Linking high involvement human resource practices to employee proactivity

Abstract

Purpose – The purpose of this paper is to examine the relationships between employees’ perceptions of high-involvement human resource (HR) practices, their levels of work engagement and learning goal orientation, and their proactive behaviors. Design/methodology/approach – The sample of the study included 240 employees who work in Istanbul, Turkey, chosen from the major industries that represent the economic profile of this city. The hypotheses were tested with structural equation modeling procedure. Findings – The results revealed that apart from perceived recognition, all the perceived high-involvement HR practices were positively related to employees’ work engagement, which in turn predicted their learning goal orientation. Besides, the results indicated that work engagement affected both individual innovation and feedback inquiry significantly, whereas learning goal orientation predicted only feedback inquiry. Finally, the findings revealed that only perceived empowerment and competency development practices were linked to feedback inquiry through work engagement and learning goal orientation. Research limitations/implications – The generalizability of the findings is limited. The data are based on self-report and the use of cross-sectional data does not allow any definite conclusions to be drawn about causality. Practical implications – Organizations that aim to increase employee proactivity need first to identify the means of increasing work engagement. One way of increasing engagement levels among employees is to invest in various kinds of supportive, high-involvement HR practices, such as competence development and information sharing. Originality/value – This study explores the notion of high-involvement HR practices with employee proactivity in an integrative way by viewing work engagement as a latent mechanism that links high-involvement HR practices to proactive behaviors both directly and indirectly via increased learning goal orientation.

Examining the Effects of Perceived Organizational Support, a Fair Rewards System, Training and Development and Information Sharing on Employees Engagement in Saudi Arabia Telecom Sector

“…Finally findings of this study revealed that information sharing positively influences employee engagement in Saudi Arabia's telecom sector and these findings are consistent with Maden (2015). Findings of this study suggest that when managers and co-workers share information about organization vision, goals, strategies and techniques, employees feel more comfortable in the workplace and integral to the organization.…”

The relationship between high performance work systems and employee proactive behaviour: role breadth self‐efficacy and flexible role orientation as mediating mechanisms

“…Some recent studies have provided further evidence of the relationship between HPWS and employee proactivity by assuming that the different HPWS practices may have a joint effect on proactivity. This is the case of Maden (), who demonstrates the relevance of empowerment, competence development and fair reward HR practices on employee proactive behaviour, and Arefin et al (), who find that HPWS, as a whole, have a positive relationship with employee proactive behaviour. Despite these results, more work is needed to understand the processes through which HPWS affect employee proactive behaviour (Maden, ).…”

“…This is the case of Maden (), who demonstrates the relevance of empowerment, competence development and fair reward HR practices on employee proactive behaviour, and Arefin et al (), who find that HPWS, as a whole, have a positive relationship with employee proactive behaviour. Despite these results, more work is needed to understand the processes through which HPWS affect employee proactive behaviour (Maden, ). In the next section, we will focus on the motivational paths that may help us to understand this relationship.…”

“…Given the benefits of proactive behaviour, identifying its antecedents has become a critical issue in the literature (Maden, 2015). There is now a body of research analysing the influence of individual characteristics such as intrinsic motivation, goal orientation or organisational tenure on proactivity (see, for example, Frese and Fay, 2001;Sonnentag, 2003;Belschak and Den Hartog, 2010).…”

Análise da proatividade da enfermagem em um hospital universitário público

“…(2)(3)(4)(5)(6)(7)(8)(9)(10)(11) In this search, only three studies were found within the nursing field. (9)(10)(11)(12) An investigation conducted in Turkey with 910 university hospital nurses resulted in a positive association between the proactivity of the nursing team and staff empowerment, revealing the importance of empowerment and individual differences to stimulate proactive behavior in organizations, especially when the teams plan its work in a participatory manner.…”