Refinement and validation of a comprehensive scale for measuring HR practices aimed at performance-enhancement and employee-support

The purpose of this paper is to refine and validate a Human Resource practices (HRP) scale to measure employees' perceptions and test a two-tier model structured in eight practices and two bundles. In a sample of 554 employees, an EFA (Exploratory Factor Analysis) offered six factors that explained about 70% of the variance. Then, with 1647 employees (from 41 Spanish organizations), first- and second-order models were tested with Confirmatory Factor Analysis (CFA). The former encompasses eight practices. The latter grouped the practices in two bundles, one on enhancing performance and the other on supporting employees. The Cronbach's alpha, Rho coefficient (Composite Reliability Coefficient), Omega coefficient, and Spearman-Brown split half coefficient showed good reliability. Validity evidence was found for construct, criterion, convergent, content, discriminant, and predictive validity. Moreover, the paper integrates different ways of approaching the study of HR management based on employees' perceptions, using a two-tier approach. The two-bundle model showed better fit, pointing out the importance of paying attention to multiple outcomes for employees and organizations. The study makes a relevant theoretical contribution about the role and aims of HRM practices for organizational success and employees' performance and well-being.     

Does age diversity boost technological innovation? Exploring the moderating role of HR practices

We shed new light on the linkages between age diversity and technological innovation, and explore the moderating effect of human resource practices on such relationships. Based on a linked dataset that contains cross-sectional survey data and longitudinal employer–employee data from Luxembourg, we show that the effect of age diversity on innovation depends on the age distribution pattern of employees: positive for firms characterized by heterogeneous age groups (variety), negative for those dominated by polarized age groups (polarization). HR practices such as information sharing mitigate the adverse effects of age polarization on innovation. Practices enhancing development such as training are found to play a significant and negative role in moderating the relationship between age diversity and innovation. We illustrate how academics and practitioners may use HR practices within the context of a heterogeneous aging workforce and the age-related differences in values and abilities between generations.     

How high-commitment HRM relates to PC violation and outcomes: The mediating role of supervisor support and PC fulfilment at individual and organizational levels

Psychological contract (PC) constitutes a theoretical framework for; explaining labor relationships, and it has been considered as a; mediation step between structural variables and processes and work and; organizational outcomes. Whereas PC (un)fulfillment; showed consistent relationships with variables such as job satisfaction, organizational commitment, performance, or absenteeism, the effects of PC; violation (emotional answers that develop after perceptions of PC; breach) have been less investigated. In addition, structural antecedents; of PC constructs had included Human Resources (HR) practices. This paper aims to extend; research on PC and its role as a mediator between HR practices and work; outcomes, both at individual and organizational levels. Specifically, we; examined the impact of human resource practices on employee performance; and sickness absences through a sequence of supervisor support, PC; fulfillment and PC violation. In a sample of 4648 employees from 214; companies of seven different countries, our results indicate that high-commitment; human resource practices were significantly and negatively; related to PC violation through supervisor support and positively to PC; fulfillment; in turn, PC violation was negatively related to employee; performance and positively to sick leave. These relationships at the; individual level were partially replicated at the organizational level, developing partial homologous models and showing that shared perceptions; about HR practices lead to shared perceptions on PC affecting collective; outcomes. Therefore, the findings shed new light on PC theory, regarding; the mediating role of PC constructs and negative emotions in the; relationships between HR practices and support from supervisors and performance at individual and organizational levels.     

Not Threats,but Resources: An Investigation of How Leaders React to Employee Constructive Voice

This research aims to investigate whether or not leaders, one of the main recipients of employee voice, develop good relationships with those who speak up. Drawing on resource theory and social exchange theory, we contend that constructive voice provides both information and affect resources to the leader, which in turn promote a resource-based exchange relationship with the leader (i.e., leader–member exchange; LMX). We further propose that leaders with an originality cognitive style are more likely to capture the resource value of constructive voice, while leaders who closely follow rules might not view constructive voice in a positive way, thus affecting their LMX relationships with the focal employee. Through a two-wave field survey among 199 leader–follower dyads (Study 1) and a vignette-based experiment among 221 leaders (Study 2), we found that leaders, especially leaders who advocated high originality, developed high-quality LMX relationships with those who engaged in constructive voice due to their perceptions of affect but not information resource.     

A Passage to India: Altering Tracks through Paternalistic Welfarism for High Performance in India's Public Sector Rail Undertakings

High-performance work practices (HPWPs) enacted within public sector undertakings (PSUs) in emerging economies are a relatively underexplored topic. By employing the theoretical lens of social exchange and the ability, motivation and opportunity paradigm, this paper highlights the mediating effects of knowledge sharing on the relationship between employee perceptions of HPWPs and employee and business unit performance. We provide evidence drawn from both manager- and employee-level voices by applying a qualitative case study design to two large Indian PSUs and taking a reverse/inverse approach in order to delineate the commonly understood conceptualizations of HPWPs. Our findings confirm the presence of a combination of high-commitment, high-involvement and high-performance work systems that increase the ability, motivation and opportunity of employees to share knowledge, and thus help achieve positive employee and financial outcomes. We found that our set of HPWPs exhibit a strong paternalistic welfarism ethos. We also discuss the implications of our study for research and practice.     

Idiosyncratic deals and individual effectiveness: The moderating role of leader-member exchange differentiation

Extending prior research on idiosyncratic deals (i-deals), in the current study we examine the functioning of i-deals in the context of leader-member exchange (LMX) differentiation. To that end, we integrate justice, social exchange, and social comparison theories and hypothesize that employee perceptions of their managers' procedural fairness and LMX quality partially mediate (in sequence) the positive relationship between i-deals and individual effectiveness, including job satisfaction, in-role performance, and helping behavior. Furthermore, we propose that LMX differentiation moderates this mediated relationship, such that the mediation effect becomes stronger when LMX differentiation within the group is greater. Data from a U.S. sample of 961 employees and their managers in 71 restaurants supported our hypothesized model. Results shed light on managerial practices regarding how to gain positive effects from i-deals by considering the influence of LMX differentiation.     

Engaging leader – Engaged employees? A cross-lagged study on employee engagement

The goal of this study is to provide a cross-lagged examination of the relationships between engaging leadership, job resources and employee work engagement. We propose a mediation model and we postulate that engaging leadership can increase perceptions of three specific job resources (i.e. autonomy, support from colleagues and opportunities for learning and development) which theoretically correspond to the three facets of engaging leadership (i.e., inspiring, connecting and strengthening, respectively). Subsequently, in keeping with the extant body of Job Demands-Resources (JD-R) research, we link job resources to employee work engagement. Our hypotheses were tested on data collected at two time-points – T1 (N = 759) and T2 (N = 273) –from employees working for a hotel chain in the Netherlands. In line with our expectations, engaging leadership showed a significant cross-lagged relationship with autonomy and support from colleagues, but did not predict learning opportunities and work engagement across time. While we formulated specific hypotheses, we also tested reversed causation relationships. We found no direct effect from engaging leadership on employee work engagement, however, the reversed effect was significant; employee perceptions of engaging leadership were shaped by their own engagement experiences. Importantly, engaged employees at T1 reported more job resources at T2. By providing a cross-lagged examination of our model, we showed that engaging leaders as well as employees’ positive affective state of being engaged, are essential to shaping a resourceful work context. A comprehensive view on the triggers and outcomes of work engagement and engaging leadership is needed, as the traditional unidirectional cause-effect rationale fails to explain how these concepts relate to one another and to employee experiences of job resources.     

How Leaders Affect Followers’ Work Engagement and Performance: Integrating Leader−Member Exchange and Crossover Theory

Drawing on leader?member exchange and crossover theory, this study examines how leaders’ work engagement can spread to followers, highlighting the role of leader?member exchange as an underlying explanatory process. Specifically, we investigate if leaders who are highly engaged in their work have better relationships with their followers, which in turn can explain elevated employee engagement. For this purpose, we surveyed 511 employees nested in 88 teams and their team leaders in a large service organization. Employees and supervisors provided data in this multi‐source design. Furthermore, we asked the employees to report their annual performance assessment. We tested our model using multilevel path analyses in Mplus. As hypothesized, leaders’ work engagement enhanced leader?member exchange quality, which in turn boosted employee engagement (mediation model). Moreover, employee engagement was positively linked to performance and negatively linked to turnover intentions. As such, our multilevel field study connects the dots between work engagement research and the leadership literature. We identify leaders’ work engagement as a key to positive leader?follower relationships and a means for promoting employee engagement and performance. Promoting work engagement at the managerial level may be a fruitful starting point for fostering an organizational culture of engagement.     

Measuring intrapreneurship at the individual level: Development and validation of the Employee Intrapreneurship Scale (EIS)

Although employees are recognized to be key for organizational new venture creation and strategic renewal (i.e., intrapreneurship), the current literature on intrapreneurship from an individual-level perspective is fragmented, and a valid measurement instrument is lacking. We address this gap and start with presenting a review of the current literature on employee intrapreneurship. Based on this review we define employee intrapreneurship as an agentic and strategic work behavior aimed at new venture creation and strategic renewal. Next, two studies are presented aimed at developing and validating a measurement instrument that captures employee venture behavior and strategic renewal behavior as two facets of employee intrapreneurship: the Employee Intrapreneurship Scale (EIS). In Study 1, the EIS was created and its factorial validity examined in three departments of a public organization (total N = 1,475). In Study 2, using a sample of private sector employees (N = 243), the convergent and discriminant validity of the EIS was tested using self-ratings of personal initiative, reward sensitivity, and punishment sensitivity, as well as their innovativeness and risk-taking behavior as rated by a close colleague. The results indicate that the Employee Intrapreneurship Scale is a valid and reliable instrument for capturing employee intrapreneurship in multiple contexts. Theoretical and practical implications are discussed.     

Relationships between work-family culture and work attitudes at both the individual and the departmental level

There is a need to better understand the nature of work-family culture and its relationships with job-related outcomes. The main objective of this study was to investigate the associations between a supportive work-family culture and work attitudes (i.e., job satisfaction, work engagement, turnover intentions) at both the individual and work departmental level. Survey-based data were gathered from 52 Finnish work departments (1219 individuals) in the domains of health care, ICT, and the paper industry. Data were analysed via multilevel structural equation modelling. Work-family culture was assessed via managers’ supportiveness, organizational time demands, and the expected career consequences of taking up work-family-related benefits. The results showed, first, that employees in the same work department shared similar perceptions of the department's work-family culture and work attitudes; second, the perceptions of the work-family culture shared within the work department as well as employees’ individual perceptions of it were associated with work attitudes. Thus, the positive effects of a supportive work-family culture on work attitudes were established at both the individual and work departmental levels.     

Daily perceptions of relationship quality with leaders: implications for follower well-being

ABSTRACT

We examined how a key relationship at work, an employee’s relationship with their leader, affects employee daily well-being. In a study of 129 employees across a variety of industries, we examined how follower perceptions of their daily leader–member exchange (LMX) quality across a workweek influenced their well-being (n?=?468 observations). Results provided general support for our hypotheses. Specifically, we found that on days when employees perceived a higher quality LMX relationship with their leader, they were more likely to report a sense of belongingness, which was then positively associated with daily reports of vigor and negatively associated with emotional exhaustion. Lagged analyses showed that perceptions of LMX quality were also negatively associated with reports of emotional exhaustion the following workday suggesting that these effects may persist over time. Finally, we found that day-to-day variation in reports of LMX quality attenuated the beneficial effects of LMX on relatedness and vigor supporting our hypothesis that uncertainty related to resource availability may contribute to a threat mindset focused on resource conservation rather than engagement. Implications and future research on leadership and employee well-being are discussed.     

Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level

In a multilevel model of leadership behavior, we investigated whether and how empowering leadership affects individuals' career perceptions. We developed a conceptual model that links empowering leadership at the individual level and at the group level (mean as well as dispersion) to individuals' career self-efficacy and career satisfaction. To test our model, we used questionnaire data from a multilevel data set of 2493 employees in leadership positions nested in 704 teams from a large German corporation. Hierarchical linear regression analyses showed that empowering leadership at the individual level was positively related to career self-efficacy, which in turn mediated the relationship between empowering leadership and career satisfaction. Empowering leadership at the group level was positively related to career self-efficacy when it was conceptualized as leadership differentiation (i.e., the standard deviation of empowering leadership ratings), but not when it was conceptualized as leadership climate (i.e., mean empowering leadership ratings). Career self-efficacy in turn mediated the relationship between empowering leadership differentiation and career satisfaction. Finally, we found a negative relationship between empowering leadership differentiation and career satisfaction.     

Social and economic leader–member exchange and employee creative behavior: The role of employee willingness to take risks and emotional carrying capacity

In the current study we explore the relational aspect of leadership for stimulating employee creative behavior. Drawing on leader-member exchange (LMX) theory, we propose that the association between two distinct types of leader-member exchange relationships (social [SLMX] and economic [ELMX]) and creative behavior is mediated by employee willingness to take risks and moderated by emotional carrying capacity. Based on two-wave data from a sample of 147 employees, we surprisingly find only marginal support for the association between SLMX and creative behavior, and, as expected, we find no support for the association between ELMX and creative behavior. We do find evidence of the full mediation of willingness to take risks in these two associations. Furthermore, we also find a positively significant interaction of SLMX with emotional carrying capacity (ECC), but no support for the interaction of ELMX with ECC in predicting employee creative behavior. We contribute to a deeper view of understanding the leadership of employee creativity as a relational process, contingent upon both employee characteristics as well as the nature of leader-member exchange.     

Giving as Good as They Get? Organization and Employee Expectations of Ethical Business Practice

Corporate malpractice and malfeasance on an unprecedented scale have brought ethical issues to the fore and accentuated demands from activists, governments, and the public for greater corporate social responsibility (CSR). The predominant response of researchers and policymakers has been to focus on the external impact of business operations and the merits of regulation or persuasion in achieving more responsible practice in these areas. In this article, we focus on a less well explored aspect of CSR, namely the evaluation of an organization's CSR activities by its internal stakeholders (i.e., employees). Salient CSR literature is reviewed to differentiate between CSR and ethical business practice (EBP), conceptualizing the latter as the internal manifestation of CSR as represented by an organization's values and vision, strategy and policy, systems and procedures, and people management practices. This article assesses organizational espousal of EBP in three ways: how successfully it is communicated to employees, how closely espousal aligns with employee expectation, and how this evaluation impacts on employee commitment. Our research approach aligns with and extends previous work in this area that identifies the likelihood of a “false consensus bias” by managers in assuming congruence between organization espousal of EBP and employee expectation. A conceptual model is offered to explain possible employee responses to an organization's EBP. This relates organization espousal of EBP to employee assessment of its salience to identify three positions on commitment that employees can adopt—abrogated, continuance, and affective commitment—together with their likely behavioral implications. The analysis generates a series of research questions and related areas of exploration to empirically test the conceptual model.     

High Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan

A two level analysis was conducted to examine the impact of High Performance Work Systems (HPWS) on organizational performance by investigating four most prevailing theories in HPWS literature i.e., human capital (Resource based view), social exchange, relational coordination, employee attitudes and behaviours. It was proposed that HPWS predicts improved organizational performance and this relationship can be strengthened through intervention of human capital development, degree of social exchange among organizations and its members and productive relationships among employees. It was further argued that HPWS results into employee motivation, job satisfaction and organizational citizenship behaviours, which ultimately results into better organizational performance. Results from 17 manufacturing and service organizations confirmed the significance of association of implemented and perceived HPWS with managerial and employee rated organizational performance. Mediation analysis confirmed the contribution of human capital, social exchange, relational coordination and OCB towards organizational performance but no influence was found for employee attitudes on HPWS-performance linkage.     

Supervisor commitment to employees: Does agreement among supervisors' and employees' perceptions matter?

Using 322 matched employee–supervisor dyads, we investigate how level and direction of employee–supervisor (dis)agreement on supervisor's affective commitment to the employee relate to organizational commitment, emotional exhaustion, leader–member exchange, and job performance. Results from polynomial regression and response surface analyses indicate that level of employee–supervisor agreement matters: the most beneficial outcomes appear when supervisors and employees agree that the supervisor is highly committed to the employee whereas the least favorable outcomes appear when dyads' members agree that the supervisor has low commitment to the employee. Direction of employee–supervisor disagreement is also important as employee overestimation of supervisor commitment is associated with more favorable outcomes than employee underestimation. However, for two of the outcomes (organizational commitment and emotional exhaustion), the effect of employee–supervisor disagreement was attributable to a main effect of employee perceptions of supervisor commitment. We discuss the implications of these findings for the understanding of employee–supervisor relationships.     

Leader–member exchange and organizational dehumanization: The role of supervisor’s organizational embodiment

This research examined the negative relationship between leader–member exchange (LMX) and organizational dehumanization (i.e., employees’ perceptions that their organization treats them like tools), and specifically the consequences of this LMX–dehumanization relationship on employees’ emotional exhaustion, affective commitment, and voice behaviors. Further, given that supervisors act as representatives of the organization, we argued that these relationships would be stronger for employees identifying their supervisor with the organization (i.e., high supervisor’s organizational embodiment). Across two samples, results showed that high-quality LMX was negatively associated with organizational dehumanization. Further, organizational dehumanization was found to mediate the relationships between LMX and outcomes (i.e., emotional exhaustion, affective commitment, and voice behaviors). Finally, the mediation model was moderated by supervisor’s organizational embodiment. More specifically, the negative effects of LMX on organizational dehumanization and its subsequent outcomes were stronger when leaders were perceived as sharing many characteristics with their organization. This research expands the recent and scarce knowledge on the determinants, boundary conditions and outcomes of organizational dehumanization. Our findings suggest that interpersonal relationships at work and, in particular, very common supervisor-related perceptions should be considered when examining organizational dehumanization.     

The effects of employee burnout on customers: An experimental approach

ABSTRACT

This study investigated the different effects of employee burnout dimensions (depersonalisation and emotional exhaustion) on customer service perceptions. We hypothesised that customers who interact with depersonalising employees will feel angry and hostile, which, in turn, should be related to low service perceptions. Emotional exhaustion was hypothesised to attenuate this effect because customers might perceive exhaustion as a reason for the depersonalising behaviour and may be affected less negatively. Each of the 156 study participants read 12 vignettes in which university employees displayed depersonalisation and emotional exhaustion symptoms. Multilevel analysis showed that employee depersonalisation negatively affected customer perceptions towards employee service and organisation service. Customer anger and hostility mediated this effect. Employee emotional exhaustion moderated the indirect effect such that depersonalisation had the strongest effect on customer service perceptions via anger and hostility when the employee did not display emotional exhaustion. Findings highlight the importance of studying the effects of depersonalisation and emotional exhaustion separately, and taking into account customer affective processes.     

Subjective Perceptions of Organizational Change and Employee Resistance to Change: Direct and Mediated Relationships with Employee Well‐being

Researchers have focused on linking objective measures of change exposure, such as the number of downsizing activities implemented, with employee well‐being. This has meant that less attention has been paid to employees’ subjective experience of change. The authors examine relationships between employees’ perceptions of the extent of change and the frequency of change and insomnia and psychological well‐being. They propose direct and indirect relationships via resistance to change between employees’ subjective experience of change and well‐being. Data were collected from 260 employees from a range of different organizations and industries. Respondents completed surveys at two time points, separated by four months. Results revealed significant indirect relationships between subjective perceptions of change and insomnia and employee well‐being via affective resistance to change at Time 1 and Time 2. In addition, employees’ subjective reports that change was very frequent were initially positively associated with T1 behavioral resistance to change but also were negatively associated with T2 behavioral resistance to change. Discussion focuses on the importance of managing employees’ perceptions of change. Practically, the authors consider the difficult choices that confront managers when seeking to implement and ‘sell’ change within their organization.     

HR perceptions and the provision of workforce training in an AMT environment: An empirical study

Research literature indicates the importance of workforce development in the successful implementation of advanced manufacturing technologies (AMTs). However, the relationship between advanced technologies and workforce training is assumed to be a direct one with limited consideration provided to factors that may influence it. This study examines the impacts of environment and human resource (HR) manager perceptions on the provision of workforce development activities. A human-centered technology philosophy is proposed as a conceptual framework for examining the role of HR manager perceptions to mediate the relationship between AMTs and workforce development. Results from hierarchical regressions indicate that the perceptions of HR managers regarding technology-driven workforce need to explain a large portion of the variance for both individual and process development activities. Findings support that the managerial role of assessing workforce developmental needs from basic AMTs places HR managerial perceptions at the focal point of social–technical systems. The role of environmental uncertainty is also examined as a moderator of managerial perceptions of technology-driven needs in an AMT environment. The results suggest that environmental uncertainty did not moderate the relationship between HR perceptions as a predictor of workforce development activities. This could imply that HR managers may not consider critical external environment issues when making decisions of workforce development activities. The implications of these findings for HR perceptions in an AMT environment are discussed, and suggestions for future research are provided.