Influences of new employee development practices on temporary employee work‐related attitudes

Slattery, Jeffrey P.; Selvarajan, T.T.; Anderson, John E.

doi:10.1002/hrdq.1175

Cited by 26 publications

(15 citation statements)

References 54 publications

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“…Although earlier studies emphasized that through HRD activities learning is related to attaining organizational and not necessarily individual performance goals, many latter authors (Reio, 2013;Sambrook, 2002;Slattery et al, 2006;Wilton, 2013) consider that HRD activities, whether face to face or virtual, encompass not only adult education/learning activities (long-and short-term, self-development, collaborative, organization-or socially-oriented), but also, broader spectrum of activities aimed to improve organizational culture, organizational climate, through processes of: appraising and rewarding, leading, directing, motivating, building trust, taking risks, developing new knowledge, sharing knowledge, etc. Garavan and associates consider that "HRD activities may be multidimensional, including combinations of voluntary, involuntary, formal and informal, current and future, incremental as well as frame breaking, interactive and passive learning activities, and generic and specific competencies" (Garavan et al, 2004: 427).…”

Section: Human Resource Development Activitiesmentioning

confidence: 99%

Interplay Between the Human Resource Development Activities and Organizational Commitment

Ovesni¹,

Matović²,

Lukovic³

2017

Europ. j. multidiscip. stud.

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This mixed methods research was aimed to explore relationship between the human resource development activities and the commitment of employees. In the research, we applied explanatory sequential design using nested samples for the quantitative and qualitative components of the study to foster deeper understandings of these relationships. In the quantitative component, data were obtained with scales, and analyzed from 609 employees in different companies in Serbia, while for qualitative component semi-structured interviews were conducted with 29 respondents from the same sample. The collected data were subjected (in the first component) to a few common (frequencies, std. deviation, means, etc.) and more complex statistical proceedings (canonical correlation analysis), and in the second component were subjected to the qualitative content analysis. The quantitative results indicate complex interaction of affective, continuance, and normative components of organizational commitment with different human resource development activities, while the qualitative data revealed deeper meaning of these connections. 1

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Section: Human Resource Development Activitiesmentioning

confidence: 99%

Interplay Between the Human Resource Development Activities and Organizational Commitment

Ovesni¹,

Matović²,

Lukovic³

2017

Europ. j. multidiscip. stud.

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“…Por outro lado, as práticas de socialização dos TTA, que os ajudam a estar integrados na organização, também podem contribuir para as respostas positivas da sua parte. Essas práticas, ao permitirem aos TTA conhecerem os procedimentos que devem seguir, os valores e objetivos da organização, mostram suporte da sua parte, no sentido de se ajustarem e de conseguirem ter um desempenho adequado e os trabalhadores respondem reciprocamente de forma positiva face à organização (Slattery, Selvarajan, & Anderson, 2006). Finalmente, uma prática de avaliação do desempenho que é considerada orientada por critérios claros e justos, pode ser vista pelos TTA como uma prática que demonstra preocupação consigo e com os seus interesses e reconhecimento do seu valor na organização (Takeuchi et al, 2007).…”

Section: Gestão De Recursos Humanos E Respostas Dos Trabalhadores Temunclassified

Gestão de Recursos Humanos nos Trabalhadores Temporários de Agência

Chambel

2015

Psic.: Teor. e Pesq.

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RESUMO -Neste estudo avaliamos em que medida a Teoria da Troca Social podia ser utilizada para explicar as respostas dos trabalhadores temporários de agência (TTA). Aplicamos um questionário a uma amostra de 953 TTA e utilizamos Modelos de Equações Estruturais para analisar os resultados. Verificamos que o sistema de práticas de gestão de recursos humanos se relacionava positivamente com o comprometimento afetivo (β = 0,58; p < 0,01) e com o engagement (β = 0,24; p < 0,01), explicando 40% e 30% dessas variáveis, respectivamente. O cumprimento do contrato psicológico por parte da organização mediava parcialmente a relação entre este sistema e essas respostas positivas dos trabalhadores. Uma importante implicação deste estudo é que o investimento nos TTA relaciona-se com respostas positivas da sua parte.Palavras-chave: teoria da troca social, trabalhadores temporários, gestão de recursos humanos, contrato psicológico, comprometimento afetivo, bem-estar no trabalho Human Resources Management of Temporary Agency WorkersABSTRACT -This study analyzed the extent to which the Social Exchange Theory can be used to explain the answers of temporary agency workers' (TAW). We applied a questionnaire to a sample of 953 TAW and used Structural Equation Models (SEM) to analyze the results. We verified that the system of human resource management related positively with workers' affective commitment (β = 0,58; p < 0,01) and engagement (β = 0,24; p < 0,01), explained 40% e 30% of these variables respectively. The psychological contract fulfillment partially mediated the relationship between this system and TAW' positive answers. One important implication of this study is that it confirms that investment with TAW has a return, i.e. positive workers outcome, which is important to organizational efficacy.Keywords: social exchange theory, temporary workers, human resource management, psychological contract, affective commitment, well-being at work Os trabalhadores temporários de agência (TTA) têm ocupado uma posição cada vez mais importante no mercado laboral um pouco por todo o mundo. Em Portugal, o número desses trabalhadores duplicou entre 1998 e 2008 e aumentou de 0,6% para 0,9% a sua taxa em relação à percentagem de empregados. O Brasil é o quinto país do mundo com maior numero de TTA (902 mil), tendo o seu número praticamente duplicado desde 1999 (CIETT, 2011).A literatura sobre a gestão desses TTA é bastante reduzida e, consequentemente, sabemos pouco acerca das melhores políticas e práticas que devem ser adotadas com esses trabalhadores (Mitlacher, 2008). No entanto, Koene e Van Riemsdijk (2005), de um modo pioneiro, mostraram que as atitudes e comportamentos positivos da parte desses trabalhadores estavam dependentes da adoção de práticas que fossem percebidas por estes como benéficas, isto é, que respondessem às suas necessidades e motivações.O nosso objetivo neste estudo é, em primeiro lugar, investigar o papel da Teoria da Troca Social na explicação do comprometimento afetivo e do bem-estar dos TTA. Consideramos que um si...

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“…El estudio conjunto de la satisfacción laboral y de la formación muestra que los efectos de la formación son más amplios que los tradicionalmente considerados de adquirir conocimiento, mejorar destrezas y aumentar la eficiencia en el puesto de trabajo (Schmidt, 2010). En numerosos trabajos de investigación sobre satisfacción laboral, la formación (Dawal, Taha & Ismail, 2009;Rose, 2005) o las oportunidades de aprender cosas nuevas (Dabke, Salem, Genaidy & Daraiseh, 2008) son consideradas como factores que influyen en la satisfacción laboral (Schmidt, 2007;Slattery, Selvarajan & Anderson, 2006). En este sentido, los resultados encontrados en la literatura confirman que la formación tiene un efecto positivo sobre la satisfacción laboral (Dabke et al, 2008;Dawal et al, 2009;Petrescu & Simmons, 2008;Tharenou, Saks & Moore, 2007).…”

Section: Variables Estudiadasunclassified

Building engineers' training in construction companies in the Castilla-La Mancha autonomous community. Its influence on job satisfaction

Burgo

Astor

2013

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Purpose: This paper explores training activities for building engineers, working as site managers, carried out by construction companies in the Autonomous Community of Castilla-La Mancha. It also examines the effect of training on job satisfaction. Design/methodology/approach: A qualitative methodology has been applied, by means of 34 semi-structured interviews to 34 building engineers. Atlas-ti software has been used for the analysis of the interview contents. Findings and Originality/value: With the exception of a large company, no planned training has been developed in order to satisfy building engineers` needs. If any, there is initial training for management systems, as well as compulsory training or risk prevention. Additionally, most engineers follow their own training courses, in order to update or increase their knowledge or to improve at work. Several barriers hindering training and its positive effects on participants have been identified. Finally, the effect of training on job satisfaction tends to be positive, with increasing effects when it improves job performance.

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Influences of new employee development practices on temporary employee work‐related attitudes

Cited by 26 publications

References 54 publications

Interplay Between the Human Resource Development Activities and Organizational Commitment

Interplay Between the Human Resource Development Activities and Organizational Commitment

Gestão de Recursos Humanos nos Trabalhadores Temporários de Agência

Building engineers' training in construction companies in the Castilla-La Mancha autonomous community. Its influence on job satisfaction

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