Do human resource management practices boost up employees' impersonal trust? Evidence from the banking sector of Bangladesh

Sultana, Sarmin; Khandakar, Md. Shariful Alam

doi:10.1108/ebhrm-08-2020-0111

Cited by 4 publications

(4 citation statements)

References 85 publications

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“…Findings, also suggest that C-HRM positively impacts OT which is consistent with other studies (Ahteela and Vanhala, 2018;Sultana and Khandakar, 2022;Vanhala and Dietz, 2015). Organizational environments that foster fairness, transparency and honesty (Collins and Smith, 2006) boost OT (Sultana and Khandakar, 2022) and have a positive effect in performance (Gould-Williams, 2003;Vanhala and Dietz, 2015) and knowledge inflows and outflows (Hoe, 2007). Moreover, responding to the call raised by Salampasis et al (2014) regarding future empirical studies concerning OT and its underpinnings with OI, our results illustrate that OT foster INOI.…”

Section: Resultssupporting

confidence: 89%

Commitment-based HRM and inbound open innovation in SMEs: the role of organizational trust and developmental culture

Cera,

Elezi

2023

JOEPP

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Purpose 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.Design/methodology/approach 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.Findings 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.Practical implications 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.Originality/value 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.

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Section: Resultssupporting

confidence: 89%

Commitment-based HRM and inbound open innovation in SMEs: the role of organizational trust and developmental culture

Cera,

Elezi

2023

JOEPP

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“…Scholars have argued that the employment relationship is managed and identified through HRM practices (Sultana and Khandakar, 2022;Whitener, 2001), which, according to scholars, may take two forms: transaction-based practices and HCWPs/HIWPs (Delery and Doty, 1996;Youndt et al, 1996). The former emphasise a short-term exchange of benefits between employer and employee (i.e.…”

Section: Hcwps and Ks: (Hcwps→ks)mentioning

confidence: 99%

“…a traditional HRM system), but the latter emphasise the long-term relationship between the employer and employee through extensive social exchange (Collins and Smith, 2006). Competitive organisations adopt a system of HRM practices that enlarge this social exchange relationship to make the employment relationship more fruitful (Sultana and Khandakar, 2022).…”

Section: Hcwps and Ks: (Hcwps→ks)mentioning

confidence: 99%

The impact of high commitment work practices on radical innovation: innovative work behaviour and knowledge sharing as mediators

Thneibat

2024

IJPPM

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PurposeBuilding on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.Design/methodology/approachUsing a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.FindingsThis research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.Originality/valueDistinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.

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“…Measures: Questionnaires were modified slightly and administered as per a prior study by and Sultana & Sultana (2015). Each item was scored on a five-point Likert scale, ranging from 1 (strongly disagree) to 5 (strongly agree).…”

Section: Population and Sampling Strategymentioning

confidence: 99%

Work-Family Conflict and Job Satisfaction: An Empirical Study in the Banking Sector of Pakistan

Iftikhar,

Gull,

Hassan

et al. 2023

J. Asian Dev. Studies

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As globalization advances, the distinction between work and family life steadily diminishes. Work-family conflicts occur when work demands interfere with family responsibilities or vice versa. This study examines the influence of work-family conflict on employee job satisfaction in the banking sector. This study examines how work-family conflict, including time- and strain-based conflicts, affects job satisfaction among male and female employees. Three hundred twenty-five questionnaires were distributed to employees to collect data. The study's findings demonstrated the negative influence of work-family conflict and its dimensions on job satisfaction. In addition, work-family conflict has a more significant effect on female employees' job satisfaction than male colleagues. This study sheds light on the growing concerns of work-family conflicts in the banking industry and the need to mitigate its adverse effects. Besides, it assists bank management in developing and implementing ways to reduce work-family conflicts due to job and enhance employee job satisfaction.

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Do human resource management practices boost up employees' impersonal trust? Evidence from the banking sector of Bangladesh

Cited by 4 publications

References 85 publications

Commitment-based HRM and inbound open innovation in SMEs: the role of organizational trust and developmental culture

Commitment-based HRM and inbound open innovation in SMEs: the role of organizational trust and developmental culture

The impact of high commitment work practices on radical innovation: innovative work behaviour and knowledge sharing as mediators

Work-Family Conflict and Job Satisfaction: An Empirical Study in the Banking Sector of Pakistan

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