Many studies have been done to demonstrate the impact of human resource
(HR) practices on firm performance. The relationships have been generally
positive but not always conclusive. Early studies which attempted to measure
the direct impact of human resource practices on their dependent variables,
reported mixed results. These studies have measured the impact using different
frameworks, at different levels and different outcomes. Since human resource
practices are perceived by organizational members and implemented by leaders
first before they can take effect, their impacts may be more suitably measured
from a social exchange perspective. In this study, we combine HR practices with
social exchange variables to demonstrate that it is the indirect rather than
the direct impacts of HR practices that matter. The findings show that the two
key social exchange variables of perceived organizational support (POS) and
leader-member exchange (LMX) are important mediators in the relationship
between HR practices and the organizational outcomes of trust, empowerment,
commitment and intention to remain in the organization.
Human resource practices social exchange perceived organizational support leader-member exchange organizational outcomes.
Birincil Dil | İngilizce |
---|---|
Bölüm | Makaleler |
Yazarlar | |
Yayımlanma Tarihi | 26 Mayıs 2018 |
Yayımlandığı Sayı | Yıl 2018 Cilt: 3 Sayı: 1 |