Are High-Performance Human Resource Practices In Organizations Creative or Noncreative?

Hou, Yu; Hu, Bei; Butt, Mattiullah

doi:10.2224/sbp.5765

Cited by 10 publications

(8 citation statements)

References 29 publications

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“…HPHRPs consist the best practices, which include selective staffing, extensive training, internal mobility, employment security, clear job description, result-oriented appraisal, incentive reward, and participation, all of which result in good firm performance and sustainable competitive advantage, through enhancing the skills of the workforce and increasing employees' participation in decision-making and their motivation to put forth discretionary effort (Hou et al, 2017). Some recent studies define HPHRPs as a practice or action that forms the internal functioning of any firm and encourages the employees to come forward and take active part in the organizational life which will be helpful for them to grow professionally (Ruiz-Palomino et al, 2019).…”

Section: Link Connecting Hphrps and P-o Fitmentioning

confidence: 99%

Why Do High-Performance Human Resource Practices Matter for Employee Outcomes in Public Sector Universities? The Mediating Role of Person–Organization Fit Mechanism

et al. 2020

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Based on the attraction–selection–attrition (ASA) framework, this research aimed to investigate the mechanism which affects the link between high-performance human resource practices (HPHRPs) and the two negative employee outcomes of the present study: emotional exhaustion and quit intentions. Using the ASA framework, the authors examine one such mechanism namely person–organization (P-O) fit, through which HPHRPs influence both the studied employee negative outcomes. A sample of professionals working in the public sector universities of Pakistan is adopted for testing the mediation model by using structural equation modeling. Findings reveal that HPHRPs have positive association with P-O fit, and negative with emotional exhaustion and quit intentions. Moreover, the findings illustrated a full mediation effect of P-O fit on the relationship among HPHRPs and both of the employee outcomes. The study has important theoretical and practical implications.

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Section: Link Connecting Hphrps and P-o Fitmentioning

confidence: 99%

Why Do High-Performance Human Resource Practices Matter for Employee Outcomes in Public Sector Universities? The Mediating Role of Person–Organization Fit Mechanism

et al. 2020

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“…HR practices encompass the strategic recruitment and selection, extensive training, WP (policies and procedure), employment security, performance management, CB and employee participation that contribute to a firm’s competitive advantage and organizational performance (Sun et al , 2007; Huselid, 1995; Jackson and Schuler, 1995). These best practices in HR promote employee skills and knowledge, motivation and commitment (Hou et al , 2017; Mitchell et al , 2013; Appelbaum et al , 2000). Conversely, HR practices and policies may foster competition among organization members (Sapegina and Weibel, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…policies and procedures, among other administration of HR functions (Sun et al , 2007; Huselid, 1995; Jackson and Schuler, 1995). HR practices and policies are instrumental in promoting organizational support and commitment to enhance employee performance and commitment (Hou et al , 2017; Mitchell et al , 2013). For the implementation of HR practices to effectively contribute to the organizational efficiencies, it is critical these management practices are seen as fair and support the employees’ work-related well-being, since HR are to be treated as unique human capital.…”

Section: Introductionmentioning

confidence: 99%

“…Numerous studies have reported the linkages between HR practices, citizenship behavior (Shore and Wayne, 1993), work performance (Eisenberger et al , 1990; Hou et al , 2017; Mitchell et al , 2013) and organizational commitment (Eisenberger et al , 1990; Shore and Wayne, 1993; Wayne et al , 1997; Mowday et al , 1979). These studies had focused on the association of HR practices and the work performance and organizational commitment that connote an organization-centric approach.…”

Section: Introductionmentioning

confidence: 99%

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The mediating effect of interactional justice on human resource practices and organizational support in a healthcare organization

Lee

Chui

2019

JOEPP

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Purpose The purpose of this paper is to investigate the mediating factor of interactional justice (IJ) between the specific types of human resource (HR) practices: training and development (TD), compensation and benefits (CB), work process (WP), and perceived organizational support (POS). There has been scant attention paid in the past studies in examining the specific components of HR practices on organizational support and IJ. Design/methodology/approach The study was conducted in a healthcare organization, and employed quantitative analysis based on surveys and interviews conducted with 150 nurses. Confirmatory factor analysis and regression analysis were generated to examine the relationships among TD, CB, WP and IJ and POS. Findings Significant findings demonstrated that there are no direct effects between CB and TD, and POS. The result revealed that establishment of HR practices is not synonymous to organizational support. However, WP is positively correlated to POS. Further analysis indicated that IJ mediated between all three HR practices (CB, TD and WP) and POS. The findings are aligned with the previous research relating to the absence of direct correlation between team training and POS (Aguinis and Kraiger, 2009; Koster et al., 2011). The study suggests that adopting an interactive and a fair approach HR practices is crucial in managing the perceptions of employee support and workplace fairness. The management who enact the policies and practices are seen as the representatives in facilitating the WP (Wiili-Peltola et al., 2007). CB and TD are extrinsic benefits that are significant in individual personal and career growth. Hence, these components of reward system can be employed as a HR mechanism to promote trust and support with employees. Practical implications The empirical evidence in this present study shows that it bodes well for an organization to understand the impact of HR practices and policies on employees’ perceptions of support and fair treatment to promote organizational effectiveness and efficiency. The study shows that HR practices can enhance the psychological well-being of the employees through the support system through an open-communication channel. Providing a clear channel of communication in how the reward and benefits systems are administered and distributed, and promoting shared goals and objectives (Lyubovnikova et al., 2018) between employer and employee can be instrumental in promoting IJ in HR practices. Originality/value This study has enriched the theoretical and practical implications of examining the specific components of HR practices in association with IJ and organizational support. The results shed light on the balancing act of adopting the hard and soft HR management in executing the HR practices.

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“…According to the resource-based view (RBV) [68], organizations provide HR practices to their employees so that they can become a source of competitive advantage over other organizations. HR practices can increase creative performance because they enhance motivation and willingness to make discretionary efforts [69]. When HR practices are perceived as an investment in employees, employees can use their skills and capabilities to engage in creativity [70].…”

Section: Performancementioning

confidence: 99%

Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

2019

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Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.

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Are High-Performance Human Resource Practices In Organizations Creative or Noncreative?

Cited by 10 publications

References 29 publications

Why Do High-Performance Human Resource Practices Matter for Employee Outcomes in Public Sector Universities? The Mediating Role of Person–Organization Fit Mechanism

Why Do High-Performance Human Resource Practices Matter for Employee Outcomes in Public Sector Universities? The Mediating Role of Person–Organization Fit Mechanism

The mediating effect of interactional justice on human resource practices and organizational support in a healthcare organization

Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

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