The Relationship Between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement

2013 ◽  
Vol 52 (6) ◽  
pp. 839-859 ◽  
Author(s):  
Kerstin Alfes ◽  
Catherine Truss ◽  
Emma C. Soane ◽  
Chris Rees ◽  
Mark Gatenby
Keyword(s):  
Individual Performance ◽  
Mediating Role ◽  
Hrm Practices ◽  
Manager Behavior ◽  
Performance Examining ◽  
Line Manager ◽  
The Relationship

The impacts of high-commitment HRM practices on exploitative and exploratory innovation: the mediating role of knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Son Thanh Than ◽  
Phong Ba Le ◽  
Thanh Trung Le
Keyword(s):  
Knowledge Sharing ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship ◽  
Exploratory Innovation

Purpose The purpose of this paper is to investigate the mediating roles of knowledge sharing behaviors (knowledge collecting and donating) in linking the relationship between high-commitment human resource management (HRM)practices and specific aspects of innovation capability, namely, exploitative and exploratory innovation. Design/methodology/approach The paper is based on quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 281 participants in 95 Chinese firms. Findings The findings of this study support the mediating role of knowledge sharing (KS) behaviors in the relationship between HRM practices and aspects of innovation capability. It highlights the important role of knowledge donating and indicates that the effect of knowledge donating is more significant than that of knowledge collecting on exploitative and exploratory innovation. Research limitations/implications Future research should investigate the impact of high-commitment HRM practices on innovation capability under the moderating effects of organizational variables to bring better understanding on the relationship among them. Originality/value The paper significantly contributes to increasing knowledge and insights on the correlation between high-commitment HRM practices and specific forms of innovation. The understanding on mediating role of KS contribute to advancing the body of knowledge of HRM and innovation theory.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

scholarly journals Fostering Knowledge Transfer through High- Performance HRM Practices: The Mediating Role of Affective Commitment

2017 ◽  
Vol 13 (13) ◽  
pp. 374
Author(s):  
Darius N. Ikyanyon ◽  
Egena Ode
Keyword(s):  
Regression Analysis ◽  
Knowledge Transfer ◽  
High Performance ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Mediating Effect ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Relationship

Due to the importance of knowledge transfer in enhancing competitive advantage of firms, organizations are increasingly developing strategies for effective knowledge transfer. This study examined the relationship between high-performance HRM and knowledge transfer as well as the mediating effect of affective commitment on this relationship. The study is based on data from 136 mangers drawn from six banks in Nigeria. Through the use of regression analysis and mediation analysis using PROCESS macros, we report a positive relationship between highperformance HRM and knowledge transfer. We also found a positive relationship between affective commitment and knowledge transfer. In turn, affective commitment mediated the relationship between high-performance HRM and knowledge transfer. The study therefore concluded that highperformance HRM contributes to knowledge transfer directly and indirectly through affective commitment.

scholarly journals Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement

2018 ◽  
Vol 38 (7-8) ◽  
pp. 606-636 ◽  
Author(s):  
Alima Aktar ◽  
Faizuniah Pangil
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh. Design/methodology/approach The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method. Findings This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance. Originality/value Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.

The relationship between developmental HRM practices and voluntary intention to leave among IT professionals in India: the mediating role of affective commitment

2018 ◽  
Vol 50 (6) ◽  
pp. 285-304 ◽  
Author(s):  
Badrinarayan Srirangam Ramaprasad ◽  
Sethumadhavan Lakshminarayanan ◽  
Yogesh P. Pai
Keyword(s):  
Affective Commitment ◽  
Turnover Intentions ◽  
Critical Role ◽  
Intention To Leave ◽  
It Professionals ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Relationship

Purpose The purpose of this paper is to advance the research on the relationship between developmental human resource management (HRM) practices and voluntary intention to leave among information technology (IT) professionals from the Indian IT sector by investigating the mediating role of affective commitment. Design/methodology/approach This study adopted a cross-sectional design at the individual-level of analysis. Data on the study constructs (i.e. developmental HRM practices, affective commitment, and voluntary intention to leave) were collected from 752 IT professionals from 17 Indian IT organizations from the city of Bengaluru through a web-based survey between February 2016 and March 2017. Further, this study used the confirmatory factor analysis technique to establish reliability and construct validity for the study constructs. Furthermore, this study tested the research hypotheses empirically through mediated multiple-regression analysis using the bootstrap procedure. Findings Empirical results of the present study suggest that espousal of robust developmental HRM interventions enhances affective commitment and significantly attenuates the voluntary intention to leave among employees. Further, the results of this study have indicated that the relationship between developmental HRM practices and voluntary intention to leave was partially mediated by affective commitment. Originality/value Past empirical studies on HRM – turnover discourse, in the IT sector, have predominantly examined the direct influence of HRM systems and/or internal labor market strategies on turnover intentions and actual turnover behavior. Rarely have the past studies in the IT domain attempted to examine the intervening role of employee attitudes in the relationship between HRM practices and employee-level outcomes. Addressing this gap, the present study enunciates the critical role of affective commitment and situates it as an important variable that mediates the relationship between developmental HRM practices and voluntary intention to leave among IT professionals in India.

scholarly journals How managerial coaching promotes employees' affective commitment and individual performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neuza Ribeiro ◽  
Tam Nguyen ◽  
Ana Patrícia Duarte ◽  
Rui Torres de Oliveira ◽  
Catarina Faustino
Keyword(s):  
Affective Commitment ◽  
Online Survey ◽  
Positive Impact ◽  
Individual Performance ◽  
Content Type ◽  
Mediating Role ◽  
Coaching Skills ◽  
The Impact ◽  
The Relationship

PurposeThis study sought to provide a more comprehensive understanding of how managers' coaching skills can affect individual performance through the mediating role of affective commitment.Design/methodology/approachThe sample included 198 employees from diverse organizations. Based on an online survey, respondents assessed their managers' coaching skills and reported their own individual performance and affective commitment to their organization.FindingsThe findings show that managers' coaching skills have a positive impact on individual performance and affective commitment, with the latter mediating the relationship between the first two variables.Research limitations/implicationsAdditional studies with larger samples are needed to understand more fully not only the impact of managers' coaching skills on individual performance but also other psychosocial variables affecting that relationship.Practical implicationsOrganizations can increase employees' affective commitment and individual performance by encouraging managers to integrate more coaching skills into their leadership styles.Originality/valueThis study is the first to integrate managers' coaching skills, affective commitment and individual performance into a single research model, thereby extending previous research on this topic.

scholarly journals The Role of Psychological Safety and Psychological Empowerment on Intrapreneurial Behavior towards Successful Individual Performance: A Conceptual Framework

2018 ◽  
Vol 10 (3) ◽  
Author(s):  
Mahmoud Ahmad Mahmoud ◽  
Shuhymee Ahmad ◽  
Donny Abdul Latief Poespowidjojo
Keyword(s):  
Middle Managers ◽  
Psychological Empowerment ◽  
Psychological Safety ◽  
Individual Performance ◽  
Individual Level ◽  
Mediating Role ◽  
Medium Enterprises ◽  
The Relationship ◽  
Level Performance

Though a substantial number of researches have been documented between psychological safety, psychological empowerment and individual level performance, the manner through which these relationships transpires is scarcely studied, principally as regards to individual performance of middle managers in medium enterprises. To address this shortfall and to expound further on these relationships, several researchers proposed mediating variables to better explain the relationship between these variables. Accordingly, this paper proposes intrapreneurial behavior as a mediating variable on the psychological safety, psychological empowerment and individual level performance relationships of middle managers in Nigerian medium enterprises. Psychological safety, psychological empowerment and intrapreneurial behavior relationships have been deliberated, followed by the intrapreneurial behavior and middle manager successful performance relationship and lastly the proposed mediating role of intrapreneurial behavior on the psychological safety, psychological empowerment and individual level performance relationships.

scholarly journals The Mediation Role of Organizational Commitment in the Relationship between Strategic Human Resources Management and Individual Performance

2021 ◽  
Vol 58 (1) ◽  
pp. 5737-5747
Author(s):  
Polat YÜCEKAYA, Rabia ÖZPEYNİRCİ
Keyword(s):  
Organizational Commitment ◽  
Human Resources ◽  
Human Resources Management ◽  
Individual Performance ◽  
Resources Management ◽  
Mediating Role ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
The Relationship

The aim of this research is to examine the mediating role of organizational commitment in the relationship between strategic human resource management and individual performance. For this purpose, data were collected from SME businesses operating in Aksaray through convenience sampling method in the period covering February-March 2019.  The questionnaire prepared to collect data consists of four parts. The first part of the questionnaire includes questions about the demographic characteristics of the survey participants. The second part of the questionnaire is about the strategic human resources management scale. In the second part of the questionnaire, a scale consisting of 9 statements, which was developed by Huselid (1995) and rearranged by Batram et al. (2007), was used. For the organizational commitment scale in the third part of the questionnaire, the scale consisting of 7 statements developed by Katsikea et al.  (2011) was used. For the individual performance scale in the last part of the questionnaire, a scale consisting of 6 statements developed by Green et al. (2006) was used. The collected data were analyzed with the help of SPSS and SmartPLS statistics program, and the data were analyzed by frequency, reliability analysis, confirmatory factor analysis and structural equation modeling. According to the results of this study, it was determined that organizational commitment has a full mediating role in the relationship between strategic human resources management and individual performance. As strategic human resources management increases the organizational commitment of the employees, it has been concluded that it also positively affects their individual performance.  

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