The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective

Guerci, Marco; Radaelli, Giovanni; Siletti, Elena; Cirella, Stefano; Shani, Abraham B.

doi:10.1007/s10551-013-1946-1

Cited by 136 publications

(153 citation statements)

References 87 publications

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“…• Organizational ethical climates (Victor & Cullen, 1988) (Guerci et al, 2015). Consequently, organization climate may affect the HRM activities to a great extent, by influencing employee commitment and satisfaction.…”

Section: Which Other Hiwp Models Complement or Substitute The Amo Framentioning

confidence: 99%

“…Finally, some studies collect data from several countries, for instance (Japan, Brazil, China, Mexico, USA, Spain, India, UK, South Africa, Netherlands, Botswana) (Bal & De Lange, 2015), and (Italy, Germany, UK, Poland, Spain, France) (Guerci et al, 2015).…”

Section: What Investigations Have Been Conducted To Validate the Model?mentioning

confidence: 99%

“…Training and Development Armstrong, Flood, Guthrie, Liu, MacCurtain & Mkamwa., 2010;Bainbridge, 2015;Bello-Pintado, 2015;Block & Pickl, 2014;Boon et al, 2014;Boselie et al, 2005;Boselie, 2010;Choi & Yoon, 2015;Choi, 2014;Claudia, 2015;Demortier et al, 2014;Drummond & Stone, 2007;Ehrnrooth & Björkman, 2012;Fu et al, 2013;Ganli, Long, & Ming, 2014;Gould-Williams & Gatenby, 2010;Guerci et al, 2015;Harney & Jordan, 2008;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Knies & Leisink, 2014;Kroon et al, 2013;Ming et al, 2014;Munteanu, 2014;Obeidat et al, 2010;Raidén et al, 2006;Ramsay, Scholarios & Harley, 2000;Renwick, Redman & Maguire, 2012;Ruzic, 2015;Sarikwal & Gupta, 2013;Schimansky, 2014;Shih et al, 2007;Shin, Jeong & Bae, 2016;Sterling & Boxall, 2013;Tuuli & Rowlinson, 2009;Vermeeren, Kuipers & Steijn, 2014;Wood et al, 2015) Recruitment and Selection ...…”

Section: Ability (A)mentioning

confidence: 99%

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Deconstructing AMO framework: a systematic review

2016

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Purpose: The AMO framework has been widely accepted in HRM literature for explaining the linkage between human resources practices and performance. However, it remains unclear whether this model has been fully demonstrated or not. Hence, we propose a systematic review that aims at identifying those investigations that have thoroughly tested the model, as well as the approaches used by them. Findings: AMO model is an excellent and structured framework that provides a better understanding of the relationship between HRM and performance. Moreover, the effectiveness of the model's proposal appears to be beyond doubt. In fact, a well trained and skilled employee will perform better, and a motivated worker will be ready to "go the extra mile".Likewise, if the work environment does not provide adequate opportunities, both abilities and motivation might become meaningless. However, we consider that many other factors could influence the positive effects of HPWS. As a matter of fact, not only contextual factors, but -1040-Intangible Capital -http://dx.doi.org/10.3926/ic.838 also individual beliefs, personal affinities, or personal circumstances (among others) might affect the implementation of these practices and the subsequent outcomes. For this reason, we consider that developing an HRM model that perfectly fit any situation is a very complicated, if not impossible, task. Research limitations/implications:The results show a significant variability in both research approaches and variables taken into consideration. In addition, it seems that little research has been conducted to verify the AMO model directly. Therefore, we consider that there is a great need to study the model from a more systematic perspective. A thorough understanding of the model could lead to a better understanding of the problems that organizations face when implementing human resource practices.Originality/value: Our study shed light on some aspects of the AMO framework within the HRM context. Specifically, we aimed to identify whether or not it is possible to confirm the model as it was originally proposed. We also find out which HR practices and measures of performance were considered across investigations, to define a standard approach.

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Section: Which Other Hiwp Models Complement or Substitute The Amo Framentioning

confidence: 99%

Section: What Investigations Have Been Conducted To Validate the Model?mentioning

confidence: 99%

Section: Ability (A)mentioning

confidence: 99%

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Deconstructing AMO framework: a systematic review

2016

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“…Their view is congruent with the definition of ethical climate of Rasmussen, Malloy and Agarwal (2003). Guerci, Radaelli, Siletti, Cirella and Shani (2015) add the aspect of reinforcement of ethical behaviour, specifically the way that an organisation supports and rewards ethical behaviour, which might be considered as an organisational practice on its own that also needs to be subjected to ethical scrutiny. DeConinck (2011:618) contends that ethical climate relates to "the perceptions of rightness or wrongness present in the organization's work environment and establishes the norms for acceptable and unacceptable behaviour within the company", which is basically a simple summary of all the definitions listed before.…”

Section: The Construct 'Ethical Climate'mentioning

confidence: 82%

“…For the purpose of this article it is suggested that their definition be used as the overall definition of ethical climate. Their definition largely captures the essence of the definitions and opinions of the various scholars mentioned before (Mayer et al, 2010;DeConinck, 2011;Deshpande et al, 2011;Guerci, et al, 2015;Huang et al, 2012;Hwang & Park 2014), as it focuses on the mutual aspects of firstly "shared perceptions and norms", secondly in terms of what is considered to be "ethically correct behaviour" and lastly the handling of ethical issues in an organisation in general (Victor & Cullen, 1987:51-52). They extended their definition to define ethical climate as "the prevailing perceptions of typical organisational practices and procedures that have ethical content" (Victor & Cullen, 1988:101).…”

Section: The Construct 'Ethical Climate'mentioning

confidence: 99%

An adapted measure of ethical climate in organisations – a South African study

Grobler

2017

AJOBE

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A study was conducted to analyse the ethical climate typology of the Ethical Climate Questionnaire empirically, in order to develop a unique South African typology. This typology was tested for the equivalence of the construct between the private and public sector. A three ethical climate type solution was found (in contrast with the initial nine, and later five type typology). The results suggest that the construct is equivalent for both the private and public sectors. The findings could therefore be used as a foundation for future studies, as well as for ethical climate measurement within the South African context.

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Does business commitment to sustainability increase job seekers' perceptions of organisational attractiveness? The role of organisational prestige and cultural masculinity

2023

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This study analyses how recruiting messages showing commitment to sustainability influence job seekers' perceptions of organisational attractiveness. To address a call from prior research, we propose that organisational prestige mediates the positive relationship between commitment to sustainability and attractiveness. As job seekers from different cultures can have different responses to companies' information, the moderating role of the masculinity dimension of national culture is also examined. In a study of 412 job seekers from four different countries, experimental manipulation was used to assess perceptions of different recruiting messages containing information on business sustainability. Results support the proposed relationships. Theoretical and practical contributions include the integration of signalling and social identity theories to considering a wide variety of mechanisms which show how individuals are attracted to organisations and useful information for helping managers to recruit young talent. Using a sample of young part‐time job seekers is a limitation of this work.

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The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective

Cited by 136 publications

References 87 publications

Deconstructing AMO framework: a systematic review

Deconstructing AMO framework: a systematic review

An adapted measure of ethical climate in organisations – a South African study

Does business commitment to sustainability increase job seekers' perceptions of organisational attractiveness? The role of organisational prestige and cultural masculinity

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