Context and HRM: Theory, Evidence, and Proposals Mayrhofer, Wolfgang; Gooderham, Paul N.; Brewster, Chris
International studies of management & organization,
10/2019, Letnik:
49, Številka:
4
Journal Article
Recenzirano
Odprti dostop
Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, ...and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.
•Green transformational leadership influences green human resource management (GHRM) practices.•Green innovation predicts environmental performance.•Green innovation mediates the influence of GHRM ...practices on environmental performance.
Drawing upon the resource-based view and the ability-motivation-opportunity theory, we examined how green human resource management interplays on to the linkages amongst green transformational leadership, green innovation and environmental performance. Using a survey questionnaire, we collected triadic data from 309 manufacturing sector small and medium-sized enterprises (SMEs). We used covariance-based structural equation modeling (SEM) to examine hypotheses in this study. Results of the study suggest that green HRM practices mediates the influence of green transformational leadership on green innovation. We also found that green HRM indirectly through green innovation influences firm's environmental performance. Overall, the findings of our study support all hypotheses of direct and indirect effects and have several theoretical and practical implications. Finally, our study significantly advances theory and suggests that HRM-performance relationship neither depends upon the additive effect of green transformational leadership and green innovation as antecedent and mediator, respectively, nor on their interactive effect but a mix of both combinational forms (ie., additive and interactive) to affect firm environmental performance. Overall, our study contributes and advances the previous studies wherein in leadership plays critical role to influence the HRM practices and that in turn to predict green innovation in the organization.
We examined socioemotional microfoundations of perceived corporate social responsibility (CSR) and posited that employees’ perceived CSR triggers a perception‐emotion‐attitude‐behavior sequence. ...Drawing from appraisal theory of emotion, we hypothesized that perceived CSR relates to emotions (i.e., organizational pride), which relate to job attitudes (i.e., organizational embeddedness) that in turn relate to job behaviors (i.e., decreased turnover). To test this model, we conducted a multistudy investigation involving different samples, designs, and data‐analytic methods. In Study 1, we conducted an experiment and found that participants who envisioned working in a firm that was active regarding CSR activities reported greater pride and organizational embeddedness. We then conducted two field studies using a nonmanagerial sample (Study 2) and a managerial sample (Study 3) and found that participants’ perceived CSR was positively related to their pride, which in turn was related to stronger organizational embeddedness. Stronger organizational embeddedness was related to lower turnover 6 months later in Study 2 but not in Study 3. In Study 4, we conducted a longitudinal four‐wave 14‐month study to test the proposed relationships from a within‐person conceptualization, and the results were also supportive. Thus, the proposed perception‐emotion‐attitude‐behavior framework received broad support and illustrated that stronger microfoundations of CSR research could be constructed through understanding employees’ emotional, attitudinal, and behavioral reactions to their perceptions of their employers’ CSR.
Although strategic human resource (HR) management research has established a significant relationship between high-performance HR practices and firm-level financial and market outcomes, few studies ...have considered the important role of employees’ perceptions of HR practice use or examined the more proximal outcomes of high-performance HR practices that may play mediating roles in the HR practice–performance relationship. To address recent calls in the literature for an investigation of this nature, this study examined the relationships between employees’ perceptions of high-performance HR practice use in their job groups and employee absenteeism, intent to remain with the organization, and organizational citizenship behavior, dedicating a focus to the possible mediating role of affective organizational commitment in these relationships. Data in this study were collected from surveys of employees at a large multiunit food service organization. The model was tested with CWC(M) mediation analysis (i.e., centered within context with reintroduction of the subtracted means at Level 2), which accounted for the multilevel structure of the data. Results indicate that employees’ perceptions of high-performance HR practice use at the job group level positively related to all dependent variables and that affective organizational commitment partially mediated the relationship between HR practice perceptions and organizational citizenship behavior and fully mediated the relationship between HR practice perceptions and intent to remain with the organization. The discussion reviews the implications of these results and suggests future directions for research in this vein.
PurposeThis paper aims to investigate the influence of supervisor's ethical leadership style on subordinates' green or pro-environmental work behavior in the presence of green human resource ...management (GHRM) as a mediator and environmental knowledge as a moderator.Design/methodology/approachA questionnaire-based was distributed to 427 supervisor–subordinate dyads working in various Pakistani organizations. Structural equation modeling was used to determine the mechanisms and boundary conditions in the relationship between supervisor's ethical leadership style and subordinates' green behavior.FindingsStructural equation modeling supported a partial mediating role of GHRM in the influence of ethical leadership on green work behavior. Further, the findings revealed that employee's environmental knowledge can magnify the indirect impact of ethical leadership, via GHRM, on green behavior.Research limitations/implicationsCross-sectional survey data are typically associated with common method bias. To counter this bias, we collected data from dual sources, namely, supervisors and their subordinates. The research findings have implications in deepening the understanding of the impact of ethical leadership in improving environmental performance of the organization.Originality/valueThis is the first study that utilizes multi-sourced data to examine the mediating role of GHRM and the moderating role of environmental knowledge in the relationship between ethical leadership and green behavior at work.
This article identifies current progressions and research gaps in Green Human Resource Management literature and investigates the future of green practices in meeting the social sustainability ...requirements of an organisation. Considering the growing awareness on greening and sustainability, a systematic review of the domain specific literature was carried out using the Scopus and Google Scholar databases which resulted in a set of 174 scientific articles between 1995 and 2019. NVivo Plus software version 12 was used for quantitative processing as well as qualitative analysis of data. Content coding and cluster analysis were performed, the results of which exhibited three clusters namely, green human resource management practices, employee green behaviour at workplace and organisational sustainability. Further manual analysis revealed social sustainability to be the least explored area than economic and environmental pillars of sustainability. From this, the authors conceptually explored a theoretical model suggesting the mediational role of ‘employee green behaviour at workplace’ in the relationship between ‘green human resource management practices’ and ‘social sustainability’ of organisations using grounded theory approach. Therefore, prioritising social equity, health, wellness and well-being, this work examines the state-of-the-art in green human resource management research to unravel the enormous potential of core green practices envisioning social sustainability, which has not been established till date. Based on the content coding, clustering, and further analysis, propositions, future paths and implications are also presented.
Display omitted
•Chronological and geographical trend of Green Human Resource Management articles.•Research gap identified through Cluster analysis dendrograms.•Theoretical model framed from findings.•Green human resource management implications for social sustainability projected.•Mediating role of employee green behaviour at workplace discussed.
Employee eco-initiatives can contribute to organizational green sustainability. Nonetheless, mechanisms underlying employee green creativity have not been fully understood. Our study aims to ...investigate if perceived green human resource management (HRM) practices can foster green creativity among employees via dual mediation paths of green crafting and harmonious environmental passion. A two-wave survey process was conducted to garner responses from 712 employees and 106 managers from tour operators operating in Vietnam. Results revealed the mediating roles of green crafting and harmonious environmental passion for the linkage between perceived green HRM practices and employee green creativity. Perceived environmentally-specific authentic leadership was unpacked as a moderator for the impacts of perceived green HRM practices on green crafting and harmonious environmental passion. By identifying these mediating and moderating effects, our inquiry advances the stream of research on the HRM-creativity linkage in the green management domain.
Unit human capital resources (HCR) are vital to performance across organizational levels. Crucially, the benefits of unit HCR often hinge on resource access and effective resource management. Yet, ...how units manage HCR remains unclear. We first review findings from human resource management (HRM) and unit leadership literatures relating to unit HCR, which have evolved separately despite their shared goals. Using our review as a foundation, we offer an integrative model highlighting the ways unit leaders can leverage HRM practices and their leadership behaviors for the greatest impact on unit HCR. In so doing, we identify a potentially potent nexus for scholars of both disciplines to focus their integrative efforts on-unit leaders-given their responsibility for HRM practice delivery (e.g., implementing a job rotation program) and their own leadership behaviors (e.g., composing teams). We conclude by highlighting future research questions, opportunities for theoretical integration, and expanding empirical examination.
Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a ...systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments.
PDF
