Purpose
– The purpose of this paper is to examine how high-performance HR practices and person-organization fit (P-O fit) affect general human capital and turnover intention. The author introduce and test a multilevel model to measure the relationship.
Design/methodology/approach
– A longitudinal research study was conducted using survey data collected from 456 engineers and their immediate supervisors in 31 Taiwanese high-technology companies.
Findings
– The findings show: first, general human capital can positively predict turnover intention. Second, the P-O fit moderates the positive relationship between general human capital and turnover intention since the stronger the P-O fit, the weaker this relationship. Third, the P-O fit can negatively predict turnover intention. Fourth, high-performance HR practices are positively related to general human capital and weaken the relationship between general human capital and turnover intention.
Practical implications
– Companies should ensure employees are a good match with their organizations to reduce the negative impact of the loss of talented employees on the organization. In addition, organizations should build HR systems that attract and retain outstanding employees.
Originality/value
– This study integrates a strategic perspective and a person-environment fit perspective to understand the impact of general human capital on individual leaving attitudes. This paper contributes to the literature because, to the author’s knowledge, it is the first study to examine the effects of high-performance HR practices and P-O fit on talented employee retention.
This study investigates the relationships between high-performance human resource (HR) practices and individual outcome variables from a cross-level perspective. It also identifies the mediating role of job satisfaction in the relationship between psychological climate and organizational citizenship behavior (OCB). Drawing on a sample of 576 employees from 11 manufacturing plants in Taiwan, our results show that psychological climate perceptions are positively and significantly associated with job satisfaction and OCB, and job satisfaction mediates the relationship between psychological climate perceptions and OCB at the individual level. At the plant level, high-performance HR practices have a positive and significant relationship only with job satisfaction. The theoretical and managerial implications and contributions of these findings are discussed.
The purpose of this paper is to explore job performance, mergers and acquisitions (M&A) from an ethical perceptive. A great number of studies have extensively discussed the link between M&A and performance; however, most focused on the financial functions and strategy selections. Although ethical issues emerge in the M&A process, it is a less studied area. This study adopted the structural equation modeling approach to empirically test our hypotheses. Based on 264 samples from financial companies, data analyses indicated that ethical conduct in M&A is significantly correlated with employee job performance. Ensuring employment security and caring practices can significantly explain organizational commitment. Organizational commitment also plays a significant mediating role between a company’s ethical conduct and employee job performance. Managerial implications are also provided. Copyright Springer 2006mergers and acquisitions, business ethics, organizational commitment, job performance,
This study aims to investigate the relationship between organizational citizenship behavior directed toward individuals (OCBI) and the organization (OCBO), and job performance. In addition, the moderating role of experiential/intelligential human capital on the above relationship was also examined. Data was collected from 585 R&D engineer supervisor-subordinate dyads currently employed at high-tech companies. OCBI and OCBO were found to be positively related to job performance. In addition, an engineer's experiential human capital would lessen the positive effect of OCB on job performance; in other words, OCB would be of greater benefit to less experienced employees than to experienced ones. Finally, the current study also found that employees engaging in OCBO would have even better job performance if they also had greater intelligential human capital.
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