Corine Boon

The relationship between perceptions of HR practices and employee outcomes: examining the role of person-organisation and person-job fit

Human resource management (HRM) practices can play an important role in matching people with the organisations and the jobs they work in. However, little is known about how employees perceive and interpret HR practices and whether or how these perceptions relate to perceptions of person–organisation (P–O) and person–job (P–J) fit. This study aims to bridge strategic HRM and person–environment fit literature by examining possible mediating and moderating roles of P–O and P–J fit in the relationship between employee perceptions of a broad set of HR practices and employee attitudes and behaviours. Results from a sample of 412 employees support direct relationships as well as a mediating and moderating role of P–O and P–J fit in the relationship between perceived HR practices and employee outcomes.

HRM, Communication, Satisfaction, and Perceived Performance A Cross-Level Test

Employee perceptions of HR practices are often assumed to play an important mediating role in the relationship between HR systems and HR outcomes. In a multisource, multilevel study of 2,063 employees and 449 managers in 119 branches of a single large firm, the authors tested how managers’ perceptions of the HR practices implemented in the unit relate to employee perceptions of these HR practices. The authors’ main aim is to explore managers’ communication quality as a moderator of the relationship between manager-rated and employee-rated HR practices. They also tested whether perceived human resource management (HRM) perceptions in turn relate to perceived unit performance and satisfaction. Multilevel structural equation modeling analyses showed that HRM perceptions mediated the relationship between implemented HRM and both satisfaction and unit performance and that communication moderated the relationship between manager-rated and employee-rated HRM. These findings contribute to scholars’ understanding of how HRM affects employee-related outcomes.

Institutional pressures and HRM: developing institutional fit

Purpose – Research in strategic human resource management (HRM) has focused mainly on the effects of HRM practices or systems on organizational effectiveness. However, institutional theory argues that besides being financially successful, organizations also need legitimacy to survive. Owing to the tension between competitive and institutional pressures, organizations balance between the degree of conformity and the degree of differentiation from competitors regarding HRM. The purpose of this paper is to address how institutional pressures help shape HRM.Design/methodology/approach – Using the concepts of leeway, human agency and strategic choice, differences in three types of institutional fit are highlighted: innovative, conformist and deviant. A comparative case study approach is used in order to illustrate the framework, using document analysis and 43 interviews in three organizations in The Netherlands.Findings – This paper shows how balancing competitive and institutional pressures in organizations a...

Temporal issues in person–organization fit, person–job fit and turnover: The role of leader–member exchange

Person–environment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached person–environment fit as a static phenomenon, and without examining how different types of person–environment fit may affect each other. In particular, little is known about the conditions under which fit with one aspect of the environment influences another aspect, as well as subsequent behavior. To address this gap we examine the role of leader–member exchange in the relationship between two types of person–environment fit over time: person–organization and person–job fit, and subsequent turnover. Using data from two waves (T1 and T2, respectively) and turnover data collected two years later (T3) from a sample of 160 employees working in an elderly care organization in the Netherlands, we find that person–organization fit at T1 is positively associated with person–job fit at T2, but only for employees in high-quality leader–member exchange relationships. Higher needs–supplies fit at T2 is associated with lower turnover at T3. In contrast, among employees in high-quality leader–member exchange relationships, the demands–abilities dimension of person–job fit at T2 is associated with higher turnover at T3.

Why and when does ethical leadership evoke unethical follower behavior

Purpose – In examining whether social exchange or social identity mechanisms drive the relationship between ethical leadership and unethical pro-organizational behavior (UPB), the purpose of this paper is to argue that the mechanism linking ethical leadership and UPB varies for different levels of job autonomy. Design/methodology/approach – Data were requested from 225 employees in several Dutch organizations, of which 156 questionnaires were returned. The authors used multilevel path analysis in MPlus to test the hypotheses, which allows for simultaneous estimation of different regression equations and for testing the significance of indirect effects. Findings – In line with the hypotheses, results revealed a direct relationship between ethical leadership and UPB when followers have little job autonomy. For followers high on job autonomy, the authors found that ethical leadership relates to UPB via organizational identification. Practical implications – It is advised to use ethical leadership with care when it focusses on reciprocity and identification. The results suggest that followers may be inclined to justify their unethical actions by appealing to the principle of higher loyalty – believing they are just doing what the organization wants them to do. Originality/value – Previous research has used social learning theory to show that ethical leadership is likely to stimulate and transfer ethical norms and behaviors. The current study however demonstrates the reciprocal and dark side of ethical leadership, as the authors found that ethical leadership can encourage UPB for followers with low job autonomy.

When health care workers perceive high-commitment HRM will they be motivated to continue working in health care? It may depend on their supervisor and intrinsic motivation

Abstract In this health care field study, we examined the link between human resource management (HRM), transformational leadership, intrinsic motivation and motivation to continue to work. Based on the social exchange theory, we proposed a mediation model linking HRM to motivation to continue to work in health care, via respectively transformational leadership and intrinsic motivation. Results from data collected from 171 employees revealed that transformational leadership and intrinsic motivation mediate the relationship between perceptions of high-commitment HRM and workers’ motivation to continue to work. Practical implications for organizations in health care are discussed.

Integrating strategic human capital and strategic human resource management

Abstract Human capital is an important construct in a variety of fields spanning from micro scholarship in psychology to macro scholarship in economics. Within the various disciplinary perspectives, research focuses on slightly different aspects and levels of human capital within organizations, which may give opportunities for integration. The current paper aims to increase knowledge about human capital within organizations by integrating two streams of research which focus directly on human capital, but have approached human capital in different ways: strategic human capital (SHC), and strategic HRM. We describe both SHC and strategic HRM research streams and propose areas of integration, and directions for future research on human capital in organizations.

Celebrating and Advancing the Scholarship of David P. Lepak (1971–2017)

aorganizations, strategy and International management, naveen Jindal school of management, university of Texas at Dallas, richardson, TX, usa; bDepartment of management, Business school, hong Kong university of science and Technology, hong Kong, china; cDepartment of leadership & management, amsterdam Business school, university of amsterdam, amsterdam, netherlands; dDepartment of management and human resources, fisher college of Business, The ohio state university, columbus, oh, usa

Person-Organization Fit, Person-Job Fit, and Turnover: The Role of Leader-Member Exchange

Person-Environment (PE) fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached PE fit as a static phenomenon, and without exa...