How Do Developmental and Accommodative <scp>HRM</scp> Enhance Employee Engagement and Commitment? The Role of Psychological Contract and <scp>SOC</scp> Strategies

Bal, P. Matthijs; Kooij, Dorien; Jong, Simon B. de

doi:10.1111/joms.12028

Cited by 269 publications

(363 citation statements)

References 74 publications

(134 reference statements)

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“…For each of these practices, respondents were asked to rate their perceptions of these practices in their firms on a five-point Likert scale, ranging from "totally disagreeing" (1) To "totally agree" (5).…”

Section: Methods a Participantmentioning

confidence: 99%

Impact of Person-Job Fit, Person-Organization Fit, Information Sharing and Empowerment on Organizational Commitment of Moroccan Banks Managers

Alla¹,

Rajâa²

2017

IJERMT

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Abstractuman resources are considered to be the most important factor within the organization to gain a competitive advantage. Develop organizational commitment of human resources is imperative to stimulate a long-term relationship with them. The primary objective of this study, on one hand, is to explore the relationship between the person-job fit, person-organization fit, information sharing and empowerment and organizational commitment working managers in head offices of Moroccan banks, on the other hand, is to identify the practice which is more likely to generate a great significant impact on organizational commitment. A total of 380 questionnaires distributed, 207 questionnaires were selected, representing a 54.47% response rate. The results of this study reveal that person-job fit, person-organization fit, information sharing and empowerment are positively correlated with organizational commitment. Furthermore, the person-job fit contributes more to the latter.

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Section: Methods a Participantmentioning

confidence: 99%

Impact of Person-Job Fit, Person-Organization Fit, Information Sharing and Empowerment on Organizational Commitment of Moroccan Banks Managers

Alla¹,

Rajâa²

2017

IJERMT

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“…For example, Bal, Kooji, and de Jong (2013) examined how the availability of developmental HRM (including job development/enrichment/rotation, internal promotion, and lateral job movement), at the unit level, was related to engagement, at the individual level, via psychological contract perceptions, at the individual level. The current study complements and extends Bal et al's (2013) study by examining employee perceptions of development practices, rather than just whether they are available to them, and by focusing specifically on opportunities for personal development, rather than on a range of job design/development factors. Focusing on perceptions of HR practices are important as employees vary in how they react to implemented practices, and differ in the attributions they make about why management enact these practices, which influences the way each individual behaves and acts (Nishii, Lepak, & Schneider, 2008).…”

Section: Introductionmentioning

confidence: 99%

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Fletcher

2016

The International Journal of Human Resource Management

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There is an increasing need to understand the psychological processes that link personal development with employee engagement, particularly the boundary conditions at which these occur. The current study sought to meet this need by testing whether perceived opportunities for development are positively associated with job engagement indirectly through the experience of meaningfulness, and whether this indirect relationship is conditional on the level of perceived line manager relations. Questionnaire data was collected from 152 UK workers from a range of occupations and organizations. The results found support for all the hypotheses. In particular, the positive effects of perceived opportunities for development on job engagement (measured one month later) via meaningfulness was only significant for those who perceived that they had a good relationship with their line manager. Thus, there is a need for line managers to develop high quality relationships with their direct reports in order for development practices to translate into positive psychological outcomes. Engagement theory could be advanced by further understanding broaden-and-build and social exchange processes. IntroductionProviding opportunities for personal development is a crucial practice within a human resource management (HRM) system because such opportunities develop human capital resources within the organization, which enable sustained competitive advantage (Lee & Bruvold, 2003). Moreover, opportunities for development are important for facilitating employee engagement (Bakker & Bal, 2010;Sarti, 2014;Shuck, Twyford, Reio, & Shuck, 2014). Engagement is defined as the authentic, simultaneous expression of one's emotional, cognitive, and physical dimensions of the self whilst performing one's job role (Kahn, 1990).In doing so, personal development connects the individual with their work context because "they provide pathways for employee growth and fulfillment" (Crawford, Rich, Buckman, & Bergeron, 2014, p.61). Over recent years initiatives to improve employee engagement have become widespread because of their potential to leverage organizational success through harnessing the motivation and spirit of its employees (Saks & Gruman, 2014). As HRM practitioners are often responsible for leading organizational change initiatives that seek to improve employee engagement through human resource (HR) practices (Arrowsmith & Parker, 2013;Reissner & Pagan, 2013), and given that a recent evidence synthesis shows that employee perceptions of development are associated with engagement (Bailey, Madden, Alfes, & Fletcher, 2015), it may be particularly useful for HRM researchers to examine the psychological processes that underpin the relationship between personal development and engagement in more depth. Currently, there is a lack of understanding of how personal development leads to engagement, and in what circumstances this process occurs. This is important to address because it provides practical recommendations on how development practices can be best desi...

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“…As people experience work-related losses, such as the physical capabilities to conduct work, or the perseverance of working long hours, workplace flexibility may provide older workers the tools to employ SOC-strategies to cope with these losses. Accordingly, a study by Bal et al (2013) indeed found that HRM practices aimed at workplace flexibility, such as reduced working, contributed to higher employee engagement and commitment among workers who were focused on selection and compensation strategies at work. Thus, the SOC-model presents a first indication of how workplace flexibility may contribute to older workers' motivation at work, as the latter facilitates them in adjusting SOC-strategies with how they fulfill their work roles.…”

Section: Selectivity Optimization and Compensation Theorymentioning

confidence: 99%

“…Hence, the SOC-model argues that people use different strategies to cope with the changes they experience as a result of the aging process. The SOCmodel has been used as well to explain changes in people's motivation and goal attainment (Ebner, Freund, & Baltes, 2006;Freund, 2006), as well as how these strategies link to work attitudes and behaviors (Bal, Kooij, & De Jong, 2013;Yeung & Fung, 2009;Zacher & Frese, 2011). Translated to the notion of workplace flexibility, the SOC-model may provide a first indication of why people, as they become older, value more flexibility at work.…”

Section: Selectivity Optimization and Compensation Theorymentioning

confidence: 99%

Workplace Flexibility across the Lifespan

Bal¹,

Jansen²

2016

Research in Personnel and Human Resources Management

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As demographic changes impact the workplace, governments, organizations and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility has been introduced as a potential way workers can have more satisfying working lives until their retirement ages. This paper presents a critical review of the literature on workplace flexibility across the lifespan. It discusses how flexibility has been conceptualized across different disciplines, and postulates a definition that captures the joint roles of employer and employee in negotiating workplace flexibility that contributes to both employee and organization benefits.Moreover, it reviews how flexibility has been theorized and investigated in relation to older workers. The paper ends with a future research agenda for advancing understanding of how workplace flexibility may enhance working experiences of older workers, and in particular focuses on the critical investigation of uses of flexibility in relation to older workers.Flexibility can be regarded as one the key concepts of the contemporary workplace (Bird, 2015). Organizations try to become more flexible and adaptable to ever changing economic circumstances (Volberda, 1996; Way et al., 2015), while employees are expected to be more flexible in how they approach their jobs and careers (Hill et al., 2008a). Moreover, employees are increasingly looking for more flexibility in how they balance their work with their personal lives (Allen, Johnson, Kiburz, & Shockley, 2013;Ferguson, Carlson, & Kacmar, 2015), and in how they develop their careers (Moen & Sweet, 2004). Finally, governments across the world have increasingly responded to these trends by declaring flexibility the keyword for the future workforce and workplace (Johnson, 2011). In all these instances the denotation 'flexibility' refers to a different object and consequently has a different meaning. 3It is not surprising that the increasing popularity of the allegedly multi-interpretational term flexibility has coincided with rapid demographic changes in the workforce, including the aging of populations across the world (Kooij, 2015;Zacher, 2015). These demographic changes have caused governments, organizations, and employees to take a different position in how work and careers are both conceived and realized when life expectancy will rise to 100 years and above. However, current retirement systems are largely based on people retiring at 65 years (Wang & Shultz, 2010). One of the more immediate consequences of the aging population is that the ratio of working vs. non-working people is declining rapidly, causing more non-working people to be dependent upon a smaller number of people in jobs (Johnson, 2011). As these changes have put greater pressure on the affordability of pensions in many countries worldwide, governments have been engaging in the process of stimulating longer careers and ceasing with financially supporting early retirement. However, whereas the need for people to work beyond retirement has increased...

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How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies

Cited by 269 publications

References 74 publications

Impact of Person-Job Fit, Person-Organization Fit, Information Sharing and Empowerment on Organizational Commitment of Moroccan Banks Managers

Impact of Person-Job Fit, Person-Organization Fit, Information Sharing and Empowerment on Organizational Commitment of Moroccan Banks Managers

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Workplace Flexibility across the Lifespan

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