High-involvement human resource practices, affective commitment, and organizational citizenship behaviors

Promotion mechanism of high-involvement human resource management practices to employees' bootlegging: A moderated mediation model

Introduction

Bootlegging is a frontier topic in micro-innovation literature. Existing research on the external environment-antecedents of employees' bootlegging focuses mainly on organizational innovation management practices and leadership. The relationship between human resource management and employees' bootlegging is still unclear. Thus, we follow the stimuli-organism-response model and use psychological ownership theory to examine a moderated mediation model with psychological ownership as a mediator and Chinese traditionality as a moderator to interpret how and when high-involvement human resource management practices influence employees' bootlegging.

Methods

We administered three-wave time-lagged surveys to 251 employees and used SEM analysis to test the hypotheses.

Results

The results show that high-involvement human resource management practices is positively related to employees' psychological ownership. Whereas psychological ownership, in turn, positively related to bootlegging. Meanwhile, employees' psychological ownership plays a significant mediating role between high-involvement human resource management practices and employees' bootlegging. The results further showed that employees' Chinese traditionality weakens the influence of psychological ownership on bootlegging and the mediating effect of employees' psychological ownership between high-involvement human resource management practices and employees' bootlegging.

Discussion

This study makes several contributions to the bootlegging antecedent mechanism research. Specifically, it expands the understanding of the antecedents of bootlegging from a new perspective of human resource management, enriches the bootlegging-promotive cognition path from the perspective of psychological ownership, and enriches the proximal boundary in bootlegging antecedent mechanism from the perspective of individual personality. This study also inspires enterprises in innovation and talent management.

The Impact of Empowering Leadership on Employee Improvisation: Roles of Challenge-Hindrance Stress and Psychological Availability

Purpose

The purpose of this research is to explore the effect of empowering leadership on employee improvisation, including the mediating roles of challenge stress and hindrance stress as well as the moderating role of psychological availability.

Methods

Four proposed hypotheses were tested using hierarchical regression analysis and the bootstrapping method by reference to two waves of data collected in 2021 from 248 employees working for organizations located in southern China.

Results

The results showed that empowering leadership had a positive effect on employee improvisation, which was mediated by challenge stress and hindrance stress. That is, empowering leadership promoted challenge stress and decreased hindrance stress, thereby stimulating employee improvisation. Furthermore, psychological availability strengthened the positive effect of challenge stress on employee improvisation and weakened the negative effect of hindrance stress on employee improvisation. Psychological availability also moderated the indirect relationships among empowering leadership, challenge/hindrance stress and employee improvisation.

Conclusion

In theoretical terms, this study identifies a new antecedent of employee improvisation: empowering leadership. This study also advances knowledge concerning the mechanism by which empowering leadership exerts its influence by drawing on cognitive transactional theory. Moreover, this study’s exploration of the moderating role of psychological availability enriches the literature concerning the boundary conditions of the challenge-hindrance stress model. In practical terms, this study provides useful insights that can help organizations activate employee improvisation and manage employees’ work pressure.

What Makes Restaurant Employees Become Brand Citizens?

We examined brand love and brand citizenship behavior in the restaurant industry, developing a study framework in which we proposed that the high-involvement human resource (HR) practices of recognition, empowerment, competence development, fair rewards, and information sharing would play an important role in determining the brand love that enhances brand citizenship behavior. We collected data from 476 frontline employees working in restaurants in Taiwan. The findings suggest that the HR practices of recognition, empowerment, competence development, fair rewards, and information sharing were crucial predictors of brand love. We also found that brand love mediated the link between business management and brand citizenship behavior, and had positive effects on brandhelping behavior, brand consideration, and brand enthusiasm. If managers can generate employees' brand love, employees are likely to perform behaviors to assist with brand-related activities, follow brand guidelines while serving customers, have a positive attitude, and engage in behaviors contributing to values of the corporate brand.

Facilitating the Creativity of Governmental Employees via High-Involvement Human Resource Management Practices

The study examines some of the facilitators of governmental employees’ creativity by developing and testing a model linking perceived high-involvement human resource practices (HIHRPs) to an employee’s creativity (EC), via the mediating mechanism of an employee’s felt trust (FT). Online questionnaires were used to collect data from 241 staff members at a main governmental university in Jordan. Structural-equation modeling (SEM) via AMOS and the PROCESS macro in SPSS were used for data analysis. The study found: 1-HIHRPs as a bundle had a positive significant influence on EC, however, as discrete practices, only empowerment and competence development had significant relations with EC. 2-HIHRPs (as a bundle and as discrete practices) had positive significant influences on FT. 3-FT was positively and significantly related to EC. 4-FT mediated the relations between HIHRPs (as a bundle and as discrete practices) and EC.

The impact of organizational justice on intention to stay: The mediating role of organizational commitment

Retention of employees is substantial for firms to generate sustainability since losing experienced and skilled individuals influence the general productivity, and product quality (Noor, Zainuddin, Panigrahi, & Rahim, 2020). While various researches have been done regarding this matter, the larger part place on turnover because of organizational approach, a couple of studies have been done with the intention to stay. For this reason, this study incorporates organizational justice, organizational commitment, and how they relate to expanding intention to stay. The respondents were picked using a simple random sampling method. Using a sample of 603 engineers working in Malaysian construction projects. The data was accumulated through a self-administered questionnaire and analyzed utilizing structural equation modeling in IBM SPSS AMOS 23.0. The current study gets two fundamental outcomes. Firstly, organizational justice and organizational commitment are positively associated with the intention to stay. Secondly, organizational commitment plays a mediating role between organizational justice and employees’ intention to stay. Therefore, employees would be more willing for intention to stay in fair organizational settings, particularly when they are committed to their organization

Green human resource management, corporate social responsibility and customer relationship management: relationship analysis in the Brazilian context

Purpose

This paper aims to analyze green human resource management's (GHRM’s) relationships with corporate social responsibility (CSR) and customer relationship management in Brazilian companies.

Design/methodology/approach

A sample of 142 companies – from the electro-electronics, mechanical metals, packaging, footwear and plastics industries – was examined using the partial least squares method.

Findings

The results reveal that GHRM practices positively influence CSR practices, which act as a moderating construct to positively influence customer relationship management.

Research limitations/implications

The results cannot be generalized due to the non-probabilistic sampling used; however, the results meet the requirements of the statistical methodology.

Practical implications

These findings contribute to business managers' decision-making, as they demonstrate that organizations must develop a consistent culture focused on social and environmental issues. This also reveals that the human resources field can contribute to developing a socially correct company, with the subsequent possibility of satisfying customers to retain and create customer loyalty.

Social implications

The results show that for a company to be sustainable from an economic, social, and environmental perspective, the involvement of human resource management is fundamental.

Originality/value

This paper contributes to academia by presenting a new theoretical model, tested using a sample of Brazilian companies, which illuminates GHRM as an area still under development.

High-involvement HRM and positive WOM intentions: a mediation model

Purpose

This study proposes and tests a conceptual model hypothesizing that perceived high-involvement human resource practices (HIHRPs) influence organizational members’ positive word-of-mouth (PWOM) intentions, via the mediating mechanisms of perceived organizational support (POS) and positive affect (PA).

Design/methodology/approach

Questionnaire data were collected from 194 working individuals and were analyzed by using structural equation modeling and the SPSS PROCESS macro.

Findings

The findings of this study are as follows: perceived HIHRPs had a significant positive influence on organizational members’ POS and PA; POS and PA were each significantly and positively related to PWOM intentions; the relation between HIHRPs and PWOM intentions was significantly mediated by POS and significantly mediated by PA; when included in one model, POS and PA together fully mediated the relationship between HIHRPs and PWOM intentions.

Originality/value

This study is one of the first to develop and empirically test a model identifying the HR determinants of personnel’s PWOM intentions, an area overlooked within the human resource management and organizational behavior literature. The study is also the first to examine the mediating effects of POS and PA on the relationship between HIHRPs and PWOM intentions.

Work-Related Flow: The Development of a Theoretical Framework Based on the High Involvement HRM Practices With Mediating Role of Affective Commitment and Moderating Effect of Emotional Intelligence

The long-term success of organizations is mainly attributable to employees' psychological health. Organizations focusing on promoting and managing the flow (an optimal experience and optimal functioning state) may enhance employees' well-being and performance to an optimum level. Surprisingly, the literature representing the role of HRM practices for their effect on work-related flow (i.e., intrinsic motivation, absorption, and work enjoyment) is very sparse. Accordingly, by drawing primarily on the job demands-resources model and HRM specific attribution theory, this paper develops a theoretical framework that unravels the effectiveness of specific organizational level High Involvement HRM (HIHRM) practices (i.e., recognition, empowerment, information sharing, fair rewards, and competence development) in activating the individual level work-related flow with beneficial effect and mediating role of affective commitment. In addition to highlighting the underlying mechanisms that may cause HIHRM practices to be regarded as resources and sometimes as demands, this paper especially proposes that these practices implemented with a focus to promote employee well-being are perceived as job resources and may positively influence affective commitment and flow, whereas these practices used as a demand to increase performance are perceived as job demands and may hinder affective commitment and flow. It is further significant to understand the possible moderating effects of emotional intelligence on the relationships among HIHRM practices, affective commitment, and flow. The paper augments the knowledge and understanding of the impact process of HIHRM practices, in particular how the HIHRM effect is sensed by the workers and thus, influences their succeeding job attitude and work experience. Finally, this work, as the first paper to link HIHRM practices with work-related flow, promotes the concept of positive psychology in the workplace.

Unravelling the Relationship Between High-involvement Work Practices and Organizational Citizenship Behaviour: A Sequential Mediation Approach

Using primary data from 575 employees of 209 organizations, the current study progresses the research between high-involvement work practices (HIWP) and organizational citizenship behaviour (OCB) in the Indian context. The results have revealed that the employees’ perceptions of HIWP including contingent appraisal and compensation, extensive training, self-managed teams, flexible work arrangements and empowerment result in enhanced work motivation (WM), improved job satisfaction (JS), heightened organizational commitment and higher degree of engagement in citizenship behaviour among employees. With establishment of a multi-step partial mediation model, the findings further reveal that the relationship between HIWP and OCB is individually and serially mediated by WM, JS and affective commitment (AC). The implications of these results for theory and practice of progressive HR practices in the Indian context are discussed.

High involvement work systems, happiness at work (HAW) and absorptive capacity: a bathtub study

Purpose

The purpose of this research is to examine the impact of high-involvement work systems (HIWS) on absorptive capacity. In addition, the mediating effect of happiness at work in the relationship between high-involvement work practices and absorptive capacity is analyzed.

Design/methodology/approach

A 2-1-2 bathtub multilevel mediation model was used to analyze a sample of 783 employees from 111 bank branches, gathering data at three different times.

Findings

The results reveal that HIWS positively affect absorptive capacity. In addition, they show that happiness at work partially mediates the relationship between HIWS and absorptive capacity.

Originality/value

Happiness at work is a fundamental element for knowledge absorption. The findings support the basic assumptions of the job demands-resources model, and demonstrate how HIWS, acting as a job resource, lead to positive attitudes (happiness at work) and, in turn, to positive outcomes (absorptive capacity). The proposed HIWS, based on the assumptions of the mutual gains model, reveal a positive employment relationship with effects on both HAW and organizational outcomes. If organizations expose their employees to management practices that have specific benefits for their HAW, employees are more likely to perform their jobs in ways that will promote their absorptive capacity.

Green human resource management and corporate social responsibility

Purpose

In the past, simply fulfilling economic performance alone was critical to ensuring the success of companies and their shareholders, but this traditional perspective is not compatible with society's current demands, as there is increasing social pressure on organizations to become more sustainable and reduce impacts on the environment, promoting sustainable results in their business processes. In this context, the specialized literature states that human resources management (HRM) is considered a central aspect for building sustainable organizations, in particular, the area of green human resources management (GHRM). Thus, this study analyzes the relationship between GHRM and corporate social responsibility (CSR) in Brazilian companies. Company's age, size, ISO 9001 and 14001 certifications are the control variables.

Design/methodology/approach

The authors adopted a quantitative approach in conducting the survey. Four waves of email were sent to HR and CSR managers from 853 Brazilian companies from the metallurgical, automotive and chemical industries. In total, 79 questionnaires were fully answered, higher than the minimum sample calculated by the G*Power 3.1 software, which corresponds to a return rate of 9.26%. For the analysis of the results, the partial least squares method was used.

Findings

This research identifies that GHRM practices, in fact, positively influence CSR practices. The findings evidence that practices of performance evaluation, teamwork and recruitment and selection are the most important for a better CSR performance. The research results indicate that the “ISO 9001 certification” control variable also has a positive and significant effect on CSR and that the size of the company, the age of the company and the ISO 14001 certification, in the analyzed sample, were not relevant (as control variables) for CSR.

Originality/value

Current literature highlights the gap between GHRM and CSR. This relationship is not explored in Brazil. The study uses a new theoretical model, and it fills the gap identified in the literature. This paper brings important theoretical and managerial contributions. It is the first in the literature to show, in an empirical way, the positive relationship between GHRM and CSR, contributing in an original way to the state of the art of the GHRM and CSR theme. In addition, this research adds empirical evidence on GHRM and CSR in Latin America/South America/Brazil.

Total rewards to enhance employees’ intention to stay: does perception of justice play any role?

Purpose

The purpose of this paper is to explore how total rewards might influence intention to stay among employees of private sector banks in India. A moderated-mediation mechanism is hypothesized, in which a system of total rewards leads to intention to stay via engagement and organizational justice (OJ) moderates the linkage of total rewards with engagement.

Design/methodology/approach

Perception of employees about the constructs considered has been assessed by a survey, using a structured questionnaire. Employees of private banks located in the State of Uttar Pradesh were the population for this study. A total of 17 branches of 7 private banks were covered, and the number of valid responses was 761. Hypotheses testing has been done with SPSS PROCESS command.

Findings

Hypotheses proposing mediation (engagement as mediator between total rewards and intention to stay), moderation (OJ as moderator between total rewards and engagement) and moderated mediation have found support.

Practical implications

Results obtained direct us to infer that in addition to the amount or value of any reward, aspects of OJ, such as equity and fairness in allocation of such reward and transparency in the procedure followed, are likely to influence the effectiveness of total rewards practices in engaging employees and motivating them to stay with their present employer.

Originality/value

This study adds to total rewards literature by highlighting how a total rewards system can lead to engagement, and consequently to employees’ intention to stay. Results establish OJ as an important attribute to any total rewards package to make the latter more valuable and effective.

High-involvement human resource practices, employee learning and employability

Purpose

Although environmental factors at the organizational level are of importance for individual employability, very few studies have investigated how the practices an organization implements can facilitate employability. The purpose of this paper is to analyze how high-involvement human resources (HIHR) practices (i.e. recognition, competence development, empowerment, information sharing and fair rewards) influence employee learning, which contributes to employability.

Design/methodology/approach

The data were collected from 288 pairs of employees and their direct supervisors in Chinese companies. In this study, we measure perceived employability from both employees and their direct supervisors. Structural equation modeling (SEM) analysis is conducted to test the hypotheses.

Findings

The results indicate that employees’ perceptions of the HIHR practices of recognition, competence development, empowerment and information sharing are positively related to employee learning, and then facilitate self- and supervisor-ratings of employees’ employability. Practices of fair rewards have a negative effect on employee learning and employability.

Originality/value

This study contributes to employability and human resource management literature in several ways. First, the study raises the association between different HIHR practices and perceived employability through employee learning. Second, the study considers both self-rating and supervisor-rating of employability to improve the effectiveness of the results.

Organizational and career-oriented commitment and employee development behaviors

Purpose

– The purpose of this paper is to contrast the foundations of (affective) organizational and career-oriented commitment. Using social exchange theory as a background, organizational commitment is proposed as a mediator between perceived organizational support (POS) and competence development activities and feedback-seeking behavior. Career-oriented commitment, defined as a self-interested orientation toward one’s career, is proposed to mediate a positive relationship between proactive personality and competence development but a negative relationship between proactive personality and feedback-seeking.

Design/methodology/approach

– Data were collected from 126 employees using one-year time-lagged study in which POS and proactive personality were measured at Time 1, commitment variables at Time 2, and competence development and feedback-seeking at Time 3.

Findings

– Organizational commitment mediated a positive relationship between POS and competence development but not feedback-seeking. Career-oriented commitment mediated a negative relationship between proactive personality and feedback-seeking but did not mediate the relationship to competence development. Proactive personality exerted direct and positive effects on competence development and feedback-seeking, but had a negative effect on feedback-seeking through career-oriented commitment.

Practical implications

– An implication of these findings is that organizations need to reduce the detrimental effects that the proactivity trait exerts on feedback-seeking through career-oriented commitment. One way to do this is to increase the fit between organizational career opportunities and the career expectations of employees with high career-oriented commitment.

Originality/value

– This study indicates that social exchange and self-interest motives act as distinct drivers of organizational and career-oriented commitment, respectively, and that these motives have implications for how individuals learn and socialize in the workplace.