دانلود رایگان مقاله انگلیسی روش های HR و عملکرد کارکنان: نقش واسطه گری کار خوب - امرالد 2017

عنوان فارسی
روش های HR و عملکرد کارکنان: نقش واسطه گری کار خوب
عنوان انگلیسی
HR practices and employee performance: the mediating role of well-being
صفحات مقاله فارسی
0
صفحات مقاله انگلیسی
34
سال انتشار
2017
نشریه
امرالد - Emerald
فرمت مقاله انگلیسی
PDF
کد محصول
E7033
رشته های مرتبط با این مقاله
مدیریت، روانشناسی
گرایش های مرتبط با این مقاله
مدیریت کسب و کار، روانشناسی صنعتی و سازمانی، مدیریت منابع انسانی
مجله
روابط کارکنان: مجله بین المللی - Employee Relations: The International Journal
دانشگاه
Department of Management and Organization - Hanken School of Economics - Finland
۰.۰ (بدون امتیاز)
امتیاز دهید
بخشی از متن مقاله

The impact that different dimensions of human resource (HR) practices have on employee performance has attracted a lot of attention in the human resource management (HRM) literature over the past 25 years (Van De Voorde and Beijer, 2015). In the past two decades, researchers also began to focus more directly on employee-centered outcomes such as employee well-being and to look more closely at the effect that HR practices have on employee well-being (e.g. Jiang et al., 2012). The role of employee well-being as a mechanism through which HR practices affect employee performance has also been studied (Fisher, 2010; Van De Voorde and Beijer, 2015). The empirical evidence regarding the trilateral relationships between HRM, employee wellbeing and employee performance demonstrates that HRM has a positive effect on the different dimensions of employee performance due to the creation of positive employee happiness effects (Devonish, 2013; Jiang et al., 2012; Van De Voorde et al., 2012). However, some studies indicate that HR practices may trigger higher levels of stress, burnout, exhaustion and work intensification, which are elements that negatively affect employee physical well-being (Alfes et al., 2012; Grant et al., 2007; Jackson et al., 2014; Pawar, 2016; Van De Voorde et al., 2012). HR practices may thus benefit employee performance and one type of employee well-being, while damaging another dimension of employee well-being. These findings voice the possibility of complex patterns of trade-offs between HRM, different dimensions of employee well-being and employee performance. However, despite growing indications of the existence of trade-offs, many questions remain (Boxall et al., 2016; Paauwe, 2009; Peccei et al., 2013).

تحقیقات آینده

LIMITATIONS AND FUTURE RESEARCH


Our study is not without limitations. First, even though a multi-actor design was applied, the HRM data were based on employee perceptions and thus examined the perceived use of HR practices. Future research should consider investigating the actual use of HR practices. In addition, the study design was cross-sectional, which allows the reporting of associations among variables instead of causal direction. While the study design is similar to other HRM studies that report meaningful associations between variables (e.g. Flinchbaugh et al., 2016), future studies should examine the mediation processes using longitudinal datasets. Also, the study did not have a multilevel design and the findings should be interpreted with this limitation in mind.


Additionally, the high employee performance among the respondents might be a result of the good reputation of the case company, its corporate policy and its relatively higher salaries compared to other similar companies in the sector, but not a consequence of the use of different dimensions of HR practices and high employee well-being. Hence, the results of the study may not be fully generalizable to other settings. This might also explain the stronger than average Cronbach’s alphas of the study's core constructs. Future research should also study the examined associations in other industry and sector settings.


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