Human resource management and performance in European firms

Rizov, Marian; Croucher, Richard

doi:10.1093/cje/ben037

Cited by 60 publications

(74 citation statements)

References 38 publications

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“…It has been found that participation in decision making significantly affects employees' organizational commitment and enhances their organizational performance (Amin et al, 2014;Christo Boshoff & Gerhard Mels, 1995;Malhotra et al, 2007;Meyer & Allen, 1991;Rizov & Croucher, 2009;Zheng, Morrison, & O'Neill, 2006). Hence, the following hypothesis is posited: …”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

The Mediating Role of Affective Commitment in the Organizational Rewards– Organizational Performance Relationship

Hadžiahmetović

Dinç

2017

IJHRS

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Human resources are the most important factor of quality at universities and in research. Therefore, universities must try to improve their human workforce quantitatively as well as qualitatively, by creating, attracting, and retaining experts at universities. The aim of this research is to evaluate the importance of the reward system as a factor of affective commitment and the effect of affective commitment on the organizational performance. The research was conducted in the universities located in the Central and Eastern Europe. In order to test the proposed hypotheses, exploratory factor analysis and mediation tests are applied, using 148 sample data from universities' academic and administration staff. The results indicate that organizational rewards play a significant role in influencing employees' attitudes related to improving the organizational performance. However, organizational performance is not influenced directly by organizational rewards, but through affective commitment. Organizational rewards are needed to increase the level of employees' commitment that will in return have a positive effect on employees' desire to contribute more to the organizational performance.

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Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

The Mediating Role of Affective Commitment in the Organizational Rewards– Organizational Performance Relationship

Hadžiahmetović

Dinç

2017

IJHRS

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“…For the independent variable (HRM practices), five dimensions are being identified and they are based on the previous work of Rizov and Croucher (2008), Katou & Budhwar (2006); Paul and Ananatharaman (2003), Harel and Tzafrir (1999). For employee retention, it is adopted from the works of Katou (2008) and Paauwe and Richardson (1997), it stands as the mediating variable and it mediates between the independent and the dependent (organizational performance) variables, that is, in…”

Section: Figure 1: Proposed Research Frameworkmentioning

confidence: 99%

The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance

Aldamoe

Yazam

Ahmid

2012

ijhrs

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The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) -performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance.

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“…To test for possible endogeneity of the explanatory variables we expand the specification stepwise as in Croucher et al (2006) and Rizov and Croucher (2009). This approach demonstrates no endogeneity problems as the coefficients in all specifications remain stable.…”

Section: We Estimate the Relationship Between Direct Communication Anmentioning

confidence: 99%

Management communication, unionization, FDI and company performance in a developing country

Croucher

Rizov

Goolaup

2014

Evidence-Based HRM: A Global Forum for Empirical Scholarship

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Copyright and moral rights to this thesis/research project are retained by the author and/or other copyright owners. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge. Any use of the thesis/research project for private study or research must be properly acknowledged with reference to the work's full bibliographic details.This thesis/research project may not be reproduced in any format or medium, or extensive quotations taken from it, or its content changed in any way, without first obtaining permission in writing from the copyright holder(s).If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address:eprints@mdx.ac.ukThe item will be removed from the repository while any claim is being investigated. 1 MANAGEMENT COMMUNICATION, UNIONIZATION, FDI AND COMPANY PERFORMANCE IN A DEVELOPING COUNTRY Richard Croucher Middlesex University Business School Marian Rizov Middlesex University Business School Ram Goolaup University of Mauritius AbstractWe examine the associations between management direct communication to employees, unionization, foreign direct investment (FDI) and company performance in Mauritius, Africa's most successful economy, using a survey conducted in late 2011. Mauritian labor unions, in common with their continental counterparts, are strongest in the public sector. They have been characterized as weak and lacking in influence on management. Yet we find a strong association between unionization and management communication in the private sector. We also find a positive association between direct communication and company performance which we argue is likely to be an indirect consequence of unionization. FDI shows no particular effects.

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Human resource management and performance in European firms

Cited by 60 publications

References 38 publications

The Mediating Role of Affective Commitment in the Organizational Rewards– Organizational Performance Relationship

The Mediating Role of Affective Commitment in the Organizational Rewards– Organizational Performance Relationship

The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance

Management communication, unionization, FDI and company performance in a developing country

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