HR practice, organisational commitment &amp; citizenship behaviour

Chang, Kirk; Nguyen, Bang; Cheng, Kuo Tai; Kuo, Chien Chih; Lee, Iling

doi:10.1108/er-12-2015-0218

Cited by 31 publications

(22 citation statements)

References 51 publications

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“…Previous research has confirmed that individuals are more likely to demonstrate OCB with positive perception of recruitment, placement, training, education and career development are more likely to demonstrate, yet another case with the perception of support, communication, retention, as well as performance assessment that contrasted with OCB [37]. Another case in terms of high-performance work practices may potentially be able to reduce the lower level of utilization in high-discretion work environments (costumer services-based companies) by tapping employees' citizenship behaviours that have proved to be strong to influence organizational performance [38].…”

Section: H5mentioning

confidence: 96%

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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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Section: H5mentioning

confidence: 96%

“…The existing behavioral literatures and trends will not only impact the progress of the company business strategies, but would also increase productivity and make employees feel valued and enhance them to the occurrence of a higher commitment and OCB [37].…”

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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“…Perception of HR practice found to effect adaptivity, task performance, organizational commitment, and firm’s performance (Bodla & Ningyu, 2017; Chang, 2005; Chang, Nguyen, Kuo-Tai, Kuo, & Lee, 2016; Wright, Gardner, Moynihan, & Allen, 2005). The organizations use HR practices as communication mechanism to signal what attitude and behaviors are expected and rewarded.…”

Section: Literature Reviewmentioning

confidence: 99%

Factors Influencing Employees’ Perception of Human Resource Practice: A Fuzzy Interpretive Structural Modeling Approach

Das

Azmi

James³

2020

Jindal Journal of Business Research

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In past two decades, researchers have identified many factors, which influence employee’s perception of human resource (HR) practices. How employees perceive HR practice is a strong determinant of both employee’s and organizational outcome. However, how these factors are structured or their relative importance is not so well understood. Without this vital input, it is difficult to deploy scare resource to impact organizational outcome. This research uses fuzzy interpretive structural modeling (Fuzzy ISM) technique to fill this gap. The result will help deploy resources for changing the perception of vital HR practices so as to enhance organizational performance. Demographic dissimilarity of employee with coworker and manager, and quality of manager’s communication were found as the most relevant drivers of employee’s perception of HR practice. The factors having highest driving power are the one which needs to be addressed by Line and HR managers.

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“…Whereas most studies report significant relationships between perceptions of HRMPs and OCB, there are a few inconsistencies. For example, Chang, Nguyen, Cheng, Kuo, & Lee [56] discovered that positive perceptions of communication and performance appraisal had no significant effect on OCB. Moreover, most of the studies were conducted in different cultural contexts from that of Uganda were the current study is based.…”

Section: Job Satisfactionmentioning

confidence: 99%

Human Resource Management Practices, Organisation Citizenship Behaviour and Turnover Intentions in Public Universities: The Mediating Role of Job Satisfaction

Tumwesigye

Onen

Musaazi

2020

JESBS

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Aims: The purpose of this paper was to examine the relationships between human resource management practices (HRMPs) and employee outcomes of organizational citizenship behaviour (OCB) and turnover intentions among employees of Public Universities in Uganda, mediated by job satisfaction. Design/Methodology: The study adopted a cross-sectional, quantitative approach. A sample of 479 academic and non-academic staff was drawn from three public universities in Uganda. SPSS (v20) and AMOS (v20) were used to conduct correlation and structural equation modelling techniques to test the hypotheses. Results: The results show that job satisfaction is positively related with HRMPs (β =.588, p<.001). The results also show that OCB is positively related to HRMPs (β =.226 p<.01) and job satisfaction (β =.210; p<.01) while turnover intention is negatively influenced by HRM practices (β = -.124, p<.05). The results further show that job satisfaction partially mediates the positive relationship between HRMPs and OCB. Job satisfaction also partially mediates the negative relationship between HRMPs and turnover intentions. This study contributes to the HRM body of knowledge by finding further support for the mediation effects of job satisfaction on the relationships between HRMPs and OCB and between HRMPs and turnover intentions in public universities in Uganda. Conclusion: The implication of this study is that in order to boost OCB and reduce turnover intentions among employees of public universities in Uganda, managers should employ HRMPs practices that lead to job satisfaction. Limitations and directions for future research are outlined.

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HR practice, organisational commitment & citizenship behaviour

Cited by 31 publications

References 51 publications

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

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

Factors Influencing Employees’ Perception of Human Resource Practice: A Fuzzy Interpretive Structural Modeling Approach

Human Resource Management Practices, Organisation Citizenship Behaviour and Turnover Intentions in Public Universities: The Mediating Role of Job Satisfaction

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