Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry

This paper attempts to document how employees' perceptions of organizations' human resource management (HRM) practices influence their work behavior and outcomes, including the level of turnover intentions and job quality improvement, in a Japanese organizational and management context. In particular, an examination was made to clarify the mediating role of person–environment (P–E) fit and multiple aspects of work commitment to reach possible explanations of the relationships between perceived HRM practices and employees' behavioral outcomes, following recent work that studied the above linkages. The results of structural equation modeling using a sample of 1052 healthcare service employees in Japan provided basic support for the idea that the effects of HRM practices and employees' behavioral outcomes are neither direct nor unconditional. Moreover, employees' evaluations of their fit and commitment to their organizations were found to be the important mediators of the relationships between perceived HRM practices, while their evaluations of their fit to and involvement in their jobs were not. The findings are used to discuss why the specific forms of P–E fit and work commitment appear salient in Japanese organizations. The generalizability of the findings and the limitations of the study are discussed.     

The effects of family-friendly practices and gender discrimination on job attitudes: the moderating role of supervisor support

This study examined the effects of family-friendly practices and gender discrimination on female employees' job attitudes and the moderating role of supervisor support. The results of our analysis, based on a sample of 1556 female employees in Korea, indicate that family-friendly practices and workplace environments reflecting gender discrimination are significantly related to their job satisfaction and workplace benefits stress. In addition, supervisor support moderated the effects of family-friendly practices and workplace environments reflecting gender discrimination on Korean female employees' job satisfaction and work stress. These results suggest that perceived organizational support has considerable influence on the job attitudes of Korean female employees through its interactions with supervisor support. Therefore, firms should consider the ‘fit’ between organizational support and supervisory roles to enhance Korean female employees' job satisfaction and to reduce their work stress.     

Relationships among leader–member exchange,person–organization fit and work attitudes in Japanese and Korean organizations: testing a cross-cultural moderating effect

This study examines a possible national culture difference in the moderating effect of leader–member exchange (LMX) on the relationship between person–organization (P–O) fit and work attitudes, including job satisfaction and organizational commitment, in Japan and Korea. Specifically, we use trait activation theory as a lens to explain the complementarities between P–O fit and LMX that may exert an influence on employees' work attitudes. We hypothesize that from the cross-cultural management perspective, such complementary effects would work in Japan where organizations encourage more decentralization and empowerment than those in Korea, which may enable supervisors in Japanese organizations to provide unambiguous reward expectancies for their immediate subordinates. Using samples of 138 Japanese and 144 Korean employees working for privately owned firms in Japan and Korea, we demonstrate that a significant three-way interaction of employees' P–O fit, LMX and a national culture difference (i.e. nationality) influences their work attitudes. Specifically, LMX moderated the positive relationships between P–O fit and both job satisfaction and organizational commitment for Japanese employees, tending to weaken them. For Korean employees, however, no such interactions were observed. The findings are used to discuss the applicability and generalizability of trait activation theory in East Asian cultures. In addition, suggestions are made regarding the discussion of HRM practices from a cross-vergence perspective. Limitations and directions for future research are also discussed.     

Linking job insecurity to well-being and organizational attitudes in Belgian workers: the role of security expectations and fairness

The aim of this study was to investigate how perceptions of job insecurity and fairness associate with individual well-being (job satisfaction and general health) and organizational attitudes (organizational commitment and turnover intention), under the condition that the psychological contract as perceived by the employee includes a promise on job security, or not. More specifically, we suggest that (H1) job insecurity is negatively related to individual well-being and organizational commitment and positively related to turnover intentions when job security is expected as part of the psychological contract, (H2) that job insecurity is negatively related to fairness perceptions when job security is expected as part of the psychological contract, (H3) that fairness associates positively with individual well-being and organizational commitment and negatively with turnover intentions and (H4) that the association between job insecurity, individual well-being and organizational outcomes is mediated by fairness under the condition that job security is expected as part of the psychological contract. Thus, we propose a model of mediated moderation. Results based on a sample of Belgian employees (N = 559) supported our hypotheses for organizational outcomes. For individual well-being, the mediation framework was not conditional upon a perceived promise of job security as part of the psychological contract. We conclude that employees' perceptions of job insecurity and fairness are important factors in employees' well-being and their attitudes towards the organization. More importantly, these perceptions can in part be shaped by organizational agents such as managers and supervisors. Additionally, the active utilization of the psychological contract in management strategies seems to have favourable results for the fostering of pro-organizational attitudes among employees.     

Employees are satisfied with their benefits,but so what? The consequences of benefit satisfaction on employees’ organizational commitment and turnover intentions

Firms are increasing their efforts to offer benefits that satisfy their employees. However, the attitudinal and behavioral consequences of such satisfaction remain unclear. This article draws on the social exchange perspective and organizational support theory to examine the consequences of three dimensions of employees’ benefit satisfaction on organizational commitment and turnover intention, by considering the mediating effect of perceived organizational support (POS). A hypothesized model is developed and tested using partial least squares analysis on a sample of 870 employees working in Spanish firms. The results show that three dimensions of benefit satisfaction contribute to the development of POS, and that POS mediates their effects on organizational commitment. However, only benefit determination and benefit administration satisfaction have an effect on turnover intention, through the mediation of POS and organizational commitment.     

The relationships between person-organization value fit and employee attitudes in a Korean government sector

Abstract

While person-organization (P-O) value fit and its influences on organizations have been widely studied, there is a lack of research focusing on the P-O value fit of employees in a government sector in Korea, and the impact on their attitudes. The purpose of this study is to examine the relationships between P-O value fit and employee career and job satisfaction, and organizational commitment in a government sector. Based on the data collected from 1211 employees at government agencies in Korea, this study utilized polynomial regression and response surface analyses, and the results demonstrated that P-O fit on all of the values in the study had positive relationships with employees’ career satisfaction. Among the five different values, P-O fit on autonomy had a positive relationship with career and job satisfaction, and organizational commitment. Based on the results, this study also provides theoretical and practical implications for future research.     

Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

Although theory and research from the domains of organizational behavior and human resource management suggest that individuals’ perceived organizational support (POS) plays a crucial role in enhancing job satisfaction and in reducing turnover intentions, there is a lack of research applying Organizational Support Theory to the realm of project management. Project-based organizations have an increasing demand for highly qualified project managers who feel supported by their employing organization and intend to remain in their positions. Therefore, the primary objective of the present study was to investigate predictors of project managers’ POS (both from a career management and from a project portfolio management perspective) and to examine how this variable related to their job satisfaction and intention to quit their project manager position. Using a sample of 541 project managers and 135 project portfolio coordinators nested in 135 firms, the analysis revealed that POS related positively to project managers’ job satisfaction and negatively to their turnover intention. A career path for project managers was positively associated with POS, especially when it was accompanied by adequate qualification opportunities. Results further stress the significance of top management involvement and the support of project management offices for project managers’ POS.     

Empowering leadership: leading people to be present through affective organizational commitment?*

Abstract

This study tested a mediation model in which empowering leadership was negatively related to three withdrawal behaviors: lateness, absenteeism, and turnover intention, with affective organizational commitment as a mediator. With 294 full‐time US employees, results from structural equation modeling indicated that empowering leader behaviors at one time were positively related to estimates of affective organizational commitment at a second time, which in turn was negatively related to absenteeism and turnover intention at a final time. Additionally, no significant direct effect was found between empowering leadership and withdrawal behaviors, further supporting the mediation model. However, neither empowering leadership nor affective commitment influenced followers' lateness. Empowering leadership, which provides employees with autonomy and developmental support, may have a favorable effect on employees' decisions to attend and stay in the organization, as well as their affective reaction to the organization in the form of psychological commitment. This study extended prior research models by examining a full range of withdrawal behaviors in relation to empowering leadership and showed that commitment may explain why empowering leader behaviors can affect employees' retention decisions.     

Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry

The importance of enhancing employee organizational commitment (EOC) is highlighted by the extensive literature revealing its positive impact on employees' job performance, reducing absenteeism and turnover rates, and improving employees' adaptability to organizational change. This study provides an insight into how EOC levels can be enhanced by examining the contextual factors that can influence EOC. Specifically, the study examines the association between cultural, organizational, and demographic factors with the level of EOC in the Australian manufacturing industry. Data were collected by a survey questionnaire from a random sample of 500 managers with the results revealing that two cultural factors (outcome orientation and stability) and three organizational factors (organizational size, perceived organizational support and job satisfaction) were found to be significantly associated with the level of EOC. Further analysis provides a preliminary insight into how to enhance the EOC of specific managers with different cultural and organizational factors found to be associated with the EOC of managers at different levels in the organizational hierarchy. The findings have important implications for practitioners attempting to improve the level of EOC of their employees with the subsequent enhancements in the level of EOC likely to contribute to improvements in productivity and growth in the Australian manufacturing industry.     

LMX对员工工作态度的影响研究

通过问卷调查,探讨领导部属交换与员工工作满意度、离职倾向之间的关系,引入工作内嵌入为中介变量探讨影响机制。结果表明:领导部属交换与员工离职倾向显著负相关,与工作满意度显著正相关,且工作内嵌入在领导部属交换与离职倾向之间起完全中介作用;在领导部属交换与工作满意度之间起部分中介作用。     

Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation

The purpose of this study was to explore alternative relationships between performance appraisal satisfaction and employee outcomes in the form of self-reported work performance, affective organizational commitment and turnover intention. A cross-sectional survey of 593 employees from 64 Norwegian savings banks showed that performance appraisal satisfaction was directly related to affective commitment and turnover intention. The relationship between performance appraisal satisfaction and work performance, however, was both mediated and moderated by employees' intrinsic work motivation. The form of the moderation revealed a negative relationship for employees with low intrinsic motivation and a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed.     

Analysing mediating effects underlying the relationships between P–O fit,P–J fit,and organisational commitment

Abstract

Person–Organisation fit (P–O fit) and Person–Job fit (P–J fit) are important predictors of employees’ commitment to their organisations. Yet little is known about the underlying mediating variables that account for these relationships. Based on assumptions derived from Social Exchange Theory (SET) and Social Identity Theory (SIT), the present study predicts that the effects of P–J fit and P–O fit on employee commitment are mediated by job satisfaction and organisational identification, respectively. An online survey (N = 432 employees) was used to test the proposed relationships using a series of path models in AMOS. As expected, P–O fit and P–J fit are positively related to affective, normative, and continuance commitment, with P–O fit showing stronger effects than P–J fit. Organisational identification and job satisfaction completely mediate the effects of fit on the commitment facets. Evidence of differential effects for P–O fit and P–J fit suggest that different forms of fit operate in different ways to influence facets of organisational commitment. This knowledge can be helpful for advancing the integration of SIT and SET in the context of the employee–organisation relationship and for designing interventions to foster organisational commitment.     

Job and organizational attitudes in relation to financial performance in Greek retail banking: an exploratory empirical investigation

In an attempt to contribute to satisfaction and commitment research, the current study explores the differential relationships that job attitudes (e.g. job satisfaction) and organizational attitudes (e.g. organizational satisfaction and organizational continuance commitment) may have with financial performance in Greek retail banking. A total of 331 employees completed the standardized questionnaires. Three sets of hypotheses were tested, investigating direct effects, mediation effects, and moderation effects. Findings suggest that financial performance yields increased levels of high-sacrifice continuance commitment, resulting in enhanced employee satisfaction – both with the job and the employing organization. Results are discussed, limitations are considered, and directions for future research are proposed.     

Leader–member exchange and guanxi are not the same: differential impact of dyadic relationships on fit perceptions,helping behavior,and turnover intention

Extant literature on person–environment fit has underlined the positive impact of leader–member exchange (LMX) on person–supervisor (PS) fit. We challenge this assumption and propose that LMX, which captures the working relationship between employees and their managers, is more strongly associated with person–organization (PO) fit, not PS fit. We further propose that the personal aspect of the relationship between employees and their managers, namely supervisor–subordinate guanxi, is more strongly associated with PS fit than LMX. Finally, we theorize that LMX and supervisor–subordinate guanxi will be associated with turnover intention and helping behavior targeting the supervisor, respectively, through their differential impact on PO and PS fit. Data collected from 267 leader–member dyads in 17 companies in China using a two-wave procedure supported our hypotheses. These results have implications for theories on the multi-dimensional nature of the person–environment fit as well as research differentiating LMX and supervisor–subordinate guanxi.     

A longitudinal investigation on the factors affecting newcomers' adjustment: evidence from Japanese organizations

Using the longitudinal survey data of newcomers working for Japanese firms, this study demonstrates that the socialization tactics used by Japanese firms were positively related to the degree of socialization of newcomers, which eventually correlated positively with the time-series differences in organizational commitment and achievement motivation from the first year (T1) to the second year (T2) of their organizational entry, and negatively with the longitudinal change in turnover intention from T1 to T2. In addition, the results show that the newcomers' attitudes toward their pre-entry job search efforts, as with their entry (T1), had a negative influence on the change in value commitment from T1 to T2, indicating that those who rated their past job search activities as successful tended, as of their entry into the organization, to diminish their level of acceptance of their organization's values over a year. Findings are used to discuss how firms can effectively manage their entry-level employees to facilitate their adjustment and retention.     

The predictability of normative organizational commitment for turnover in Chinese companies: a cultural perspective

While many researchers have shown that affective organizational commitment is the most valuable predicator for organizational outcomes, such as job satisfaction, the value of normative organizational commitment in predicting working behaviour needs to be clarified. Additionally, indices of organizational outcomes used in prior studies were almost always the employees' perceptions of and attitudes towards organizations, rather than actual behaviour. The current research aims to investigate the impact of normative organizational commitment on an employee's turnover, rather than attitudes or perceptions. A total of 242 employees completed questionnaires including the Organizational Commitment Scale, the Organizational Satisfaction Scale, and the Idiocentrism and Allocentrism Scale, and reported the number of organizations they had worked for. Regression analysis revealed that the affective commitment was an important predicator for organizational satisfaction (p < .01) whereas the normative commitment was the most important predicator for employees' job-changing behaviour (p < .01). Idiocentrism and allocentrism had a slight moderating effect upon these relationships. Thus, the different dimensions of organizational commitments have different functions, and more attention should be paid to normative commitment than previously thought. These findings underline the importance of the normative commitment for predicating organizational behaviour, especially in collectivistic contexts. The implications for management are also discussed.     

Organizational antecedents of employee perceived organizational support in China: a grounded investigation

Perceived organizational support (POS) has received a lot of research attention since it was introduced into the organizational behavioral research in 1986. The extant research has shown that POS is a major driver of employee motivation, performance, and organizational commitment. However, relatively fewer studies were conducted to identify the antecedents or determinants of POS, and most of them were conducted in the North American context. Taking an inductive approach, we identified organizational antecedents of POS in the People's Republic of China (PRC). The results of our research showed that, as compared with those findings in the western literature, the major antecedents of POS in the PRC included some common factors (e.g. procedural justice and supervisor support) as well as cultural-specific factors (e.g. care for disadvantaged employees and care for employees' family). The implications for future research on POS and management practices in cross-cultural research were also discussed.     

Associations between perceived employability,employee well-being,and its contribution to organizational success: a matter of psychological contracts?

We investigated interactions between perceived employability and employees' perceptions about psychological contract obligations made by the employer in relation to life and job satisfaction, self-rated performance, and turnover intention. We hypothesized that perceived employability relates positively to job satisfaction, life satisfaction, and self-rated performance and negatively to turnover intention under the condition of many promises. Conversely, perceived employability relates negatively to job satisfaction, life satisfaction, and self-rated performance and positively to turnover intention under the condition of few promises. Analyses using a sample of 463 workers from seven Belgian organizations showed that perceived employability was positively related to all outcomes except job satisfaction. The number of promises was positively related to job and life satisfaction, and to self-rated performance, and negatively to turnover intention. Contradictory to our expectations, with the exception of turnover intention, the relationships between perceived employability and the outcomes were relatively stronger and positive under the condition of few promises compared with many promises.     

The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit

Human resource management (HRM) practices can play an important role in matching people with the organisations and the jobs they work in. However, little is known about how employees perceive and interpret HR practices and whether or how these perceptions relate to perceptions of person–organisation (P–O) and person–job (P–J) fit. This study aims to bridge strategic HRM and person–environment fit literature by examining possible mediating and moderating roles of P–O and P–J fit in the relationship between employee perceptions of a broad set of HR practices and employee attitudes and behaviours. Results from a sample of 412 employees support direct relationships as well as a mediating and moderating role of P–O and P–J fit in the relationship between perceived HR practices and employee outcomes.     

Met expectations and supplies–values fit of Dutch young adults as determinants of work outcomes

Many studies have shown that work outcomes, such as job satisfaction and turnover intentions, are affected by met expectations and the fit between the work values of an employee and the supplies offered by the organization. However, research that investigates their simultaneous effects on work outcomes is absent in the literature. This study examined the concurrent effects of met expectations and supplies–values (S–V) fit of Dutch young adults on job satisfaction and intention to leave. It was hypothesized that met expectations as an outcome of a cognitive evaluation process would explain variance in affective work outcomes beyond and above that predicted by measures of S–V fit and main effects of job supplies and work values. Results supported this hypothesis. Theoretical and practical implications of these results directions for future research are discussed.