Managing people in organizations: Integrating the study of HRM and leadership

Leroy, Hannes; Segers, Jesse; Dierendonck, Dirk van; Hartog, Deanne den

doi:10.1016/j.hrmr.2018.02.002

Cited by 152 publications

(271 citation statements)

References 62 publications

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“…Thus, we expect the experienced service‐oriented HPWS–thriving at work relationship to be moderated by unit service leadership such that this relationship is stronger when unit service leadership is high rather than low. This is consistent with Leroy et al's () supplemental fit option of how leadership and human resource systems operate to influence work attitudes and behaviours. In their view, a misalignment of leaders and human resource system values or priorities undermines the effect of one on the other.…”

Section: Theoretical Framework and Hypotheses Developmentsupporting

confidence: 88%

“…Rather, we expect servant leadership (Eva, Robin, Sendjaya, van Dierendonck, & Liden, ) with its concern to promote the welfare of multiple stakeholders (and in this context, employees) to complement the nutriments provided by experienced service‐oriented HPWS to foster thriving at work. As Leroy et al () observed, the multifaceted nature of managing people in organisations calls for integration of human resource and leadership practices that promote workplace mutuality and ultimately, sustainable management of human resources. In this task, future research should abandon the continued focus on comparing the conflict and mutual gains perspective in HPWS research (Ogbonnaya & Messersmith, ; Veld & Alfes, ).…”

Section: Discussionmentioning

confidence: 99%

“…By addressing these interrelated questions, this study makes two contributions to the literature. First, as the two antecedents are critical to shaping employees' experience of work (Leroy et al, ), research that seeks to illuminate our understanding of how to sustainably manage human resources for long‐term organisational viability (Kowalski & Loretto, ) must include HPWS and leadership as well as employee and organisationally relevant outcomes (Guest, ; Kowalski & Loretto, ; Van De Voorde et al, ; Wood & Ogbonnaya, ). Indeed, our study addresses Kowalski and Lorreto's (, p. 2238) observation of a dearth of research that has explored “the triadic relationship between HRM ( leadership ), well‐being and performance.” Furthermore, and in contrast to prior research that examined generic versions of these contextual antecedents, our focus on both strategically oriented HPWS and leadership signals the organisational priority attached to service quality and the inherent normative expectations that ultimately shape frontline employees' experience of work (Hong, Liao, Hu, & Jiang, ).…”

Section: Introductionmentioning

confidence: 99%

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Fostering mutual gains: Explaining the influence of high‐performance work systems and leadership on psychological health and service performance

Aryee

Hsiung

et al. 2019

Human Res Mgmt Journal

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Despite the growing importance of sustainable management of human resources, human resource management and leadership research on mutuality in the employment relationship has proceeded in a parallel fashion. Drawing on self‐determination theory, this study proposes an integrative model of human growth by addressing two interrelated questions: (a) how and why experienced service‐oriented high‐performance work systems (HPWS) and unit service leadership relate to psychological health and service performance and (b) whether thriving at work and psychological health serially mediate the relationships between the two contextual antecedents and service performance. Our findings revealed that experienced service‐oriented HPWS and unit service leadership related to service performance but indirectly through thriving at work. However, experienced service‐oriented HPWS but not unit service leadership related to psychological health through thriving at work. Furthermore, thriving at work and psychological health serially mediated the relationship between experienced service‐oriented HPWS (but not unit service leadership) and service performance.

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Section: Theoretical Framework and Hypotheses Developmentsupporting

confidence: 88%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Fostering mutual gains: Explaining the influence of high‐performance work systems and leadership on psychological health and service performance

Aryee

Hsiung

et al. 2019

Human Res Mgmt Journal

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“…There are interaction effects between HRM and responsible leadership on employee experiences in organizations [24,80]. The interaction effects represent a variable that influences the direction and/or strength of the relationship between the independent variable and a dependent variable.…”

Section: The Interaction Effects Of Hrm and Responsible Leadershipmentioning

confidence: 99%

Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership

Morrison

Zhang

2019

Sustainability

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The purpose of this study is to determine the influence of organizations on millennial (born 1981–2000) employee well-being and task performance in the hospitality industry. Millennial employees are becoming the main workforce in hotels and their well-being is drawing greater attention in research and practice. Prior studies suggest that human resource management (HRM) bridges the organization and employees and has a significant influence on employee well-being in the hospitality industry. Additionally, the supervisor’s responsible leadership is a key factor influencing employees in a changing workforce. However, how do HRM and responsible leadership contribute to millennial employee well-being? Can employee well-being make a difference in the hospitality industry? Those questions remain unanswered. To address the two questions, this research aims to examine the interaction effects of HRM and responsible leadership on millennial employee well-being and the mediating effect of well-being between the HRM and responsible leadership on employee performance. The research hypotheses were tested with multiple linear regression analysis based on a survey of 243 millennial employees in the Chinese hospitality industry. The results indicated that HRM and responsible leadership have positive impacts on millennial employee well-being, which could improve task performance in the hospitality sector. In addition, responsible leadership strengthens the positive effect of HRM on employee well-being and task performance. In addition, the interaction effects of HRM and responsible leadership on performance are mediated by employee well-being. It is of practical value for hotels to know that millennial employee well-being can be fostered through improving HRM and responsible leadership.

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“…El liderazgo juega entonces un papel fundamental en la mejora continua de los procesos y en el fortalecimiento del clima laboral, que influye en el sentimiento de bienestar y sentido de pertenencia de las personas [9] [10] [11]. Los gerentes de las organizaciones deben generar estrategias que permitan diagnosticar los diferentes elementos internos y externos que pueden afectar la productividad empresarial, desde el punto de vista de las relaciones humanas, identificando los paradigmas limitantes que impiden un avance y desarrollo sostenido [12].…”

Section: Introductionunclassified

Impacto de las relaciones humanas en la competitividad de las asociaciones

Pulido-Garzón¹,

Guerrero-Julio²,

Celis-Patiño³

2019

revuin

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ResumenEl surgimiento de la teoría de las relaciones humanas en la administración incorporó aspectos influyentes en la productividad empresarial, como el clima organizacional y su impacto en el comportamiento y eficiencia de las personas que conforman la empresa. Elementos como los enmarcados en el factor C, sumados a un modelo de negocios estructurado, propician una mejora continua en los procesos y en el sentimiento de bienestar y sentido de pertenencia de las personas. Este artículo presenta un modelo que, a través de técnicas de aprendizaje experiencial, permite el diagnóstico de los factores internos y externos que pueden afectar la productividad empresarial, desde el punto de vista de las relaciones humanas, identificando los paradigmas limitantes que impiden un avance y desarrollo sostenido.Palabras clave: administración; capital humano; competitividad; cultura organizacional; modelo de negocio. AbstractThe emergence of human relations theory in management incorporated influential aspects of business productivity such as the organizational climate and its impact on the behavior and the efficiency of the people who constitutes the company. Elements such as those framed in Factor C, combined with a structured business model, lead to a continuous improvement in the processes, in the sense of well-being and in the sense of belonging of the people. This article presents a model that through experiential learning techniques allows for the diagnosis of internal and external factors that can affect business productivity from the point of view of human relations by identifying the limiting paradigms that impede progress and sustainable development.

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Managing people in organizations: Integrating the study of HRM and leadership

Cited by 152 publications

References 62 publications

Fostering mutual gains: Explaining the influence of high‐performance work systems and leadership on psychological health and service performance

Fostering mutual gains: Explaining the influence of high‐performance work systems and leadership on psychological health and service performance

Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership

Impacto de las relaciones humanas en la competitividad de las asociaciones

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