75 research outputs found
Theories used in employment relations and human resource management
No full textIt is perhaps easier to explain what theory is not rather than what it is. Theory is not facts or data. Nor is theory a hypothesis, or a case study. It is not a literature review. A theory is a set of general principles or ideas that are meant to explain how something works, and is independent of what it intends to explain. The purpose of a theory (or set of theories) is to help explain what causes something to occur, or to inform us of the likely consequences of a phenomenon. In so doing, theories can be more or less abstract, and be pitched at different levels – explaining society, processes, relations, behaviour and perceptions. For practitioners, theories can enhance understanding and inform decision-making. For researchers, theories shape the framing of their data, and are often presented as an essential part of any well-designed research project. Reflecting this, Hambrick (2007: 1346) argues that theory is essential for a field to flourish and advance. Indeed, many management journals require scholars to make a ‘theoretical contribution’ to get published, prompting something of an obsession with a theory-driven approach in management-related areas. Thus, while recognizing the value and importance of theory, we offer a cautionary note. Specifically, we suggest that it may be fruitful for a field to support initial consideration of phenomena-driven trends or patterns before becoming fixated on having a theoretical explanation. For example, that smoking can cause harm and ill health in humans does not need a theory to prove its validity (Hambrick, 2007). Reflecting this, in disciplines such as sociology, economics and finance there has been less of an ‘essential need’ to publish with some new theoretical development in mind. Instead, ideas, logics, concepts, premises are given due attention and the notion of exploring data is seen as valid and valuable in deciding if certain issues or phenomena are in themselves evident or emergent. Where this is the case, theory can then help to understand and explain such issues. Theory is therefore a crucial lens on the world, one that provides value in addressing both evident and emergent issues. Notwithstanding that empirics and theory both contribute value and vibrancy to a field, our focus here is on the role of theory, and some of the specific theories used in employment relations (ER) and human resource management (HRM) research.No Full Tex
Ability, Motivation and Opportunity theory: a formula for employee performance?
No full textAbility, Motivation and Opportunity (AMO) theory has been adopted extensively to potentially explain the complex relationship between how people are managed and subsequent performance outcomes. Specifically, the theory suggests some combination of an individual’s ability (A), motivation (M) and opportunities (O) can give us a measure of an individual’s performance (P) (expressed as AMO = P). AMO theory is concerned with individual characteristics as independent variables, however, in its application in the HRM field, researchers have supplemented these independent variables for HR practices and policies, resulting in at least two different incarnations of the AMO model. Further compounding this issue, AMO theory has seldom seen empirical testing, and there is significant lack of consistency in definition and selection of variables. In this chapter, the authors develop an argument that AMO theory is poorly defined and tested, and its appeal is that it can be adapted to suit almost any HRM study.Full Tex
The AMO Model: Broadening our Sight to New Avenues for Research
No full textThe Ability, Motivation and Opportunity (AMO) model has been extensively adopted in HRM research to explain the complex relationship between people management and performance outcomes. To do so, HRM scholars have characterized individuals by their abilities, motivation and the opportunities they received to understand individual performance (Bos-Nehles, Van Riemdijk, & Looise, 2013; Kellner, Townsend, Wilkinson, Lawrence, & Greenfield, 2016). while at the organizational level, HRM scholars use three dimensions of HRM systems – ability-enhancing, motivation-enhancing and opportunity-enhancing HRM practices – to understand their effect on organizational performance (Boon, Den Hartog, & Lepak, 2019; Jiang, Lepak, Hu, & Baer, 2012; Lepak, Liao, Chang, & Harden, 2006). Some scholars have started to combine both approaches to comprehend how AMO-enhancing HRM practices influence the AMO of individuals and improve performance (Beltrán-Martín, & Bou-Llusar, 2018; Edgar, Zhang, & Blaker, 2019; Jiang, Lepak, Han, Hong, Kim, & Winkler, 2012). Within these attempts at theoretical development of AMO, Kellner, Cafferkey and Townsend (2019) identify inherent problems with the way AMO is operationalized in research, which they argue, limits theoretical development of the concept. This PDW involves scholars who have advanced the AMO debate in HRM research to discuss how we can “broaden our sight” to better conceptualize and measure AMO factors and implement them in such a way that they yield better organizational and individual outcomes. Equally, there will be discussion on integrating AMO research from various levels of analysis, and developing new avenues for AMO research by considering the role of line managers in AMO implementation
Elgar Introduction to Theories of Human Resources and Employment Relations
No full textThis Elgar Introduction provides an overview of some of the key theories that inform human resource management and employment relations as a field of study.No Full Tex
Hybrid HRM systems and employee well-being: a self-determination theory perspective
No full textPurpose
Drawing from the human resource management (HRM) literature and framed with self-determination theory, this article seeks to investigate the impact of a hybrid system of HRM, characterized by the integration of practices from high-involvement work systems (HIWS) and high-compliance work systems (HCWS), on employee well-being in China.
Design/methodology/approach
We hypothesize there is a positive relationship between the hybrid system and employee well-being, mediated by the satisfaction of basic psychological needs as proposed by self-determination theory. To test these hypotheses, we conducted a cross-sectional survey involving 337 employees from both an agricultural company and a bank in China.
Findings
Our dataset provides support for the hypotheses, indicating that hybrid human resource (HR) systems positively relate to employee well-being, with a positive association with work engagement and a negative association with emotional exhaustion. Furthermore, our findings reveal that this relationship is mediated by the satisfaction of basic psychological needs.
Originality/value
This paper contributes to the HRM literature in three significant ways. First, it explores the hybrid HRM system, which integrates high-involvement work systems (HIWS) and high-compliance work systems (HCWS), enhancing the theorization of HRM in a more comprehensive manner. Second, it utilizes self-determination theory (SDT) to illuminate the underlying mechanisms connecting hybrid HRM to employee well-being – a topic that has received limited attention in prior research. Lastly, we operationalize employee well-being by examining both work engagement and emotional exhaustion, thereby offering a comprehensive understanding of its multidimensional nature.Full Tex
Front Line Managers and Employee Outcomes: The Role of Interactional Justice and Supportive Culture
No full textThe contributions of front line managers (FLMs) are traditionally assumed to have a profound impact on the performance of individuals but few studies have examined the role of front line managers in the process through which positive work behaviour and attitudes are realised. This research introduces interactional justice and supportive culture as two potentially key conditions under which positive outcomes result. Using original data from Academics in Malaysia, a collective culture, we test the proposition supportive FLM will influence work outcomes and also interactional justice with a supportive culture. Academics totalling 324 from private universities in Malaysia participated in this study. Findings suggest that interactional justice mediates the relationship between support FLM and proactive behaviour and work attitude. Supportive culture moderated only work attitude. Overall, our findings illustrate that supportive FLMs play critical role in developing positive work behaviour and attitude, however supportive culture was not a necessary condition in eliciting work behaviour. The implications for these findings are discussed and important areas for future research are presented.Full Tex
LMX and HRM : a multi-level review of how LMX is used to explain employment relationships
No full textThis chapter focuses on the use of leader-member exchange (LMX) theory in HRM research. Considering the relationship between managers and employees, LMX theory can explain differences between how people are managed at work. By distinguishing between high- and low-quality LMX exchanges, and economic and social HRM exchanges, HRM scholars can understand why some employees perceive more or less HRM practices and express higher or lower levels of job satisfaction, commitment or performance. This chapter presents ways in which HRM and LMX combine to affect employees, and ends with the development of a research agenda for the use of LMX theory in HRM research
The Critical Role of Psychological Risk and Safety in Eliciting Worker Well-Being
No full textABSTRACTPsychosocial factors are well‐known determinants of workers' health and well‐being, and considerable research exists on how organisations can manage stress at work. Most existing research draws on theories from psychological sciences and applies them using a narrow approach, and consequently, recommendations usually involve organisations minimising demands on employees and maximising organisational resources. Despite these advances, research continues to find differences between the well‐being of workers operating under similar working conditions, suggesting a broader understanding of the mechanism through which psychosocial hazards impact well‐being is needed. Based on survey data from over 800 employees in Malaysia, we find that deterioration in worker well‐being resulting from psychosocial hazards at work is moderated by how safe employees feel to speak up about interpersonal problems at work (known as psychological safety). We conclude that a broader HR approach that looks beyond individual factors in work demands and resources is needed to manage stress at work.Full Tex
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