Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects?

A dominant theme within the human resource management (HRM) literature concerns the identification of "best practices" that will enhance both organizational performance and employee commitment. Although research exploring the impact of these practices at the level of the individual is considerably limited, it is implied that they may be applied both across and within organizations, yielding favourable outcomes such as higher organizational performance and enhanced employee commitment. This is despite claims that commitment is multidimensional and that certain organizational and individual variables are related to different forms of commitment. It is possible that organizations seeking to promote commitment might need to tailor HR practices to suit employees' needs, thus challenging the best practice perspective at the employee level. This article extends on the literature by examining whether the relationship between attitudes towards HR practices and commitment is moderated by career stage. The empirical research is based on an employee attitude survey within three financial service organizations in Ireland (N?=?288). Using hierarchical regression analysis, the findings show that interaction effects are evident regarding attitudes towards HR practices and affective, continuance, and normative commitment. The implications of these findings for the management of commitment are discussed.     

组织支持对工作压力的中介效应研究——基于知识型员工样本的实证分析

采用中介变量分析的一般范式,以知识型员工为研究样本,实证检验了组织支持在工作压力源与压力反应之间的中介效应。研究表明:组织支持在良性压力源(如任务要求、能力要求)与积极压力反应(如组织承诺、工作满意度、工作参与感)之间发挥显著的中介作用;在负性压力源(如人际冲突、组织结构问题、时间冲突)与积极和消极压力反应(如消极工作情绪)之间都发挥显著的缓冲作用。管理者在知识型员工压力管理过程中,应高度重视组织支持的中介缓冲作用。     

Human resource configurations: investigating fit with the organizational context

The present study investigated how key organizational contextual factors relate to bundles of human resource (HR) practices. In a two-phase study of a sample of 661 organizations representing a full range of industries and organizational size, the authors found that organizations use 1 of 5 HR bundles: cost minimizers, contingent motivators, competitive motivators, resource makers, and commitment maximizers. In addition, the authors showed that the organizations that use a given type of HR bundle may be distinguished by the organizational values they pursue and their organizational structure, thus suggesting that HR choices are related to the context within which organizations operate.     

THE IMPACT OF MOTIVATION,EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT

This study advances research on macro human resource management by examining collective commitment as a mediator of motivation, empowerment, and skill‐enhancing practices and aggregate voluntary turnover. Findings from 20 top HR managers and 1,748 employees in 93 different job groups suggest collective affective commitment independently mediates the negative relationships between motivation and empowerment‐enhancing practices and aggregate voluntary turnover. Human resource practices functioning to enhance the knowledge, skills, and abilities of the workforce are positively associated with voluntary turnover but are not mediated by collective affective commitment. Functionally, this paper resolves the divergent thinking of 4 streams of research regarding HR practices, collective commitment and aggregate turnover. The implications for macro‐HRM theory and practice are discussed.     

Why should interests not be a matter for HR only? Commentary on Wille and De Fruyt (2023)

This invited commentary critically examines the article “The resurrection of vocational interests in human resources research and practice: Evidence, challenges, and a working model” by Wille and De Fruyt. It offers additional perspectives on expanding the discussion on interests within human resources (HR), supporting leaders in conducting career conversations, and integrating career education into HR practices. The commentary emphasizes the importance of considering organizational interests, training leaders for effective dialog, and providing career development opportunities. By addressing these areas, HR practices can better align individual aspirations with organizational goals and enhance employee engagement and long-term employability.     

HRM effectiveness as a moderator of the relationships between abusive supervision and technology work overload and job outcomes for technology end users

Based on conservation of resources theory, this study examined the impact of two stressors: abusive supervision, an interpersonal stressor; and technology work overload, a contextual stressor, on job strain and perceived organizational support. These linkages have not been previously examined, but are of importance for managing employees who complete work on their computers. In a sample of 219 technology end users from a wide range of jobs and industries, we found that both of the stressors we examined had negative impacts on desired outcome variables. Additionally, we found that human resource management effectiveness moderated these relationships. These findings have important implications for theory and application which are discussed. Limitations and directions for future are also offered.     

EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS,AND CUSTOMER SATISFACTION

The construct of human resource (HR) attributions is introduced. We argue that the attributions that employees make about the reasons why management adopts the HR practices that it does have consequences for their attitudes and behaviors, and ultimately, unit performance. Drawing on the strategic HR literature, we propose a typology of 5 HR‐attribution dimensions. Utilizing data collected from a service firm, we show that employees make varying attributions for the same HR practices, and that these attributions are differentially associated with commitment and satisfaction. In turn, we show that these attitudes become shared within units and that they are related to unit‐level organizational citizenship behaviors and customer satisfaction. Findings and implications are discussed.     

心理契约、工作满意度与组织承诺关系

深入研究心理契约、工作满意度与组织承诺关系,将对组织变革中的人力资源管理具有重要理论和实践价值。本文首先回顾心理契约、工作满意度和组织承诺的概念,其次对心理契约、工作满意度和组织承诺之间的关系做一简单总结,最后提出对人力资源管理实践的启示。     

Interpersonal Conflict and Organizational Commitment: Examining Two Levels of Supervisory Support as Multilevel Moderators1

Using a stressor‐strain framework, this research examined the role of supervisory support at 2 organizational levels in the relationship between the work stressor of interpersonal conflict and organizational commitment in a military sample. In all analyses, supervisory support at both levels was conceptualized and modeled as a shared group attribute. Results indicated that perceptions of interpersonal conflict within the organization were related negatively to both affective and continuance commitment. Support from both first‐line supervisors and midlevel managers was related to employees’ affective commitment. First‐line supervisor support was related also to employees’ continuance commitment. Furthermore, midlevel management support attenuated the relationship between interpersonal conflict and continuance commitment. Implications for the assessment of different levels of supervisory support, different variants of organizational commitment, and interpersonal conflict are discussed.     

Workplace Stressors,Job Attitude,and Job Behaviors: Is Interpersonal Conflict the Missing Link?

This research examines a model focused on two acute workplace stressors—interpersonal conflict and work overload—and their interrelationships with role stress, emotional exhaustion, job attitude, working smart, job performance, and turnover intentions. The moderating role of working smart on the relationship between work overload and interpersonal conflict is also investigated. A model is tested using responses of sales employees working for four large financial institutions in South America. Findings indicate that work overload and interpersonal conflict mediate the impact of role stress on emotional exhaustion, job attitudes, and behaviors. Our findings also show that work overload plays a significant role in the stressor-strain process. Results are discussed with reference to previous findings and future research.     

Unlocking the black box: exploring the link between high-performance work systems and performance

With a growing body of literature linking systems of high-performance work practices to organizational performance outcomes, recent research has pushed for examinations of the underlying mechanisms that enable this connection. In this study, based on a large sample of Welsh public-sector employees, we explored the role of several individual-level attitudinal factors--job satisfaction, organizational commitment, and psychological empowerment--as well as organizational citizenship behaviors that have the potential to provide insights into how human resource systems influence the performance of organizational units. The results support a unit-level path model, such that department-level, high-performance work system utilization is associated with enhanced levels of job satisfaction, organizational commitment, and psychological empowerment. In turn, these attitudinal variables were found to be positively linked to enhanced organizational citizenship behaviors, which are further related to a second-order construct measuring departmental performance.     

工作绩效与工作满意度、组织承诺和目标定向的关系

在全面回顾工作绩效及其影响因素的基础上,通过关键事件方法和问卷调查方法,对来自全国的1066位雇员进行了施测,运用AMOS软件,对工作绩效结构进行验证性因素分析,并对文中提出的假设进行了检验。之后,提出并验证了影响员工工作绩效的态度因素及整合模型。研究结果显示：工作满意度、组织承诺和目标定向对工作绩效的各个子维度的影响是不一致的。工作满意度越高,员工的工作绩效越好;另一方面,组织承诺和目标定向对雇员工作绩效各个子维度的影响不一致。文章最后对全文进行了总结,并对后续研究给出了建议     

The determinants of employee absenteeism: An empirical test of a causal model*

LISREL estimates of the parameters of a causal model of absenteeism are reported for a sample of 425 full-time employees of a 327-bed medical centre. The model modifies and extends the conceptual framework of Steers & Rhodes (1978) and includes routinization, centralization, pay, distributive justice, work involvement, role ambiguity, conflict and overload, kinship responsibility, organizational permissiveness, job satisfaction, job involvement, organizational commitment, health status and alcohol involvement as the determinants of absenteeism. Based on self-report measures of absence frequency, significant positive direct effects of kinship responsibility, organizational permissiveness, role ambiguity and alcohol involvement, and negative direct effects of centralization, pay and job satisfaction yielded an R² for absenteeism of 21.6. Job satisfaction completely mediated the effects of routinization and work involvement, and partially mediated the effects of centralization and role ambiguity.     

Antecedent variables of innovation behaviors in organizations: Differences between men and women

IntroductionRelevance of innovation behaviors for organizational success led to study its main individual, job-related and organizational antecedents. Moreover, research on differences in innovation between men and women showed inconclusive results. Ambidexterity (Bledow, Frese, Anderson, Erez, & Farr, 2009) and Zhou and Hoever (2014) call for combining contextual and personal characteristics in innovation research suggest that pathways and variables leading to innovation between men and women could be different.Objective(s)This study aims to analyze if men and women differ in the main antecedents for innovative behaviors. Thus, a moderating effect of gender on the relationship between innovative behaviors and their main antecedent variables is hypothesized. Results are of interest for promoting innovation and empowering women at work context.MethodIn a sample of 458 employees from 16 Spanish companies, we carried out hierarchical regression analyses on innovation behaviors, including as main antecedents academic level, proactive personality, job demands, organizational commitment, HR practices addressed to participation, and transformational leadership. In addition, interaction terms between gender and such antecedents were entered in regression analysis.ResultsProactive personality, HR participation practices, inspirational motivation, job demands and academic level significantly predicted innovative behaviors at their different phases. Moreover, gender moderated the relationship between generation of new ideas with academic level and organizational commitment, and between promotion of ideas with job demands and idealized influence. Organizational commitment promoted generation of ideas among women but not among men, whereas idealized influence is detrimental for women. Reversely, higher job demands stimulate promotion of ideas among men but were detrimental for innovation among women.ConclusionOur results suggest that innovation among women seems to be more sensitive to the influence of leadership and require more social support, whereas higher job demands are detrimental. These results suggest that innovation is more related to intrinsic variables (as self-confidence, empowerment and social processes) among women, whereas for men, it seems to be more related to work demands. Results could help companies to stimulate innovation, between both men and women.     

Who benefits from independent careers? Employees,organizations, or both?

The traditional organizational career has been depicted as the classic example of how employers and employees can develop a mutually beneficial relationship; but changes in the competitive landscape and in individual work values have challenged its viability. Commentators have argued that a ‘new career’ deal, encapsulated by the notions of the protean and the boundaryless career, has emerged suggesting a shift in control of careers from organizations to individuals. Research has explored the implications for individuals' careers while largely neglecting consequences for organizations. Our paper seeks to remedy this by exploring both the individual and the organizational outcomes of independent career orientations and the extent to which organizations can manage these through high commitment human resource management (HRM) practices. Our study, conducted with 655 employee–supervisor dyads, indicates that a protean career orientation results in gains for both employees and organizations, whereas a boundaryless career orientation is associated with mutual losses. In addition, our findings suggest that high commitment HR practices play an important role in managing the outcomes of employees seeking traditional careers but have only a limited impact on those with a boundaryless career orientation.     

Managing organizational commitment: Insights from longitudinal research

This article summarizes what is known about the active management of affective organizational commitment (AOC) through a review of 58 studies employing longitudinal research designs. The review yields six broad categories of antecedents that have empirically demonstrated effects on AOC: socialization practices, organizational changes, human resource practices, interpersonal relations, employee–organizational relations, and a residual “other” category. Insights from the review include (a) that perceptions of personal attachment to the organization are among the most substantiated (but tenuous) strategies for enhancing AOC, (b) that theorizing and research efforts have focused almost exclusively on achieving high levels of AOC, and (c) organizations have been reticent to address situations when AOC is low. Implications and recommendations for the theoretical, research and practical advancement of AOC are offered.     

影响员工工作投入的组织相关因素研究

以361名企事业员工为被试,采用问卷法和结构方程建模分析方法探讨了组织公平、角色压力、组织支持感和组织承诺对工作投入的影响及其途径。结果表明:角色压力、组织公平与组织支持感均对工作投入和组织承诺有较好的预测效力。经检验,组织公平和组织支持感对工作投入产生显著的间接影响,组织承诺则主要表现为直接影响;而角色压力对于工作投入既有直接影响,又存在间接影响。     

The impact of environmental stressors and types of work contract on occupational stress

This study aimed to investigate the impact of seven environmental stressors (role conflict, work overload, interpersonal difficulties, work-family conflict, work instability, lack of autonomy and pressure of responsibility) and the nature of the employment contract (permanent or atypical) on three psychological reactions to occupational stress (job satisfaction, positive emotions, and negative emotions at work). 305 Brazilian workers from both sexes participated in this research, distributed between permanent and atypical workers. The results showed that the role conflict and the work overload had a negative impact on job satisfaction. The role conflict had a negative impact on the positive emotions at work, while the pressure of responsibility interfered positively in it. The work overload interfered positively in the negative emotions at work, while the pressure of responsibility interfered negatively in it. The type of contract did not affect significantly any one of the dependent variables. The implications of the results for future research are discussed.     

Contributions of a supportive work environment to parents' well-being and orientation to work

Examined the joint and unique contributions of informal social support in the workplace and formal, family-responsive benefits and policies provided by employers to the job-related attitudes and personal well-being of employed parents with a young child. Eighty married men, 169 married women, and 72 single women with a preschool child completed a survey concerning social support from co-workers and supervisor, utilization of family-responsive benefits and policies, readiness to leave the employer for additional benefits, job satisfaction, organizational commitment, role strain, and health symptoms. Among the findings: (a) Fathers and mothers expressed equal levels of job satisfaction and organizational commitment, but mothers reported more role strain and health symptoms; (b) nearly 48% of married women's organizational commitment was accounted for by measures of support in the workplace; (c) informal social support at work was significantly more important to men's well-being than that of women; and (d) formal, family-responsive policies appeared more consequential for the prediction of women's role strain, perhaps because of women's greater responsibility for adjusting work life to meet the demands of family roles.     

Efficacy beliefs as a moderator of the impact of work-related stressors: a multilevel study.

This study built on previous exploratory research (S. M. Jex & D. M. Gudanowski, 1992) that examined both self-efficacy and collective efficacy as moderators of stressor-strain relations. Based on survey data collected from 2,273 U.S. Army soldiers representing 36 companies, it was found that both self- and collective efficacy moderated the relationship between stressors and strains. Multilevel random coefficient model results revealed that respondents with strong self-efficacy reacted less negatively in terms of psychological and physical strain to long work hours and work overload than did those reporting low levels of efficacy. In addition, respondents with high levels of self-efficacy responded more positively in terms of job satisfaction to tasks with high significance than did those with low efficacy. The results also revealed that group-level collective efficacy moderated the relationship between work overload and job satisfaction and between task significance and organizational commitment. Limitations of the study and implications of these findings are discussed.