High performance work practice implementation and employee impressions of line manager leadership

Russell, Zachary A.; Steffensen, David S.; Ellen, B. Parker; Zhang, Liwen; Bishoff, John D.; Ferris, Gerald R.

doi:10.1016/j.hrmr.2018.02.003

Cited by 42 publications

(36 citation statements)

References 62 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…HRM and responsible leadership enhanced millennial employee well-being leading to improved task performance. Consistent with job demand and resource perspective and the conservation of resource theory, the results support the view that organizational HRM systems and responsible leadership provide job resources, leading to positive experiences including happiness, self-respect and meaningfulness, and have significant impacts on employee task performance [24,25,40,80]. Contrary to the substitutes-for-leadership model [23], responsible leadership does not reduce the effect of HRM.…”

Section: Theoretical Implicationssupporting

confidence: 73%

See 1 more Smart Citation

Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership

Morrison

Zhang

2019

Sustainability

View full text Add to dashboard Cite

The purpose of this study is to determine the influence of organizations on millennial (born 1981–2000) employee well-being and task performance in the hospitality industry. Millennial employees are becoming the main workforce in hotels and their well-being is drawing greater attention in research and practice. Prior studies suggest that human resource management (HRM) bridges the organization and employees and has a significant influence on employee well-being in the hospitality industry. Additionally, the supervisor’s responsible leadership is a key factor influencing employees in a changing workforce. However, how do HRM and responsible leadership contribute to millennial employee well-being? Can employee well-being make a difference in the hospitality industry? Those questions remain unanswered. To address the two questions, this research aims to examine the interaction effects of HRM and responsible leadership on millennial employee well-being and the mediating effect of well-being between the HRM and responsible leadership on employee performance. The research hypotheses were tested with multiple linear regression analysis based on a survey of 243 millennial employees in the Chinese hospitality industry. The results indicated that HRM and responsible leadership have positive impacts on millennial employee well-being, which could improve task performance in the hospitality sector. In addition, responsible leadership strengthens the positive effect of HRM on employee well-being and task performance. In addition, the interaction effects of HRM and responsible leadership on performance are mediated by employee well-being. It is of practical value for hotels to know that millennial employee well-being can be fostered through improving HRM and responsible leadership.

show abstract

Section: Theoretical Implicationssupporting

confidence: 73%

“…There are interaction effects between HRM and responsible leadership on employee experiences in organizations [24,80]. The interaction effects represent a variable that influences the direction and/or strength of the relationship between the independent variable and a dependent variable.…”

Section: The Interaction Effects Of Hrm and Responsible Leadershipmentioning

confidence: 99%

Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership

Morrison

Zhang

2019

Sustainability

View full text Add to dashboard Cite

show abstract

“…In turn, this contributes to greater team interactions and increases the level of job satisfaction. Russell et al (2018) also considered the key role of a manager in the regulation of inter-person relationships. Within the dynamic management theory, the influence of managerial abilities on human interactions and the ability to regulate it, taking into account the dynamism of the environment and the need to respond promptly to changes, is considered (Martin, 2011;Helfat & Martin, 2015;Helfat & Peteraf, 2015).…”

Section: Contemporary Empirical Studies Of Human Resources` Interactionsmentioning

confidence: 99%

A Methodical Approach to the Assessment of Human Resources` Interactions

Переверзєва¹

2019

JEMI

View full text Add to dashboard Cite

To our knowledge, there is a need to develop a methodological approach to the assessment of united communiti es` human resources` level of interacti ons, as a large group, and of separate structural unit's-a small group. This allows us to determine the dependence of the level of interacti ons on the number of people who interact within a parti cular structure and the nature of the acti vity they carry out-intellectual or manual labor. The purpose of our research is to develop a methodological approach to the assessment of the level of human resources` interacti ons, which allows us to identi fy key areas and policy measures. Expert assessments and analyti cal dependencies are used as research tools in the arti cle. These tools allow us to quanti tati vely determine the level of human resources` interacti ons for an individual enti ty. Empirical implementati on of the proposed approach, using the example of two enti ti es varying in size and nature of labor, allowed us to make a comparati ve analysis and to disti nguish the characteristi c features that are the basis for making managerial decisions. A manager acts as an expert who assesses the presence or absence of a parti cular event in the subordinate unit. The indicator, which characterizes the presence or absence of certain acti viti es and the level of parti cipati on in them, is defi ned on the basis of managerial assessment. The next stage is to determine the interacti on rate by means of certain mathemati cal dependencies and results` analysis. As a result of the research, we got the assessment of the level of human resources` interacti ons between two enti ti es-a united community and a structural unit. The assessment revealed a dependence on the level of interacti ons on the enti ty`s size (small and large groups) and the nature of labor. The results showed that a structural unit, focused on intellectual labor and presented by a small group, has a greater level of interacti ons than a united community, which has a bigger size and a predominance of manual labor.

show abstract

“…2018; Nishii and Paluch 2018; Russell et al . 2018; Yang and Arthur 2019) and the recent appearance of special issues (Bondarouk et al . 2018; Bos‐Nehles and Bondarouk 2017).…”

Section: Introductionmentioning

confidence: 99%

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Trullén

Bos-Nehles

Valverde

2020

Int J Management Reviews

View full text Add to dashboard Cite

Despite increasing interest in human resource management (HRM) implementation as an explanation for the association between HRM and firm performance, considerableconfusion remains about what implementation means. In order to develop conceptual definitions of HRM implementation and implementation effectiveness, this study builds on three different literatures outside the HRM field (strategy, innovation, and change management), which have addressed this topic extensively. As a result, implementation is characterized as a dynamic process, involving the interaction among multiple actors, starting with the adoption of a new practice and ending with its routinization. This is distinguished from implementation effectiveness as an outcome of that process. The study helps to achieve construct clarity, hence providing a more solid basis for future research and allowing for a better consolidation of findings. The authors also develop an agenda for further research by reviewing a number of theoretical and methodological approaches that have been used in implementation research across fields, including HRM. Overall, the study aims to establish implementation research as a highly relevant academic and practical quest not only in HRM, but also in other management literatures.This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

show abstract

High performance work practice implementation and employee impressions of line manager leadership

Cited by 42 publications

References 62 publications

Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership

Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership

A Methodical Approach to the Assessment of Human Resources` Interactions

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Contact Info

Product

Resources

About