High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective

Sun, Li‐Yun; Aryee, Samuel; Law, Kenneth S.

doi:10.5465/amj.2007.25525821

Cited by 1,131 publications

(1,190 citation statements)

References 75 publications

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“…The scale used to measure Green HRM practices is adapted from Sun, Aryee, & Law (2007) and Renwick et al (2013). In particular, we ask the HR respondents to specify the extent to which they implemented green HRM practices related to green hiring, green training and involvement, and green performance management and compensation on a 6-point scale (1= not implemented; 6= fully implemented).…”

Section: Measurement Developmentmentioning

confidence: 99%

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

322

306

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This paper contributes to extant research on green Human Resource Management (HRM) relying on the instrumental value of stakeholder theory, which implies that stakeholders impact on company decisions and their development of organizational resources and performance. Following that theory, the study conceives green HRM practices as a set of management processes that companies implement for responding to stakeholder pressures on environmental issues. Accordingly with those premises, we empirically test the distinct role that different green HRM practices (i.e., green hiring, green training and involvement, and green performance management and compensation) play in mediating the relation between pressures on environmental issues from two specific external stakeholders (i.e., customers and regulatory stakeholders) and environmental performance. Our findings, based on a multirespondent survey in which the respondents were Human Resource Managers and Supply Chain Managers operating in Italy, confirm the hypothesized mediation model. Our results (as well as their implications) are discussed in light of the recent calls to broaden the scope of HRM research, considering the embeddedness of the company in a socio-political context and exploring the role that actors and factors outside the company play in shaping its green HRM practices.

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Section: Measurement Developmentmentioning

confidence: 99%

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

322

306

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“…It is argued that employees who receive economic or socio-emotional benefits from their organisation feel obligated to respond in kind (Blau, 1964, Eisenberger et al, 1986, Rhoades and Eisenberger, 2002). An organisation's HRM practices may be viewed as signalling intent for long-term investment in employees that obligates them to respond with discretionary role behaviour (Sun, Aryee and Law, 2007, Shaw, Dineen, Fang and Vellella, 2009, Gong, Chang and Cheung, 2010. As Hannah and Iverson (2002, pp.…”

Section: The Impact Of Perceived Hrm Practices On Ocb and Turnover Inmentioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

550

565

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Original citation:Alfes, Kerstin, Shantz, Amanda, Truss, Catherine and Soane, Emma (2013) A Moderated Mediation Model AbstractThis study contributes to our understanding of the mediating and moderating processes through which human resource management practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived human resource management practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader-member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.

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“…Law, Wong, Wang, & Wang, 2000;Wei, Liu, Chen, & Wu, 2010), promoting citizenship behavior (e.g. Hui, Law, & Chen, 1999;Sun, Aryee, & Law, 2007), HRM planning (e.g. Aycan, 2005;Kim & Gao, 2010) and others (e.g.…”

Section: Introductionmentioning

confidence: 99%

Overcoming the liability of smallness by recruiting through networks in China: a guanxi-based social capital perspective

Liu

2016

The International Journal of Human Resource Management

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We investigate the role of guanxi in Chinese entrepreneurial firms' recruitment practices in attempting to overcome the liability of smallness. Combining insights from the social capital and guanxi literature, we theorize the guanxi-based social capital perspective and use it to analysis 96 in-depth interviews with multiple members (entrepreneurs, senior managers, and factory workers) from 15 die-casting entrepreneurial firms in Guangdong province, China. We find that the use of guanxi in recruitment practice can overcome the liability of smallness because it makes the hiring process more convenient, improves firms' attractiveness to jobseekers, and enhances the person-organizational fit between new hires and firms. We discuss how Chinese entrepreneurs and their senior managers use guanxi strategically to achieve these advantages. On the other hand, our findings suggest that jobseekers can also use guanxi to increase their options, improve their bargaining power, and distract firms' attention away from hiring the most appropriate candidate for the job in order to undermine the effectiveness of Chinese entrepreneurial firms' recruitment procedures. We explore the implications of these findings for academic research and managerial practice.

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High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective

Cited by 1,131 publications

References 75 publications

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Overcoming the liability of smallness by recruiting through networks in China: a guanxi-based social capital perspective

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