Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2018 | vol. 18, iss. 2 | 34--45
Tytuł artykułu

The Impact of Human Resources Management on Job Involvement. The Mediating Role of Vertical Trust

Warianty tytułu
Języki publikacji
The purpose of the study was to identify the relationship between Human Resources Management system (HRM system), vertical trust, and job involvement. This type of involvement in work is considered very important for an organisation because it affects the added value generated employees. It is also associated with the well-being felt by individuals and testifies to the satisfaction of their psychological needs. The study was conducted on a group of 227 employees of large and medium-size entities. The application of the Structural Equation Modelling (SEM) made it possible to confirm the relationship between the HRM system and job involvement with the mediating role of vertical trust in the examined relationship. In order to verify to what extent the job involvement variation can be explained by the HRM system, a multi-dimensional linear regression analysis was applied.(original abstract)
Opis fizyczny
  • AGH University of Science and Technology Kraków, Poland
  • AGH University of Science and Technology Kraków, Poland
  • Boseli, P., Paauwe, J. (2005). HRM and performance: what next? Human Resources Management Journal, 4 (15), 68-83.
  • Boon, O.K., Safa, M,S., Bakar. N.A. (2007). HRM and TQM: association with job involvement. Personnel Review, 6 (36), 939-962. DOI: 10.1108/00483480710822445.
  • Bowen, D.E., Ostroff, C. (2004). Understanding HRM-firm performance linkages: the role of the 'strength' of the HRM system. Academy of Management Review, 2 (29), 203-221.
  • Brown, S.P., Leigh, T.W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 4 (81), 358-368. DOI: 10.1037/0021-9010.81.4.358.
  • Cascio, W.F. (2006). The Economic Impact of Employee Behaviors on Organizational Performance. California Management Review, 4 (48), 41-59.
  • Cavanagh, J., McNeil, N., Bartram, T. (2013). The Australian Men's Sheds movement: human resource management in a voluntary organisation. Asia Pacific Journal of Human Resources, 3 (51), 292-306.
  • Chughtai, A.A., Buckley, F. (2013). Exploring the impact of trust on research scientists' work engagement: Evidence from Irish science research centres. Personnel Review, 4 (42), 396-421. DOI: 10.1108/PR-06-2011-0097.
  • Farndale, E., Brewster, C., Poutsma, E. (2008). Coordinated vs liberal market HRM: the impact of institutionalisation on multinational firms. International Journal of Human Resources Management, 11 (19), 2004-2023.
  • Govender, S., Parumasur, S.B. (2010). The relationship between employee motivation and job involvement. S. Afr. j. econ. manag. Sci, 3 (13), 237-253.
  • Glińska-Neweś, A., Stankiewicz, M.J. (2013). Key Areas of Positive Organisational Potential as Accelerators of Pro-developmental Employee Behaviours. In: M.J. Stankiewicz (ed.), Managing the Key Areas of Positive Organisational Potential for Company Success (pp. 17-34). Toruń: Dom Organizatora TNOiK.
  • Hackman, J.R., Oldham, G.R. (1980). Work redesign (Addison-Wesley, Reading, MA).
  • Huang, L.C, Ahlstrom, D., Lee, A.Y.P., Chen, S.Y., Hsieh, M.Y. (2016). High performance work systems, employee well-being, and job involvement: an empirical study. Personnel Review, 2 (45), 296-314. DOI: 10.1108/PR-09-2014-0201.
  • Hung, L.M. (2008). Research on How Training Influences Administrative Staff Job Involvement and Organizational Commitment. The Journal of Human Resource and Adult Learning, 2 (4), 115-121.
  • Karia, N., Asaari, M.H (2006). The effects of total quality management practices on employees' work-related attitudes. The TQM Magazine, 1 (18), 30-43. DOI: 10.1108/09544780610637677.
  • Kanungo, R.N. (1981). Work alienation and involvement: Problems and prospects. International Review of Applied Psychology, 30, 1-15.
  • Kinnie, N., Hutchinson, S., Purcell. J., Rayton, B., Swart, J. (2005). Satisfaction with HR practices and commitment to the organisation: why one size does not fit all. Human Resources Management Journal, 4 (15), 9-29.
  • Kroon, B., van de Voorde, K., van Veldhoven, M. (2009). Cross-level effects of highperformance work practices on burnout: Two counteracting mediating mechanisms compared. Personnel Review, 5 (38), 509-525. DOI: 10.1108/00483480910978027.
  • Krot, K., Lewicka, D. (2016). Zaufanie w organizacji innowacyjnej. Warszawa: C.H. Beck.
  • Lodahl, T.M., Kejner, M. (1965). The definition of measurement job involvment. Journal of Applied Psychology, 49, 24-33.
  • Lepak, D.P., Liao, H., Chung, Y., Harden, E.E. (2006). A Conceptual Review of Human Resource Management Systems in Strategic Human Resource Management Research. In: J.J. Martocchio (ed.), Research in Personnel and Human Resources Management (Vol. 25, pp. 217-271) Emerald Group Publishing Limited.
  • McGunnigle, P.J., Stephanie, M., Jameson, S.M. (2000). Employee Relations, HRM in UK hotels: a focus on commitment. Employee Relations, 4 (22), 200.
  • Nienaber, H., Martins, N. (2015). Validating a scale measuring engagement in a South African context. Journal of Contemporary Management, 1 (12), 401-425.
  • Pfeffer, J. (2007). Human Resources from an Organizational Behavior Perspective: Some Paradoxes Explained. Journal of Economic Perspectives, 4 (21), 115-134.
  • Rabinowitz, S., Hall, D.T. (1977). Organizational research on job involvement. Psychological Bulletin, 2 (84), 265-288. DOI: 10.1037/0033-2909.84.2.265.
  • Robertson, R., Gockel, C., Brauner, E. (2012). Trust your teammates or bosses? Differential effects of trust on transactive memory, job satisfaction, and performance. Employee Relations, 2 (35), 222-242.
  • Sanders, K., Dorenbosch, L., Reuver, R. (2008). The impact of individual and shared employee perceptions of HRM on affective commitment considering climate strength. Personnel Review, 4 (37), 412-425.
  • Shaw, K. (2006). The Value of Innovative Human Resource Management Practices. America at Work, 227-239.
  • Tzafrir, S.S., Eitam-Meilik, M. (2005). The impact of downsizing on trust and employee practices in high tech firms: a longitudinal analysis. Journal of High Technology Management Research, 16, 193-207.
  • Vanhala, M., Ahteela, R. (2011). The effect of HRM practices on impersonal organizational trust. Management Research Review, 8 (34), 869-888.
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.