Trust as moderator in the relationship between HRM practices and employee attitudes

Innocenti, Laura; Pilati, Massimo; Peluso, Alessandro M.

doi:10.1111/j.1748-8583.2010.00151.x

Cited by 118 publications

(134 citation statements)

References 49 publications

(69 reference statements)

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“…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%

“…This mystery is popularly known as the "black box" of HRM (Gerhart, 2005;Harney & Jordan, 2008;Innocenti, Pilati & Peluso, 2011). In this respect, Boselie et al (2005) conducted a literature review to analyse the linkages between HRM and performance between 1994 and 2003, and found that many studies acknowledge the existence of the "black box", but few of them tried to look inside it .…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…Information Sharing and Communication Armstrong et al, 2010;Bello-Pintado, 2015;Block & Pickl, 2014;Boselie et al, 2005;Choi, 2014;Drummond & Stone, 2007;Ehrnrooth & Björkman, 2012;Fu et al, 2013;Harney & Jordan, 2008;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Ming et al, 2014;Raidén et al, 2006;Shih et al, 2007;Shin et al, 2016) Suggestions Systems, Complaint Systems or Surveys in Place Choi, 2014;Ganli et al, 2014;Guerci et al, 2015;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Ramsay et al, 2000;Wood et al, 2015) …”

Section: Opportunity (O) (Knowledge -Sharing)mentioning

confidence: 99%

“…Performance Appraisal (Armstrong et al, 2010;Bello-Pintado, 2015;Boon et al, 2014;GouldWilliams & Gatenby, 2010;Jiang, Lepak, Hu, et al, 2012;Ming et al, 2014;Obeidat et al, 2010;Ramsay et al, 2000;Vermeeren, 2010) Extrinsic Incentives Bainbridge, 2015;Block & Pickl, 2014;Boon et al, 2014;Ehrnrooth & Björkman, 2012;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010) Pay for Performance (Individual) (Choi, 2014;Demortier et al, 2014;Fu et al, 2013;Ganli et al, 2014;Ramsay et al, 2000;Sarikwal & Gupta, 2013;Wood et al, 2015) Pay for Performance (Group level) (Armstrong et al, 2010;Bello-Pintado, 2015;Demortier et al, 2014;Ganli et al, 2014;Ming et al, 2014;Wood et al, 2015) Recognition (Bainbridge, 2015;Block & Pickl, 2014;Claudia, 2015;Innocenti et al, 2011) Job Security (Bello-Pintado, 2015;Boselie et al, 2005;Jiang, Lepak, Hu, et al, 2012;Raidén et al, 2006;Sarikwal & Gupta, 2013) Internal Promotion (Bello-Pintado, 2015;…”

Section: Motivation (M) (Extrinsic)mentioning

confidence: 99%

See 3 more Smart Citations

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: Ability (A)mentioning

confidence: 99%

Section: Conceptual Frameworkmentioning

confidence: 99%

Section: Opportunity (O) (Knowledge -Sharing)mentioning

confidence: 99%

Section: Motivation (M) (Extrinsic)mentioning

confidence: 99%

See 2 more Smart Citations

Deconstructing AMO framework: a systematic review

2016

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“…A convincing interpretation of the relations among HPWS, stress, and satisfaction attributes a mediator effect to the degree of trust in relations between workers and management (Appelbaum et al, 2000;Innocenti et al, 2011). The research by Appelbaum et al (2000) investigated the effects of HPWS on the job satisfaction (one item) and the job stress (three items) of around 4,000 American workers.…”

Section: Stress and Satisfactionmentioning

confidence: 99%

High performance work systems and workers' well-being: a sceptical view

Torre

2012

IJWI

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Abstract:The mainstream approach to new work systems -so-called high performance work systems -views workers' commitment, satisfaction and well-being as the main mediators between the introduction of new organisational practices and business performance. However, the effects of such practices on workers are highly controversial. By means of a survey of existing theoretical and empirical studies on the topic, this paper analyses the traditional opposition between supporters of the 'empowerment thesis' and supporters of the 'intensification thesis'. The results show that internal tensions relative to the application of the new work practices and methodological difficulties encountered by researchers explain the uncertainty of the results obtained in the literature. The principal implications for future research in this field concern closer attention to the context in which the practices are introduced and to the characteristics of individuals, the use of more detailed indicators, and the devising of multi-approach and multi-method research designs.

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Enjoying New Ways to Work: An HRM‐Process Approach to Study Flow

Peters

Poutsma

Heijden

et al. 2014

Human Resource Management

152

134

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This article investigates the relationships between human resource management practices associated with New Ways to Work (employee empowerment, home‐based teleworking, and creating trust relationships) and work‐related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation). Hypotheses, based on a combined perspective integrating insights from the HRM‐process model and the job demands‐resources model, are tested using multiactor multilevel data comprising employees (N = 1,017) and their line managers (N = 89), across 89 job categories in 30 organizations. Although organizations may implement management practices aimed at empowering employees in particular job categories, this study showed that anticipated effects on work‐related flow (particularly work enjoyment) are not achieved when employees themselves do not experience being empowered, and when they do not use and experience their working conditions as job resources (home‐based teleworking and trust relationships characterized by supporting leadership, collegial support, and collegial commitment). The article concludes with recommendations regarding organizational change aimed at implementing New Ways to Work and suggestions for future research. © 2014 Wiley Periodicals, Inc.

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Trust as moderator in the relationship between HRM practices and employee attitudes

Cited by 118 publications

References 49 publications

Deconstructing AMO framework: a systematic review

Deconstructing AMO framework: a systematic review

High performance work systems and workers' well-being: a sceptical view

Enjoying New Ways to Work: An HRM‐Process Approach to Study Flow

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