Abstract This study contributes to our understanding of the mediating and moderating processes through which human resource management (HRM) practices are linked with behavioural outcomes. We developed tested a moderated mediation model linking perceived HRM organisational citizenship behaviour turnover intentions. Drawing on social exchange theory, posits that effect both outcome variables is mediated by levels employee engagement, while relationship between engagement support leader–member...

Effective measure of employee engagement is relevant to human resource development (HRD) theory and practice. We build on Kahn's (1990 Kahn, W.A. 1990. Psychological conditions personal disengagement at work. Academy Management Journal, 33: 692–724. [Crossref], [Web Science ®] , [Google Scholar], work, Journal 692–724) develop a model that has three requirements: work-role focus, activation positive affect. This was operationalized in new measure: the Intellectual, Social, Affective...

The development of mainstream human resource management (HRM) theory has long been concerned with how people can enhance performance outcomes. It is only very recently that interest shown in the parallel stream research on link between employee engagement and performance, bringing two together to suggest may constitute mechanism through which HRM practices impact individual organisational performance. However, emerged as a contested construct, whose meaning susceptible ‘fixing, shrinking,...

The present study examined a potential mediator of the job design–performance relationship, namely employee engagement. Data were obtained via survey 283 employees in consultancy and construction firm based UK from supervisors' independent performance evaluations. results reveal that who hold jobs offer high levels autonomy, task variety, significance feedback are more highly engaged and, consequence, receive higher ratings their supervisors, enact organizational citizenship behaviours...

The present study examines the interaction between perceived HRM practices and trust in employer on employee performance well‐being. Specifically, tests whether moderates relationships perceptions of task (as rated by employees’ supervisors), organisational citizenship behaviour, turnover intentions Support was found for majority hypotheses using data from 613 employees their line managers a service sector organisation UK . Trust performance, individual well‐being, but not behaviour....

Abstract We theorized that absence from work is a resource‐based process related to perceived meaningfulness of work, well‐being, and engagement. Broaden‐and‐build theory (Fredrickson, 1998, 2001) engagement (Bakker, Schaufeli, Leiter, & Taris, 2008; Kahn, 1990) were used develop framework for explaining absence. Results study 625 employees human resource records subsequent absenteeism data three‐month period supported our hypotheses meaningful increases with associated low levels...

Despite the growing number and importance of service occupations, we know little about how jobholders’ perceptions societal stigmas jobs influence their identification with attitudes towards work. The present study presents a framework that accords key roles to research on occupational stigma consciousness verification employees’ self-views (i.e. core self-evaluations) understand responses stigmatization. Survey from call center employees revealed negative relationship between work...

The present study examined the commonly held assumption that a low level of work engagement leads to higher turnover intentions and employee deviant behavior. Employee survey results (n = 175) from manufacturing organization in United Kingdom showed correlates negatively with lagged measures behavior directed toward organization. suggest perceived organizational support moderates relationship between behaviors organization, such compensates for relatively levels engagement. © 2014 Wiley...

Abstract Although some research suggests that perceptions of HRM practices are associated with lower levels employee well‐being, other shows just the opposite. In present study, we attempt to reconcile these discrepant findings by incorporating role attributions. Our model posits when employees perceive their organisation's intended improve job performance, they experience higher involvement, which leads emotional exhaustion. Conversely, believe reduce organisational costs, work overload,...

AbstractThis paper responds to calls for research that takes into consideration the broader ideologies underpinning employment relationship within capitalist societies by building and testing a model of work alienation. We examine how three work-related factors identified originally Karl Marx act as precursors alienation, is, disconnection oneself from work, are experienced in modern workplace, namely extent which voice behaviours enacted, whether an individual perceives his or her skills be...

Purpose – Due to increasing cost pressures, and the necessity ensure high quality patient care while maintaining a safe environment for patients staff, interest in capacity HRM practices make difference has piqued attention of healthcare professionals. The purpose this papers is present test model whereby engagement mediates relationship between four safety two different occupational groups healthcare, namely, nurses administrative support workers. Design/methodology/approach Structural...

This article sheds new light on an understudied construct in mainstream management theory, namely, work alienation. is important area of study because previous research indicates that alienation associated with individual and organizational outcomes. We tested four antecedents alienation: decision-making autonomy, task variety, identity, social support. Moreover, we examined two outcomes deviance performance, the former measured 1 year after independent variables were measured, latter as...

A sizeable portion of the working population perceives that they are overqualified for their jobs. This is problematic, given research consistently shows such beliefs translate into lower levels job satisfaction. Hence, it behoves human resource management (HRM) scholars to identify factors influence perceptions overqualification and also moderators may reduce negative effect perceived on In this study, we present a moderated path model posits quality relationships employees hold with leader...

Although scholars have highlighted human resource's (HR's) important role as a change agent, we know little about the extent to which HR influences context foster positive employee responses and support organizational changes. This study positions perceived system strength an internal factor that employees' reactions toward change. Drawing on emotion theory social exchange theory, analyze mechanisms through perceptions of lead Data from 704 employees in UK police force showed were positively...

Summary Despite significant interest in the attributions employees make about their organization's human resource (HR) practices, there is little understanding of antecedents HR attributions. Drawing on attribution theory, we suggest that are influenced by information (perceptions distributive and procedural fairness), beliefs (organizational cynicism), motivation (perceived relevance). We test a model through two‐wave survey 347 academic faculty United Kingdom, examining purpose...

Abstract Overwhelming evidence in the behavioral sciences shows that consciously set goals can increase an employee's performance. Thus, HR professionals have had little, if any, reason to be interested subconscious processes. In past decade, however, laboratory experiments by social psychologists shown primed. That is, people's behavior is affected of which they are unaware. Because a conscious goal consumes cognitive resources, this finding has important implications for employee...

A moderated mediation model was developed to explain the variation in amount of time volunteers dedicate their chosen voluntary cause. Data from 534 an international aid and development agency United Kingdom revealed a positive relationship between prosocial values spent volunteering. The results also show that volunteer engagement fully mediated value motive volunteering, strength effect varied as function volunteers' commitment beneficiaries. These findings provide new perspective on link...

Abstract Who responds most strongly to supervisor social undermining? Building on self‐verification theory (Swann, 1983, 1987), we theorize that employees with positive views of the self (i.e., higher core self‐evaluations [CSEs]) who also maintain trust in workplace management are more likely experience heightened stress and turnover intentions when undermined. We argue this subset (high CSE, high trust) feel misunderstood undermined by their lack partially explains stronger responses...