales were developed for ‘change in HR practices’ and ‘stress’. These scales were further validated and tested for reliability. Sample was collected from 306 respondents, divided into 194 male and 112 female working professionals. Hierarchical multiple regression method was used to identify the relationship between change in HR practices and stress among Indian working professionals. Further moderation effect of gender on the relationship between change in HR practices and stress was analysed. This research has concluded that change in HR practices has distinct impact on the stress level of male and female working professionals.
... In this context, it is necessary for managers to adopt a SHRM understanding and encourage employees to participate in decision-making processes through EE practices in order to increase their JS, which is an important factor on organizational performance, to strengthen their organizational commitment, to raise their POS, to fulfill their socio-emotional needs, and to enhance their sense of well-being (Adresi & Darun, 2017;Para-González et al., 2019). Thus, employees will have a positive attitude towards the organization, and as their stress at workplace will decrease with the increase in their JS, they will respond faithfully to the organization, increasing their work engagement and decreasing their TI (Korff et al., 2017). Thus, this situation will reduce employee turnover in the workplace, reducing managers' expenditure on employee training and increasing employees' work performance (Juhdi et al., 2013). ...
... In this context, it is necessary for managers to adopt a SHRM understanding and encourage employees to participate in decision-making processes through EE practices in order to increase their JS, which is an important factor on organizational performance, to strengthen their organizational commitment, to raise their POS, to fulfill their socio-emotional needs, and to enhance their sense of well-being (Adresi & Darun, 2017;Para-González et al., 2019). Thus, employees will have a positive attitude towards the organization, and as their stress at workplace will decrease with the increase in their JS, they will respond faithfully to the organization, increasing their work engagement and decreasing their TI (Korff et al., 2017). Thus, this situation will reduce employee turnover in the workplace, reducing managers' expenditure on employee training and increasing employees' work performance (Juhdi et al., 2013). ...
Strategic human resources management (SHRM) practices contribute positively to firm performance by creating a qualified,
highly motivated and empowered workforce, indirectly affecting the individual’s commitment to the organization through
job satisfaction. This study aims to determine the mediating role of employee empowerment and perceived organizational
support in the effect of SHRM, which has significant effects on both employee participation in decision-making process and
organizational structure in manufacturing industry, on job satisfaction and turnover intention of employees. This empirical
study was conducted using 165 manufacturing companies in the industrial areas in the region (IAR) of Adana, Gaziantep
and Hatay provinces located in the south of Turkey. The data obtained from the surveys were analyzed with SmartPLS using
the method of least squares. SHRM positively affected employee empowerment and perceived organizational support,
increasing job satisfaction and reducing turnover intention. It is necessary for managers to adopt a SHRM understanding
and encourage employees to participate in decision-making processes through employee empowerment practices in
order to increase their job satisfaction, which is an important factor on organizational performance, to strengthen their
organizational commitment, to raise their perceived organizational support, to fulfill their socio-emotional needs, and to
enhance their sense of well-being.
... Emotional competence is measured using (Cronbach's Alpha = 0.92) 18 items originated from the 72-item emotional competency inventory (ECI-2) developed by Boyatzis and Sala (2004). Finally, job satisfaction (Cronbach's Alpha = 0.69) used the six-item measure of Korff et al. (2017). The detailed items and their means are summarized in the Appendix. ...
Purpose
The purpose of this study is to examine various configurations leading to job satisfaction (JS) in Mongolian private companies through five typical factors: perceived mission statement quality (MSQ), romanticism management philosophy (RMP), psychological ethical climate (PEC), ethical ambiguity (EA), and emotional competence (EC).
Method
This study conducts a fuzzy set qualitative comparative analysis (fsQCA) with 202 private sector employees in Mongolia. The current study comes up with three propositions, and the research procedure is divided into two stages. This new approach produces configurations sufficiently, leading to outcomes, equifinality, and conjunction.
Findings
This study explores six pathways leading to employee satisfaction. Each pathway consists of the combination of perceived mission statement quality, romanticism management philosophy, psychological ethical climate, low tendency of ethical ambiguity, and managers’ emotional competence. Among those, managers’ emotional competence is a core condition for high job satisfaction.
Implications
Our findings suggest that to satisfy employees, managers’ emotional competence plays a vital role in building sufficient conditions that lead to the desired outcomes. Thus, professional development and training are required to maintain and improve managers’ competence.
Originality/value
This study introduces a fresh theoretical perspective for understanding cause-effect relationships between critical conditions and job satisfaction.
... FTP reflects an individual's orientation to the future and the relatively stable tendency to use a future temporal frame of mind when making decisions (Zimbardo and Boyd, 1999). Prior research has demonstrated that FTP has a positive relationship with several job, career and life outcomes (Baird et al., 2021) such as career choices, work engagement, achievement, health and well-being, risk behavior and retirement planning (Henry et al., 2017;Kooij et al., 2017Kooij et al., , 2018, job satisfaction and affective organizational commitment (Korff et al., 2017), career commitment, occupational self-efficacy (Park and Jung, 2015), entrepreneurial career intention (Kiani et al., 2020) and job crafting (Kooij et al., 2017). ...
Purpose
This study, based on self-determination theory (SDT), investigates the effect of business students' future time perspective (FTP), directly and indirectly (mediated by deep learning approaches), on quality of university life.
Design/methodology/approach
A sample of 547 business students in Ho Chi Minh City, Vietnam, was surveyed via a two-wave process to collect data to validate the measures and to test the hypotheses using structural equation modeling (SEM).
Findings
The results produced by SEM demonstrated that FTP had no direct effect on quality of university life and that deep learning approaches fully mediated the impact of FTP on quality of university life.
Practical implications
The study findings provide business educators with a better understanding of the role that FTP can play for business students. Increased awareness of this issue may help nurture the FTP of business students, which in turn directs them to pursue deep learning approaches to achieve a higher level of quality of university life.
Originality/value
This study is among the first to empirically investigate the overarching role that FTP plays in both deep learning approaches and quality of university life.
... Signalling theory has been adopted and applied in organisational research (e.g., Connelly et al., 2011;Harris & Pattie, 2020;Sanders et al., 2019;Wang et al., 2020;Zhong et al., 2016), and we argue that it helps to explain the effects of employees' perceptions of HR systems. In particular, HPWS can be viewed as signals sent by the organisation toward employees to communicate the 96 -WANG ET AL. organisation's values and expectations, and employees rely on these signals to make sense of their work environment and work conditions (Korff et al., 2017). ...
Prior research has suggested that the relationship between high-performance work systems (HPWS) and employee well-being has been inconclusive, and particularly less is known about the underlying mechanisms and the boundary conditions between them. Integrating signalling theory with uncertainty reduction theory, we propose a cross-level model linking department-level HPWS to employee job burnout. Specifically, we propose the mediating role of organisation-based self-esteem (OBSE) in the effect of department HPWS on employee job burnout, as well as the moderating role of departmental formalisation. Using a sample of 366 employees and 60 managers from 60 departments, we found that department-level HPWS was associated with reduced employee job burnout both directly and indirectly through OBSE. In addition, the mitigating influence of department-level HPWS on employee job burnout was significant only when departmental formalisation was high. The findings of this study contribute to resolving the inconclusive relationship between HPWS and employee well-being.
... At the organizational level, practices that promote and express fairness and equity in policies and procedures may help mitigate the impact of cynical attitudes and repair negative organizational perceptions. Korff et al. (2016) argue that through signaling theory, organizations shape employee attitudes. Those with a deeper future time perspectives and higher organizational cynicism may observe apathetic signals before reporting lower commitment levels. ...
An employee’s organizational commitment is essential to a firm’s success and performance. Past research reports mixed relationships between future time perspective and commitment. Recently, research has supported several moderating variables for this relationship. The current study tested organizational cynicism as a potential moderator. The sample consisted of 301 university alumni working in a variety of industries. The cross-sectional data supports an interaction between future time perspective and organizational cynicism on an individual’s affective and continuance commitment level. Data failed to support an interaction effect on the employee’s normative commitment.
... The relationship between Time Perspectives and a wide range of different domains, such as academic achievement (Barber et al. 2009;Gutiérrez-Braojos 2015), well-being (Boniwell et al. 2014;Drake et al. 2008) or stress coping (Blomgren et al. 2016;Olivera-Figueroa et al. 2015;Papastamatelou et al. 2015;) has already been examined. However, there are only a few studies dealing with workplace related questions, such as the influence of Time Perspectives on working attitudes or working satisfaction (Korff et al. 2017;Wojtkowska et al. 2019), on violations of business ethics (Unger et al. 2019) or on burnout proneness (Papastamatelou and Unger 2018). In particular studies about the association between Time Perspectives of Managers and their leadership styles are missing in the literature. ...
We examined if time perspectives (TP) and the Deviation from a Balanced Time Perspective (DBTP—cf. Stolarski et al. Time
Soc 20(3):346–363, 2011) have an effect on four types of Leadership Styles. Based on previous studies it was observed, that
Self-Efficacy (SE) is determined by time perspectives (Epel et al. J Appl Soc Psychol 29(3):575–596, 1999). In particular,
the transformational and transactional leadership styles could depend on higher self-efficacy of managers. We additionally
tested if general self-efficacy (GSE) mediates the influence of time perspectives and the Deviation from a Balanced Time
Perspective on Leadership Styles. We recruited a sample of former MBA-students, who now work in the middle management
of German companies. We used the zimbardo time perspective inventory (ZTPI; Zimbardo and Boyd J Pers Soc Psychol
77(6):1271–1288, 1999), the Multifactor Leadership Questionnaire (MLQ) by Felfe and Goihl (Deutsche überarbeitete und
ergänzte Version des Multifactor Leadership Questionnaire (MLQ) [German revised and extended version of the Multifactor
Leadership Questionnaire (MLQ)], Zentrum für Umfragen Methoden und Analysen, Mannheim, 2002) and the general
self-efficacy-scale by Schwarzer and Jerusalem (Generalized Self-Efficacy scale, Nfer-Nelson, Windsor, 1995). Past Positive
orientation has no significant effect on any of the four leadership styles. The present hedonistic dimension enhances and the
past negative orientation reduces the transformational leadership style. The present fatalistic orientation reduces the Transformational
and transactional leadership styles, but enhances the laissez-faire leadership style. Moreover, future enhances
the transformational and transactional leadership styles. DBTP reduces the transformational and transactional leadership
styles. The mediator role of GSE was confirmed for the transformational and transactional leadership style. Managers’ time
perspectives are important for implementing an efficient leadership style.
... The relationship between HRM practices and wellbeing is equivocal. Several studies have found a positive relationship between HRM and wellbeing (e.g., Fan et al., 2014;Huang et al., 2016), while other studies have suggested that the effects of HRM on work wellbeing depend on the configuration of the HRM system (Kooij et al., 2013;Korff et al., 2017). The relationship between HRM and wellbeing is also complicated by conflicting theoretical explanations (Okay-Somerville and Scholarios, 2019). ...
The purpose of this paper is to explore the human resource management (HRM) practices adopted by hotels during COVID-19 and to examine the impact of COVID-19 on the wellbeing of hotel employees using qualitative thematic analysis. This study presents HRM practices that organizations can use to effectively manage employees in uncertain times. There is compelling evidence that employee-centered HRM practices strongly impact employee wellbeing. This paper integrates the insights from an HRM framework for wellbeing using a job demands-resources model. The paper identifies themes that confirm and extend existing theories and models of wellbeing. The findings are important for policy makers by offering guidance for managing people effectively during tough times.
... In fact, HPWPs have been found to positively affect employees' job satisfaction (Mohr and Zoghi, 2008). This notion was supported by Korff et al. (2017) who claimed that there is a significant positive relationship between HPWPs and job satisfaction. However, such conclusions were drawn using Western samples and thus, could not be assumed to apply to Malaysia given the dearth of such studies. ...
Purpose
This paper aims to examine the effects of high-performance work practices (HPWPs) (participation, training and compensation) on nurses’ job performance (task and contextual) through the mediating role of job satisfaction. As nurses form the bulk of health-care professionals, their performance at work is crucial in determining patient satisfaction regarding care quality. HPWPs have been recognized as having the ability to affect employees’ work attitudes and behaviours positively. Specifically, these practices foster job performance.
Design/methodology/approach
Self-administered questionnaires were used to collect the survey data on 639 staff nurses working in large private hospitals in Malaysia. Data were subsequently analysed using the partial least squares method.
Findings
The findings indicate that job satisfaction serves to mediate the relationships between the three HPWPs (participation, training and compensation) and the two dimensions of job performance (task performance and contextual performance).
Research limitations/implications
First, as all variables were measured using self-reports, a common-method bias could exist (Podsakoff et al. , 2003). Hence, future researchers may want to combine self-assessments and supervisory or peer assessment to improve the validity of the outcomes. Second, the cross-sectional nature of this study limits our ability to make causal inferences. Bias could happen because the study examined both exogenous and endogenous variables at the same time. Thus, a longitudinal approach taken in the future could cross-validate the current findings and provide additional support regarding the causality of the HPWPs-job performance relationship. Third, the data were collected from staff nurses working in large private hospitals in Peninsular Malaysia. Thus, one should be careful to generalize the findings to different health-care professional groups and organizations.
Practical implications
From the practical perspective, it is evident from the findings that as job satisfaction is able to enhance job performance and given the need for nurses to provide quality health-care services, private hospital authorities concerned with encouraging greater job performance among their nursing workforce need to provide adequate support to their employees. This could be achieved through the implementation of HPWPs. Perceptions of the extent of a hospital’s HPWPs in terms of participation, training and compensation, have significant and positive effects on nurses’ level of job satisfaction. Therefore, it would be worthwhile for private hospitals to encourage more opportunities for nurses to participate in decision-making regarding their work. In addition, frequent training activities will be able to enhance nurses’ knowledge, skills and abilities, resulting in greater satisfaction
Originality/value
To the best of the authors’ knowledge, this is the first attempt to investigate the effects of HPWPs on nurses’ job performance in the Malaysian private health-care context. As studies using Eastern samples are relatively limited, the findings from this study would serve to expand the extant literature from a cross-cultural perspective.
... Organizations with HPWS often deliver the desired organizational performance. Evidence from the empirical studies highlights the impact of HPWS on employee job performance, innovation, organizational commitment and job satisfaction (Boxall and Purcell, 2008;Costantini et al., 2017;Korff et al., 2017). To deliver organizational performance, employees suffer from the extreme workload that affects their well-being, which in turn affects the individual, organization, family and friends (Legge, 2005;Van de Voorde et al., 2012). ...
Purpose
This paper aims to provide an empirical investigation into the mediating role of high-performance work systems (HPWS) on health harm (HH). The study also examines the negative moderated role of workplace well-being (WW) and its indirect effect on work intensification (WI) and HH. The paper highlights the implications of the HH on individuals, organizations, families and societies and recognizes the need for sustainable human resource management (HRM) practices that drive employee well-being, thereby reducing the HH. More importantly, the study extends the understanding of sustainable goals through sustainable HRM.
Design/methodology/approach
Data was collected using four established scales. The data collected from 324 executives were analyzed using the SPSS 25.0 Version and AMOS 21.0.
Findings
The study results confirmed that WW practices reduce the adverse effects arising out of HPWS and WI. The results proved that WI is positively related to HH, and that WW moderates the relationship between HPWS and HH such that HPWS is more positively associated with HH when the WW is low compared to when WW is high.
Research limitations/implications
The data were collected from executives working in Information Technology (IT) organizations in India. The findings and the implications may not be generalized to other industries, as the data is collected from IT professionals.
Practical implications
The study highlights the need for organizations to develop sustainable HRM practices to minimize the HH of work. Organizations should implement well-being interventions and develop activities that promote an individual’s mental and physical well-being alongside limiting work intensity.
Originality/value
HRM Literature reveals the positive effect of HPWS that it engages employees to achieve a competitive advantage to the firm. However, this study examines and empirically proves the negative impact of HPWS on employee health and well-being.
... The literature shows that past research has adopted a limited approach toward understanding PMSE, and mostly validated its quantifiable outcomes. Therefore, the link between individual-level employee emotions, attitudes, behaviors, and PMSE remains unexplored (Korff et al., 2017). Work engagement as one of the behavioral aspects is a possible consequence of PMSE (Alarcon & Edwards, 2011;Bakker et al., 2012;. ...
This article seeks to explore the effectiveness of a comprehensive performance management system in terms of employee performance. Besides, the mediating effect of work engagement was also examined. The performance management system effectiveness (PMSE) was determined by the extent of its accuracy and fairness, as recommended by previous researchers. A sample of 285 employees was selected from various branches of private banks located across Pakistan. A structured questionnaire was used, which was validated through confirmatory factor analysis (CFA) in the Pakistani context. The results indicated a significant impact of PMSE and work engagement on task and contextual performance of employees. Also, complementary mediation of employee work engagement in the relationship between PMSE and employee performance (in terms of task and contextual performances) was also supported. The findings of the research are helpful for the development of HR and PMSE strategy in the private banks of Pakistan. The study also suggests that a comprehensive PMSE model including the perception of fairness as a mandatory part, may be introduced for employees’ enhanced work engagement and task/contextual performance. The mediating relationship of work engagement has established the process of PMSE for the task and contextual performances of employees, which is a valuable contribution of the study.
... HPWS refers to a group of internally coherent and consistent human resource (HR) practices (Zhang et al., 2018) that are designed to enhance employee competence, motivation and commitment (Datta et al., 2005). Empirical studies in HRM have shown that the implementation of HPWS in organisations is associated with various desirable outcomes, such as lower employee turnover rates (Huselid, 1995), more organisational HPWS and performance citizenship behaviour (OCB) (Kehoe and Wright, 2013), higher productivity of employees (Datta et al., 2005), increased organisational commitment and job satisfaction (Messersmith et al., 2011;Korff et al., 2017) and better organisational performance (Jiang et al., 2012;Combs et al., 2006). However, HRM research has for a long time been primarily focussed on the management perspective of HPWS, ignoring the role of individual employees' actual experiences with these systems (Liao et al., 2009). ...
Purpose
This present study aims to examine how experiences of high-performance work systems (HPWS) in work teams affect employee’s work attitudes and performance. At the team level, the study explored the role of supervisory support in the relationship experienced HPWS -team performance. In explaining employee attitudes and behaviours at the individual level, such as organisational citizenship behaviour (OCB), the study adopted a psychological contract approach.
Design/methodology/approach
The moderating role of supervisory support was investigated at the team level while exploring mediation effects of psychological contract beliefs in work teams in cross-level relationships with individual attitudes and behaviours.
Findings
Results indicate partial mediation of fulfilment of psychological contracts in work teams in the experienced HPWS-OCB relationship. At the team level, supervisory support perceptions moderate the effects of shared experiences of HPWS on product and service innovation in work teams.
Originality/value
The focus on the employee perspective of HPWS, the factor-analytic approach of measuring HPWS experiences and the role of team psychological contracts in employee attitudes and behaviours represent the main contributions of this study to HR research.
... Employees creativity and proactive behaviors play their role in improving organizational performance, therefore, HRM practices needs to be directed towards them (Shin, Jeong, & Bae, 2018). Firms can improve employees' trust and satisfaction through employees' involvement in organizational level decisions (Korff et al., 2017). The social exchange theory (Blau, 1964) and organizational support theory (Eisenberger et al., 1986) suggests that firms can signal its care for the wellbeing and development of employees through HIHRP. ...
This study was designed to evaluate the impact of high involvement HRM practices (HIHRP) on employees’ organizational citizenship behaviors (OCBs) in the context of banking sector of Pakistan. OCBs is considered as an important construct to evaluate the contextual performance of employees. In case of banking sector professionals, it is a highly desired behavior and top management has a greater interest in evaluating contextual performance in addition to the task performance of employees. This study differentiates itself from previous studies by focusing on HIHRP rather than traditional HRM practices. The data was collected from 396 officers working in top six private sector commercial banks of Pakistan. A structured questionnaire was used to collect the data and all responses were recorded on Likert scale. The data was analyzed through correlation and regression analysis and demographic characteristics of the employees were also presented through descriptive statistical techniques. The results show that different types of HIHRP positively influences employees’ OCBs. This study has both theoretical and managerial contributions by empirically examining the relationship between high involvement HRM practices and OCBs in the context of banking sector of Pakistan. The results of this study will help the researchers to better understand the relationship between HRM practices employees’ positive behavioral outcomes like OCBs. In addition, it will also guide the decision makers in adjusting HRM practices to achieve desired behaviors.
... Der Einsatz von Personalpraktiken führt also bei Mitarbeitern idealerweise dazu, diese mit positiven Arbeitseinstellungen und gewünschtem Arbeitsverhalten zu erwidern. Die Instrumente des Personalmanagements sind in der Lage, sich so aufbauend und unterstützend auf Mitarbeiter auszuwirken, dass diese eine grundsätzlich zuversichtliche Zukunftsperspektive in ihrem Unternehmen entwickeln, die sich fördernd auf ihre Motivation und Einstellungen zur Arbeit auswirkt (Korff/Biemann/Voelpel, 2017b). Hierbei ist allerdings festzuhalten, dass Mitarbeiter einen erheblichen Spielraum haben, eingesetzte Personalinstrumente wahrzunehmen und aus ihrer subjektiven Perspektive zu bewerten. ...
Purpose
This study aims to examine the relationship between discretionary human resource (HR) practices and job satisfaction, as well as the mediating role of job crafting in the relationship between discretionary HR practices and job satisfaction.
Design/methodology/approach
Data were collected from 302 employees working in an information and communications technology (ICT) industry in Turkey. Structural equation modelling and bootstrapping procedure were used to test the hypothesized relationships.
Findings
The findings suggest that discretionary HR practices are significantly and positively related to employees' job satisfaction. The results also show that discretionary HR practices stimulates job satisfaction through job crafting.
Research limitations/implications
Because this study was conducted using a cross-sectional research methodology with data acquired from the same source, conclusions concerning the causality of the variables cannot be inferred. The findings in this study have significant implications for human resource practitioners and business owners who invest in their employees to enhance both employee and organizational performance. The findings show that investment in HR practices prompt employees to be more proactive in devising measures and ways of performing their jobs which increases their job satisfaction hence bringing about desirable and favorable organizational outcomes.
Originality/value
This study adds to the growing body of research on the relationship between HRM and job satisfaction by investigating at the predictive influence of discretionary HR practices as well as the mediating role that job crafting plays.
Purpose
Upon the premises of social exchange theory (SET), this study aimed at hypothesizing and examining a serial mediation model that investigated the underlying mechanism through which a high-performance work system (HPWS) affects individuals’ future time perspective (FTP).
Design/methodology/approach
The hypothesized relationships were examined using responses collected from 275 employees from 15 local private banks and 40 established branches through a proportionate stratified sampling technique. The statistical package for social sciences (SPSS) PROCESS macro 3.0 and analysis of moment’s structure (AMOS) 24.0 were employed for data analysis purposes.
Findings
The study revealed that HPWS is indirectly related to the individuals’ FTP through workplace social courage (WSC) and employee well-being (EWB) sequentially. Prescriptions for theoretical and managerial implications were discussed, and future research viewpoints with limitations were acknowledged.
Originality/value
This study illuminated the underlying mechanism and theoretical logic linking HPWS and individuals’ FTP by proposing the serial mediating effect of WSC and EWB.
Using a sample of bank employees in Jordan, this study seeks to analyse how high performance human resource management practices and organizational commitment impact employees readiness for change. We also seek to study the role of readiness for change in improving employee performance. The results demonstrate a positive association between some high performance Human resource management practices and both affective commitment and readiness for change. Results also show a positive relationship between affective commitment and readiness for change. We have also found that readiness for change positively influences employees individual performance. Hierarchy culture moderates the relation of high performance HRM practices with affective commitment.
This research work deals with the phenomenon of age images. First of all, it is explained how images of old age arise, what distinguishes them, and how they manifest themselves in society. The experts in the field of age and work are assigned a significant role. They are effective in their social role, as they advise companies on how they should react to demographic change. The data basis is generated during a qualitative research process through eleven narrative interviews. The aim of this work is to use the documentary method to frame the underlying habitus in practice. Or rather, to reconstruct patterns of thought and action of these experts, which could provide information on which personnel practices could be derived in the context of a life-phase-oriented personnel management. The research also asks how or why images of age are handed down in companies. A socially versus economically sustainable and affected versus task-oriented type was identified. The results indicate that individuals as well as companies have to experience concrete situations in order to be able to reject and change their (orientation) structures. Theoretical understanding of the challenges of demographic change is not sufficient to change attitudes.
From a cross-level perspective, this study explores how and when high-performance work systems (HPWS) influence individuals’ work–family outcomes. Using multilevel analysis, we examine how HPWS interact with proactive personality to affect employee-experienced HPWS. This study also tests perceived organizational support (POS) as a mediator. Using data from 605 employees and 68 human resources managers, we find that organizational-level HPWS interact with proactive personality to influence perceived HPWS when employees’ proactive personality is low. Moreover, perceived HPWS affect POS, which ultimately influences work–family facilitation and work–family conflict. This study also demonstrates that organizational-level HPWS and proactive personality interact to affect employees’ perceptions regarding the effectiveness of HPWS, which in turn promotes POS and reduces work–family conflict.
Das System eines defizitorientierten Personalmanagements hat sich im Laufe der Führungspraxis seit jeher etabliert. Darauf fußen ganze Personalmanagementsysteme und Förderprogramme. Das Prinzip sieht vor, den Mitarbeiter durchaus nach seinen Stärken zu fördern; dennoch geht es auch darum, ihn im Bereich seiner Defizite zu entwickeln. Wie die Praxis vielfach zeigt, führt ebendies zu vehementen Entwicklungen. Mitarbeiter können sich demotiviert fühlen, viel Energie wird in die Entwicklung von Fähigkeiten investiert, die ggf. nicht dem Naturell des Mitarbeiters entsprechen. Im Endeffekt verlieren beide Seiten. Der Mitarbeiter läuft Gefahr der Demotivation, das Unternehmen investiert viel Geld in Entwicklungsmaßnahmen, die letzten Endes doch nicht den gewünschten Erfolg bringen. Hier kommt das stärkenorientierte Personalmanagement ins Spiel. Dieses fußt im Wesentlichen auf der Konzentration auf die Stärken und Potenziale eines Mitarbeiters. Dabei wird zunächst eruiert, was der Mitarbeiter am besten kann, was seine Stärken und Wünsche sind und seine Erfahrungen. Auf dieser Basis wird versucht, den Arbeitseinsatz im Unternehmen zu gestalten.
In diesem Block wird ein abschließendes Resümee vorgenommen. Es zeigt sich, dass ein Ability-Management diverse Vorteile bringt. Es kann als nachhaltiger und langanhaltender Prozess verstanden werden. Für den Erfolg ist eine klare Überzeugung für das Konzept unabdingbar. Nur so können die Vorteile in der Praxis zu deutlichem Mehrwert beitragen. Die wesentlichen Akzente dieses Bandes werden in diesem Kapitel dargeboten. Damit werden noch einmal alle wesentlichen Überlegungen in den Blick genommen. So zum Beispiel, dass sich Ability-Management aus dem vielfach bekannteren Disability -Management entwickelt hat. Desweiteren versuchen nicht historisch gewachsene Zuschreibungen, sondern vielmehr von Stereotypen losgelöste Attribute im Dialog und im jeweiligen Kontext zu eruieren, welche Potenziale bei Mitarbeitern vorherrschen. Anhand einiger Beispiele konnten Umsetzungserfolge in verschiedenen Ländern (Deutschland, Niederlande, Österreich, Schweiz) und in verschiedenen Branchen aufgezeigt werden. Wie die Beispiele explizieren, gibt es einige Gemeinsamkeiten, aber auch zahlreiche Unterschiede. Letztere basieren in der Regel auf unterschiedlichen Geschäftskontexten und Besonderheiten, Ursprüngen sowie Auffassungen zum Thema. Die Cases machen deutlich, dass es keinen Königsweg gibt. Stattdessen muss jede Organisation das Vertrauen haben, individuelle Konzepte zu entwickeln. Von anderen zu lernen, ist dabei ein sehr wertvoller Aspekt.
Purpose
The pandemic emphasised the importance for society of the “hidden” workforce – cleaners, delivery drivers, security guards or hospital porters. This paper explores the well-being of low-status expatriates in the international workplace exemplified by the United Arab Emirates (UAE). This is one of the first studies examining the well-being of people at the bottom of the pyramid, living in difficult circumstances, and undertaking work that is hard and sometimes dangerous.
Design/methodology/approach
The authors adopt an exploratory approach. Using semi-structured interview data from 21 low-status expatriates, the authors examine their experiences in the UAE in relation to their well-being, allowing the authors to suggest the need to develop our understanding of the concept of well-being and the concept's application.
Findings
Low-status expatriates live restrictive lives, away from their family and friends for extended periods, and subject to rigid terms and conditions of employment. Difficult circumstances, long working hours, late or arbitrarily reduced salary payment and a lack of voice affect their personal well-being and sacrificed to consideration for their family well-being. Applying the concept of well-being in such cases requires the authors to develop the notion beyond the individual to encompass the wider family.
Research limitations/implications
This exploratory analysis opens new avenues for well-being studies and highlights the need for contextualised research. Future research might benefit from quantitative methods being used alongside qualitative methods and collecting multiple perspective data, including the views of managers and policy makers and data from the “left-behind” families of these low-status expatriates.
Practical implications
There is plenty of scope for managers of low-status expatriates to improve the latter's well-being. Given the lack of interest in doing so, the authors suggest that policy makers may need to modify extant legalisation to ensure a greater focus on low-status expatriates.
Originality/value
The authors believe this to be the first study to examine the impact of family orientation on the well-being of low-status expatriates, encouraging the authors to challenge and suggest developments to current understandings of well-being.
This study investigates the effects of trust in the organization on the relationship between human resource management practices and employee well-being. Method: An anonymous survey of 638 employees in Lithuania was conducted. The research was designed based on a 6-dimensional scale of perceived human resources management policies and practices, a 3-dimensional questionnaire of employee well-being, and a 2-dimensional questionnaire of trust in the organization. Questionnaire items were measured on a 5-point Likert scale. Survey data were analyzed using descriptive statistics, correlations, multivariate linear regressions and mediation analysis. Findings: Specific relationships were found between various HRM practices with employee well-being in having a full effect or in having a partial effect. This empirical study showed that select HRM practices positively influence employee well-being through the mediating effect of trust in the organization. Managerial implications: Based on the results of the survey, employee well-being at work in Lithuania can best be improved by the strengthening of trust in the organization through following these HRM practices: “recruitment and selection” (RS), “involvement” (I), “work conditions” (WC) and “competence-based performance appraisal” (CBPA).
Purpose
This paper aims to review the existing body of knowledge on high-performance work systems (HPWS) with a special focus on the recent developments that strengthen its prevalence. Considering the current business ecosystem, the author proposes two more characteristics of HPWS which will add value to the literature. It also aims to propose several gaps in the literature considering the role of HPWS in the organization.
Design/methodology/approach
This paper uses a systematic literature review methodology to strengthen the concept, its connection with people and organization, theoretical underpinnings and intervening mechanisms that have not received much attention. The information collected from various studies was analyzed thematically and synthesized to assess the existing body of literature. For a better understanding of HPWS, the review is organized under the following subthemes: definition and meaning, conceptualization, technology infusion, relationship with people and organization, theories commonly used and positives and negative consequences of HPWS.
Findings
This study identifies and describes key characteristics of HPWS such as system, synergistic effect, performance and proposes two new characteristics – agility and adoption of technology. Further findings of this study indicate that HPWS has both positive and negative influences on employee outcomes. The positive outcome helps in the development of human capital that provides a competitive advantage to the organization. The study also underlines some negative influences of HPWS on employee behavior due to the misalignment of HR practices. Scope for further research is also provided for future researchers.
Originality/value
The paper adds the recent developments in the area of HPWS literature and proposes research directions for future researchers.
The aim of this study was to examine spillover and crossover effects between job satisfaction, satisfaction with family life (SWFaL), satisfaction with food-related life (SWFoL) and overall life satisfaction (LS) in dual-earner couples. The gender of the couple members was also accounted for in these interrelationships. A sample of 473 dual-earner couples with adolescent children in Temuco, Chile, responded to a questionnaire. Both members of the couple answered the Satisfaction with Life Scale, Overall Job Satisfaction Scale, the Satisfaction with Family Life Scale and the Satisfaction with Food-related Life Scale. Using the Actor-Partner Interdependence Model and structural equation modeling, it was found that men’s LS was positively associated with their own job satisfaction, SWFaL and SWFoL (spillover), as well as with their partner’s SWFaL (crossover). Results also showed that women’s LS was positively associated with their own job satisfaction, SWFaL and SWFoL (spillover), as well as with their partner’s SWFaL and job satisfaction. Different gender patterns were found for job satisfaction and SWFoL. These findings suggest that for dual-earner couples, life satisfaction may not only be influenced by their own individual satisfaction in a life domain but also by their partner’s satisfaction in the same domain.
Recently, the traditional approach to high-performance work systems (HPWS) research has been questioned, primarily in regard to the following two areas: (1) its organizational-level measure cannot capture variability within organizations, and (2) its utilization of the summation index is predicated upon the individual HR practices that constitute HPWS having a synergistic impact on important outcomes. Despite the prevalence of this approach, empirical studies on the internal fit premise in the context of HRM are startlingly rare. Furthermore, the existing research has often reported mixed results. Herein, our study attempts to replicate recent developments by categorizing employee-rated HPWS along three subdimensions: ability-, motivation-, and opportunity-enhancing HR practices. Next, we conduct two different tests; namely, additive and interactive models, to predict individual performance. The results of the hierarchical linear modeling (HLM) demonstrate general support for the additive model. Most conspicuously, we find that motivation-enhancing HR practices negatively moderate the relationships between the other two dimensions and the outcomes. Only the interaction of ability- and opportunity-enhancing HR practices positively influences individual performance. Based upon the findings of the current research, we argue that the internal fit assumption should be viewed more cautiously and understood in the broader context wherein HPWS operate.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study examines the behavioral processes through which future time perspective (FTP) and regulatory focus may influence coping behaviors in older workers. A three-wave longitudinal study was conducted to test a novel model, positing that FTP affects regulatory focus, which then influences the coping strategies of selection, optimization, and compensation. A sample of participants from the Netherlands was invited to participate and complete online questionnaires. Results demonstrated strong support that FTP was found to influence regulatory focus, which then influenced the use of selection, optimization, and compensation behaviors. Copyright © 2014 John Wiley & Sons, Ltd.
In the near future, workforces will increasingly consist of older workers. At the same time, research has demonstrated that work-related growth motives decrease with age. Although this finding is consistent with life span theories, such as the selection optimization and compensation (SOC) model, we know relatively little about the process variables that bring about this change in work motivation. Therefore, we use a 4-wave study design to examine the mediating role of future time perspective and promotion focus in the negative association between age and work-related growth motives. Consistent with the SOC model, we found that future time perspective was negatively associated with age, which, in turn, was associated with lower promotion focus, lower work-related growth motive strength, and lower motivation to continue working. These findings have important theoretical implications for the literature on aging and work motivation, and practical implications for how to motivate older workers. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
Drawing on the ability-motivation-opportunity model, this meta-analysis examined the effects of three dimensions of HR systems-skills-enhancing, motivation-enhancing, and opportunity-enhancing-on proximal organizational outcomes (human capital and motivation) and distal organizational outcomes (voluntary turnover, operational outcomes, and financial outcomes). The results indicate that skill-enhancing practices were more positively related to human capital and less positively related to employee motivation than motivation-enhancing practices and opportunity-enhancing practices. Moreover, the three dimensions of HR systems were related to financial outcomes both directly and indirectly by influencing human capital and employee motivation as well as voluntary turnover and operational outcomes in sequence.
Given the limited understanding of temporal issues in extant theorizing about the link between human resource management (HRM) and performance, in this study we aim to shed light on how, when, and why HR interventions affect organizational performance. On the basis of longitudinal, multi-informant and multisource data from public hospital services in England, we provide new insights into the complex interplay between employees' perceptions of HR systems, job satisfaction, and performance outcomes over time. The dynamic panel data analyses provide support for changes in employees' experience of an HR system being related to subsequent changes in customer satisfaction, as mediated by changes in job satisfaction, albeit these effects decrease over time. Moreover, our longitudinal analyses highlight the importance of feedback effects in the HRM-performance chain, which otherwise appears to evolve in a cyclical manner. (PsycINFO Database Record (c) 2013 APA, all rights reserved).
There has been growing interest in the degree to which human resource systems contribute to organizational effectiveness, yet limited research attention has been paid to the contextual conditions that moderate the efficacy of these practices. In this study, we examined how industry characteristics affect the relative importance and value of high-performance work systems. Findings indicate that the impact of these human resources systems on productivity is influenced by industry capital intensity, growth, and differentiation.
Signaling theory is useful for describing behavior when two parties (individuals or organizations) have access to different information. Typically, one party, the sender, must choose whether and how to communicate (or signal) that information, and the other party, the receiver, must choose how to interpret the signal. Accordingly, signaling theory holds a prominent position in a variety of management literatures, including strategic management, entrepreneurship, and human resource management. While the use of signaling theory has gained momentum in recent years, its central tenets have become blurred as it has been applied to organizational concerns. The authors, therefore, provide a concise synthesis of the theory and its key concepts, review its use in the management literature, and put forward directions for future research that will encourage scholars to use signaling theory in new ways and to develop more complex formulations and nuanced variations of the theory.
Socioemotional selectivity theory maintains that the perception of time systematically influences motivation. Most experimental research testing this postulate has relied on paradigms in which participants are asked to make choices under conditions where they imagine that time is constrained or expanded. The present studies tested key theoretical postulates under naturalistic conditions by examining social goals before and after the September 11 attacks and throughout the SARS epidemic in Hong Kong. Findings suggest that sociocultural events that presumably prime the fragility of life increase motivation to derive emotional meaning from life in both the young and old.
In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic capabilities and strategic jobs as the focal point of workforce management system design represents a significant potential source of value creation for most firms. But, also, differentiation by strategic capability instead of hierarchical organizational level represents potential implementation challenges for managers, and theoretical and empirical challenges for academics.
Although strategic human resource (HR) management research has established a significant relationship between high-performance HR practices and firm-level financial and market outcomes, few studies have considered the important role of employees’ perceptions of HR practice use or examined the more proximal outcomes of high-performance HR practices that may play mediating roles in the HR practice–performance relationship. To address recent calls in the literature for an investigation of this nature, this study examined the relationships between employees’ perceptions of high-performance HR practice use in their job groups and employee absenteeism, intent to remain with the organization, and organizational citizenship behavior, dedicating a focus to the possible mediating role of affective organizational commitment in these relationships. Data in this study were collected from surveys of employees at a large multiunit food service organization. The model was tested with CWC(M) mediation analysis (i.e., centered within context with reintroduction of the subtracted means at Level 2), which accounted for the multilevel structure of the data. Results indicate that employees’ perceptions of high-performance HR practice use at the job group level positively related to all dependent variables and that affective organizational commitment partially mediated the relationship between HR practice perceptions and organizational citizenship behavior and fully mediated the relationship between HR practice perceptions and intent to remain with the organization. The discussion reviews the implications of these results and suggests future directions for research in this vein.
The article discusses the issue of time as it pertains to organizational research. The author believes that looking at research in terms of time is a powerful tool in assessing organizational phenomena. According to the author, temporal research allows researchers to gain more perspective when looking at organizational issues such as decision making, group performance and organizational transformation. The author notes that the field of temporal research is translated into concepts including pacing, timing and sequencing.
Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta-analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus financial performance measures, and (c) manufacturing versus service organizations. Statistical aggregation of 92 studies reveals an overall correlation that we estimate at .20. Also, the relationship is stronger when researchers examine systems of HPWPs and among manufacturers, but it appears invariant across performance measures. We use our findings as a basis to offer 4 suggestions intended to shape research practices such that future meta-analyses might answer today's emerging questions.
I consider the implications for research and practice in strategic human resource management (SHRM) of a complex, living-systems extension of the resource-based view (RBV). I do so by demonstrating that concepts from complexity align well with the RBV, and I extend the RBV by considering critical but difficult aspects commonly identified in the RBV strategy literature. An integrated framework for SHRM is pre- sented, allowing an application of complexity principles at the appropriate level of abstraction in the HR system.
Age and tenure are considered important correlates of organizational com- mitment (OC). However, the relations between these variables and OC were found to be relatively weak. This meta-analysis examines the relations between age and tenure and OC across different time frames of employment stages. The numbers of samples dealing with the relations between OC and age and between OC and tenure were 84 and 80, respectively. Age and tenure were divided into time frames of employment stages and a separate meta- analysis was conducted for each of these subgroups. The findings indicate different patterns of relations across employment stages. The relation between OC and age was strongest for the youngest subgroup. The relation between OC and tenure was strongest for the oldest tenure subgroup. These findings are discussed in terms of the practical and conceptual implications of the differences between age and tenure in their relations with OC and with a view to future research.
Testing multilevel mediation using hierarchical linear modeling (HLM) has gained tremendous popularity in recently years. However, biases could arise when no centering or grand-mean centering is used in these models. This study first summarizes three types of HLM-based multilevel mediation models, and then explains that in two types of these models, biases are produced when using current procedures of testing multilevel mediation. A Monte Carlo study was conducted to illustrate that HLM applied to grand-mean-centered data can under- or overestimate true mediational effects. Recommendations are provided with regard to the differentiation of within-group versus between-group mediation in multilevel settings.
The occupational future time perspective (OFTP) reflects people’s perceptions of their remaining time and opportunities in their future working lives. The aim of this study was 2-fold. First, we determined the extent to which people’s OFTP decreased over time. Second, we explored whether the rate of decrease in OFTP depended on age. We conducted a longitudinal study and measured OFTP (using the subscales of remaining time and remaining opportunities) 6 times over 4 years. Multilevel analyses revealed that people perceived losses of remaining occupational time and remaining occupational opportunities over time. We did not observe that the decrease in perceived remaining opportunities depended on age. However, age moderated the decrease in perceived remaining time over time such that younger people felt that their remaining time decreased faster than did older people. The theoretical and practical implications of the stability of OFTP over time are discussed.
This chapter is an abridged version of an extensive chapter that Edna and Uriel Foa published in 1976 in which the basic tenets of their resource theory of social exchange are outlined. The authors discuss a variety of details and issues such as the definition and classification of resources as well as the reciprocal relationship between the structure of resources and interpersonal behavior. A number of new exchange rules are proposed, and some consequences of inappropriate exchanges are analyzed. Foa and Foa conclude their chapter with an interesting account of many instances in which SRT is relevant to and useful for the analysis of social issues.
Three aspects of the self (private, public, collective) with different probabilities in different kinds of social environments were sampled. Three dimensions of cultural variation (individualism-collectivism, tightness-looseness, cultural complexity) are discussed in relation to the sampling of these three aspects of the self. The more complex the culture, the more frequent the sampling of the public and private self and the less frequent the sampling of the collective self. The more individualistic the culture, the more frequent the sampling of the private self and the less frequent the sampling of the collective self. Collectivism, external threat, competition with outgroups, and common fate increase the sampling of the collective self. Cultural homogeneity results in tightness and in the sampling of the collective self. The article outlines theoretical links among aspects of the environment, child-rearing patterns, and cultural patterns, which are linked to differential sampling of aspects of the self. Such sampling has implications for social behavior. Empirical investigations of some of these links are reviewed.
The manner in which the concept of reciprocity is implicated in functional theory is explored, enabling a reanalysis of the concepts of "survival" and "exploitation." The need to distinguish between the concepts of complementarity and reciprocity is stressed. Distinctions are also drawn between (1) reciprocity as a pattern of mutually contingent exchange of gratifications, (2) the existential or folk belief in reciprocity, and (3) the generalized moral norm of reciprocity. Reciprocity as a moral norm is analyzed; it is hypothesized that it is one of the universal "principal components" of moral codes. As Westermarck states, "To requite a benefit, or to be grateful to him who bestows it, is probably everywhere, at least under certain circumstances, regarded as a duty. This is a subject which in the present connection calls for special consideration." Ways in which the norm of reciprocity is implicated in the maintenance of stable social systems are examined.
Since the early 1980s the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: level of analysis (individual/group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four subareas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently.
Researchers manipulate time perceptions in experiments, but the efficacy of such manipulations demands further scrutiny. Two studies test the effects of dispositional time views and time view manipulations on product attribute evaluations, as well as the interaction between cognitive age and manipulated time perceptions and that between dispositional and manipulated time perceptions. The results suggest that time manipulation drives and predicts consumer product evaluations. In addition, cognitive age interacts with time manipulation as a meaningful moderator/predictor, and dispositional time view interacts with time manipulation to influence consumer evaluations. An incongruency effect (i.e., a time manipulation condition that differs from consumers' time perceptions) occurs for hedonic attribute evaluations but not for utilitarian attribute evaluations. The research offers several managerial implications of these findings. Published by Elsevier Inc.
Studies of the relationship between human resource (HR) practices and firm performance typically use a single respondent to assess firm level HR practices or HR effectiveness. However, previous research in other substantive areas suggests that rater differences are a potentially important source of measurement error. We demonstrate analytically the potential consequences of both random and systematic measurement error in research on HR and firm performance. However, our main focus is on random error and we show how generalizability theory can be applied to obtain better estimates of reliability by simultaneously recognizing multiple sources (e.g., items, raters) of random measurement error. These more inclusive reliability estimates, in turn, offer the possibility of more precisely quantifying substantive relationships in the HR and firm performance literature. In our sample, reliabilities (as estimated by generalizability coefficients) for single-rater assessments of HR variables were generally below .50. This degree of measurement error, if present in substantive studies on HR and firm performance, could lead to considerable bias, given that an unstandardized regression coefficient is corrected for measurement error in the independent variable by dividing by its reliability coefficient (not its square root). We also found only limited convergent validity between HR and line managers ratings of a second type of HR measure, HR effectiveness. In general, our findings suggest that future researchers need to devote greater attention to measurement error and construct validity issues. Our study provides an example of how generalizability theory can be useful in this pursuit.
Six studies examine the influence of positive affect on self-control in intertemporal choice (consumers' willingness to wait for desired rewards) and the cognitive processes underlying this effect. Two studies measure participants' levels of thinking in two different ways, showing that positive affect can promote forward-looking, high-level thinking. Two studies using a delay-of-gratification paradigm demonstrate this forward-looking thinking and show it to be a mindful process. Participants in positive (vs. neutral) affect were more likely to choose a larger mail-in rebate over a smaller instant rebate when the reward differences were moderate (but not when they were small). Two studies demonstrate the impact of positive affect on intertemporal preference in another way, showing that participants in positive affect do not discount the value of delayed outcomes as much as people in neutral affect do (decreased present bias). Together, the results indicate that positive affect promotes cognitive flexibility and fosters a higher level of thinking and a more future-oriented time perspective, without obscuring practical considerations and other needed detail, including context and opportunity costs, when evaluating intertemporal options.
The concept of time is introduced as a major topic for organizational and management research. Including a discussion of differing times and temporalities, macro level research and theory are described that relate time to such substantive areas as organizational culture, strategic planning, and organizational contingency theory. At the micro level, theory and research on time and individual differences, decision making, motivation, and group behavior are reviewed critically. Organizational and management topics of particular salience forfuture temporal research and management practice are identified.
Time is seen as a fundamental but neglected variable in organizational analysis. The paper develops a model of organizational time based upon the notion of a timeframe whereby time is advocated as a socially constructed variable, experienced in the present as represented by a number of variables which form four clusters of time. Explanations of this experience of time in the present derive from the organizational and institutional context. The timeframe of an organization is also seen to affect decision making and learning processes. The timeframe is bounded by knowledge of the past which is used to envision the future. The essential aspect of the past is the extent to which past knowledge can be codified, while the essential aspect of the future is the degree of congruence over visions of the future. The timeframe model is used to develop scenarios of how knowledge codification and goal congruence can change.
This study examines the role of procedural justice and power distance in the relationship between high-performance work systems (HPWSs) and employee attitudes (affective commitment and job satisfaction). The study tests the mediating role of procedural justice on the relationships between HPWS and employee attitudes and the moderating role of power distance in this relationship. The results, based on a sample of 1,383 employees across 23 firms from three countries, indicate that HPWS is strongly related to employee attitudes. The results also indicate that procedural justice mediates the influence of HPWS on employee attitudes.
Applicant attraction is vital to the success of an organization. Despite its importance, however, research on it has tended to proceed in a relatively piecemeal way. Accordingly, the authors present a framework for attraction research through an examination of the underlying relevant theories. Specifically, they identify three overarching metatheories focusing on environment processing, interactionist processing, and self-processing that form the basis for their theoretical model. The authors conclude with an examination of future research directions.