Investigating mediating effect of perceived organizational support between SHRM practices and employee trust

Abstract

This article examines the relationship between strategic human resource management (SHRM) practices, perceived organizational support (POS) and employee trust. Due to uncertainty in the business environment, the Libyan oil and gas companies have been unable to focus on their internal organizational strengths and weaknesses. It has been a challenge for the organizations to deal with their internal capabilities. Therefore, the proposed framework and its findings are expected to improve our understanding of the importance of human resources (HRs) to deal with an environment that is fraught with uncertainties. Some analysis of the work in this article was conducted and presented in 2015. This article is a part of large project and a quantitative survey approach was used, followed by a sample frame consisting of the Libyan oil and gas sector companies that employ at least 50 employees. Structural equation modelling techniques were used to analyse the data. The results indicate that oil and gas companies pursuing best SHRM practices along with POS achieve enhanced trust of employees. This provides better understanding about the importance of SHRM practices to assist HR practitioners to support and manage employees, subsequently leading to sustainable performance.

Addressing strategic human resource management practices for TQM: the case of an Indian tire manufacturing company

“…Moreover, to get business success, every organization should have an effective reward system and pay compensation to the employees due to their employment (Antoni et al, 2015;Sanders et al, 2018). Adresi and Darun (2017) claimed that a reward system as SHRM practice helped organizations create a team of high-level jobs. Employee dedication to quality improvement should be successfully stimulated by an organization's recognition and reward practices (Zhang et al, 2000).…”

“…Moreover, the organization should provide training in interactive skills such as leadership, training and effective communication. Communication is involved in each function or department of the organization to establish the disciple of employee relations (Adresi and Darun, 2017). Gatchalian (1997) pointed out that the absence of strategic communication is one and major reason for TQM failure.…”

“…TQM is heavily influenced by leadership, HRM and consumer focus, according to Samson and Terziovski (1999). SHRM research signifies that both human resource proficiencies and executives analyze leadership development as a significant human capital challenge now and in the foreseeable future (Adresi and Darun, 2017;Qamruzzaman and Karim, 2020). Leadership development covers formal and informal education and training development programs designed to help employees develop leadership skills (Dubey et al, 2015).…”

Theoretic insights on the concept of internal fit of HR elements within the construct of high performance work system

“…As an illustration of how outcomes at the individual and departmental level are linked with organizational effectiveness (organizational level outcome), researchers like Adresi and Darun (2017) and Cunningham and Rowley (2008) have demonstrated a curvilinear relationship between employee turnover and organizational effectiveness. This implies that turnover will result in a lack of intellectual resources and a rise in the costs of attracting and hiring fresh talent.…”

Effect of Training and Empowerment in Improving Job Satisfaction

“…Human resources management pay attention to all aspects of how the resources employed and managed in the organization , the importance of human resources to assess the capacity and contributions of its own against the organization [1]. Human resource management is considered as an important component to create a valuable resource and is also able to maintain a competitive advantage organizations [2] Human resource management is the key in changing competitive advantage into a sustained competitive advantage by influencing the workings of its employees [3].…”