Sustainable HRM as a Pathway to Sustainability—HRMS Relevance on Affective Commitment through Organizational Trust

Abstract

Human resource management system (HRMS) is an organizational instrument that sends organizational messages to employees. If we consider that HRMS can be an indicator of organization’s involvement towards employees’ it is relevant to understand its impact in employees’ organizational commitment and study indicators that can help unravel the black box between HRMS and positive results, associating an emerging approach, sustainable HRMS that relates HRMS with sustainability, having as common features the association with positive results for employees. Recent literature has tested organizational trust (OT) as a relevant indicator in the understanding of this process. There have been studies that have debated and tested OT in managers as a mediator or moderator of HRMS on affective commitment (AOC) and support for both have been found. In this study, we attempt to contribute to the development of the field, by considering the terminological, conceptual and statistical distinction between moderator and mediator, testing two alternative models that may elucidate the relationship between these variables. 1328 valid responses with employees and managers from 21 Portuguese organizations were collected. A factor analysis, a cluster analysis, moderation tests using hierarchical linear regression, pos hoc tests and mediation tests with sequential regressions were performed. HRMS dimensions are mediated (partially or totally) by OT in manager towards AOC. HRMS dimensions (HR relationship with employees, comprehensibility, utility, visibility and distributive justice) influences OT in manager, which, in turn, influences AOC. Regarding moderation, the interaction between distributive justice and OT, pos-hoc tests showed that when distributive justice increases and levels of OT in manager is high, OAC increases rapidly. It seems that the importance of the distributive justice of HRMS only becomes relevant on OAC, if OT in manager is present. This empirical test of the HRMS model also suggests its reframing in two meta-dimensions: A. the agents of HR system, the HR relationship with employees based on their competence, consistent behavior, ability to solve problems and listening to people; and B. the effects of the system itself, possibly Visibility is the most relevant attribute. We suggest that these interactions between HR agents and employees are relevant and may lead to generalizations about the HRMS.

How to Prevent Stress in the Workplace by Emotional Regulation? The Relationship Between Compulsory Citizen Behavior, Job Engagement, and Job Performance

“…Organizations should decrease abusive leadership by means of human resource management systems. However, HRMS with sustainability has common features the association with positive results for employees (Ferreira-Oliveira et al, 2020). After all, the goal of sustainable HRM is regenerating and developing social, economic, and human resources that contribute to organizations’ sustainable competitive advantage (Hong, 2019; Kramar, 2014).…”

Driving Performance: Unravelling the Power of Strategic HRM in Innovativeness and Risk-Taking

“…This consensus among researchers highlights innovation's paramount importance and reflects its ubiquity and criticality across entrepreneurial endeavors. Subsequently, Ferreira-Oliveira et al (2020), contributed to developing and portraying innovativeness as an ardent desire to explore new technologies and engage with fresh ideas. This proactive stance towards innovation encapsulates the dynamic nature of EO, fostering an environment ripe for creativity and adaptation.…”

Social and Political Issues on Sustainable Development in the Post Covid-19 Crisis

“…The related concepts are Affective Commitment, Employee Engagement, Consistent Behavior, Employee Organizational Commitment, Organizations Involvement, Managerial Aspect, Human Resource Management System, HR Agent, HR Relationship, HR System, SHRM Dimension, SHRM Model, Organization Instrument, Organization Message, Organization Trust, Sustainable HRM, which are all summarized in cluster 1. The concepts related to Affective Commitment, for example, can be found in an article by (Ferreira-Oliveira, Keating, & Silva, 2020), who studied HRMS Relevance on Affective Commitment through Organizational Trust. A human resource management system (HRMS) is an organizational instrument that sends administrative messages to employees and indicators of organizational involvement with employees.…”

“…However, this relationship has different Pearson correlation coefficient values, between Strategic Human Resource Management (SHRM) and the three study topics, it is confirmed that this study is a study that cannot be separated from the topics of HRM System, Green HRM, and Sustainable HRM (Figure 5). This HRM System topic discusses a lot of five themes, namely: (1) Managerial aspect and Technology (Somarathna, 2020;Tseng et al, 2020;Rogiers, Viaene, and Leysen, 2020); (2) Employee Engagement (Lombardi et al, 2020;Mazur and Walczyna, 2020;Xu et al, 2020;Ahmed et al, 2020;Memon et al, 2020; Meijerink, Bos-Nehles, and de Leede, 2020); (3) Organization Trust (Ferreira-Oliveira, Keating and Silva, 2020;He et al, 2020); (4) Affective Commitment (Blom, 2020; Meijerink, Bos-Nehles and de Leede, 2020; Ferreira-Oliveira Keating and Silva, 2020); ( 5) the HR relationship consistent behavior (Kitchot, Siengthai and Sukhotu, 2020;Chang, Son, and Pak, 2020;Ferreira-Oliveira, Keating and Silva, 2020). The topic of Green HRM discussed three themes extensively, namely: (1) employee organizational commitment (Blom, 2020;Ferreira-Oliveira, Keating and Silva, 2020;Philip and Arrowsmith, 2020;Arasli et al, 2020;Meijerink, Bos-Nehles, and de Leede, 2020); (2) sustainable competitive advantage (Chillakuri and Vanka, 2020;Faisal and Naushad, 2020;Tseng et al, 2020;Lombardi et al, 2020;Mazur and Walczyna, 2020;Ferreira-Oliveira, Keating, and Silva, 2020); (3) Green HR orientation, training and development (Faisal and Naushad, 2020;Arasli et al, 2020;Barba-Aragón and Jiménez-Jiménez, 2020).…”

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