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An Integrated Model Linking HR System, HR System Mechanisms, and Organizational Performance (Dashed Lines Indicate Bottom-up Emergence of Compositional Constructs).
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... capital)-organizational performance. While we believe that climate perceptions certainly play an important role in the HR system -organizational outcome relationship, strategic HRM researchers have proposed several additional mechanisms by which the influence of HR systems on employees and, ultimately, organizational performance is realized. Fig. 1 depicts an integrated framework linking HR system to organization performance. We propose that organization effectiveness and performance objectives determine the strategic focuses of the organization, and the strategic focus influences the strategic objective of the HR system. In addition, HR systems contribute to organizational ...
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Given the importance of human resource management skills both in management education and business in general, an empirical review of undergraduate human resource (HR) curricula and programs is needed. In this study, the authors provide an investigative analysis of the content taught across HR programs in the U.S. and the context in which HR progra...
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... Thus, we argue that when employees' firm implement high-level OHRPs based on the ability-motivation-opportunity (AMO) model-that is, enhancing employee abilities, fostering motivation, and providing opportunities to perform (Batt, 2002;Bos-Nehles et al., 2013;Lepak et al., 2006;Liao et al., 2009;Subramony, 2009)-the effect of PO on employees' well-being will be positively moderated. ...
There is a much lively debate about whether new ventures should adopt employee stock ownership plans (ESOPs). The inconsistent findings may be due to the neglect of employees’ life quality. This paper analyzed the relationship between ESOPs and employee workplace-psychology-life well-being and the moderating effect of opportunity-enhancing human resource practices (OHRPs). It adopted a survey that was completed by 262 employees of new ventures in the Greater Bay Area of China. The results show that ESOPs had a positive effect on the workplace and psychological well-being, but a negative effect on life well-being, and that this effect was mediated by psychological ownership. OHRPs moderated the mediating effect of ESOPs on workplace and life well-being via psychological ownership. The results reveal a particular correlation pattern between new venture ESOPs and employee well-being, which helps address the debate about the effects of ESOPs by providing an explanation from the life aspect. These findings highlight the importance of considering employee life well-being in understanding new venture ESOPs.
... There is a large body of evidence demonstrating that organizations employing high performance (Huselid, 1995;Lepak et al., 2006), or high commitment (Arthur, 1994;Walton, 1985), HRM practices outperform those that do not on various indices, including return on assets, return on equity, market return and sales growth (Jiang et al., 2012). There is also evidence that these effects are mediated, in part, by employee commitment (Jiang et al., 2012;Messersmith et al., 2011). ...
The implications of HRM practices for employee commitment continue to be of interest to researchers and practitioners around the globe. Although much of the research focuses on affective commitment (AC), attention has also been paid to normative (NC) and continuance (CC) commitment in accord with the three-component model (TCM; Meyer & Allen, 1991). These components are typically considered individually in traditional variable-centered studies and are often found to relate differently with other variables, including HRM practices. In the present investigation we adopted an increasingly popular person-centered approach to identify commitment profiles (i.e., distinct configurations of AC, NC, and CC) using data from samples of retail (N = 564) and university (N = 480) employees in Brazil. We then examined relations between the profiles and perceptions of HRM practices (both samples) as well as job satisfaction and turnover intention (university sample only). Using latent profile analysis (LPA), we identified weak, exchange-based, and value-based commitment profiles in both samples similar to those observed in previous research in other countries. Perceptions of HRM practices, particularly stability-oriented practices (e.g., involvement), predicted membership in value-based, and to a lesser extend exchange-based, profiles. Value-based profiles were associated with greater job satisfaction and lower turnover intention. Although value-based profiles reflect strong AC, they can also include strong CC and/or NC. Consequently, our findings serve to qualify conclusions regarding CC and NC in variable-centered research. Implications for future research and HRM practice are discussed.
... Crucial HRM practices to increase motivation are performance management, compensation, and incentive practices. Finally, job design, teamwork, and involvement practices are key for employees' opportunities (Lepak et al., 2006;Jiang et al., 2012a,b;Hauff et al., 2018). ...
This paper sheds further light on the contextual boundaries in the relationship between high-performance work practices (HPWPs) and employee wellbeing. In particular, we analyze whether this relationship is moderated by health-oriented leadership behavior (i.e., staff care) which describes the extent to which leaders value, are aware of, and protect their followers’ health at work. Our analyses are based on employee data (N = 1,345) from Germany, covering two points in time. Findings show positive associations between HPWPs and happiness-related (i.e., engagement, commitment) and health-related (i.e., general health, physical health complaints, mental health complaints, strain) wellbeing outcomes. The positive relationship between HPWPs and employee wellbeing is weaker the more employees experience leadership behavior in terms of staff care. Thus, our results provide further evidence for a substitutive or compensatory effect between HRM and leadership.
... It has been widely acknowledged that effective human management resource (HRM) practices are significant in extracting positive work behaviors among employees (Tan & Nasurdin, 2011) and the recent years show that research attention to the key role of human resource management (HRM) in general and particularly in human capital has raised the importance of resource-based view in gaining competitive advantage as well as the convergence of strategic application (Genc, 2014;Raghavan, 2011;Dunford et al., 2001, Lepak et al., 2006. By linking good HR practice and strategic management to human capital measurement, firms are able to make a number of better-informed decisions that will help to ensure long-term business success (Scarborough & Elias, 2002). ...
... The meeting point of this paper is grounded on the theoretical of the resource-based view (RBV) which the first coin by Barney (2000), RBV specified that the firm's unique internal resource arrangement can be a foundation of sustainable competitive advantage. Multilevel examinations in the HR field have helped to show how HR policies motivate individual performance (Lepak et al., 2006), and applying this concept to the HCR will help researchers learn more about how the HCR emerges as well as how its different components work together to efficiently and effectively create a unit-level resource (Nyberg et al., 2012). In addition, leveraging RBV to explore the unitlevel human capital resource (HCR) is undergoing a paradigmatic shift with an increased effort to understand human capital as a macro-level construct (Nyberg et al., 2012). ...
... Beyond the issues noted above, there is a call for HRM researchers to more explicitly consider sampling issues that are likely to impact the reliability and validity of empirical investigations of the HR system to performance relationships (Lepak et al., 2006). The organization is capable of achieving added value through people and proponents hail it as a revolutionary way of managing people, treating them as assets rather than costs (Baron & Armstrong, 2007). ...
The paper presents a conceptual paper of a multilevel analysis
model in managing human capital for valuable creation and
organizational breakthrough performance in the ground of resourcebased view and embedded a multilevel model of human capital
resources (HCR). Conventionally, the existing literature focusing on a
single analysis, either from a macro or micro perspective. Depending
on a single level analysis either micro-micro or macro does not
describe the research findings thoroughly and could lead to
misattribute of theory because analyzing a particular level of study
cannot be generalized to all levels. The multilevel human capital
resources (HCR) model provides a holistic view rather than focusing
on a single analysis, either from a macro or micro perspective.
Drawing from this significant reason, this paper used an approach to
the conceptualization of the multilevel model to bring the connection
of both macro and micro perspectives. The paper serves as an
analytical tool with in-depth discussions to extend the existing
knowledge of the multilevel model in current literature.
... It has been widely acknowledged that effective human management resource (HRM) practices are significant in extracting positive work behaviors among employees (Tan & Nasurdin, 2011) and the recent years show that research attention to the key role of human resource management (HRM) in general and particularly in human capital has raised the importance of resource-based view in gaining competitive advantage as well as the convergence of strategic application (Genc, 2014;Raghavan, 2011;Dunford et al., 2001, Lepak et al., 2006. By linking good HR practice and strategic management to human capital measurement, firms are able to make a number of better-informed decisions that will help to ensure long-term business success (Scarborough & Elias, 2002). ...
... The meeting point of this paper is grounded on the theoretical of the resource-based view (RBV) which the first coin by Barney (2000), RBV specified that the firm's unique internal resource arrangement can be a foundation of sustainable competitive advantage. Multilevel examinations in the HR field have helped to show how HR policies motivate individual performance (Lepak et al., 2006), and applying this concept to the HCR will help researchers learn more about how the HCR emerges as well as how its different components work together to efficiently and effectively create a unit-level resource (Nyberg et al., 2012). In addition, leveraging RBV to explore the unitlevel human capital resource (HCR) is undergoing a paradigmatic shift with an increased effort to understand human capital as a macro-level construct (Nyberg et al., 2012). ...
... Beyond the issues noted above, there is a call for HRM researchers to more explicitly consider sampling issues that are likely to impact the reliability and validity of empirical investigations of the HR system to performance relationships (Lepak et al., 2006). The organization is capable of achieving added value through people and proponents hail it as a revolutionary way of managing people, treating them as assets rather than costs (Baron & Armstrong, 2007). ...
The paper presents a conceptual paper of a multilevel analysis model in managing human capital for valuable creation and organizational breakthrough performance in the ground of resource-based view and embedded a multilevel model of human capital resources (HCR). Conventionally, the existing literature focusing on a single analysis, either from a macro or micro perspective. Depending on a single level analysis either micro-micro or macro does not describe the research findings thoroughly and could lead to misattribute of theory because analyzing a particular level of study cannot be generalized to all levels. The multilevel human capital resources (HCR) model provides a holistic view rather than focusing on a single analysis, either from a macro or micro perspective. Drawing from this significant reason, this paper used an approach to the conceptualization of the multilevel model to bring the connection of both macro and micro perspectives. The paper serves as an analytical tool with in-depth discussions to extend the existing knowledge of the multilevel model in current literature.
... He was one of the first to adopt the ability-motivationopportunity framework to categorize HRM practices into three HR policy domains (e.g. Jiang et al., , 2013Lepak et al., 2006), which has become one of the most widely used frameworks to study HRM systems in the past dec-ade. He and his coauthors also challenged traditional strategic HRM research by showing that different components of HRM systems have differential effects on employee outcomes (e.g. ...
This special issue is devoted to Professor David P. Lepak, who passed away on December 7, 2017. The special issue is meant to honor Professor Lepak’s (or affectionately called Dave among his close friends and peers) intellectual contribution to the field of human resource management (HRM) and his academic influence on many of us who study HRM-related topics. We first introduce the special issue by highlighting three research topics that were central to Dave’s work: (1) strategic management of human capital resources; (2) strategic HRM; and (3) multilevel HRM. We then introduce nine articles in the special issue and discuss how each of them contributes to one or more of the three topics of Dave’s interest. We also provide a general discussion of all the articles and offer directions for future research.
... We consider workplace-level survey data to be more appropriate for this study for the following reasons. First, different workplaces of the same firm may possess different employee compositions and implement varying management practices (Lepak, Liao, Chung, & Harden, 2006). Second, because workplaces are smaller in scope, key informants (e.g., HR managers) are more familiar with their specific management practices and employee compositions (Batt, 2002;Gerhart, Wright, & McMahan, 2000;Takeuchi, Chen, & Lepak, 2009). ...
The global trend of increasing workplace age diversity has led to growing research attention to the organizational consequences of age-diverse workforces. Prior research has primarily focused on the statistical relationship between age diversity and organizational performance without empirically probing potential mechanisms underlying this relationship. Adopting an intellectual capital perspective, we posit that age diversity affects organizational performance via human and social capital. Furthermore, we examine workplace functional diversity and age-inclusive management as two contingent factors shaping the effects of age diversity on human and social capital. Our hypotheses were tested with a large manager-report workplace survey data from the Society for Human Resource Management (N = 3,888). Results indicate that age diversity was positively associated with organizational performance through the mediation of increased human and social capital. In addition, functional diversity and age-inclusive management amplified the positive effects of age diversity on human and social capital. Our research sheds light on how age-diverse workforces may create value through cultivating knowledge-based organizational resources (i.e., human and social capital).
... 1 promote high skills and abilities, i.e., through selection and investment in training 2 stimulate motivation, through for example, employee involvement and performance-related pay HRM acts as a form of power or knowledge to discipline employees' understanding of work and employment, i.e., to align employees' capacity to carry out their practical work (Boxall et al., 2007). According to Lepak et al. (2006), the most often-used sets of mediating variables are categorised as 'employee skills' (employee competences, including cooperation), 'employee attitudes' (motivation, commitment, satisfaction), and 'employee behaviour' (retention, presence). Selection and training systems should, above all, reinforce employee ability, whereas compensation, performance appraisal, and internal career opportunities should amplify motivation, although it is also acknowledged that the full effect of a HRM-OP link is more complex than previously thought (Lepak et al., 2006). ...
... According to Lepak et al. (2006), the most often-used sets of mediating variables are categorised as 'employee skills' (employee competences, including cooperation), 'employee attitudes' (motivation, commitment, satisfaction), and 'employee behaviour' (retention, presence). Selection and training systems should, above all, reinforce employee ability, whereas compensation, performance appraisal, and internal career opportunities should amplify motivation, although it is also acknowledged that the full effect of a HRM-OP link is more complex than previously thought (Lepak et al., 2006). Evidently, a consistent theory that bridges and interlinks HRM-OP is required (Guest, 1997). ...
This paper reviews the literature on the relationship between human resource management (HRM) and organisational performance (OP), and offers some insights ranging from the ability-motivation-opportunity framework and the social processing theory, through to the advance theory on the HRM-OP linkage. The text highlights how individual factors such as individual perceptions and interpretations influence outcomes. Furthermore, it argues that even though the design and conception of well-designed HR policies and processes are important, the application and implementation of such policies and processes by managers also exert a powerful influence on performance. In fact, management leadership can play a crucial role by distorting, reinforcing, or stimulating how employees perceive and interpret HR policies and the whole HRM-OP linkage. This study ends by offering important insights regarding the linkages between the HRM system and direct and middle managers on the one hand, and between these managers and employees on the other hand.
... 1 promote high skills and abilities, i.e., through selection and investment in training 2 stimulate motivation, through for example, employee involvement and performance-related pay HRM acts as a form of power or knowledge to discipline employees' understanding of work and employment, i.e., to align employees' capacity to carry out their practical work (Boxall et al., 2007). According to Lepak et al. (2006), the most often-used sets of mediating variables are categorised as 'employee skills' (employee competences, including cooperation), 'employee attitudes' (motivation, commitment, satisfaction), and 'employee behaviour' (retention, presence). Selection and training systems should, above all, reinforce employee ability, whereas compensation, performance appraisal, and internal career opportunities should amplify motivation, although it is also acknowledged that the full effect of a HRM-OP link is more complex than previously thought (Lepak et al., 2006). ...
... According to Lepak et al. (2006), the most often-used sets of mediating variables are categorised as 'employee skills' (employee competences, including cooperation), 'employee attitudes' (motivation, commitment, satisfaction), and 'employee behaviour' (retention, presence). Selection and training systems should, above all, reinforce employee ability, whereas compensation, performance appraisal, and internal career opportunities should amplify motivation, although it is also acknowledged that the full effect of a HRM-OP link is more complex than previously thought (Lepak et al., 2006). Evidently, a consistent theory that bridges and interlinks HRM-OP is required (Guest, 1997). ...
This paper reviews the literature on the relationship between human resource management (HRM) and organisational performance (OP), and offers some insights ranging from the ability-motivation-opportunity framework and the social processing theory, through to the advance theory on the HRM-OP linkage. The text highlights how individual factors such as individual perceptions and interpretations influence outcomes. Furthermore, it argues that even though the design and conception of well-designed HR policies and processes are important, the application and implementation of such policies and processes by managers also exert a powerful influence on performance. In fact, management leadership can play a crucial role by distorting, reinforcing, or stimulating how employees perceive and interpret HR policies and the whole HRM-OP linkage. This study ends by offering important insights regarding the linkages between the HRM system and direct and middle managers on the one hand, and between these managers and employees on the other hand.
... These practices interact to "select, develop, and motivate a workforce that has outstanding qualities and that uses these qualities in work-related activities with discretionary effort, which result in improved organizational performance and sustained competitive advantage for the organization" (Appelbaum et al., 2000, cited by Kroon et al., 2009. Such practices are "designed to enhance employees' competencies, motivation, opportunities to contribute, and consequently engender employee and organizational performance" (Datta, Guthrie, & Wright, 2005;Huselid, 1995;Lepak, Liao, Chung, & Harden, 2006;Way, 2002;Wright & Snell, 1991, cited by Chang & Chen, 2011. However, even if there is no standard list of the components of HPWS, it is fairly well established that these practices should be multiple and mutually reinforcing (Cappelli & Neumark, 2001;Wood & Wall, 2001). ...
Regarding the effects of High-Performance Work Systems (HPWS), we can draw two conclusions. First, existing studies on the effects of HPWS on employees’ well-being at work are scarce. Second, few studies have considered the relationships between HPWS and work-to-family interface (i.e., work-to-family enrichment, WFE; and work-to-family conflict, WFC). Only one previous study conducted on a Portuguese sample (i.e., Carvalho & Chambel, 2016) has examined the relationships between these concepts in a comprehensive model. Our study aims to replicate one part of Carvalho and Chambel’s model but also to extend previous work. We investigated a model of HPWS-employees’ well-being at work (i.e., job engagement and job strain) relationships by considering work-to-family interface as a mediator. We surveyed 170 employees of a Belgian company. Data were analysed using structural equation modelling and bootstrapping method. WFE partially mediates the relationships between HPWS and job engagement, whereas WFC partially mediates the relationships between HPWS and job strain. Our study, confirming the results of Carvalho and Chambel (2016), highlights the important role of HPWS in the development of employees’ well-being at work. Working in an organization where HPWS are applied leads employees to perceive more enrichment and less conflict between their work and family lives, making them more engaged in and less stressed by their work.
