دانلود رایگان مقاله شیوه منابع انسانی با تعهد رابطه اشتغال و عملکرد شغلی آزمون مدل میانجی

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 e performance link to the more dominant AMO (ability, motivation and opportunity) model.

5. Discussion

This study has sought to make several contributions to the literature. First, it adopts an explicitly high commitment approach to HRM in contrast to the dominant approach that focuses on HR practices designed to ensure high performance (Jiang et al., 2012). There is inevitably some overlap between these approaches and this study included items such as training and development and merit pay that are likely to appear in high performance models. However, it included additional items addressing more employeecentred issues such as workelife balance, promotion of equal opportunities and policies to avoid bullying and harassment.