The Relationship between Commitment-based HR Practices and Organizational Performance: The Role of Organizational Learning Capabilities as a Mediator

Chia, Po Li; Yahya, Khulida Kirana; Yean, Tan Fee

doi:10.22610/imbr.v8i2.1274

Cited by 5 publications

(4 citation statements)

References 55 publications

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“…CBHRPs CBHRPs focus on a combination of HR policies and procedures that stimulate organizational members to exercise a high degree of discretion through coordinating their interests with those of the organization and establishing reciprocally strengthening high-input employeremployee relationships (Delery and Doty, 1996). CBHRPs consist of various specific practices; nonetheless, scholars share the view that three components are indispensable: a fair internal recruitment and selection process (selection practice), performance-based group compensation (incentive practice), and extensive training and development opportunities (training and development practice) (Collins and Smith, 2006;Li Chia et al, 2016). The fair recruitment and selection process prioritizes growth opportunities for existing employees over external candidates that fit the requirements of the position.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Knowledge-sharing mechanisms: human resource practices and trust

Takahashi

2021

JOEPP

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PurposeThis study sought to examine the detailed mechanism of employee perceptions of commitment-based human resource practices (CBHRPs) to employee knowledge-sharing behavior (i.e. knowledge collection and knowledge contribution) by unveiling the “black box” of trust in the workplace.Design/methodology/approachBased on data from 383 employees in China's Top Innovators in 2016, path analysis was used to test six hypotheses.FindingsEmployee perceptions of CBHRPs, namely, selection, incentives and training and development, were positively related to employees' trust in coworkers, supervisors and the organization, which in turn was positively related to employees' knowledge collection and contribution behavior. Trust in the workplace fully mediated the relationship between employee perceptions of CBHRPs and employee knowledge sharing. Among CBHRPs, training and development practices had the strongest effects on employees' knowledge-sharing behavior. Among trust, trust in coworkers was found to be the closest related to knowledge-sharing behavior. Knowledge contribution was more related to CBHRPs through trust than knowledge collection was.Practical implicationsOrganizations can employ CBHRPs to enhance trust in the workplace and encourage employees to contribute toward and collect knowledge. Organizations need to pay more attention to employees' long-term investment, such as employee training and development. Organizations can perform human resource practices consistently and ensure that all employees are aware of practices in use to enhance employees' understanding of these practices.Originality/valueThis study provides a detailed understanding of the relationship between human resource management and knowledge sharing. It also presents new empirical evidence in the research fields of human resource management and knowledge management, with implications for the development of employees' knowledge-sharing behavior.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Knowledge-sharing mechanisms: human resource practices and trust

Takahashi

2021

JOEPP

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“…Moreover, Pillai (2016) found that HRMP such as training and development, reward and recognition, performance appraisal and team working contribute to knowledge sharing in the organization. Mansouri (2016) and Chia et al (2016) showed that commitment-based HRMP oriented toward "committing" the human resources toward the organization as against "controlling" them, generate superior performance in the long term.…”

Section: Human Resource Management Practicesmentioning

confidence: 99%

The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry

Gope

Elia

Passiante

2018

JKM

103

101

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Purpose Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance. Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies. Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry. The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector. Based on the existing studies in this field, five key HRMP have been identified (i.e. recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (i.e. knowledge acquisition and knowledge sharing). Design/methodology/approach The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews. Findings Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance. Research limitations/implications The paper presents some limitations, which may provide scope for future research. First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC. Moreover, a deep investigation on the organizational performance dimensions (e.g. sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links. Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application. As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated. Practical implications From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive. Originality/value As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.

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“…In the human resource literature, a number of scholars have researched on OL-CAP as the black box and its effect on organizational performance (Asgari and Amirnezhad, 2015; Chia et al, 2016;Jerez-G omez et al, 2019). Muafi and Uyun's ( 2018) study shows that OL-CAP mediates the effect of Islamic HRM practices on environmental, social and religious performance.…”

Section: Organizational Learning Capability and Firm Performancementioning

confidence: 99%

SME performance: does organizational learning capability really matter?

Hooi

2020

IJOA

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Purpose The purpose of this paper is to establish if indeed human resource management (HRM) practices drive organizational learning capability and, in turn, fortify small and medium enterprises (SMEs) performance. The purpose of mediation analysis is to see if the influence of organizational learning capability is stronger than the direct influence of HRM practices on SME performance. Design/methodology/approach Data was collected from managerial-level employees of SMEs using questionnaire survey. This study used the Partial Least Squares approach to structural equation modeling to test the hypothesized relationship, as it involves the relationships among multiple variables. Findings Of the HRM practices, incentive and compensation and team working seem to be important for firm performance. As for organizational learning capability, only openness and experimentation and managerial commitment have a direct positive impact on firm performance. The results of the mediation analysis established organizational learning capability as a mediator, albeit partially. Originality/value Although prior research revealed a positive relationship between HRM practices and performance, this study illuminates the black box in-between, as few studies have established its importance in the relationship between HRM practices and firm performance. The findings provide more consensus on the ongoing debate on the linkages among HRM practices, SME performance and organizational learning capability.

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The Relationship between Commitment-based HR Practices and Organizational Performance: The Role of Organizational Learning Capabilities as a Mediator

Cited by 5 publications

References 55 publications

Knowledge-sharing mechanisms: human resource practices and trust

Knowledge-sharing mechanisms: human resource practices and trust

The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry

SME performance: does organizational learning capability really matter?

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