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Article
Publication date: 9 January 2024

Mijeong Kim, Inseong Jeong and Johngseok Bae

Research has suggested that employees interpret high-performance work systems (HPWSs) as targeting two distinct organizational objectives: enhancing performance and promoting…

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Abstract

Purpose

Research has suggested that employees interpret high-performance work systems (HPWSs) as targeting two distinct organizational objectives: enhancing performance and promoting employee well-being. These attributions often exert divergent effects on employee attitudes. Thus, this study aims to investigate this dynamic within the context of the Korean nursing occupation, clarifying how the HPWS can simultaneously evoke dual attributions: human resource (HR) well-being and HR performance attributions. Additionally, the authors examine the contrasting effects of these attributions and identify a moderating variable that could reconcile them. Drawing on the psychological experience of status theory, the authors conceptualize and test the moderating effect of employees' self-perceived status on the relationship between HR performance attribution and affective commitment.

Design/methodology/approach

Data were collected from 475 nurses in 82 work units in Korean hospitals. Hypotheses were tested in a multilevel moderated mediation model.

Findings

The findings revealed that an HPWS elicits HR well-being and HR performance attributions. While HR well-being attribution was positively associated with affective commitment, HR performance attribution was positively related to affective commitment when employees' self-perceived status was high. Moreover, the HPWS demonstrated an indirect relationship with affective commitment via increasing HR performance attribution when self-perceived status was high.

Originality/value

Although the personal meaning of HR attributions differs depending on the perceiver’s situation, this aspect has received little attention in the field of research. This study advances the understanding of HR attributions derived from the HPWS within the specific context of Korean nursing. Furthermore, the authors suggest that the two attributions may not conflict with each other, indicating that the impact of HR performance attribution is conditional on an individual’s self-perceived status.

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Article
Publication date: 20 September 2011

Johngseok Bae, Shyh‐Jer Chen and Chris Rowley

Human resource management (HRM) practices have been re‐evaluated under the pressures and constraints of factors such as globalization, inward and outward investment patterns…

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Abstract

Purpose

Human resource management (HRM) practices have been re‐evaluated under the pressures and constraints of factors such as globalization, inward and outward investment patterns, multinational companies (MNCs), indigenous cultures and institutions. This paper aims to compare changes and continuities in key aspects of HRM in South Korea and Taiwan. It examines the impacts on HRM policies ‐ particularly employment security, extensive training, performance based pay and employee influence ‐ and the role of a core‐periphery model. Time effects, country effects and the interaction between them are explored.

Design/methodology/approach

The research was undertaken across a decade at three time periods between 1996 and 2005 and in both locally‐owned firms and MNC subsidiaries using questionnaires.

Findings

The authors find, first, recognizable general patterns over time; second, significant interaction effects of country and time; third, some HRM practices more culturally bounded than others.

Practical implications

These include issues relating to companies using more core‐periphery and performance based employment.

Originality/value

The paper makes use of an under‐used perspective, both comparative and longitudinal, at three time periods in two under‐researched contexts of South Korea and Taiwan.

Details

Personnel Review, vol. 40 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Available. Content available
Book part
Publication date: 16 November 2020

Abstract

Details

Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0
Type: Book
ISBN: 978-1-83867-224-9

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