The effect of human capital management practices on employee positive behavioural outcomes

Vij, Princy; Sharma, Manisha

doi:10.1504/ijmp.2014.063594

Cited by 7 publications

(12 citation statements)

References 68 publications

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“…Consistent with previous pieces of literature (Vij & Sharma, 2014;Walumbwa et al, 2011), it is found that managers' and leaders' communication, inclusivity, performance feedback, supervisory abilities, presentation of core organizational principles, and capacity to build confidence (leadership practice) have a positive significant effect on employee job performance. Leaders do not create performance; rather, they facilitate it by influencing others positively (Armstrong, 2010).…”

Section: Discussionsupporting

confidence: 85%

“…In this regard, Jamal and Saif (2011) found that leveraging the human capital of the organization has a positive impact on performance. A study by Vij and Sharma (2014) showed that HCM practices, for instance, leadership practice, knowledge accessibility, and learning capability, have a positive effect on employee positive behavioral outcomes. Iwamoto and Suzuki (2020) analyzed the relationship between traits of HCM practices and quality administration on overall performance.…”

Section: The Relationship Between Aspects Of Hcm and Employee Job Per...mentioning

confidence: 99%

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The Mediation Role of Employee Engagement on the Relationship between Aspects of Human Capital Management and Employee Job Performance

2022

EJBM

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This study examined the mediation role of employee engagement on the relationship between the aspects of human capital management and employee job performance in the Ethiopian banking sector. This study reports the responses of 426 respondents from twelve banking institutions in Addis Ababa, Ethiopia, drawing on the social exchange theory and the resource-based view theory. This study is structured on a quantitative approach, with stratified and simple random sampling techniques. Exploratory and confirmatory factor analyses were applied to test the factors and verify the factor structure of a set of observed variables. The scales were tested for reliability and validity. Structural equation modeling (SEM) with AMOS was used to test the hypothesized relationships. The results revealed that the aspects of human capital management, namely knowledge accessibility, learning capacity, workforce optimization, leadership practice, and career advancement, positively relate to employee job performance. Moreover, the results of bias-corrected bootstrapping iteration revealed that employee engagement partially mediates this relationship between aspects of human capital management and employee job performance. Finally, the limitations and future research implications are discussed.

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Section: Discussionsupporting

confidence: 85%

Section: The Relationship Between Aspects Of Hcm and Employee Job Per...mentioning

confidence: 99%

The Mediation Role of Employee Engagement on the Relationship between Aspects of Human Capital Management and Employee Job Performance

2022

EJBM

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“…The authors conclude that HCM practice provides specific competencies vital to excelling in the business world. A study by Vij and Sharma (2014) showed that HCM, for instance, leadership practice, knowledge accessibility, and learning capability, have a positive effect on employee positive behavioral outcomes. According to Jamal and Saif (2011), leveraging the human capital of the organization has a positive impact on performance.…”

Section: The Relationship Between the Aspects Of Hcm And Employee Job...mentioning

confidence: 99%

“…Besides, as an included part of our research model, we also examined the moderating role of perceived organizational support (POS), which has been proposed theoretically by Eisenberger et al (2002) but has not yet been empirically tested for its moderating role in the stated relationship. Although few studies analyze HCM and performance issues (e.g., Abualoush et al, 2018;Cania et al, 2016, Ling & Jaw, 2011Mauno et al, 2007;Nderitu et al, 2019;Vij and Sharma, 2014), there are still many areas where there is a lack of studies on perceived organizational support, human capital management (HCM), and employee job performance. Moreover, those studies emphasized the direct effects of HCM on EMJP, and almost no prior study tests POS as a moderating role, especially in developing countries, including Ethiopia.…”

Section: Introductionmentioning

confidence: 99%

Aspects of Human Capital Management and Employee Job Performance: The Moderation Role of Perceived Organizational Support

Gebremedhn

Mekonnen

Mulusew

2022

JMTT

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Objective: This study examines the aspects of human capital management and its effects on employee job performance and the moderation role of perceived organizational support. Design/Methods/Approach: This study is structured on a quantitative approach, with stratified and simple random sampling techniques. This study reports the responses of 426 respondents from twelve banking institutions in Addis Ababa, Ethiopia. Exploratory and confirmatory factor analyses were applied to test the factors and verify the factor structure of a set of observed variables. The scales were tested for reliability and validity. Structural equation modeling with AMOS was used to test the hypothesized relationships. Findings: The results show that the aspects of human capital management, namely knowledge accessibility, learning capacity, workforce optimization, leadership practice, and career advancement, are positively related to employee job performance. Moreover, the results also reveal that perceived organizational support positively moderates the relationship between knowledge accessibility, learning capacity, leadership practice, career advancement, and employee job performance. Conversely, it is shown that perceived organizational support has an insignificant moderation effect on the relationship between workforce optimization and employee job performance Originality: Our research highlights the importance of focusing on the intangible assets of an organization (i.e., human capital). Besides, this study contributes to creating a new theoretical framework for the relationship between the aspects of HCM, perceived organizational support, and employee job performance by integrating crucial factors that have not been previously connected.

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“…Job satisfaction is a worker's feeling of attainment and success on the job. Job satisfaction is the basic element of work motivation, which is an essential determinant of one's behavior in an organization (Vij and Sharma, 2014). A positive and constructive attitude towards the job shows job satisfaction.…”

Section: Job Satisfactionmentioning

confidence: 99%

Linking human resource training and development, employee commitment and job satisfaction: The moderation role of the work environment

Desta

2021

Int. J. Entrep. Manage. Soc. Sci. Hum.

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The main purpose of this article was to investigate the link between human resource training and development, employee commitment and job satisfaction, and the moderation role of the work environment. The quantitative research design was adopted using 212 valid questionnaires that were filled by selected private banks in Addis Ababa, Ethiopia using a convenience sampling technique. To validate the factor structure of the observed variables confirmatory factor analysis was applied and Structural Equation Modeling was used to test the hypothesized relationship. The results showed that training and development positively relate to organizational employee commitment and employee job satisfaction of workforces, while the work environment positively moderates this relationship. This implies that investing in human resource training and development positively affects the employee’s commitment to the organization and enhances their satisfaction. The more the work environment is conducive the better the relationship between the study variables. Finally, the implication, limitations, and future studies were discussed. Keywords: Training and Development, Commitment, Work Environment. Job Satisfaction

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The effect of human capital management practices on employee positive behavioural outcomes

Cited by 7 publications

References 68 publications

The Mediation Role of Employee Engagement on the Relationship between Aspects of Human Capital Management and Employee Job Performance

The Mediation Role of Employee Engagement on the Relationship between Aspects of Human Capital Management and Employee Job Performance

Aspects of Human Capital Management and Employee Job Performance: The Moderation Role of Perceived Organizational Support

Linking human resource training and development, employee commitment and job satisfaction: The moderation role of the work environment

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