Mind anchors and heart grips: the role of HRM and LMX in internal branding

Dahle, Dag Yngve; Urstad, Sivert Skålvoll

doi:10.1080/09585192.2021.1931407

Cited by 6 publications

(7 citation statements)

References 94 publications

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“…Furthermore, while this conclusion seems similar to recent research (e.g. Dahle and Urstad, 2021; He et al , 2021), this literature base does not know precisely why the interaction between LMX and HRM systems can synergistically produce performance outcomes. The present study uses signal consistency outlined in signaling theory (Connelly et al , 2011) to explain why investing in HPWS and developing LMX quality are mutually supportive, which may subsequently generate synergic effects on performance outcomes.…”

Section: Discussionsupporting

confidence: 53%

Composing the same song: when and how high-performance work systems can stimulate proactive behavior

Lin

Xiao

Huang

et al. 2021

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PurposeDrawing on signaling theory, the purpose of this study is to explore how high-performance work systems (HPWS) interact with leader–member exchange (LMX) to predict employees' proactive behavior and job engagement. Moreover, the present study also proposes the mediating role of job engagement in the interactive effects of HPWS and LMX quality on proactive behavior.Design/methodology/approachThe data of this study include 228 customer-contact employees and 44 store managers from chain store enterprises in the service sector in Taiwan. The proposed models were tested with hierarchical linear modeling and Monte Carlo simulation.FindingsThe results show a significant interactive effect of HPWS and LMX on job engagement and proactive behavior. In addition, job engagement serves as a vital mechanism linking the interactive effect of HPWS and LMX quality on proactive behavior.Originality/valueThis study uses signaling theory to unpack the question when and how HPWS can be more influential on employees' proactive behavior. In particular, the positive effect of HPWS on proactive behavior is more prominent only when employees enjoy high LMX quality with their respective line managers. In addition, the interactive effects of HPWS and LMX quality on proactive behavior are mediated by job engagement. The findings provide valuable theoretical and managerial contribution by integrating HRM and leadership research.

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Section: Discussionsupporting

confidence: 53%

Composing the same song: when and how high-performance work systems can stimulate proactive behavior

Lin

Xiao

Huang

et al. 2021

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“…Reputation is built intrinsically and extrinsically by the perceptions of the internal and external audiences regarding an organization. Thus, on the one hand, as it was argued in this article, reaching a positive reputation works as an intrinsic motivator by sharing a common goal between employees and employers (see also Dahle & Urstad, 2021). On the other hand, when employees are extrinsically motivated, their behaviors are performed to obtain an external reward (Chen & Bozeman, 2013).…”

Section: Discussionmentioning

confidence: 74%

“…In that sense, a positive organizational reputation is a shared goal between employees and employers that enhances feelings of obligation, gratitude, and trust, building mutual support between the parties, resulting in long-term working relationships (Gong et al, 2010). From the organizations’ point of view, if employees perceive a commitment to meeting their needs, they feel compelled to reciprocate (Dahle & Urstad, 2021; Wæraas & Dahle, 2020). For instance, Molm (1994) highlights that interdependence relations in social exchange reduce risks and facilitate cooperation, while Gould-Williams and Davies (2005) argue the relevance of social exchange as a predictor of employee commitment, employee motivation, and retention.…”

Section: Organizational Reputation and Retentionmentioning

confidence: 99%

“…Moreover, this article broadens the scope of existing scholarship on reputation management, showing how reputation management is an organizational task that strengthens the employment relationship between employees and employers. It focuses on understanding organizational reputation management as an innovative tool with implications for HRM (e.g., Dahle & Urstad, 2021). The literature on reputation management has focused on shaping audience perceptions based on organizational components such as task and mission (Verhoest et al, 2021; Willems et al, 2021) or strategic communication (Bach et al, 2021; Jacobs et al, 2022; Maor, 2020).…”

Section: Introductionmentioning

confidence: 99%

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The Effect of Organizational Reputation on Public Employees’ Retention: How to Win the “War for Talent” in Constitutional Autonomous Agencies in Mexico

Bustos

2022

Review of Public Personnel Administration

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Retaining valuable employees is a critical task for public organizations to present themselves as competent and efficient to their multiple audiences. However, despite the importance of staff mobility dynamics for public organizations, retention is an issue that has not been thoroughly studied in human resource management research. In the case of Mexico, retaining the most valuable staff is becoming more difficult because its public administration is characterized by corruption and patronage. The article argues that reputation sustains a reciprocity exchange between employees and employers, which is reflected in longterm labor relationships. Using a survey of employees of five Constitutional Autonomous Agencies in Mexico, the article shows that having a positive reputation is a crucial factor for public employees when deciding whether to stay or leave their jobs. The findings imply that building and maintaining a positive reputation must be relevant for public managers because of its implications for HRM.

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“…In the process of unravelling the most underscored HRM black-box phenomena using the Social Exchange Theory, researchers tried to examine the impact of HPWS on different attitudinal and behavioural outcomes on employees like employee commitment (Ang et al, 2013; Boselie, 2010; Dahle & Urstad, 2021; Kloutsiniotis & Mihail, 2017; Nasurdin et al, 2018), OCB (Boselie, 2010), psychological empowerment (Leggat et al, 2010), job satisfaction (Ang et al, 2013; Kloutsiniotis & Mihail, 2017; Leggat et al, 2010; Mihail & Kloutsiniotis, 2016a; Nasurdin et al, 2020; Piening et al, 2013; Zhang et al, 2013), work engagement (Ang et al, 2013; Kloutsiniotis & Mihail, 2017; Mihail & Kloutsiniotis, 2016a;Zhang et al, 2013), intention to leave (Ang et al, 2013; Gkorezis et al, 2018; Kloutsiniotis & Mihail, 2017; Nasurdin et al, 2018), emotional exhaustion (Mihail & Kloutsiniotis, 2016a), subjective well-being and workplace burnout (Fan et al, 2014), motivation to continue to work (Schopman et al, 2017) and employee satisfaction (Melián-Alzola et al, 2020).…”

Section: Resultsmentioning

confidence: 99%

High-Performance Work Systems in the Healthcare Industry: A Systematic Literature Review

Karthik,

Devi

2023

Management and Labour Studies

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This research study aims to unveil the key features of contemporary literature on high-performance work systems (HPWS) in the domain of healthcare by carrying out a systematic literature review of relevant scientific studies from existing literature published in top-rated journals (Australian Business Deans Council (ABDC) listed). The article aims to develop a comprehensive understanding of theoretical foundations, concepts, level of the study, variables and recent trends in the area. The Scopus database is used to identify the scientific publications for this study. Based on the search query and inclusion & exclusion criteria, the short-listing process resulted in 72 articles published between 2006 and 2021. From the short-listed articles, the authors have identified 45 relevant studies connected to the HPWS area in the healthcare domain that was published in top-rated journals listed in ABDC. The authors have systematically analysed the selected studies. A critical review of the existing literature helped gather and present details relating to the theoretical framework referred to, intervening variables, performance outcomes, methodological concerns, etc., Also, research gaps have been identified and the avenues for future research are suggested. In addition to this, the authors have conducted a bibliometric analysis to check for the domain knowledge structure, trending topics and themes of HPWS research in the healthcare industry.

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Mind anchors and heart grips: the role of HRM and LMX in internal branding

Cited by 6 publications

References 94 publications

Composing the same song: when and how high-performance work systems can stimulate proactive behavior

Composing the same song: when and how high-performance work systems can stimulate proactive behavior

The Effect of Organizational Reputation on Public Employees’ Retention: How to Win the “War for Talent” in Constitutional Autonomous Agencies in Mexico

High-Performance Work Systems in the Healthcare Industry: A Systematic Literature Review

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