High-performance HR practices and OCB: a cross-level investigation of a causal path

Wei, Yu‐Chen; Han, Tzu‐Shian; Hsu, I‐Chieh

doi:10.1080/09585192.2010.500487

Cited by 94 publications

(72 citation statements)

References 70 publications

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“…Supportive network relationships and, in particular, the helping and interpersonal facilitation processes underlying them generate performance (Bacharach et al, 2005;Castilla, 2005;Perry-Smith, 2006;Sparrowe et al, 2001;Wei, Han, & Hsu, 2010) and affective outcomes (e.g. job satisfaction; Carlson & Perrewé, 1999;psychological wellbeing;Albrecht, Burleson, & Sarason, 1992;Ryff & Keyes, 1995;Uchino, Holt-Lunstad, Smith, & Bloor, 2004).…”

Section: Theoretical Model and Hypothesesmentioning

confidence: 99%

OCB and external–internal social networks: effects on individual performance and adaptation to change

Bruque

Moyano

Piccolo

2015

The International Journal of Human Resource Management

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In this study, we develop and test a model that links one's internal and external social network structures to his or her willingness and ability to adapt in a changing work context. Using a survey data from 371 employees working in 133 different branches of a large financial firm, we find that individual behaviors that explain task performance and individual adaptation to change are affected by a number of supportive social ties (size of the support network) with which one receives support inside and, mostly, outside the workplace. The results also show that individual performance and adaptation to change are affected by the level of workers' organizational citizenship behavior. We also identify a mediating effect exerted by the informational network structure (mostly an internal network) on the relationship between the support network (mostly an external network) and individual task performance.

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Section: Theoretical Model and Hypothesesmentioning

confidence: 99%

OCB and external–internal social networks: effects on individual performance and adaptation to change

Bruque

Moyano

Piccolo

2015

The International Journal of Human Resource Management

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“…For example, Podsakoff et al (2000) [17] believe human resource practice is one of efficient tools to stimulate employee organizational citizenship behavior. Other researchers prefer to consider perceived organizational support, perceived organizational justice and employee satisfaction as mediators to explore the relationship between human resource practice and organizational citizenship behavior [18] [19]. Even through studies related to discretionary human resource practice are limited, there are still some researchers make contributive conclusions.…”

Section: Employee Organizational Citizenship Behaviormentioning

confidence: 99%

Organizational Justice as Mediator of the Discretionary Human Resource Practice-Organizational Citizenship Behavior Relationship: Evidence from Enterprises in China

Wu¹,

Jia²

2014

JHRSS

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Organizational citizenship behavior (OCB) is one kind of extra-role behavior beyond formal role descriptions which can be conducted to enforce company's competency to copy with external competitive pressures as well as internal flat organizational hierarchies. This research builds a mediating model to examine the mediating effects of organizational justice between discretionary human resource practice (HRP) and organizational citizenship behavior based on the social exchange theory and the organizational justice theory. The research illustrates how the different dimensions of discretionary HRP affects employee's OCB through organizational justice. It statistically tests the data form 227 employees in 10 enterprises with correlation analysis, structural equation modeling and other statistical methods. The results show that all the selective staffing, promotional opportunities, performance management and participate decision making in the discretionary HRP have positive impacts on the OCB. Besides, it indicates that organizational justice mediates the relationship between discretionary HRP and OCB. Thus, organization can promote employee's OCB through enforcing its discretionary HRP as well as enhancing perceived organizational justice. The exposure of the relationships between discretionary HRM practice, organizational justice and OCB is beneficial to build sustainable HRM system and help enterprises to establish sustainable competitive competence.

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“…DISCUSSION The aim of this study was to place the relationship between two constructs -HRM practices and Organizational citizenship behavior (OCB) on ICT companies. Related to current conditions in the organization, employees are always able to accept and implement encouragement in doing business to ensures the improvement of infrastructure and technology supported by business lines related to the quality development and trusted end-to-end services that is beneficial to the achievement of results in the company, that is, through the calculation of HRM practices that have been prepared in such a way and can reduce the time spent on activities against things that are profitable personally [41].…”

Section: H7mentioning

confidence: 99%

The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies

Fajar¹,

Soeling²

2017

Proceedings of the International Conference on Administrative Science, Policy and Governance Studies (ICAS-PGS 2017) and the In

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Abstract-The present era of globalization and technology have encouraged the human resource management (HRM) function to optimize strategy in dealing with challenges faced by the organization. With precious value and endless capabilities, the contribution of capable human resources practices is needed to support the strategic objectives of the company. In a sense of developing a broader organizational climate through the program people capability as a source of sustainable and highly competitive advantage in the organization, the progression of extra-role behavior activities has been developed in the form of supporting interactions and relations among employee and employers by helping each work unit running in the company more effectively. This study attempts to propose and analyze the effects of HRM practices on organizational citizenship behavior (OCB). The HRM practices variable were measured through the High-Involvement HRM Practices tool by Prieto and Pérez-Santana (2014), while the OCB variables were measured based on five major dimensions by Organ (1988). The analysis is on the active employees of PT Sigma Cipta Caraka (Telkomsigma) who had worked for at least a year in the company with the number of 243 employees. This study uses quantitative methods in collecting data with a questionnaire as a research instrument. The research data will be analyzed using descriptive statistic analysis, correlation, and regression analysis to test the relationship among variables. The results of this study provide an evidence that each dimension of HRM practices, with the exception of training, have a positive significance but no strong indication to encourage OCB activities showed by employees in the ICT company.

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High-performance HR practices and OCB: a cross-level investigation of a causal path

Cited by 94 publications

References 70 publications

OCB and external–internal social networks: effects on individual performance and adaptation to change

OCB and external–internal social networks: effects on individual performance and adaptation to change

Organizational Justice as Mediator of the Discretionary Human Resource Practice-Organizational Citizenship Behavior Relationship: Evidence from Enterprises in China

The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies

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