Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR

Oh, In‐Sue; Blau, Gary; Han, Joo Hun; Kim, Seongsu

doi:10.1002/hrm.21768

Cited by 21 publications

(17 citation statements)

References 65 publications

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“…The HRM-strategy integration begins with top managers' perceptions toward HRs in the execution of business strategy, highlighting the strategic choice in utilizing individual talents. This strategic integration emphasizes high commitment from top managers to enhance employee competencies (Boxall and Macky, 2009;Oh et al, 2017). The commitment to HRs thus ensures the properly effective implementation of HR practices that in turn leads to the success of HRM-strategy integration (Pereira and Fontinha, 2016;Wright et al, 2001).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…It is argued that the implementation of a HRM system is unlikely to be successful unless there is a shared perception among line managers and HR managers in delivering HR practices to employees. HR practices are perceived to be effective when they are consistently internalized among employees (Oh et al, 2017). Following Bowen and Ostroff's (2004) framework, a strong HRM system comprises the similar interpretation about the HRM system among organizational constituents that is dependent on the consistency between HRM orientations of the management and the implementation of HR practices.…”

mentioning

confidence: 99%

“…Following Bowen and Ostroff's (2004) framework, a strong HRM system comprises the similar interpretation about the HRM system among organizational constituents that is dependent on the consistency between HRM orientations of the management and the implementation of HR practices. In addition to this, two other variables in an organization's HRM orientations that may have an impact on HR department effectiveness are HR philosophy and an organization's commitment to employees (OCE) (Kellner et al, 2016;Oh et al, 2017). These two variables reflect the way organizations value the workforce, commit to human capital development, and manage employees strategically and effectively (Lepak et al, 2007;Nishii et al, 2008).…”

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confidence: 99%

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HR orientations and HR department effectiveness in Vietnam

Nguyen

Teo

2018

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Purpose Human resource (HR) philosophy and an organization’s commitment to employees (OCE) are important components of a human resource management (HRM) system, yet the influences of these variables on the effectiveness of HRM implementation has been less evident. Similarly, few studies have examined the effect of intended and implemented HR practices on line managers’ perceptions of HR department effectiveness. The purpose of this paper is to examine how these factors could result in a positive evaluation of HR department effectiveness in Vietnam. Design/methodology/approach Study 1 consisted of 405 line managers and the authors used this sample to test the proposed research model. Study 2, comprising 192 line managers, was used to validate the findings from Study 1. Findings The authors found empirical evidence of how HR managers should leverage their relationships with line managers to enhance HR department effectiveness in a developing economy such as Vietnam. Research limitations/implications As data were from line managers in one point in time, this study could be affected by common method bias. However, the authors conducted three common method variance checks and the analyses showed that this issue was not a major concern. Future studies could extend the sample of respondents by collecting information from CEOs, employees, and HR managers. Originality/value This study contributes to the extant literature empirical evidence of determinants of HR department effectiveness. First, the study shows the simultaneous impacts of HR philosophy and OCE on the actual implementation of HR practices. Second, the authors provide an understanding of line managers’ evaluation of HR department effectiveness through their experience with implemented HR practices.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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HR orientations and HR department effectiveness in Vietnam

Nguyen

Teo

2018

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“…The use of a professional standard as a basis for evaluating an employee of the personnel management service ensures an objective assessment and differentiates the requirements for specialists in a given functional area depending on their position (Oh, Blau, Han, & Kim, 2017).…”

Section: Resultsmentioning

confidence: 99%

Formation Of A Criteria Base For Efficiency Assessment Of The Personnel Service

Legostaeva¹,

Alekhina²,

Troshina³

et al. 2019

The European Proceedings of Social and Behavioural Sciences

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“…Moreover, previous research has indicated that personal, educational, and professional development (organizational tenure) are indicators of human capital (Iellatchitch, Mayrhoger, & Meyer, 2003;Ng & Feldman, 2010a;Pil & Leana, 2009;Strober, 1990;Wright & McMahan, 2011). Human capital research has emphasized that human capital is developed through investment in education and training and through accrued experience (Ng & Feldman, 2009, 2010a, 2010b, 2010cOh, Blau, Han, & Kim, 2017;Schultz, 1961). Finally, we consider age as an indicator of human capital because Hobfoll (2001, p. 349) specifically emphasized that 'resources aggregate in resource caravans in both an immediate and a life-span sense', the best indicator of which is age (life span).…”

Section: Human Capitalmentioning

confidence: 99%

Hope and human capital enhance job engagement to improve workplace outcomes

Özyılmaz

2019

J Occupat & Organ Psyc

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Drawing from conservation of resources theory, we contend that motivation (job engagement) fully mediates the relationships between hope and human capital (antecedents) and task performance. We also propose that job engagement provides an interesting explanation for organizational citizenship behaviours (OCBs) that differs from the explanation provided by human capital. Using triad data collected from 170 employees, their supervisors, and their peers at 15 different business organizations in Turkey across four waves, we find that the associations of hope and human capital with task performance occur through job engagement. Interestingly, one path (human capital–job engagement–task performance–OCBs) provides a chain of positive associations that can explain OCBs, whereas another path (human capital–OCBs) has a direct, negative association with OCBs. The results suggest that the motivational value of job engagement leads to improvement in the task performance and OCBs of individuals who are full of hope and have high human capital. Practitioner points Practising managers should invest in hiring, training, and retaining individuals with high levels of hope and human capital to enhance job engagement in the workplace because such individuals conserve their resources to engage in their job. Job engagement in role A (task) contributes to role B (OCBs) because high accomplishment in task performance generates positive emotions, which lead to high achievement in OCBs. Therefore, practising managers should allow their subordinates to allocate their resources to addressing their multiple roles in the order of the importance that they assign to these roles because employees’ resources, energy, time, and attentional capacities are limited.

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Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR

Cited by 21 publications

References 65 publications

HR orientations and HR department effectiveness in Vietnam

HR orientations and HR department effectiveness in Vietnam

Formation Of A Criteria Base For Efficiency Assessment Of The Personnel Service

Hope and human capital enhance job engagement to improve workplace outcomes

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