How employee perceptions of HR practices in schools relate to employee work engagement and job performance

Beurden, Jeske Van; Veldhoven, M.J.P.M. van; Voorde, Karina Van De

doi:10.1017/jmo.2021.66

Cited by 15 publications

(15 citation statements)

References 53 publications

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“…A mediating impact was considered significant when 'lower bounds confidence interval' (LBCI) and 'upper bounds confidence interval' (UBCI) did not exceed 0. The study utilized the following fit indices: 'χ 2 /df, comparative fit index (CFI), Tucker-Lewis index (TLI), and root mean square error of approximation (RMSEA)' (e.g., Van Beurden, Van Veldhoven, & De Voorde, 2021).…”

Section: Discussionmentioning

confidence: 99%

The effect of abusive supervision on turnover intentions: on-the-job embeddedness versus traditional attitudinal constructs

Ampofo

Karatepe²

2022

Journal of Management & Organization

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Our paper examines whether the impact of abusive supervision on on-the-job embeddedness (JEM) is stronger than on job satisfaction (JSAT), affective organizational commitment (AOC), and turnover intentions. We also examine whether the mediation impact of on-the-JEM in the linkage between abusive supervision and turnover intentions is stronger than the mediation impacts of JSAT and AOC. Data gathered from restaurant service workers in three waves in Ghana were used to test the abovementioned linkages via structural equation modeling. The findings illustrate that all hypotheses are supported. Specifically, the influence of abusive supervision on on-the-JEM is stronger than on traditional attitudinal variables. Additional findings demonstrate that the mediation effect of on-the-JEM in the relationship between abusive supervision and proclivity to quit is stronger than the mediation effects of JSAT and AOC. Implications for theory and managers are offered in our paper.

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Section: Discussionmentioning

confidence: 99%

The effect of abusive supervision on turnover intentions: on-the-job embeddedness versus traditional attitudinal constructs

Ampofo

Karatepe²

2022

Journal of Management & Organization

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“…In its current form, the AMO framework was proposed by Bailey (1993) and it has since been developed to examine how targeted HR practices and bundles may elevate employee performance (Appelbaum et al, 2000; Jiang et al, 2013). The CMO model has become widely adopted in management (Van Beurden et al, 2021; Rincon‐Roldan and Lopez‐Cabrales, 2021), including HRM (Salas‐Vallina et al, 2021; El‐Kassar et al, 2022) as it captures the viewpoint of both the industrial psychologists (who focus on the function of hiring and training) and social psychologists (who see motivation as necessary to ensure performance) (MacInnis and Jaworski, 1989) and can be used to explore how HR practices might activate these variables.…”

Section: Introductionmentioning

confidence: 99%

On the soft side of open innovation: the role of human resource practices, organizational learning culture and knowledge sharing

Naqshbandi

Wilkinson

2022

R & D Management

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This paper examines the role of HR practices in shaping inbound open innovation outcomes through the lens of the competency, motivation and opportunity (CMO) model. The paper investigates the aforementioned associations by considering the intervening roles of organizational learning culture and knowledge sharing. The data were collected from managers working in different sectors in the United Kingdom. The findings reveal positive linkages between the different types of HR practices studied and establish the mediating mechanisms of organizational learning culture and knowledge sharing. This study contributes to the current body of knowledge by developing and empirically testing an integrated model of open innovation that is at the intersection of four broad areas -strategic HRM, organizational learning, knowledge management, and innovation management. By identifying processes that can improve the odds of success in the open innovation paradigm, this study can assist managers in designing more effective strategies.

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“…The three dimensions of the AMO theory are key indicators for sustainable careers and individual resilience as employees must have the "ability", "motivation" and "opportunities", as personal and job resources, to advance in their careers and to maintain resilience in face of career shocks (Brunetto et al, 2022;Pak et al, 2021). AMO theory is used extensively as a lens to understand various human resource management issues (Van Beurden, et al, 2021;Szulc et al, 2021;Mousa et al, 2021aMousa et al, , 2021Mousa et al, 2020) and organizational outcomes (Karman, 2020;Obeidat et al, 2016;Vermeeren et al, 2014). The remainder of this paper is structured as follows.…”

Section: Q1mentioning

confidence: 99%

Career shock of hotel employees and their individual resilience: an exploratory study

Abdelgaffar

2023

CBTH

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Purpose This study aims to investigate the extent to which global shocks like Covid-19, climate crisis or war in Ukraine represent a negative career shock for hotel employees and how their individual resilience helps them to mitigate such shock. Design/methodology/approach A qualitative research method is used, and semi-structured interviews were conducted with 30 full-time employees working at four hotels in Sharm El-Sheikh, Egypt. Thematic analysis was used to extract the main ideas from the transcripts. Findings The findings showed that some of the addressed employees do not perceive the impact of current wicked problems as a negative career shock that would cause them to divert their career paths particularly because of the recent support they receive from their professional and social circles. However, some respondents are worried about their career prospects owing to the dramatic events affecting beach tourism in Egypt this past decade. Findings reveal that managing negative career shocks necessitates institutional support, as well as employee responsibility and the adaptation. Originality/value This paper contributes by filling a gap in hospitality, and human resources management, in which empirical studies on the relationship between career shock of hotel employees and their individual resilience have been limited so far.

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How employee perceptions of HR practices in schools relate to employee work engagement and job performance

Cited by 15 publications

References 53 publications

The effect of abusive supervision on turnover intentions: on-the-job embeddedness versus traditional attitudinal constructs

The effect of abusive supervision on turnover intentions: on-the-job embeddedness versus traditional attitudinal constructs

On the soft side of open innovation: the role of human resource practices, organizational learning culture and knowledge sharing

Career shock of hotel employees and their individual resilience: an exploratory study

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