1,720,969 research outputs found
Relationship between business strategy and human resource management practices in private and public limited companies in Malaysia
Full text linkThis study examines the relationship between two business strategies (differentiation and low-cost) and six human resource management (HRM) practices (recruitment and selection, training and development, compensation, performance management, employment security, and work-life balance). Furthermore, an examination conducted on the differences in such relationship between the Public and Private Limited companies in Malaysia. Structural equation modelling (SEM) was used to investigate the effect of business ownership in the model.It is found that differentiation strategy stressed on all six HRM practices while low-cost strategy emphasized four HRM practices only. The results also show that the effects of business strategy and HRM practices performed in Public Limited companies are only slightly different from the ones performed in Private Limited companies
A multilevel analysis of work–life balance practices
Full text linkThe current study uses a multilevel analysis to examine how work–life balance (WLB) practices applied at the organizational level associate with WLB practices and performance appraisal at the individual level that affects employee commitment, underpinned by the theory of supportiveness and the relational perspective. Respondents were 319 employees and 74 managers from small and
medium-sized enterprises (SMEs) of various industries in Malaysia. Results indicate that the consistency of employee perception of WLB practices and performance appraisal at individual level influence employee commitment, whereas WLB practices at the organization level have a negative
influence on employee commitment. The study also found differences in perception of WLB practices between managers and employees but a high level of WLB practices agreement. The current study provides a plausible explanation that the WLB practices undertaken by the organization may
not be accessible or perceived by employees, thus affecting their commitment
Business Strategy, Human Resource Management Practices and Employee Outcomes: Structural Equation Modeling
Full text linkThis study investigated the effects between two business strategies
(differentiation and low-cost) and six human resource management (HRM)
practices (recruitment & selection, training & development, compensation,
performance management, employment security and work-life balance) on
employee outcomes (organisational commitment, employee turnover, employee
involvement and job satisfaction) and the extent to which such effects bring
differences to Public and Private Limited companies in Malaysia. Therefore, the
main objective of this study was to develop the conceptual model to measure the
interaction effects of business strategy, HRM practices on employee outcomes.
Four sub-objectives investigated to accomplish the main objective of the study.
The first sub-objective was to investigate the effect of different business strategy
to HRM practices. The second sub-objective of this study was to investigate the
effect of business strategy and HRM practices on the four variables of employee
outcomes. The third sub- objective of this study was to investigate whether any
variance or differences among Public and Private Limited companies of the effect
between business strategy and HRM practices. The fourth sub-objective was to
investigate whether any variance among Public and Private Limited companies of
the interrelationship between business strategy and HRM practices on employee
outcomes.
Structural equation modelling was used to examine the effect of business
strategy to HRM practices and the interrelationships of them to employee outcomes The psychometric properties of these measures were investigated through confirmatory factor analysis. This study found that differentiation strategy was one of the business strategies that tend to emphasize on all six HRM practices while low-cost strategy found to emphasize on four HRM practices only. HRM practices found to mediate the interaction of business strategy and employee outcomes. The results also indicated that the effects of business strategy and HRM practices implemented in Public Limited companies on employee outcomes were only slightly different from the ones implemented in Private Limited companies. Types of business ownership moderate the interrelationship effect of business strategy and HRM practices on employee outcomes. The results showed invariant between differentiation strategy but variant in tow-cost strategy
The Mediating Effect of HRM Practices on the Relationship Between Business Strategy and Employee Outcomes
Full text linkThis study examines the effects of human resource management (HRM) practices on strategic approach on employee attitudes and behaviors in Public and Private limited companies in Malaysia. Specifically, the study examines the combination effect of HRM practices variable of the relationship between business strategy of the company and employee outcomes such as organizational commitment, job satisfaction, employee involvement and employee turnover. The framework is tested using structural equation modeling and the data are from 571 non-human resource department employees from two different types of business ownership in Malaysia. The hypothesized relationship is tested using AMOS 16.0 through path analysis. The results of the confirmatory factor analysis demonstrated relatively a reasonable fit of the model to the data on the basis of a number of fit statistics (χ2= 1184.856; GFI (goodness-of-fit index) = 0.903; CFI (comparative fit index) = 0.927; TLI (Tucker-Lewis index) = 0.918 and RMSEA (root mean square error of approximation) = 0.037). This study found the mediation effect of HRM practices between business strategy and employee outcomes showed mixed results
The effect of work fulfilment on job characteristics and employee retention: Gen Y employees
Full text linkJob characteristics are considered a contributing factor for the retention of employees at work, but the mechanism behind this relationship remains unclear. The current study aimed to analyse work fulfilment as mediators and age among Generation Y (Gen Y) as moderators of the relationship between task and knowledge characteristics and employee retention based on self-determination theory (SDT).
Data were collected from 153 Gen Y employees in Klang Valley, Malaysia and analysed using partial least squares (PLS). The results supported the predicted mediating role of work fulfilment with gender and educational level as control variables. Various ages among Gen Y have no differences within the studied relationships. Implications, limitations of these findings and directions for future research are further discussed to improve the retention of employees in the workplace
The Relationship between Business Strategy and HRM Practices in Private and Public Limited Companies in Malaysia
Full text linkThis study examines the effects of human resource management (HRM) practices on strategic approach on employee attitudes and behaviors in Public and Private limited companies in Malaysia. Specifically, the study examines the combination effect of HRM practices variable of the relationship between business strategy of the company and employee outcomes such as organizational commitment, job satisfaction, employee involvement and employee turnover. The framework is tested using structural equation modeling and the data are from 571 non-human resource department employees from two different types of business ownership in Malaysia. The hypothesized relationship is tested using AMOS 16.0 through path analysis. The results of the confirmatory factor analysis demonstrated relatively a reasonable fit of the model to the data on the basis of a number of fit statistics (χ2= 1184.856; GFI (goodness-of-fit index) = 0.903; CFI (comparative fit index) = 0.927; TLI (Tucker-Lewis index) = 0.918 and RMSEA (root mean square error of approximation) = 0.037). This study found the mediation effect of HRM practices between business strategy and employee outcomes showed mixed results
When does ostracism lead to turnover intention? The moderated mediation model of job stress and job autonomy
Full text linkThe current study explored the mediating and moderating processes through which social exclusion or ignorance causes employee behavioural outcomes in a workplace. Based on the conservation of resources (COR) theory, this study investigated the effect of perceived workplace
ostracism on turnover intention as mediated by job stress and moderated by job autonomy among a sample of 144 employees from the consumer services sector in Malaysia. The results suggest that employees’ perceived workplace ostracism leads to job stress, which in turn leads to negative behavioural outcomes such as turnover intention. Job autonomy was also found to have moderated the mediated relationship, whereby the relationship was stronger with low levels of job autonomy. The results provided some practical implications, highlighting the importance of
addressing workplace ostracism and promoting job autonomy
Training & Development and Performance Management in Organisation: the Malaysian Employees Turnover Intention Study
Full text linkThis study addresses the impact of training and development (TD) and performance management on employee turnover intention in Malaysian Organisations. As TD theoretically influences the turnover intention, the researchers hypothesized that TD would have an indirect effect on turnover intention through performance management. A sample consisting of 633 public and private employees in peninsular Malaysia were involved in this study. Overall, results using structural equation modelling showed that TD has significant effect on turnover intention, and has indirect effect via the mediator. Using multigroup analysis, it was found that the model was invariant within male and female employees. These findings suggest that human resource practices available in organisation that fit with regard to content and process are necessary to improve the behaviour of employees
Determining Mission Statement Effectiveness from a Fit Perspective
No full textThe purpose of this paper is to study the relationship between the organization's mission statement and its outcomes from a fit perspective in the alignment of the organization's structural and cultural elements. Based on an extension of Campbell's (1991) mission model by combination of ideas from two schools of thought in mission statement studies (structural and cultural), the authors introduce the concept of “fit” to show how it contributes towards a new mission statement model. The results show that both alignments are important to create a fit situation in order to positively impact organization outcomes. Based on Cohen (1988), the detected effect size of .322 is considered large. The managerial implication is that there should be more focus on managing organisational alignment to support a fit situation as this is instrumental to mission statement effectiveness. The originality of this study stems from the idea that while past studies develop model based on ideas from within the confine of a particular school of thought, this study is one of the first to combine ideas from both the structural and cultural schools of thought by extending Campbell's (1991) mission model using the fit perspective
Authentic leadership and employee engagement: The role of employee well-being
Full text linkBACKGROUND/OBJECTIVE:To understand how perceived authentic leadership translates into work engagement, this study hypothesize that perceived authentic leadership facilitates positive conditions of well-being, which in turn predict employee work engagement. This study asserts that each of the three mediating paths comprising life, workplace, and psychological well-being, is expected to mediate the relationship based on the conservation of resources (COR) theory and relational perspective. METHODOLOGY:Data were collected from the two-wave survey of 150 full-time employees and analyzed using the PROCESS macro in SPSS. An additional analysis to identify well-being sentiment was conducted using NodeXL with Twitter data. RESULTS:The results indicated only workplace well-being has a mediational effect between perceived authentic leadership and work engagement. The additional analysis found that workplace well-being is the central tenet of interaction between people in social media. CONCLUSIONS:These findings demonstrate the importance of workplace well-being in promoting work engagement
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