Search results

The paper aims to clarify the relationship between organizational work-family practices and employee work-family conflict in light of the boundary conditions of commitment-based human resource management (HRM) and employee human capital.

The paper opted for a multi-source, multi-level design and surveyed 1,717 individuals (including CEOs, HR managers and employees) from 159 firms in China. The model was tested using hierarchical linear modeling.

The paper provides empirical insights that the effect of work-family practices on work-family conflict is indispensably dependent on the adoption of commitment-based HRM. In addition, employee human capital further moderated this interaction in that the effect of work-family practices on reducing work-family conflict was most salient with high-education employees who were embedded in a high-commitment HRM system.

Testing the hypotheses in the Chinese context has both its merits and drawbacks. Specific results are pursuant to the Chinese context. Therefore, a cross-cultural comparative study is called upon.

The paper includes implications for organizations striving to minimize employee work-family conflict.

This paper primarily applies the resource-building perspective to examine the synergistic effects of organizational resources (targeting work-family practices together with general commitment-based HRM) and individual intellectual resources (human capital) on employee work family conflict.

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.

Resource orchestration theory proposes that firms need resources, capabilities, and horizontal and vertical alignment to achieve high performance. Thus, we investigate which combinations of horizontal fit of resources (commitment-based HR systems for managers and nonmanagers) and capabilities (HR flexibility) together with vertical fit with business strategy (innovation versus cost leadership strategies) relate to superior performance.

Our study is based on a sample of 113 Spanish firms from which we collected data on commitment-based HR systems for managers and nonmanagers, HR flexibility, business strategy and performance. We employ a fuzzy set qualitative comparative analysis (fsQCA) to analyze which configurations lead to firm performance.

The empirical analysis shows that both HR practices and policies (commitment-based HR systems) and HR capabilities (HR flexibility) need to be aligned for high performance. The path for performance is comprised of a combination of commitment-based HR systems for staff and HR flexibility and by the absence of an innovation strategy or commitment-based HR systems for managers, HR flexibility, and a cost leadership strategy. We also find four paths where performance relies on efficiently combining an innovation and cost leadership business strategy.

Our findings make three key contributions to the literature. First, we help elucidate multicausal relationships inside the black box of the “HR–performance” relationship for firm performance. Second, we study the vertical fit with business strategy by considering innovation and cost leadership strategies. Third, we analyze multicausal pathways, thus uncovering different combinations of resources and capabilities for performance.

This paper aims to examine the antecedents and performance outcomes of proactive and reactive knowledge-sharing behaviour. Specifically, it investigates from the employee’s perspective how human resource management, with the system of human resource (HR) practices and work climate, influences proactive and reactive knowledge-sharing behaviours via the employees’ interest-based motivation.

For the main hypotheses, a moderated mediation model was tested using survey-based data from 400 employees from Poland and structural equation modelling analyses. Next, the authors used data from 143 employee supervisor dyads (subsample data) to test the employee performance outcomes of knowledge sharing.

The results show that commitment-based HR practices are positively related to knowledge-sharing behaviour via autonomous motivation when employees perceive a cooperative climate in the workplace. Furthermore, there are motivational and outcome differences between sharing knowledge reactively and proactively. External motivation is detrimental to reactive knowledge sharing, while introjected motivation is positively related to proactive knowledge sharing. Next, while proactive knowledge-sharing is related to better performance, reactive knowledge-sharing has no performance implications for employees.

From the managerial perspective, this study suggests that to facilitate knowledge sharing, managers should align the implementation of commitment-based HR practices with a cooperative climate in the work environment.

By differentiating proactive and reactive knowledge-sharing behaviour and examining the contingent role of cooperative psychological climate, the study explains the mixed results of external and introjected motivation to share knowledge. This study also provides more specific results on the performance outcomes of knowledge givers, showing that performance effects should not be taken for granted.

Based on social exchange theory and social identification theory, I investigated how employee organizational identification affects the effectiveness of commitment-based human resource (HR) practices. I focused on employee attitudes (job satisfaction) and behaviors (proactive knowledge seeking) as HR practices’ outcomes.

Using a structural equation modeling analytical approach, I tested the hypotheses with data from a web-based cross-sectional survey of 208 specialists and engineers of manufacturing subsidiaries in Poland.

Results showed that the positive relationship between commitment-based-HR practices and job satisfaction is weakened for employees strongly identified with the organization. Simultaneously, the connection between seeking knowledge and job satisfaction is stronger and more important for people who identify moderately to strongly.

The study limitations regard mainly its cross-sectional design and single cultural and industrial context.

From the managerial perspective, the study suggests that to enhance proactive employee behavior, companies need to increase employee organizational identification and ensure that employees have a positive perception of the implemented HR practices.

The study contributes to the ongoing discussion on whether individual contingencies affect the effectiveness of commitment-based HR practices in the form of individual attitudinal and behavioral outcomes. The findings revealed that the contingent effect of organizational identification depends on the type of individual outcomes, suggesting that the strength of organizational identification affects how employees decide to reciprocate the organization’s attention and investment.

The purpose of this paper is to examine the effect of organizational commitment to employees (OCE) on organizational performance through two different approaches – a configurative approach and a universalistic approach. The theoretical model formulated in this paper integrates both propositions with the aim of analyzing which has the most relevant impact on organizational performance.

Structural equation models were applied to test these propositions by means of a survey of a random sample of 230 service firms.

It was found that the configurational hypothesis is more important than the universalist hypothesis.

The study only included information from one member of executive management staff. This study is an initial attempt in the strategic human resource management literature to examine the configurative perspective as a covariation pattern.

OCE by itself does not affect organizational performance. It is necessary to consider the context in which it is applied in order to understand the effect of OCE on performance. This explains why not all employers pursue an OCE model.

It is proved that “fit as covariation” can be adequate for studying the configurative theory. A complementary vision of the configurative and universalistic hypotheses was adopted, according to which these two hypotheses are not contradictory and could be tested simultaneously.

Although scholars have been studying human resource management (HRM) and open innovation (OI), yet there is less attention to this relationship in the context of small-and medium-sized enterprises (SMEs). This paper aims to bring some insights about the human side of inbound open innovation (INOI) in SMEs. The goal is to better understand the role of organizational trust (OT) and developmental culture (DC) in the interactions between commitment-based HRM (C-HRM) and INOI.

The present study employs partial least squares-structural equation modeling to investigate the interrelationships among constructs, utilizing data gathered from a sample of 206 SMEs.

The study's empirical results indicate that the presence of OT serves as a complementary factor in mediating the relation between C-HRM and INOI. Furthermore, the analysis shows that there exists a moderating influence of DC in the relationship between C-HRM and INOI.

The role of HRM practices is important in developing OT and consequently foster INOI in SMEs. To achieve INOI, SMEs need a DC that induces C-HRM toward an OI approach.

This study adds to the understanding of the interactions between C-HRM practices and INOI in SMEs. The comprehension of the mediating function of OT and the moderating effect of DC serve to enhance the scholarly understanding of the human dimension of OI research.

This study aims to build and test an empirical model that investigates the mechanism with which innovation-based human resource management (HRM) impacts employee satisfaction and performance in Nigerian international airports.

A time-lagged approach that involved three-waves was used to collect data from passenger-contact employees and their immediate managers for three-month period starting from January to March 2019. A total of 247 dyads of passenger-contact employees and managers were used for the data analysis.

Results from data analysis showed that coworker support and absorptive capacity mediate the impact of innovation-based HRM on employee satisfaction and performance. Innovation-based human resource effort is best applied when coworker support is evident in the workplace.

The development and application of innovation-driven human resources in the Nigerian aviation context encourage satisfaction with assigned task roles, leading to employee performance. Theory-based implications for managing passenger-contact employees were also given. A significant strength of this study is that it is among the forerunners of scholars that investigated innovation-based HRM as a continuum rather than different aspects of broader management issues.

This study sought to examine the detailed mechanism of employee perceptions of commitment-based human resource practices (CBHRPs) to employee knowledge-sharing behavior (i.e. knowledge collection and knowledge contribution) by unveiling the “black box” of trust in the workplace.

Based on data from 383 employees in China's Top Innovators in 2016, path analysis was used to test six hypotheses.

Employee perceptions of CBHRPs, namely, selection, incentives and training and development, were positively related to employees' trust in coworkers, supervisors and the organization, which in turn was positively related to employees' knowledge collection and contribution behavior. Trust in the workplace fully mediated the relationship between employee perceptions of CBHRPs and employee knowledge sharing. Among CBHRPs, training and development practices had the strongest effects on employees' knowledge-sharing behavior. Among trust, trust in coworkers was found to be the closest related to knowledge-sharing behavior. Knowledge contribution was more related to CBHRPs through trust than knowledge collection was.

Organizations can employ CBHRPs to enhance trust in the workplace and encourage employees to contribute toward and collect knowledge. Organizations need to pay more attention to employees' long-term investment, such as employee training and development. Organizations can perform human resource practices consistently and ensure that all employees are aware of practices in use to enhance employees' understanding of these practices.

This study provides a detailed understanding of the relationship between human resource management and knowledge sharing. It also presents new empirical evidence in the research fields of human resource management and knowledge management, with implications for the development of employees' knowledge-sharing behavior.