The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel Analysis

Uen, Jin‐Feng; Chien, Michael S.; Yen, Yu Fang Yvonne

doi:10.1007/s10869-009-9101-9

Cited by 52 publications

(43 citation statements)

References 33 publications

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“…Commitment-oriented human resource system is a management system that creates conditions for workers to have high involvement in the organization, identify themselves with the overall organizational goals, an effort to foster commitment in the worker through a psychological contract between workers and organizations, which is based on exchange of relational (Arthur, 1992;Ghazanfar, Chuanmin, Siddique, & Bashir, 2012;Kwon, Bae, & Lawler, 2010;Ogilvie, 1986;Uen, Chien, & Yen 2009;Zaitouni, Sawalha, & El Sharif, 2011). Some characteristics of a commitment-oriented human resource system are shown in Table 1.…”

Section: Commitment-oriented Human Resources System and Its Effect Onmentioning

confidence: 99%

“…The capital is also needed to carry out various commitment-oriented human resource sys-tem activities to members of the organization. Human resource management practices that are able to leverage high levels of commitment in workers require relatively large investments for staffing activities, training and development, compensation, engagement programs and performance appraisal, but are identified as a system capable of generating psychological bonds between workers and organization, which is based on relational compliance and not merely transactional compliance (Uen et al, 2009). The results of the study (Schneider et al, 2003) also concluded that financial and market performance have a significant effect on the satisfaction of organizational members both of satisfaction because of the increase in compensation, incentives and reputation of the organization due to the increase in performance.…”

Section: System Dynamics Model Of Banking Service Orientation In Stramentioning

confidence: 99%

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Banking Service Orientation Model in Strategic HRM and System Dynamics Perspective

Junita

Saragih

Atmoko

2019

jmk

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This paper seeks to explore a model of banking service orientation in strategic human resource management and system dynamic perspective, theoretically. As a scientific effort to develop a study of strategic human resource management. So far, the relationship between elements in strategic human resource management perspective as a system is only analyzed linearly. This article is the result of a literature study. An analysis is done narratively, to answer research problems. Research finding in the form of banking service-orientation model in strategic human resource management and system dynamic perspective, that illustrates the interaction between marketing differentiation strategy, commitment-based human resource system, service-oriented role behaviors to achieve banking performance.

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Section: Commitment-oriented Human Resources System and Its Effect Onmentioning

confidence: 99%

Section: System Dynamics Model Of Banking Service Orientation In Stramentioning

confidence: 99%

Banking Service Orientation Model in Strategic HRM and System Dynamics Perspective

Junita

Saragih

Atmoko

2019

jmk

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“…Research on commitment‐based HR practices has shown that this bundle of practices has an important impact on organizational functioning. It influences not only the social climate of the firm (Collins & Smith, ) but also employee involvement and engagement (M. R. Allen, Ericksen, & Collins, ; Boon & Kalshoven, ), turnover (M. R. Allen et al, ; Arthur, ) and role behaviors (Uen, Chien, & Yen, ), as well as firm performance (Arthur, ; Collins & Smith, ) and innovation (Ceylan, ).…”

Section: Commitment‐based Hr Practices and Change Managementmentioning

confidence: 99%

Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership

Neves

Almeida²,

Velez

2017

Human Resource Management

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Change management, and particularly the human side of change, is a central tenet of the strategy of contemporary organizations. However, there is little evidence concerning how strategic HR practices influence how individuals anticipate and react to the implementation of a major change and how direct supervisors influence that process. With a sample of 191 employees from multiple organizations, who completed two surveys with a four-week lag, we examined the role of commitment-based HR practices on employees' intentions to resist future change.We found that commitment-based HR practices contribute to a decrease in intentions to resist future change, measured four weeks later, via increased affective commitment to change.Moreover, we found that this relationship is conditional on ethical leadership, in that it is significant when ethical leadership is high but not when it is low. Building on social exchange and uncertainty reduction theories, our findings contribute to the literature by examining how and under what boundary conditions HR practices are an effective means for organizations to anticipate and manage change. K E Y W O R D S attitudes, change, individual, change, organizational, commitment, ethics, leadership, research methods and design-quantitative research methodologypare for change by anticipating it and therefore influence not just resistance to ongoing events but, more importantly, predict intentions

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“…This principle is the most important principle that must first be possessed by the four types of leaders in social media. According to Jin-feng Uen: "Leaders must have good commitment and control of the community" [13] so that this will increase four important things, Deidre McCaughey said: "Innovation, connection, positive time, and social system" [14]. Ignorance means people who can provide life examples, starting from synchronous words and deeds so that other people can entrust their entire lives to be led by that person.…”

Section: Phase 2: Honeycomb Framework and Leadership And Social Mediamentioning

confidence: 99%

Developing “Leadership Intelligence (CI2) Framework” Inside Social Media to Develop An Ethical Leader using the Johari Window Method

Gamayanto¹,

Christian²,

Wibowo³

et al. 2019

Indonesian J. of Inf. Syst.

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At this time, leadership and social media are two things that cannot be separated. Social media becomes an information technology media for leaders to be able to communicate about their vision and purpose. Therefore, leaders must be able to use social media effectively in order to influence the community with what they think. There are three problems caused by leaders in social media which are classified into three types such as narcissistic, compulsive and paranoid. These three things become big problems in leadership on social media and therefore, we need the formula to solve the problems. The Johari Window method is a method that has four perspectives in developing four leadership classifications such as open leaders, blind leaders, hidden leadership, and unknown leaders. If these three types and four classifications are put together, a framework will be produced called "Leadership Intelligence (CI2) Framework", the next one will produce a formula S = W.L2, where this formula will produce wise leaders on social media. This journal is the development of the journal Developing "Framework Intelligence (CI3)" Inside Social Media Using Johari Window Methods and The Development and Implementation of Wise Netizen (E-Comment) In Indonesia. As a result, this journal will give an answer and solve the problem of an ethical leader on social media and how to decrease a hoax that can affect the leader on social media. This research will continue until it produces a CI1 formula that will combine culture and leadership into a social media formula in generating positive communication, creating a positive culture and making a big impact on society.

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The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel Analysis

Cited by 52 publications

References 33 publications

Banking Service Orientation Model in Strategic HRM and System Dynamics Perspective

Banking Service Orientation Model in Strategic HRM and System Dynamics Perspective

Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership

Developing “Leadership Intelligence (CI2) Framework” Inside Social Media to Develop An Ethical Leader using the Johari Window Method

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