How discretionary HR practices influence employee job satisfaction: the mediating role of job crafting

Ekmekçioğlu, Emre Burak; Nabawanuka, Hamidah

doi:10.1108/er-07-2022-0326

Cited by 8 publications

(6 citation statements)

References 80 publications

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“…In other words, when employees perceive that their organization places great importance on hiring the right individuals, provides training and growth opportunities, engages them in decisionmaking and offers performance-based pay, they are more likely to experience higher levels of HAW. Previous research (e.g., Ekmekcioglu and Nabawanuka, 2023; found positive consequences of discretionary HR practices on employee attitudes. Specifically, involving employees in decision-making and rewarding their performance has been associated with increased HAW (Salas-Vallina et al, 2020;Salas-Vallina and Fernandez, 2017).…”

Section: Discussionmentioning

confidence: 77%

“…Following this tenet, an organization's discretionary HRM strategy can signal to employees that their organization's environment is supportive, which affects employees' perceptions of exchange relationships (Gavino et al, 2012). Moreover, such discretionary HR practices can be instrumental in shaping a quality relationship between employees and the organization (Ekmekcioglu and Nabawanuka, 2023). The social exchange engendered by discretionary HR practices may first leverage employees' perceptions of POS (Gavino et al, 2012), which may lead to their HAW.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…HAW is a higher-order construct that comprises three essential components (Fisher, 2010). The first component, job satisfaction, reflects employees' perceptions and appraisal of working conditions, such as personal development, organizational growth opportunities and competitive remuneration (Ekmekcioglu and Nabawanuka, 2023). Engagement is related to employees' state of mind in which they are emotionally, cognitively and physically involved in work (Schaufeli et al, 2002).…”

Section: Introductionmentioning

confidence: 99%

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Discretionary HR practices and happiness at work (HAW): a sequential mediation model of perceived organizational support and meaning of work

Hamid,

Kundi

2024

EBHRM

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PurposeThis paper aims to explore the mechanisms by which employees’ happiness at work (HAW) can be promoted. Drawing on the social exchange theory (SET), this study examined the relationships among discretionary human resource (HR) practices, perceived organizational support (POS), meaning of work (MOW) and HAW.Design/methodology/approachA three-path mediation model was developed to test the proposed relationships. The data were collected from Pakistani business professionals (n = 361), and hypotheses were tested using the PROCESS macro for SPSS .FindingsThe results suggest that POS mediates the relationship between discretionary HR practices and HAW. Also, MOW mediated the relationship between discretionary HR practices and HAW. Hence, both POS and MOW were found to be independent mediators. Further, the data provided support for the serial mediation of POS and MOW in the relationship between discretionary HR practices and HAW.Practical implicationsThis research provides insights to organizations and their management on how discretionary HR practices can enhance employees’ POS, MOW and HAW.Originality/valueThe findings show that discretionary HR practices are associated with employees’ HAW. In addition, two mediators (POS and MOW) were found to serially mediate the aforesaid relationships. These findings are novel, as no prior research has used this nascent methodological approach to deepen our understanding by examining the associations between discretionary HR practices, POS, MOW and employees’ HAW.

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Section: Discussionmentioning

confidence: 77%

Section: Hypotheses Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Discretionary HR practices and happiness at work (HAW): a sequential mediation model of perceived organizational support and meaning of work

Hamid,

Kundi

2024

EBHRM

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“…First, previous research on HR practices has predominantly focused on the discretionary nature of the HR department yet overlooked the administrative nature of HR practices (e.g. Ekmekcioglu and Nabawanuka, 2023; Kundi et al ., 2023; Luu, 2018; Luu, 2020; Luu, 2021). Scholars have criticized this approach because it overlooks the importance of day-to-day transactional activities in the organization (Gavino et al ., 2012; Meijerink et al ., 2016).…”

Section: Discussionmentioning

confidence: 99%

HR practices, service orientation and employee outcomes: a regulatory foci

Lin-Schilstra,

Bai,

Lin

et al. 2024

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PurposeUnderstanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.Design/methodology/approachThe authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.FindingsThe authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.Practical implicationsThe findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.Originality/valueIn sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.

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“…We analysed and compared data that we obtained from a business sample in Spanish companies. One of the main contributions of this study is that it provides HR departments with the key behaviours to recruit and develop talent to prepare employees to meet any challenges that they may face by ensuring the right performance and sustainable impact on the environment, considering the existing research linking HR departments' practices to job satisfaction Learning behaviours that favour job crafting (Ekmekcioglu and Nabawanuka, 2023). Therefore, the creation of an instrument that captures key behaviours in relation to job crafting and learning agility will facilitate the management of HR departments and leaders.…”

Section: Introductionmentioning

confidence: 99%

Exploratory analysis on learning behaviours that favour job crafting

Cárdenas-Muñoz,

Rubio-Andrada,

Segovia-Pérez

2024

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PurposeThe purpose of this research is to determine key behaviours to be efficient in identifying and developing employees' talent. The article aims to address the relationship between learning agility and job crafting, the influence between them, and how this relationship is built to improve performance and adaptability. For this purpose, the research has analysed which behaviours obtain the highest scores in both scales (job crafting and learning agility), designing the tool which allows Human Resources (HR) professionals an efficient identification and development behaviours to get the versatile talent that companies and professionals of the future need.Design/methodology/approachUsing the questionnaire that has integrated the learning agility scale and the Spanish job crafting scale. Data were collected from a sample of business professionals in Spain. Factor analysis and hierarchical cluster analysis were used, using a classificatory variable with the 126 valid responses obtained.FindingsIn an ever-changing environment, continuous employee adaptation to his/her role within a company is a critical factor for its survival. However, there is a paucity of large-scale empirical research on which behaviours employees have to develop to increase their adaptative skills. Drawing on the outcome of extant literature, the authors identify learning agility as the construct that firms have to encourage in their employees to impact job crafting. The contribution of the paper is twofold: (1) the authors empirically explored the association and the effects of learning agility and its factor on the development of job crafting. Results demonstrated the association between the two constructs; further, higher scores in both learning agility and job crafting predict increased employability, and higher scores in job crafting are associated with higher scores in change agility; (2) this study provides a multidimensional instrument that provides HR departments with the key behaviours to recruit in order to develop talent to prepare employees to face future challenges, ensuring the right performance and sustainable impact in the environment.Research limitations/implicationsA limitation of this study is that it is done exclusively within Spanish companies, even though from different industries and with different characteristics. Therefore, future research is necessary and should be conducted in other countries in similar industries to explore the empirical findings from this study in additional contexts.Practical implicationsThis research has found a tool that might allow HR departments to measure what level of job crafting and learning agility their employees have and to identify what key behaviours they need to focus on in the recruitment or in their internal strategic HR action plan to overcome any future challenges in their organization.Social implicationsIn a scenario where artificial intelligence is modifying the professional landscape, generating uncertainty about which skills are best to develop, the results are a guide for enterprises as to where to focus plans for learning and training, as well as for business schools regarding the content provided in training programs.Originality/valueThe authors advance the literature by providing a theoretical base for understanding the relationship between job crafting and learning agility. This article offers some practical managerial recommendations that help the human resources department focus on behaviours that allow talent to be identified and recruited to ensure an effective organization.

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How discretionary HR practices influence employee job satisfaction: the mediating role of job crafting

Cited by 8 publications

References 80 publications

Discretionary HR practices and happiness at work (HAW): a sequential mediation model of perceived organizational support and meaning of work

Discretionary HR practices and happiness at work (HAW): a sequential mediation model of perceived organizational support and meaning of work

HR practices, service orientation and employee outcomes: a regulatory foci

Exploratory analysis on learning behaviours that favour job crafting

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