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36
Impact of High-Performance Human Resource Practices
- Academy of Management Journal,
, 2007
"... 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 ..."
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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 In recent years, scholars and practitioners have increasingly recognized the importance of effective human capital management for organizational performance However, studies of the HR-performance relationship have provided limited insight into the effects of high-performance HR systems on the more proximal employee outcomes that they are likely to affect most directly (Dyer & Reeves, 1995)-thereby leading to gaps in the field's understanding of the mechanisms linking HR practices to performance and resulting in calls in the SHRM literature for research attention in this area (e.g.,
High-involvement work processes, work intensification and employee wellbeing: A study of New Zealand worker experiences
- Asia Pacific Journal of Human Resources
, 2008
"... experiences ..."
Human resource flexibility as a mediating variable between high performance work systems and performance
- Journal of Management
, 2008
"... Much of the human resource management literature has demonstrated the impact of high per-formance work systems (HPWS) on organizational performance. A new generation of studies is emerging in this literature that recommends the inclusion of mediating variables between HPWS and organizational perform ..."
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Much of the human resource management literature has demonstrated the impact of high per-formance work systems (HPWS) on organizational performance. A new generation of studies is emerging in this literature that recommends the inclusion of mediating variables between HPWS and organizational performance. The increasing rate of dynamism in competitive environments suggests that measures of employee adaptability should be included as a mechanism that may explain the relevance of HPWS to firm competitiveness. On a sample of 226 Spanish firms, the study’s results confirm that HPWS influences performance through its impact on the firm’s human resource (HR) flexibility.
Impersonal trust within the organization: what, how, and why
, 2011
"... ISBN 978-952-265-149-5 ..."
HRM practices and perceived service quality: The role of trust as a mediator. Research and Practice in Human Resource Management
, 2007
"... The value of linkage research is in its ability to recognise the organisational practices that are the most important drivers of customer satisfaction in a specific organisation. Human Resources Management (HRM) plays a central role in the exchange relationships between the organisation’s management ..."
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Cited by 5 (0 self)
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The value of linkage research is in its ability to recognise the organisational practices that are the most important drivers of customer satisfaction in a specific organisation. Human Resources Management (HRM) plays a central role in the exchange relationships between the organisation’s management and its employees. Though earlier studies investigated several facets of climate as possible mediators, none of them have examined trust as a mediating variable that affects the relationship between HRM practices and service quality (SQ). In the healthcare industry, as in most other service industries, the interaction between patients and healthcare service providers (professionals and other employees) is an integral part of the service process. Yet, the provided services are highly professional, and the layman cannot always evaluate these services professionally. The current research focused on SQ as was perceived by employees, and examined the relationship between HRM practices, and SQ as well as the mediating role of trust in management in such relations in a healthcare organisation (HCO). The study, which was undertaken within an Israeli HCO that provides health services in the community, evaluated data from 411 employees and managers. The findings suggest that trust in management affects perceived SQ directly, but also mediates the relationship between employee’s perceptions of feedback and SQ. These findings are discussed in terms of relativeness for HRM policies and practices in HCOs.
Human resource management in the North American automotive industry
"... A meta-analytic review ..."
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An Empirical Quest for Linkages between HPWS and Employee Behaviors – a Perspective from the Non Managerial Employees in Japanese Organizations
"... give rise to positive impacts on employees by increasing their commitments in workplaces. While some argued this actually have considerable negative impacts on employees with increasing possibilities of imposing strains caused by stress and intensity of such work places. Do stressful workplaces hamp ..."
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give rise to positive impacts on employees by increasing their commitments in workplaces. While some argued this actually have considerable negative impacts on employees with increasing possibilities of imposing strains caused by stress and intensity of such work places. Do stressful workplaces hamper employee commitment? The author has tried to find the answer by exploring linkages between HPWS practices and its impact on employees in Japanese organizations. How negative outcomes like job intensity and workplaces and job stressors can influence different forms of employees ’ commitments which can be a hindrance to their performance. Design: A close ended questionnaire survey was conducted amongst 16 large, medium and small sized Japanese companies from diverse industries around Chiba, Saitama, and Ibaraki Prefectures and in Tokyo from the month of October 2008 to February 2009. Questionnaires were aimed to the non managerial employees’
WRKLFQUAL: A Tool for Measuring Quality of Work Life
"... Prior research has recognised the association between Quality of Work Life (QWL) of the service providers and the quality of service offered. Studies have also found QWL to be an important factor influencing organisational commitment and turnover intentions, which has led to assumptions an employee ..."
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Prior research has recognised the association between Quality of Work Life (QWL) of the service providers and the quality of service offered. Studies have also found QWL to be an important factor influencing organisational commitment and turnover intentions, which has led to assumptions an employee attaches great importance to their work and work life and joins an organisation with certain expectations. But employee expectations are not static and understanding their perception of HR policies is crucial to understanding QWL. Despite these assumptions, the literature is devoid of any systematic study to define and measure the expected QWL for service sector employees. Thus, the present study discusses a methodology for identifying the expected dimensions of QWL, and subsequently, proposes an instrument for measuring QWL, operationally named WRKLFQUAL, based on the gap analysis tool. The rationale for subscribing to this theoretical framework is justified in this article. The implications of the study and directions for future research are discussed.
Linking human resource practices and organisational performance: Evidence from small and medium organizations in Malaysia
- Jurnal Pengurusan
, 2011
"... The present study attempts to provide empirical evidence on the relationship between the four main dimensions of human resource practices and organisational performance, in response to the call by previous scholars that the influence of specific human resource practices on organisational performance ..."
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The present study attempts to provide empirical evidence on the relationship between the four main dimensions of human resource practices and organisational performance, in response to the call by previous scholars that the influence of specific human resource practices on organisational performance need to be further ascertained across different organisational contexts. The dimensions considered in the study are compensation, information sharing, job security and training and development. Toward this end, a survey among 84 small and medium organisations in the central region of Peninsular Malaysia was carried out. Self-reported measures were used to obtain data pertaining to human resource practice dimensions and organisational performance. Regression analyses were run to examine the proposed relationships and it was found that all dimensions except job security showed positive relationships to organisational performance, as hypothesized. Discussion on the findings is highlighted, so as the implications for practice and future research. Limitations of the study are also offered. ABSTRAK Kajian ini bertujuan untuk memberikan bukti empirikal tentang hubungan antara empat dimensi amalan pengurusan sumber manusia dan prestasi organisasi, sebagai respons kepada sarjana terdahulu yang mengesyorkan bahawa
The Good, the Bad, and the Ordinary Work Identities in “Good ” and “Bad ” Jobs in the United Kingdom
"... Much debate exists about postbureaucratic organizational forms that are sometimes felt to strengthen the polarization between good and bad jobs. Small firms provide one test in that they lack bureaucracy. Such firms from two contrasting sectors, food manufacture and the media, are used to assess, re ..."
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Much debate exists about postbureaucratic organizational forms that are sometimes felt to strengthen the polarization between good and bad jobs. Small firms provide one test in that they lack bureaucracy. Such firms from two contrasting sectors, food manufacture and the media, are used to assess, respectively, the models of good and bad jobs. Data from 66 firms and 203 employees show a mixed picture: Food jobs are bad for pay but relatively good for autonomy. Media jobs offer autonomy, but this is constrained by tight performance demands and low pay. These results help to explain why national surveys find no polarization in terms of autonomy and are explained by the economic contingencies of the two sectors. Ordinariness rather than stark polarization is the key picture.
