دانلود رایگان مقاله شیوه منابع انسانی با تعهد بالا، رابطه اشتغال و عملکرد شغلی

Abstract

Purpose This study outlines and tests a high commitment model of human resource (HR) practices and its association with outcomes through a path including employee perceptions and attitudes, thereby seeking a new way of opening the so-called ‘black box’ between human resource management (HRM) and performance. Methodology Data were collected through a questionnaire survey with responses from 835 Spanish workers from three sectors (services, education and food manufacture). In order to test hypotheses, we conducted a path analysis. Findings High commitment HR practices were related to employee performance through the mediating effect of perceived organizational support, a fulfilled psychological contract and job security, as key features of the employment relationship, and job satisfaction. Research implications/limitations This study highlights the roles of high commitment HR and a social exchange model that places a positive employment relationship at the centre of the link between HRM and performance. In so doing, it supports a causal chain from input (HR practices) to perceptions (the employment relationship), attitudes (job satisfaction) and performance (employee behaviour). However, it is based on self-report and cross-sectional data, and hence future research should obtain independent performance data and should ideally be longitudinal. Originality/value This study is novel in its analysis of how high commitment HRM affects performance through the employment relationship within a social exchange analytic framework. As such, it offers an alternative, albeit complementary view of the HRM – performance link to the more dominant AMO (ability, motivation and opportunity) model.

7. Conclusion

In conclusion, our study has tested and found support for a model of high commitment HRM that is positively associated with key features of the employment relationship at the individual level and which, within the framework of exchange theory, are associated with higher employee job performance. In reporting these findings, we go beyond the traditional approach to the study of the relationship between HRM and performance to focus on a specific and rather different process, whereby HRM is linked to performance.