How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms

The management of volunteers – what can human resources do? A review and research agenda

“…More research is needed to understand the mediating mechanisms through which the effects of HR practices unfold. Although our categorization of HR practices within the AMO model is consistent with prior theory and research (i.e., Jiang et al, 2012), it is possible that the same HR practice influences volunteer attitudes and behaviors via ability, motivation, and/or opportunity. For instance, research has shown that training has the potential to increase both volunteers' abilities, and it might also be considered a reward (motivation); likewise, teamwork can be considered a motivator and an opportunity.…”

“…Before reviewing the remaining articles, the research team developed an organizing framework that showed a list of HR practices which previous studies had classified as A, M or O-enhancing practices (e.g., Gardner, Wright, & Moynihan, 2011;Jiang et al, 2012;Subramony, 2009). Two of the researchers subsequently categorized the HR practices described in each article according to this list as A, M, or O-enhancing practices.…”

“…job design, teamwork, and positive social interactions at work) (Lepak, Liao, Chung, & Harden, 2006;Purcell, Kinnie, Hutchinson, Rayton, & Swart, 2003). The AMO model has been widely used to explain the relationship between HR and performance (Jiang, Lepak, Hu, & Baer, 2012), with researchers paying specific attention to the processes through which HR practices exert their influence. Since its inception, several authors have used the AMO model to observe employees' attitudes and behaviors as a result of applied HR practices (Kehoe & Wright, 2013;Liao, Toya, Lepak, & Hong, 2009).…”

Implementing HRM Systems: The Role of Employees' Co-Production Behavior and HRM Attributions

“…Motivated by the vast amount of evidence that human resource management (HRM) systems yield desirable organizational outcomes (Combs, Lui, Hall, & Ketchen, 2006;Jiang, Lepak, Hu, & Baer, 2012), strategic HRM researchers have recently turned their attention to the factors that allow organizations to effectively implement them. In combination with calls for a more employee-centered perspective (Nishii & Wright, 2008;Wright & Boswell, 2002), this has resulted in a growing body of literature that studies employees' perceptions of HRM systems as a measure of their effective implementation (Khilji & Wang, 2006;Liao, Toya, Lepak, & Hong, 2009).…”

Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies

“…Meta-analytic evidence shows that employee turnover is an important mediator of the effects of HR practices on firms' financial performance (Jiang, Lepak, Hu, and Baer, 2012). Shaw, Delery, Jenkins, and Gupta (1998) observed, however, that SHRM studies have historically focused almost exclusively on explaining overall turnover without distinguishing between voluntary turnover (quit rates) versus involuntary turnover (dismissal rates; e.g., Huselid, 1995).…”