PurposeThe purpose of the study is to develop a deeper understanding of the construct “integration within the HRM subsystem”. The study attempts to shed light on the conceptual perspective, the characteristics of this construct as well as the meaning and the mechanisms of internal integration within a HRM subsystem.Design/methodology/approachThe procedure involves three main steps: first data reduction followed by data display and conclusion drawing/verification. Semi‐structured, face‐to‐face interviews with 21 vice‐president HRM managers and senior managers were conducted. The average time of the interviews was 60 minutes.FindingsThe findings revealed a model composed of HRM infrastructure (HRM cooperative policy, integrative core competence, and integrative technological infrastructure), internal communication process (formal and informal) and integrating process (consistency of HRM practices at the subsystem and individual levels). The first two categories are related with the dependent category‐integrating process.Practical implicationsHRM subsystems should develop their integrative technological infrastructure so that they can have a wide‐ranging view about their activities. Also, informal mechanisms may enhance the integrating process, as well as the formal mechanisms. Thus, managers should support and encourage the informal climate, and facilitate especially on informal communication.Originality/valueThe findings suggest a new approach for analyzing the integration process within an organizational HR sub‐system. On the one hand, the continuity of integration demonstrates how each category may contribute to the integration process on a high level. On the other, the low level of each category illustrates the opposite side of integration.

Purpose This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration. Design/methodology/approach A research survey was carried out among 233 HRM professionals from 29 HRM teams. Findings The findings revealed significant correlation between formal HRM aspects of HRM teams (HRM goals and strategy, formal communication and formalization) and informal HRM aspects (perceived proximity and trust). Another significant correlation was found between trust and HRM integration. Also, trust fully mediated the relationship between informal communication and centralization, on the one hand, and HRM integration, on the other. Originality/value The study contributed to the understanding of formal and informal aspects of HRM team (HRMT) processes.

Purpose This paper aims to understand how the organizational political climate as a contextual antecedent contributes to individual engagement in political behavior; and the moderating role of organizational commitment and trust in local government organizations. Design/methodology/approach A mixed methods integration and an explanatory-sequential mixed methods design were used. Data were collected from 217 managers and employees, and 16 interviews were conducted. Data were collected in sequence, and the quantitative results were explained by the qualitative data. Findings The results suggest that political climate is related to political behavior and that both trust and affective commitment are negatively related to political climate. Trust moderated between political climate and political behavior. However, affective commitment moderated by the political climate and political behavior only for women. The qualitative results suggest that men perceive organizational politics as having more positive outcomes than women. Practical implications Human resource practitioners and managers can use this model to gain insights into their organizational political climate and to implement practices that will foster a climate that is functional and positive and which will cultivate a positive subjective experience in the workplace for their employees. Originality/value The mixed methods design for studying the contextual-organizational antecedent (perception of political climate) for politicking and individual engagement in political behavior may serve to expand the theory of organizational politics.

Purpose The shift from the traditional audit towards performance audit implies that internal auditors in the public sector function as change agents who underpin the fundamental change process. This paper aims to propose a model that identifies the determinants of organisational change in the public sector that result from internal auditing and the way internal auditors facilitate it. Design/methodology/approach The conceptual discussion of this paper is based on a review of relevant literature, both practical and academic. Findings This paper develops an innovative model that describes the factors leading to auditees’ change readiness after undergoing internal audit processes. The independent variable is audit information quality and the dependent variable, organisational change. Auditees’ perceptions is the mediator variable, and accessibility to audit information is the moderator variable. Practical implications The proposed model suggests the advantages that can be gained by audit-related services, which in turn will add value to the organisation. The relationships between the variables inform practitioners on how to support effective audits as a means of increasing performance and influencing organisational change. Originality/value As the paper offers an innovative model, it may open up new research areas in internal auditing that can be studied by using both qualitative and quantitative methods.

PurposeThis study identifies predictors of customers' trust in banks at both the banking system level and toward individual banks. A mixed methods technique is utilized which combines both customers' and bankers' perspectives.Design/methodology/approachThe study utilizes mixed methods, including a questionnaire survey of 1017 bank customers from retail banks, together with qualitative research derived from ten interviews with Israeli bankers.FindingsThe quantitative study shows that transparency is mediated between perception of price fairness and integrity of the banking system level and trust toward individual banks. Customer satisfaction was found to be a mediator between integrity of the banking system and trust in the individual bank. Qualitative analysis of interviews with bankers yielded six themes: integrity, transparency, price perception, service, bank image and regulation.Research limitations/implicationsThis study adumbrates specific aspects of the banking system and of individual banks. Cultural differences pertaining to trust might validate the findings when the study is replicated in other countries.Originality/valueSince customers are universally considered as key bank stakeholders, insights are provided concerning determinants at the banking system level and toward individual banks, both crucial to explain trust. From both managerial and policymaking perspectives, this study contains valuable practical implications.