Do high-performance HR practices augment OCBs? The role of psychological climate and work engagement

Strengthening work engagement through high-performance human resource practices

Purpose

The purpose of this paper is to examine the relationship between the individual high-performance human resource practices (HPHRPs) and work engagement (WE) among the employees in the service industry in India.

Design/methodology/approach

The data were collected from a sample of 234 employees working in the service sector in India with the help of a survey questionnaire method. Confirmatory factor analysis was used to validate the data. To test the hypothesized relationship, structural equation modelling was used.

Findings

The results revealed that five HPHRPs have a positive impact on the WE of employees in the service sector in India. Internal career opportunities negatively impact WE.

Research limitations/implications

The study sample is limited to the service sector in India. Researchers are encouraged to study employee and organizational performance measures other than WE which could be impacted by high-performance work practices.

Practical implications

Managers seeking to strengthen WE could implement these HPHRPs in their firms operating in Indian service sector.

Originality/value

The paper is an attempt to provide empirical evidence on how the individual HPHRPs impacts WE in an organization. Earlier research has shown the impact of bundled HPHRPs on WE. Thus, this study is first to empirically test the direct relationship of individual HPHRPs with WE.

Job meaningfulness, employee engagement, supervisory support and job performance: a moderated-mediation analysis

Purpose

Guided by social exchange, broaden and build and conservation of resources theoretical perspectives, this study explores the moderated mediating role of supervisory support (SS) on the relationship between job meaningfulness (JM) on job performance (JP) through employee engagement (EE).

Design/methodology/approach

Field data were collected from two hundred and nineteen executives and their thirty-eight supervisors of a large paint manufacturing industry through a time-lagged research design and was analyzed with partial least squares based structural equation modeling.

Findings

Findings of this study indicate that JM mediated by EE contributes to JP, which means if an employee finds one's job meaningful, she/he is likely to be more engaged emotionally, psychologically and cognitively to deliver better JP. SS is also found to be salient as it moderates both direct and indirect relationships between JM and JP through EE.

Research limitations/implications

Generalizability of the findings of this study should be done with caution. Though the study has time-laggard data from two different sources but missing longitudinal data restricts causality of relationships/findings.

Practical implications

These findings are relevant for organizations given that organizational leaders can create a context, by appropriate job design and engaging work context that motivates employees to perform better in their jobs. Insights of this study will be useful for organizations to curate meaningful jobs for their employees and also groom leaders with requisite skills and competencies to help subordinates perform up to their potential.

Originality/value

This study is an attempt toward a better understanding of the interplay of JM, work engagement and SS on JP in a manufacturing set-up in India, which has not been hitherto examined in Indian context.

Effects of Organizational Support and Organizational Justice on Police Officers' Work Engagement

The impact of organizational support and organizational justice on work engagement was investigated in a group of police officers. A review of the literature revealed that studies reporting differences between the influence of supervisors and coworker justice and support on work engagement among police officers are grossly insufficient. This study hypothesized that organizational support and organizational justice would positively predict work engagement among police officers. It was also hypothesized that, among police officers, supervisor support is more strongly related to work engagement than coworker support and that supervisor justice is more strongly linked to work engagement than coworker justice. Participants were 170 police officers who worked in police departments in northern Poland. A regression analysis showed that supervisor support and supervisor justice had a positive effect on police officers' work engagement, whereby organizational support coupled with organizational justice accounted for 26% of the variability of work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested.

Work social support, work engagement and their impacts on multiple performance outcomes

Purpose

The purpose of this paper is to propose a research model in which work engagement (WE) mediates the influence of work social support on job satisfaction (JS), in-role performance (IRP), creative performance (CP) and extra-role performance (ERP).

Design/methodology/approach

Data were collected from cabin attendants via three surveys two weeks apart and their pursers. The aforesaid relationships were assessed through structural equation modeling.

Findings

In general, there is support for the preponderance of hypotheses. Specifically, WE completely mediates the impact of coworker support on JS and IRP, while the impact of supervisor support on CP is completely mediated by WE. WE partly mediates the effect of coworker support on CP and ERP. Furthermore, the effect of supervisor support on JS, IRP and ERP is partly mediated by WE.

Practical implications

Management should make sure that the work environment consists of supportive supervisors and coworkers who are trained on how they can enhance the cooperation and collaboration among employees. Management should also create an employee platform where cabin attendants can contribute to service delivery process by sharing their experiences arising from passenger requests and problems.

Originality/value

The study extends and contributes to the current service research by assessing the impact of WE simultaneously on three performance outcomes. The study adds to current knowledge by investigating the mediating mechanism linking work social support to the attitudinal and behavioral outcomes. The study also controls the threat of common method variance with at least two procedural remedies, which have been rarely used in the current service research.