Moderated Mediation between High Performance Work Systems (HPWS) and Employee Voice Behavior: The Role of Psychological Safety and Supportive Leadership

Jabbar, Jawaria Abdul; Haider, Sajid; Qureshi, Muhammad Usman

doi:10.5093/jwop2023a15

Cited by 2 publications

(1 citation statement)

References 129 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In this context, literature underscores the significance of proficiently managing healthcare personnel by prioritising elements such as training (Mousa and Othman, 2020), involvement in decision-making processes, (Driever et al, 2020) and the strategic application of rewards and incentives (Nilsen et al, 2020), among others. According to Jabbar et al (2023), HRP not only affect patient outcomes but also play a crucial role in enhancing teamwork and relationships among healthcare professionals. They suggest that by promoting practices like collaboration and mutual support, especially in settings where different roles depend on each other, HRP can lead to improved clinical results and ultimately better care for patients.…”

Section: Human Resource Practices (Hrp)mentioning

confidence: 99%

Role of human resource practices, leadership and intellectual capital in enhancing organisational performance: the mediating effect of organisational agility

Alhosani,

Ahmad

2024

JIC

View full text Add to dashboard Cite

PurposeThe objective of this study aims to investigate the manner in which Human Resource Practices (HRP), leadership, and intellectual capital contribute to organisational agility within the healthcare sector, and to assess how this agility influences overall organisational performance.Design/methodology/approachThis research was undertaken within healthcare organisations situated in the United Arab Emirates (UAE). The study sample comprised of 275 participants, and the distribution of the sample across various classifications closely mirrored that of the larger population. To assess the formulated hypotheses, the research utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) software.FindingsResults confirmed the proposed framework and uncovered the significance of HRP, leadership and intellectual capital on organisational agility and organisational performance in a dynamic environment like hospitals.Originality/valueThis study demonstrates originality by investigating hospital responsiveness within a highly dynamic context necessitating agility from both managerial and non-technical perspectives. Additionally, it explores the impact of HRP, leadership, and intellectual capital on organisational agility, along with its repercussions for overall organisational performance.

show abstract

Section: Human Resource Practices (Hrp)mentioning

confidence: 99%

Role of human resource practices, leadership and intellectual capital in enhancing organisational performance: the mediating effect of organisational agility

Alhosani,

Ahmad

2024

JIC

View full text Add to dashboard Cite

show abstract

The role of work engagement and psychological safety in how socially responsible human resources management affects employee voice behaviour

Silva,

Duarte

2024

IJOA

View full text Add to dashboard Cite

Purpose This study aims to explore the role of socially responsible human resource management (SRHRM) as a key driver of employee voice behaviour. The hypotheses included that these human resources management (HRM) practices strengthen employees’ motivation to voice their opinions by increasing their work engagement (WE), thereby encouraging them to share their ideas and concerns about their organization more actively. The hypotheses also proposed that this effect is especially pronounced when employees experience a heightened sense of psychological safety. Design/methodology/approach A survey-based correlational study was conducted with a sample of 289 participants to analyse the proposed relationships between the selected variables. Findings The results indicate that SRHRM and WE are significantly associated with both promotive and prohibitive voice behaviour among employees. In addition, the moderated mediation model revealed that employees who perceive their organization as adopting SRHRM practices display higher levels of WE, which in turn increases these individuals’ likelihood of engaging in both types of voice behaviour. This relationship is particularly strong for promotive voice when employees experience high levels of organizational psychological safety. Research limitations/implications The findings are limited by the cross-sectional research design, which restricts causal inference. Practical implications By adopting people-centred HRM practices, organizations can foster psychologically safe environments that enhance employees’ willingness to engage in behaviour beneficial to their organization, such as WE and voice behaviours. Originality/value The results highlight the critical role of SRHRM and offer evidence-based insights into how interventions can foster positive employee behaviours and attitudes, including WE and voice behaviour.

show abstract

Moderated Mediation between High Performance Work Systems (HPWS) and Employee Voice Behavior: The Role of Psychological Safety and Supportive Leadership

Cited by 2 publications

References 129 publications

Role of human resource practices, leadership and intellectual capital in enhancing organisational performance: the mediating effect of organisational agility

Role of human resource practices, leadership and intellectual capital in enhancing organisational performance: the mediating effect of organisational agility

The role of work engagement and psychological safety in how socially responsible human resources management affects employee voice behaviour

Contact Info

Product

Resources

About