Perceptions of HRM system strength and affective commitment: the role of human relations and internal process climate

Cafferkey, Kenneth; Heffernan, Margaret; Harney, Brian; Dundon, Tony; Townsend, Keith

doi:10.1080/09585192.2018.1448295

Cited by 62 publications

(91 citation statements)

References 65 publications

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“…This hypothesis affirms the process based understanding of the HRM system. Results of this study found similarities with the results of other studies (Cafferkey et al, 2019;Sanders & Yang, 2016), this study also found that the three features of HRM system strength have impact on employee commitment. The distinctiveness, consistency and consensus significantly affect the employee's commitment.…”

Section: R M B Rsupporting

confidence: 88%

“…Recently, Human resource Management (HRM) researchers have sought to explain the association between human resource practices, HRM system strength and employee's outcomes (Cafferkey et al, 2019;Shin et al, 2020). The main aim of these researches is to bring back the opinions and reactions of individual employees to the Human resource Management system (Heffernan & Dundon, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Employees Perceptions of Human Resource Management System and Practices Impact on Affective Commitment: Considering Mediating Role of Line Manager

Javed¹,

Paracha²

2021

IRMBR

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The purpose of this paper is to analyse the impact of employee’s perception of HRM system strength and high performance work practices based on ability enhancing, motivation focused and opportunity creating practices on affective commitment. Furthermore, this paper explores the mediation effect of the line manager's ability, motivation, and opportunity to implement human resource practices between the high performance work practices, perception of HRM system strength, and affective commitment. This study is based on a quantitative research design. Data collected from 761 bank employees from different branches of private banks in Pakistan. A structural equational modeling technique was used to analyse the data. The result supported the positive impact of ability, motivation, and opportunity enhancing high performance work practices and HRM system strength on affective commitment. However, the mediation results indicated partial acceptance. The findings of this paper are expected to encourage researchers to be more thoughtful about the connection between these variables. Keywords: High Performance Work Practices, HRM System Strength, Line Manager Role, AMO Framework, SHRM Practices.

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Section: R M B Rsupporting

confidence: 88%

Section: Introductionmentioning

confidence: 99%

Employees Perceptions of Human Resource Management System and Practices Impact on Affective Commitment: Considering Mediating Role of Line Manager

Javed¹,

Paracha²

2021

IRMBR

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“…An important goal for many organisations is the pursuit of affective commitment among employees, which we define as 'the employee's emotional attachment to, identification with, and involvement in the organization' (Meyer & Allen, 1991, p. 67). Previous studies examining HR system strength indicate that employees' perceptions of HR messages as distinctive, consistent and consensual are associated with higher levels of affective commitment (Cafferkey et al, 2019;Hauff et al, 2017;Sanders et al, 2008;Sanders et al, 2014). However, evidence also suggests that discrepancies can exist between intended HR practices and how those practices are actually implemented and perceived (Fu, Flood, Rousseau, & Morris, 2018), a situation which will potentially signal confusion and destabilise the effectiveness of the HR system.…”

Section: Employee Perceptions Of Hr System Strength and Affective Cmentioning

confidence: 99%

Optimising human resource system strength in nurturing affective commitment: Do all meta‐features matter?

Bos-Nehles

Conway

Fox

2020

Human Res Mgmt Journal

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This study aims to examine three propositions of how human resource (HR) system strength meta-featuresdistinctiveness, consistency and consensus-operate together to better understand how they relate to affective commitment. We test a continuum proposition based on an additive (the sum of all features) and a compensatory model (the features as counteractive), a precursor proposition based on a mediation model, and an equifinality proposition based on a configurational model (distinguishing between different profiles of the features). The findings, drawn from a survey of 2844 part-time employees from a Dutch home care organisation, demonstrate that all three meta-features are important for generating HR management system strength and affective commitment among employees, but not to the same extent. We also find evidence that consistency is positively and directly related, whereas distinctiveness and consensus are positively and indirectly related to affective commitment via consistency.

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“…Previous research has demonstrated that employees’ perceptions of the HRM system tend to have a positive impact on affective commitment [78,79], job satisfaction [71], motivation [80], and work performance [81,82]. It also enhances employees’ perceptions of organizational support towards their work and goal attainment [83].…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

‘Perceptions of Performance Appraisal Quality’ and Employee Innovative Behavior: Do Psychological Empowerment and ‘Perceptions of HRM System Strength’ Matter?

Waheed

Abbas

Malik

2018

Behavioral Sciences

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Organizations need to be innovative for their long-term survival and this can be achieved when their employees demonstrate innovative behaviors at the workplace. Innovative behavior has thus received considerable attention from researchers, particularly on exploring the factors which foster employee innovative behaviors. Based on human resource system strength theory, the objective of this study is twofold. First, it examines the direct and indirect relationship between perceptions of performance appraisal quality (PPAQ) and innovative behavior mediated through psychological empowerment. Second, it examines the moderating effect of perceptions of HRM system strength in the hypothesized links. A total of 360 faculty members participated in the study from twelve public sector higher education institutes in Islamabad, Pakistan. Partial least squares structural equation modeling (PLS-SEM) is used for statistical analysis of the quantitative data collected through self-administered questionnaire. Results demonstrated that PPAQ is positively related with innovative behavior. The findings also support the mediating role of psychological empowerment and the moderating role of perceptions of human resource management (HRM) system strength. We contribute to the literature by demonstrating that HRM content and process are two complementary facets of an HRM system in bringing out positive work behaviors. A number of practical implications and directions for future research are outlined.

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Perceptions of HRM system strength and affective commitment: the role of human relations and internal process climate

Cited by 62 publications

References 65 publications

Employees Perceptions of Human Resource Management System and Practices Impact on Affective Commitment: Considering Mediating Role of Line Manager

Employees Perceptions of Human Resource Management System and Practices Impact on Affective Commitment: Considering Mediating Role of Line Manager

Optimising human resource system strength in nurturing affective commitment: Do all meta‐features matter?

‘Perceptions of Performance Appraisal Quality’ and Employee Innovative Behavior: Do Psychological Empowerment and ‘Perceptions of HRM System Strength’ Matter?

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