The Mediating Role of Virtuousness in Human Resource Management and Job Outcomes

Abstract

In this study, we explore the role of organizational virtuousness (OV) as a mechanism through which human resource management practices (HRMPs) affect employee outcomes. We propose that HRMPs lead to higher levels of organizational citizenship behaviors and affective commitment by stimulating OV. Using a sample of 525 workers, from 22 stores of a retailing company, we found evidence that HRMPs predict OV, thereby predicting members’ citizenship behaviors and affective commitment. By suggesting this new mediator, this study contributes to a better understanding of the causal chain linking HRMPs and performance.

How Are Leadership, Virtues, HRM Practices, and Citizenship Related in Organizations? Testing of Mediation Models in the Light of Positive Organizational Studies

“…In line with this proposal, the research by Rego, Ribeiro, and Cunha [79] showed that the perception of employees about organizational virtues was a predictor of well-being and organizational citizenship behaviors. An explanation for the relationship between virtues and organizational citizenship behaviors is also pointed out by Pires and Nunes [74], in which organizational virtues promote positive emotions and willingness to work in favor of the organization, which may represent an affective commitment of the worker, demonstrated through organizational citizenship behaviors. Positive perceptions of organizational virtues also lead to greater employee engagement, translating into organizational citizenship behaviors [28].…”

“…In the relationship between leadership and citizenship, HRM practices were partial mediators. We understand that to foster organizational citizenship behaviors, leaders must resort to integrated and structured HRM practices, as organizational citizenship behaviors emerge as the employees feel valued and recognized for such practices [74]. HRM practices acted as total mediators of the relationship between virtues and organizational citizenship behaviors.…”

“…From the Positive Organizational Behavior perspective, individual behavior and organizational practices can operationalize virtuosity in organizations [73]. This is because organizational virtues represent the moral and virtuous aspects of the work context, contributing to HRM practices as drivers of positive behaviors at work [74]. Given this premise, literature indicates the possibility of positive associations between organizational virtues and HRM practices, envisioning a strategic human resources management based on programs that seek to promote ethics and virtues in organizations [75].…”

“…Moreover, HRM practices promote benefits for both workers and the organization, because organizational citizenship behaviors can emerge when the employee feels valued and recognized for such practices [74]. Likewise, the study by Ababneh, Awwad, and Abu-Haija [81] highlighted the influence of the interaction between leadership and HRM practices on employee engagement with regard to environmental initiatives.…”

“…Additionally, a significant number of studies indicate the role of HRM practices as predictors of organizational citizenship behaviors [39,62,63,83]. On the other hand, some studies relate the predictive role of organizational virtues on organizational citizenship behaviors, despite the need for further confirmation [74,75,78].…”