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1.
Drawing on the inducement–contribution perspective, we examined a moderated mediation model demonstrating how differentiation strategy affected firm performance indirectly through high-performance human resource (HPHR) practices. Data were collected from 81 service firms in an eastern province of China. Path analytic tests supported the findings that employee commitment (EC) moderated the fully mediated relationship between differentiation strategy and firm performance through HPHR practices. Specifically, a stronger EC enhanced positive associations between differentiation strategy and HPHR practices, and between HPHR practices and firm performance. 相似文献
2.
This paper examines newer conceptualizations of HRM practices in the HR—performance relationship as well as newer conceptualizations of commitment. Juxtaposing these categories of HR practices and types of commitment provides a clearer theoretical rational for at least some ways that HR practices can influence organizational performance, be that positive or negative. Implications for research are then discussed. 相似文献
3.
Drawing on the resource- and competency-based view, this paper examines the relationship between high-performance human resource (HR) practices and firm performance. Using a sample of 189 firms in mainland China, a positive relationship between high-performance HR practices and firm performance was found that was partially mediated by employees’ competencies. We also found the organisational climate for creativity to strengthen such relationship. The implications and future directions of these findings are discussed. 相似文献
4.
Le Chien Thang 《International Journal of Human Resource Management》2013,24(10):1830-1846
The purpose of this study is to extend the empirical research concerning the impact of human resource management (HRM) practices on organizational effectiveness into the context of developing and transitional economy countries. From a survey of 137 cross-sector companies, it was discovered that there are five dimensions of HRM practices currently in use in Vietnam. Variation in the application of these dimensions can be partly traced to several organizational characteristics, but most salient is the perception of management on the value of human resources. In some dimensions, this variation constitutes a source of the difference in the perceptual company performance. These findings break new ground to propose a process for implementing HRM practices in Vietnam. 相似文献
5.
Canan Ceylan 《International Journal of Human Resource Management》2013,24(1):208-226
Research on human resource (HR) practices and innovation has increased in the strategic HR management literature over the last decades. Scholars suggest that commitment-based HR practices contribute to innovation performance of the firm. However, prior research puts little emphasis on the causal linkages among commitment-based HR practices, different types of innovation activities and firm innovation performance. This article opens the black box of the relationship between HR management and firm performance by examining the causal relationships among a bundle of commitment-based HR practices (i.e. a commitment-based HR system), different types of innovation activities and firm innovation performance. On the basis of a survey of 103 Turkish firms, empirical results show that a commitment-based HR system has a positive effect on process, organizational and marketing innovation activities. Furthermore, a commitment-based HR system mainly affects organizational innovation activities and shows that these innovation activities are the core drivers of process and marketing innovation activities, leading to higher rate of product innovation activities. Subsequently, product innovation activities enhance firm innovation performance, emphasizing their determinant role. 相似文献
6.
Sully Taylor Orly Levy Nakiye A. Boyacigiller Schon Beechler 《International Journal of Human Resource Management》2013,24(4):501-527
This article tests a model of organizational commitment in multinational corporations (MNCs). According to the model, organizational culture and human resource management (HRM) affect employee commitment directly as well as indirectly through top management team orientations. Szpecifically, we examined the effect of top management team global orientation and geocentric orientation, which are seen as contributing uniquely to employee commitment in MNCs. The model was tested on a sample of 1664 core employees working in 39 affiliates of 10 MNCs. We found strong overall support for the model. In particular, organizational culture characterized by high adaptability and a HRM system characterized by high performance work practices were found to have a significant and direct effect on employee commitment. In addition, we found that the effect of these traditional elements of the human organization is partially mediated through top management orientations, specific to international firms. The validity and generalizability of these results are reinforced by the control of a set of demographic variables as well as nationality of parent company. 相似文献
7.
Connie Zheng Mark Morrison Grant O'Neill 《International Journal of Human Resource Management》2013,24(10):1772-1803
This paper explores the performance effects of human resource management (HRM) practices in 74 Chinese small and medium-sized enterprises (SMEs). Four high performance HRM practices are identified: performance-based pay, participatory decision-making, free market selection, and performance evaluation. Regression analysis results support the conventional idea that the adoption of HRM practices generates better HRM outcomes and, in turn, better HRM outcomes contribute positively to firm performance. However, not all HRM practices, and their effects, led to improved SME performance. Among the Chinese SMEs investigated, a high level of employee commitment was identified as being the key HRM outcome for enhancing performance. 相似文献
8.
This article investigates the effects of union and nonunion employee representation (ER) on the use of high‐performance work systems (HPWSs) in the French context. We use microdata from a nationally representative survey (REPONSE 2010–11) and estimate models dealing with the potential endogeneity of ER. After controlling for endogeneity and for a range of workplace characteristics, regression analyses suggest that neither union nor nonunion representatives are inherently against the use of HPWSs. Moreover, these forms of ER cannot be regarded as substitutes for one another. Results vary, depending on what type of bundle of practices is considered. © 2016 Wiley Periodicals, Inc. 相似文献
9.
This work studies sales managers’ perceptions of performance‐oriented HR practices, and the mediating and moderating processes through which these practices are linked with affective commitment. Specifically, we tested whether work engagement mediated the relationship between perceptions of performance‐oriented HR practices and affective commitment using a sample of 117 sales managers from one large retail store. Furthermore, we tested whether managers’ savoring strategies would moderate the positive relationship between perceptions of performance‐oriented HR practices and work engagement, and if the strength of the hypothesized indirect effects were conditional on the use of savoring strategies. Results showed that the relationship between perceptions of performance‐oriented HR practices and affective commitment was mediated by work engagement. In addition, savoring strategies were found to moderate the relationship between perceptions of performance‐oriented HR practices and work engagement, so that the highest levels of work engagement were found in individuals who reported high perceptions of performance‐oriented HR practices and high use of savoring strategies. Finally, results support a conditional indirect effect of performance‐oriented HR practices on predicting affective commitment via work engagement when levels of savoring strategies were moderate to high, but not when their use was low. Altogether, these results demonstrated that work engagement and savoring strategies represent key elements in explaining how perceptions of performance‐oriented HR practices are associated with affective commitment. © 2015 Wiley Periodicals, Inc. 相似文献
10.
Ahmed Mohammed Sayed Mostafa Paul Bottomley Julian Gould‐Williams Wessam Abouarghoub Sophie Lythreatis 《Human Resource Management Journal》2019,29(4):620-636
In this paper, we examine whether the relationship between high‐commitment human resource (HR) practices and two employee outcomes, quit intentions and organisational citizenship behaviours (OCBs), is contingent on organisational identification. Incorporating insights from both social exchange and social identity theories, we propose that the relationship between high‐commitment HR systems, intention to quit, and OCBs is attenuated when employees strongly identify with their organisation. This proposition was tested and supported with employees of a Swedish relocation company and a Greek shipping organisation. For high identifiers, as perceptions of HR practices deteriorated from high to low, they were associated with smaller increases in quit intentions and smaller decreases in citizenship behaviours. But overall, high identifiers always had lower quit intentions and higher citizenship behaviours than low identifiers, which is managerially reassuring. 相似文献
11.
Nihat Kaya 《International Journal of Human Resource Management》2013,24(12):2074-2090
This paper outlines the important role of human resource management practices with a link between corporate entrepreneurship and firm performance. Data were collected from a survey of 124 firms operating in different industries in Turkey. The findings of this study indicated that human resource management (HRM) practices partially mediated the relationship between corporate entrepreneurship and firm performance. In other words, corporate entrepreneurship affects firm performance, both directly and through its effects on HRM practices. In addition to corporate entrepreneurship, it is found that HRM practices explain a significant level of additional variance (9 per cent) in firm performance. The theoretical and managerial implications are discussed. 相似文献
12.
Long‐Sheng Lin Shyh‐Jer Chen Pei‐Chi Huang Chia‐Mei Lu 《Asia Pacific Journal of Human Resources》2014,52(4):443-459
While there is considerable research exploring the link between high‐commitment human resource (HR) practices and firm performance, the contingencies (or boundary conditions) that might affect this relationship have received little attention. This paper proposes to explore this gap by analysing data drawn from a service industry (hair salons) in Taiwan. Building upon social exchange theory, the paper tests four hypotheses exploring the link between high‐commitment HR practices and store performance, the mediating role of ‘helping’ or organizational citizenship behaviour (OCB), and the moderating effects of demographic and functional diversity. One finding is that age diversity, the most applicable indicator of demographic diversity, was found to undermine the linkages between high‐commitment HR practices, helping behaviour and store performance. In contrast, educational diversity – a key indicator of functional diversity – reinforced those relationships. This study also compares the relative moderating strengths of two diversity dimensions upon the mediation relationship of the HRM bundle, OCB and store performance and shows that functional diversity is the more potent moderator. The paper supports the view that there is no direct and universal relationship between high‐commitment HR practices and performance. Instead the relationship is heavily moderated by contingent factors such as the various dimensions of workforce diversity. 相似文献
13.
While previous studies have found high‐commitment work practices (HCWPs) to have an intimate relationship with organizational performance, little is currently known about what affects the adoption of HCWPs and which factors change the relationship between HCWPs and organizational performance. This study focuses on employee‐centered philosophy as a predictor of HCWPs and on competitive market environments and market strategies as moderators in the relationship between HCWPs and organizational performance. Using a nationally representative and longitudinal dataset, this study demonstrates that HCWPs mediate the relationship between employee‐centered philosophy and labor productivity. The findings also support the hypotheses that HCWPs are more strongly related to organizational performance in organizations under a more competitive environment and with a more innovative market strategy. The results provide implications on how employee‐centered philosophy affects organizational performance and which organizations benefit more from adopting HCWPs. 相似文献
14.
Eleni Apospori Irene Nikandrou Chris Brewster Nancy Papalexandris 《International Journal of Human Resource Management》2013,24(7):1187-1207
This article aims to extend understanding of the firm-level impact of strategic HR practices on organizational performance. Adopting a contingency approach, it develops a structural model that considers direct and indirect influences of market growth, business strategy formalization and HRM centrality and practices on organizational performance in Europe. The study uses a comparative approach, revealing differences between northern and southern Europe. Clear differences appeared between the two clusters in the HR policies and practices correlated with higher performance, thus indicating that the link between HRM and performance may be different in different geographies. 相似文献
15.
Na Fu Patrick C. Flood Janine Bosak Denise M. Rousseau Tim Morris Philip O'Regan 《人力资源管理》2017,56(2):329-352
Professional service firms (PSFs) play an important role in the knowledge‐based economy. Their success is highly dependent on their people, the knowledge resources they possess, and how they use these resources. However, how to systematically manage human resources to attain high performance is not fully understood. This study addresses this issue by investigating the linkage mechanisms through which high‐performance work systems (HPWS) influence the performance of PSFs. We integrate resource‐based and dynamic capability theories in order to identify and investigate two intervening mechanisms that link HR practices to firm performance. The first mechanism is the intellectual capital resources comprising the human, social, and organizational capital that HPWS create. The second mechanism is the uses to which both HPWS and resources can be applied, operationalized as organizational ambidexterity, the simultaneous exploitation of existing knowledge and exploration of new knowledge. These mechanisms are hypothesized to link HPWS to firm performance in the form of a practices‐resources‐uses‐performance linkage model. Results from a longitudinal study of 93 accounting firms support this linkage model. © 2015 Wiley Periodicals, Inc. 相似文献
16.
Kuldeep Singh 《Asia Pacific Journal of Human Resources》2004,42(3):301-317
The aim of the present study was to find out the relationship between the human resources management practices and firm level performance. The study conducted on 82 Indian firms indicates that there is a significant relationship between the two human resources practices, namely, training and compensation, and perceived organizational and market performance of the firm. 相似文献
17.
Jang‐Ho Choi 《Asia Pacific Journal of Human Resources》2014,52(3):370-387
Previous studies have supported the association between high‐performance work systems and firm performance; however, HR practices were measured in various ways. This study demonstrates the relationships between three aspects of high‐performance work systems (ability‐enhancing, motivation‐enhancing, and opportunity‐enhancing HR practices) and performance of a firm (financial performance and job satisfaction of employees) among South Korean firms. In addition, this study compares the relative predictive power of two measures of HR practices (the perceived presence and the perceived effectiveness). The findings reveal that the effectiveness measure accounts for more of the variance in financial performance and employee job satisfaction than the presence measure. 相似文献
18.
Sumita Ketkar 《International Journal of Human Resource Management》2013,24(5):1009-1038
Human resource flexibility as a construct, how it develops, and its effect on firm performance have not received adequate attention in strategic HRM literature in spite of their obvious importance in today's dynamic competitive environment. Based on a study of 98 manufacturing and 103 service firms in India, this paper addresses these issues by developing and testing a multi-level model that attempts to explore the ‘black box’ of the interlinkages between the various components of HR flexibility and firm-level human, operational, and financial outcomes. The results suggest that a certain set of ambidextrous HR practices constitute a distinct dimension of HR flexibility, beyond the dimensions of flexibilities of skill, behaviour and HR practices as already identified in the existing literature. Evidences from both manufacturing and service sectors support the notion of HR value chain that suggests that HR system has a direct impact on firm-level HR outcomes which are most proximal, and its effects on increasingly more distal operational and financial outcomes are mediated by HR outcomes that it produces. Another important finding is that HR practices as a system have both direct and indirect (mediated by behavioural flexibility) effects on firm-level HR outcomes. Existence of significant direct effects highlights the important role that HR practices play as a structural mechanism in achieving superior firm performance. 相似文献
19.
Michelle Brown Isabel Metz Christina Cregan Carol T. Kulik 《Asia Pacific Journal of Human Resources》2009,47(3):270-294
The transition from ‘personnel’ to ‘human resource management’ took place in Australia in the latter part of the twentieth century. The change in nomenclature reflects a change in the nature of the work: from an employee‐centred role to a management‐centred role. In this paper we examine the relationship between these two roles, with a particular emphasis on their compatibility. Using interview data we find that HR managers devote considerable time to employee‐centred activities. HR managers philosophically reconcile these activities with their responsibilities as a strategic partner by identifying the benefits of their employee‐centred efforts for management. HR managers do, however, experience some operational challenges when they attempt to be a strategic partner and simultaneously promote employee well‐being. 相似文献
20.
This article explores the ways in which employees may experience and respond to tensions inherent in the mix of potentially conflicting human resource (HR) practices that compose hybrid models of employment relations. By drawing on the job demands–resources (JD‐R) literature and viewing HR practices as “demands” and “resources,” we explore the impact of performance management and employee voice practices on employee well‐being, as exemplified by engagement and emotional exhaustion, in a large public‐sector organization in Ireland. Our findings suggest that employee voice mechanisms may act as a resource in both enhancing engagement and in counterbalancing the demands presented by a performance management system, thus reducing the deleterious effects of emotional exhaustion. Our study extends understanding of hybrid models of human resource management (HRM) and of the ways in which employees manage the contradictory signals that such models may send in terms of performance expectations. © 2015 Wiley Periodicals, Inc. 相似文献