مقاله انگلیسی رایگان در مورد تعهد بالای عملیات مدیریت منابع انسانی و رفتار خدماتی کارمند – الزویر ۲۰۱۸

Introduction

Hypotheses development

Methodology

Results

Discussion

Limitations and future research

References

Abstract

This research considers high commitment human resource management (HCHRM) practices as a higher-order reflective construct and examines its effect on employee service behavior in the banking industry of Bangladesh. Testing our hypotheses on 365 line managers, we find a positive relationship between HCHRM and both in-role and extra-role service behavior. Moreover, trust in management significantly mediates the relationship between HCHRM and in-role service behavior and does not mediate the relationship between HCHRM and extra-role service behavior. The present paper recommends future research to look for the mediating effect of other employee responses in the link between HCHRM and employee outcomes.

Introduction

The advancement in the evolution of human resource management (HRM) has been noted in approaching HRM from various sets of approaches such as „high performance‟ (Delaney & Huselid, 1996), „high commitment‟ (Arthur, 1994), „high involvement‟ (Lawler, 1986), or “innovative” (Agarwala, 2003). Coaker (2011) uses the term „HRM best practices‟ to denote high performance work practices (HPWPs), high performance work systems (HPWSs), high commitment HRM (HCHRM), and universal HRM practices believing that the underlying theme of these HRM approaches aims to use human potential for organizational success. The present study approaches HRM as HCHRM which specifically objects to escalate organizational effectiveness by impelling employee commitment. If the organization practices commitment oriented HRM, it will strengthen employee identification with the organization and encourage them to exert effort to achieve them (Whitener, 2001). Employee perceptions of HCHRM are likely to be reciprocated with appropriate attitudes and behaviors including job satisfaction, affective commitment, and retention intention (Macky & Boxall, 2007; Gould-Williams et al., 2014; Schopman, Kalshoven, & Boon, 2015), knowledge sharing behavior (Nielsen, Rasmussen, Chiang, Han, & Chuang, 2011), innovation activities (Ceylan, 2013), organizational citizenship behavior (Lin, Chen, Huang, & Lu, 2014), employee creativity (Chang, Jia, Takeuchi, & Cai, 2014), job embeddedness (Ghosh & Gurunathan, 2015) and work engagement and commitment (Boon & Kalshoven, 2014). To contribute toward these lines of findings, the present study tests the effect of HCHRM on employees‟ service behavior.