Clarifying the construct of human resource systems: Relating human resource management to employee performance

Jiang, Kaifeng; Lepak, David P.; Han, Kyongji; Hong, Ying; Kim, Andrea; Winkler, Anne-Laure P.

doi:10.1016/j.hrmr.2011.11.005

Cited by 396 publications

(579 citation statements)

References 63 publications

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“…In addition, future research might test the possible interactions among green HRM practices, testing to what extent they have additive, substitutive or synergistic effects on environmental performance (Chadwick, 2010;Jiang et al, 2012).…”

Section: Resultsmentioning

confidence: 99%

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

389

327

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This paper contributes to extant research on green Human Resource Management (HRM) relying on the instrumental value of stakeholder theory, which implies that stakeholders impact on company decisions and their development of organizational resources and performance. Following that theory, the study conceives green HRM practices as a set of management processes that companies implement for responding to stakeholder pressures on environmental issues. Accordingly with those premises, we empirically test the distinct role that different green HRM practices (i.e., green hiring, green training and involvement, and green performance management and compensation) play in mediating the relation between pressures on environmental issues from two specific external stakeholders (i.e., customers and regulatory stakeholders) and environmental performance. Our findings, based on a multirespondent survey in which the respondents were Human Resource Managers and Supply Chain Managers operating in Italy, confirm the hypothesized mediation model. Our results (as well as their implications) are discussed in light of the recent calls to broaden the scope of HRM research, considering the embeddedness of the company in a socio-political context and exploring the role that actors and factors outside the company play in shaping its green HRM practices.

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Section: Resultsmentioning

confidence: 99%

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

389

327

View full text Add to dashboard Cite

show abstract

“…As discussed by others, the ability-, motivation-, and opportunity-enhancing HRM practices are highly interrelated and so conceptually are represented by an overarching HRM systems (Jiang, Lepak, Han, et al, 2012;Lepak et al, 2006). The same logic likely applies to the HRM co-production concept.…”

Section: Hrm Co-production By Employeesmentioning

confidence: 84%

“…In the literature, HRM systems have been seen as comprising several interrelated components that reside on four levels: HRM philosophies, HRM policies, HRM practices and HRM processes (Jiang, Lepak, Han, et al, 2012;Kepes & Delery, 2007;Monks et al, 2013;Posthuma, Campion, Masimova, & Campion, 2013). At the highest level of abstraction, HRM philosophies represent the guiding principles of how the organization manages its employees for realizing organization success, for example, through gaining commitment, providing service quality or developing innovative ideas (Jiang, Lepak, Han, et al, 2012). In other words, the HRM philosophy reflects how the employee adds value and in doing so, links the HRM system with the organization strategy.…”

Section: Employee Actions In Implementing Hrm Systemsmentioning

confidence: 99%

“…performance management and compensation/benefits) and opportunity-enhancing HRM practices (i.e. job design and participation) (Chuang, Jackson, & Jiang, in press;Jiang, Lepak, Han, et al, 2012;Lepak, Liao, Chung, & Harden, 2006;Subarmony, 2009). As co-production involves the enactment of HRM processes that implement HRM practices, we follow this classification and propose three forms of HRM co-production.…”

Section: Hrm Co-production By Employeesmentioning

confidence: 99%

“…time and leeway) to allocate their human capital (Jiang, Lepak, Han, et al, 2012). The job design practices which are most often studied in the strategic HRM literature are job enlargement, job enrichment, participation and (project) teams (Posthuma et al, 2013).…”

Section: Hrm Co-production By Employeesmentioning

confidence: 99%

See 2 more Smart Citations

Implementing HRM Systems: The Role of Employees' Co-Production Behavior and HRM Attributions

Bos-Nehles

Meijerink

2015

AMPROC

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How technological knowledge management capability compliments knowledge‐intensive human resource management practices to enhance team outcomes: A moderated mediation analysis

Shahzad,

De Sisto,

Ul‐Durar

et al. 2023

Asso for Info Science & Tech

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Although research establishes a link between knowledge‐intensive human resource (HR) practices (KIHRP) and knowledge‐intensive team (KIT) performance, knowledge is limited about the underlying mechanisms and boundary conditions that determine this relationship. This study integrates the ability–motivation–opportunity (AMO) framework and theory of team adaptation into an information processing perspective to present a cohesive model that explains the mediating role of team knowledge sharing and reflexivity processes, and moderation of organization's technological knowledge management (KM) capability to explain the effect of KIHRP on KIT performance. Data were collected in three waves and from three sources consisting of 380 knowledge workers from 123 teams in 74 organizations in Pakistan. The findings indicate that KIHRP relates positively to KIT performance directly as well as via team knowledge sharing and reflexivity processes where the organization's technological KM capability further strengthens this relationship.

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Clarifying the construct of human resource systems: Relating human resource management to employee performance

Cited by 396 publications

References 63 publications

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Implementing HRM Systems: The Role of Employees' Co-Production Behavior and HRM Attributions

How technological knowledge management capability compliments knowledge‐intensive human resource management practices to enhance team outcomes: A moderated mediation analysis

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