Maria Carmen Galang

Perceptions of Organizational Politics: Prediction, Stress-Related Implications, and Outcomes

The perceptions of organizational politics model proposed by Ferris, Russ, and Fandt (1989) was tested in this study, and reasonably strong support was found for most of the linkages in the model, including the moderating effects of control and understanding, and the mediating effects of politics between predictors and outcomes. Furthermore, politics was characterized as a potential source of stress in the work environment, contributing to our understanding of the dynamics of politics in organizations. The results of the present study are discussed in light of the implications and directions for future research.

Human Resource Department Power and Influence Through Symbolic Action

The present study integrates theory and research on power, politics, and social constructionism to investigate how human resource (HR) departments in organizations gain influence. Survey results from 242 organizations demonstrated that symbolic actions are stronger predictors of HR department power than unionization, HR performance, and top management attitudes. Implications of the results are discussed as are directions for future research.

The relationship between human resource practices and firm performance: an empirical assessment of firms in Malaysia

Purpose – The objective of this study is to gain more insight into Malaysian human resource management, in terms of its history and current HR practices. Also, this paper also intends to examine the impact of implementing HR practices on the overall organizations performance based on a sample of 217 Malaysian based companies.Design/methodology/approach – Data were collected via questionnaires from human resource managers and top executives responsible for the managing human resources in their respective organizations. A sample of 217 Malaysian firms participated in this study. Using SPSS, a regression analysis was used to measure the impact of human resource practices on organizational performance.Findings – The key finding of this study is that HR practices do have a significant impact on the performance of Malaysian organizations. In a nutshell the results of this study suggest a positive association between HR practices and firm performance.Originality/value – This study contributes to the understandi...

Power and influence of the human resources function through boundary spanning and information management

Abstract The human resource management (HRM) function has realized a considerable increase in power, influence, and reputation, but it has not been examined from the perspective of organizational boundary spanning. Because boundary spannings function of information control provides a source of power, it is helpful in explaining HRMs growing influence in US organizations. However, our conceptualization of the boundary spanning role needs to be refined to incorporate developments after its initial creation. Hence, an evolutionary model is proposed that depicts two stages that the boundary spanning role subsequently undergoes when the conditions for its initial creation are no longer present to justify its existence. Despite what we have termed “phantom threats,” boundary spanners are able to maintain their influence through astute management of information that portrays their continued usefulness. This phase however cannot last forever, and boundary spanners need to discover new threats. A review of the development and evolution of HRM in the U.S. supports the proposed model. Because each of the three stages are reflected in the communication patterns of the boundary spanner, several propositions based on the notion of information richness and the nature of the language used in communicating with three critical groups (i.e., external contacts, management, and subordinate staff) are generated to test the model. Finally, suggestions for research are made.

Stakeholders in high-performance work systems

Recent research investigating human resource management (HRM) in organizations has used the systems approach which views HRM as a coherent set of practices. In particular, the notion of high-performance work system identifies a set of HRM practices that are presumed to be more responsive to the environmental challenges currently faced by organizations. Empirical studies have confirmed the system notion, particularly of what has been referred to as the high-performance work system, and its impact on organizations. Explaining its existence in organizations, which will help address the question of limited adoption, is only beginning, with one study each done in Great Britain and Canada. The present study extends the notion of competing interest groups to explain the existence of an HRM system, using more active influence measures. A sample of 222 business organizations in the United States reveals that, of four likely interest groups examined, unions and HRM departments prove to have competing interests in a...

The transferability question: comparing HRM practices in the Philippines with the US and Canada1

A survey of Philippine corporations was conducted to find out the prevalence and impact of practices in hiring, training and development, performance appraisal, pay and occupational health and safety. Overall, many of the practices that are prescribed in Western management can be found in most of the responding firms. Organizational characteristics were also found to be associated with some of the practices. Many practices were related to perceived organizational performance but only a few practices to voluntary turnover rate. Comparisons with US and Canadian data show that there were differences in most practices, but with the Philippines showing a higher extent of the HRM practice, and more correlations with organizational characteristics than the US and Canadian samples, suggesting that many of the practices developed in the West are easily transferred. Possible explanations examined include differences in country context, differences in sample characteristics and methodological artefacts from cross-cultural non-equivalence.

HR managers in five countries: what do they do and why does it matter?

The 1980s saw the need for change in the organizational role of human resource (HR) professionals, from the traditional employee champion and administrative expert to strategic business partner and change agent. The argument posited was that a more challenging environment compels organizations to turn to managing their HRs as a source of competitive advantage and that means an increasing business partnership for HR professionals. However, very few studies examine the execution of these multiple, sometimes contradictory roles, despite the risk that neglecting traditional roles endanger organizational performance in the long term. This five-country comparative study finds that multiple roles are at least moderately executed, and that these HR roles have different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.