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The Influence of Social Exchange Mediators on the Impact of Human Resource Practices

Yıl 2018, Cilt: 3 Sayı: 1, 76 - 98, 26.05.2018

Öz

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.

Kaynakça

  • Alfes, K., Shantz, C., and Soane, E.C. (2013. The Link between Perceived Human Resource Management Practices, Engagement and Employee Behavior: A Moderated Mediation Model. The International Journal of Human Resource Management, 24 (2), 330-351.
  • Aryee, S., Budhwar, P.S. and Chen, Z.X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a Social Exchange Model. Journal of Organizational Behaviour, 23, 267-285.
  • Aryee, S., Seidu, M., and Otaye, L.E. (2011). Impact of High-Performance Work Systems on Individual and Branch-Level Performance: Test of a Multilevel Model of Intermediate Linkages. Journal of Applied Psychology, 97 (2), 287-300
  • Bagozzi, R.P., Youjae, Y. and Phillips, L.W. (1991). Assessing Construct Validity in Organizational Research. Administrative Science Quarterly, 36 (3), 421-458.
  • Baptiste (2008). Tightening the Link Between Employee Wellbeing at Work and Performance: A New Dimension for HRM. Management Decision, 46 (2), 284-309.
  • Blau, P.M. (1964). Exchange and Power in Social Life. New York: Wiley.
  • Butts, M.M., Vandenberg, R.J., DeJoy, D.M., Schaffer, B.S. and Wilson, M.G. (2009). Individual Reactions to High Involvement Work Processes: Investigating the Role of Empowerment and Perceived Organizational Support. Journal of Occupational Health Psychology, 14 (2), 122-136.
  • Celma, D., Martinez-Garcia, E., and Raya, J.M. (2017). Socially Responsible HR Practices and their effects on Employees’ Wellbeing: Evidence from Catalonia, Spain. European Research on Management and Economics, https://doi.org/10.1016/j.iedeen.2017.12.001.
  • Chiang, C.F. and Jiang, S.S. (2008). The Antecedents and Consequences of Psychological Empowerment: The Case of Taiwan’s Hotel Companies. Journal of Hospitality & Tourism Research, 32 (1), 40-61.
  • Conger and Kanungo (1988). The Empowerment Process: Integrating Theory and Practice. The Academy of Management Review, 13 (3), 471-482
  • Cook, J. and Wall, T. (1980). New Work Attitude Measures of Trust, Organizational Commitment and Personal Need Non-fulfillment. Journal of Occupational Psychology, 53 (1), 39-52.
  • Cropanzano, R. and Mitchell, M.S. (2005). Social Exchange Theory: An Interdisciplinary Review. Journal of Management, 31 (6), 864-900.
  • DeConinck, J.B. (2010). The Effect of Organizational Justice, Perceived Organizational Support and Perceived Supervisor Support on Marketing Employees’ Level of Trust. Journal of Business Research. 63, 1349-1355.
  • Dirks, K.T. and Ferrin, D.L. (2001). The Role of Trust in Organizational Settings. Organization Science, 12 (4), 450-467.
  • Dulebohn, J.H., Bommer, W.H., Liden, R.C., Brouer, R.L. and Ferris, G.R. (2012). A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange: Integrating the Past With an Eye Toward the Future. Journal of Management, 38 (6), 1715-1759.
  • Eisenberger, R., Huntington, R., Hutchison, S., and Sowa, D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71, 500-507.
  • Emerson, R.M. (1976). Social Exchange Theory. Annual Review of Sociology, 2, 335-362.
  • Erturk, A. and Vurgun, L. (2015). Retention of IT Professionals: Examining the Influence of Empowerment, Social Exchange and Trust. Journal of Business Research, 68, 34-46
  • Fukuyama, F. (1995). Trust. New York: Free Press.
  • George, B., Batchelor, J.H., Seers, A., O’Boyle, E.H., Pollack, J.M., and Gower, K. (2014). What does team-member exchange bring to the party? A meta-analytic review of team and leader social exchange. Journal of Organizational Behavior, 35, 273-295.
  • George, R.T., and Hancer, M. (2003). The impact of selected organizational factors on psychological empowerment of non-supervisory employees in full-service restaurants. Journal of Foodservice Business Research, 6(2), 57-65.
  • Gomez, C. and Rosen, B. (2001). The Leader-Member Exchange as a Link Between Managerial Trust and Employee Empowerment. Group and Organization Management, 26 (1), 53-69.
  • Gooderham, P., Parry, E., and Ringdal, K. (2008). The Impact of Bundles of Strategic Human Resource Management Practices on the Performance of European Firms. International Journal of Human Resource Management, 19 (11), 2041-2056.
  • Gould-Wiliams, J. and Davies, F. (2005). Using Social Exchange Theory to Predict the Effects of HRM Practice on Employee Outcomes. Public Management Review, 7 (1), 1-24.
  • Gould-Williams, J. (2007). HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government. The International Journal of Human Resource Management, 18 (9), 1627-1647.
  • Hair, J.F., Black, W.C., Babin, B.J. and Anderson, R.E. (2010). Multivariate Data Analysis: A Global Perspective. Singapore: Pearson.
  • Hayes, A.F. (2013). Introduction to Mediation, Moderation and Conditional Process Analysis. New York: Guilford Press.
  • Hair, J.F., Gabriel, M.L.D., and Patel, V.K. (2014). AMOS covariance-based structural equation modeling (CB-SEM): guidelines on its applications as a marketing research tool. Brazilian Journal of Marketing, 13 (2), 44-55.
  • Homans, G. (1961). Social Behavior: Its Elementary Forms. New York: Harcourt Brace Jovanovich. Howard, L.W. and Thomas, F.S. (1999). The Influence of Human Resource Practices on Empowerment and Employee Perceptions of Management Commitment to Quality. Journal of Quality Management, 4 (1).
  • Huselid, M. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance. Academy of Management Journal, 38 (3), 635-672.
  • Jiang, K., Lepak, D., Hu, J. and Baer, J.C. (2012). How Does Human Resource Management Influence Organizational Outcomes? A Meta-Analytic Investigation of Mediating Mechanisms. Academy of Management Journal, 55 (6), 1264-1294.
  • Keller, T. and Dansereau, F. (1995). Leadership and empowerment: A Social Exchange Perspective. Human Relations, 48 (2), 127-146.
  • Koberg, C.S., Boss, R.W., Senjem, J.C., and Goodman, E.A. (1999). Antecedents and Outcomes of Empowerment. Group & Organization Management, 24 (1), 71-91.
  • Laschinger, H.K.S., Finegan, J., and Shamian, J. (2001). The impact of workplace empowerment, organizational trust on staff nurses’ work satisfaction and organizational commitment. Healthcare Management Review, 26 (3), 7-23.
  • Lian, T.K.F. (2001). Determinants of Total Quality Management (TQM) Implementation and Impact: A Study of Selected Malaysian Public Organizations. Unpublished doctoral dissertation, University of Georgia. Martin, R., Guillaume, Y., Thomas, G., Lee, A. and Epitropaki. O. (2016). Leader-Member Exchange (LMX) and Performance: A Meta-Analytic Review. Personnel Psychology, 69, 67-121.
  • Maynard, M.T., Gilson, L.L. and Mathieu, J.E. (2012). Empowerment – Fad or Fab? A Multilevel Review of the Past Two Decades of Research. Journal of Management, 38 (4), 1231-1281.
  • Meyerson, S. and Kline, T.J.B. (2007). Psychological and Environmental Empowerment: Antecedents and Consequences. Leadership & Organization Development Journal, 29 (5), 444-460.
  • Naran, L., and Kang, L.S. (2011). Human Resource Practices and Organizational Trust: An Empirical Study. Paradigm, 15 (1&2).
  • Naran, L. and Singh, L. (2012). Role of Perceived Organizational Support in the Relationship between HR Practices and Organizational Trust. Global Business Review, 13 (2), 239-249.
  • O’Brien, R.M. (2007). A Caution Regarding Rules of Thumb for Variance Inflation Factors. Quality and Quantity, 41, 673-690.
  • Ogilvie, J.R. (1986). The Role of Human Resource Management Practices in Predicting Organizational Commitment. Group and Organization Studies, 11 (4), 335-359.
  • Peccei, R. and Rosenthal, P. (1997). The Antecedents of Employee Commitment. The International Journal of Human Resource Management, 8 (1), 66-86.
  • Podsakoff, P.M. MacKenzie, S.B. and Podsakoff, N.P. (2012). Sources of Method Bias in Social Science Research and Recommendations on How to Control It. Annual Review of Psychology, 63, 539-69.
  • Preacher, K. and Hayes, A.F. (2008). Asymptotic and Resampling Strategies for Assessing and Comparing Indirect Effects in Multiple Mediator Models. Behavior Research Methods, 40 (3), 879-891.
  • Putnam, R. (1993). Making Democracy Work.: Civic Traditions in Modern Italy. New Jersey: Princeton University Press.
  • Rhoades, L. and Eisenberger, R. (2002). Perceived Organizational Support: A Review of the Literature. Journal of Applied Psychology, 87, 698-714.
  • Scandura, T.A., and Pellegrini, E.K. (2008). Trust and Leader-Member Exchange: A Closer Look at Relational Vulnerability. Journal of Leadership & Organizational Studies, 15 (2), 101-110.
  • Settoon, R.P. and Liden, R.C. (1996). Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange and Employee Reciprocity. Journal of Applied Psychology, 81 (3), 219-227.
  • Seibert, S.E.,Wang, G. and Courtright. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96, 91-1003.
  • Singh, K. (2003). Strategic HR orientation and Firm Performance in India. International Journal of Human Resource Management, 14 (4), 530-543.
  • Spreitzer, G.M. (1995). Psychological Empowerment in the Workplace: Dimensions, Measurement and Validation. Academy of Management Journal, 38 (5), 1442-1465.
  • Swenson, D.X. (1997). Requisite Conditions for Team Empowerment. Empowerment in Organizations, 5 (1), 16-25.
  • Tabachnick, B.G. and Fidell, L.S. (1996). Using Multivariate Statistics. New York: Harper Collins.
  • Takeuchi, R., Lepak, D.P., Wang, H., and Takeuchi, K. (2007). An Empirical Examination of the MechanismsBetween High-Performance Work Systems and the Performance of Japanese Organizations. Journal of Applied Psychology, 92 (4), 1069-1083.
  • Wat, D., and Shaffer, M.A. (2005). Equity and Relationship Quality Influences Organizational Citizenship Behaviors. Personnel Review, 34 (4), 406-422.
  • Wayne, S.J., Shore, L.M., and Liden, R.C. (1997). Perceived Organizational Support and Leader-Member Exchange: A Social Exchange Perspective. Academy of Management Journal, 40 (1), 82-111.
  • Whitener, E.M. (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27, 515-535.
  • Wong, C.A. and Laschinger, H.K.S. (2012). Authentic Leadership, Performance and Job Satisfaction: The Mediating Role of Empowerment. Journal of Advanced Nursing, 69 (4), 947-959.
  • Yeo, M., Ananthram, S., Teo, S.T.T. and Person. C.A. (2015). Leader-Member Exchange and Relational Quality in a Singapore Public Sector Organization. Public Management Review, 17 (10), 1379 -1402.
  • Zhang, Z., and Jia, M. (2010). Using Social Exchange Theory to Predict the Effects of High-Performance Human Resource Practices on Corporate Entrepreneurship: Evidence form China. Human Resource Management, 49 (4), 743-765.
  • Zhong, L., Wayne, S.J. and Liden, R.C. (2015) Job Engagement, Perceived Organizational Support, High Performance Human Resource Practices, and Cultural Value Orientations: A Cross-Level Investigation. Journal of Organizational Behavior, 37, 823-844.
Yıl 2018, Cilt: 3 Sayı: 1, 76 - 98, 26.05.2018

Öz

Kaynakça

  • Alfes, K., Shantz, C., and Soane, E.C. (2013. The Link between Perceived Human Resource Management Practices, Engagement and Employee Behavior: A Moderated Mediation Model. The International Journal of Human Resource Management, 24 (2), 330-351.
  • Aryee, S., Budhwar, P.S. and Chen, Z.X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a Social Exchange Model. Journal of Organizational Behaviour, 23, 267-285.
  • Aryee, S., Seidu, M., and Otaye, L.E. (2011). Impact of High-Performance Work Systems on Individual and Branch-Level Performance: Test of a Multilevel Model of Intermediate Linkages. Journal of Applied Psychology, 97 (2), 287-300
  • Bagozzi, R.P., Youjae, Y. and Phillips, L.W. (1991). Assessing Construct Validity in Organizational Research. Administrative Science Quarterly, 36 (3), 421-458.
  • Baptiste (2008). Tightening the Link Between Employee Wellbeing at Work and Performance: A New Dimension for HRM. Management Decision, 46 (2), 284-309.
  • Blau, P.M. (1964). Exchange and Power in Social Life. New York: Wiley.
  • Butts, M.M., Vandenberg, R.J., DeJoy, D.M., Schaffer, B.S. and Wilson, M.G. (2009). Individual Reactions to High Involvement Work Processes: Investigating the Role of Empowerment and Perceived Organizational Support. Journal of Occupational Health Psychology, 14 (2), 122-136.
  • Celma, D., Martinez-Garcia, E., and Raya, J.M. (2017). Socially Responsible HR Practices and their effects on Employees’ Wellbeing: Evidence from Catalonia, Spain. European Research on Management and Economics, https://doi.org/10.1016/j.iedeen.2017.12.001.
  • Chiang, C.F. and Jiang, S.S. (2008). The Antecedents and Consequences of Psychological Empowerment: The Case of Taiwan’s Hotel Companies. Journal of Hospitality & Tourism Research, 32 (1), 40-61.
  • Conger and Kanungo (1988). The Empowerment Process: Integrating Theory and Practice. The Academy of Management Review, 13 (3), 471-482
  • Cook, J. and Wall, T. (1980). New Work Attitude Measures of Trust, Organizational Commitment and Personal Need Non-fulfillment. Journal of Occupational Psychology, 53 (1), 39-52.
  • Cropanzano, R. and Mitchell, M.S. (2005). Social Exchange Theory: An Interdisciplinary Review. Journal of Management, 31 (6), 864-900.
  • DeConinck, J.B. (2010). The Effect of Organizational Justice, Perceived Organizational Support and Perceived Supervisor Support on Marketing Employees’ Level of Trust. Journal of Business Research. 63, 1349-1355.
  • Dirks, K.T. and Ferrin, D.L. (2001). The Role of Trust in Organizational Settings. Organization Science, 12 (4), 450-467.
  • Dulebohn, J.H., Bommer, W.H., Liden, R.C., Brouer, R.L. and Ferris, G.R. (2012). A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange: Integrating the Past With an Eye Toward the Future. Journal of Management, 38 (6), 1715-1759.
  • Eisenberger, R., Huntington, R., Hutchison, S., and Sowa, D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71, 500-507.
  • Emerson, R.M. (1976). Social Exchange Theory. Annual Review of Sociology, 2, 335-362.
  • Erturk, A. and Vurgun, L. (2015). Retention of IT Professionals: Examining the Influence of Empowerment, Social Exchange and Trust. Journal of Business Research, 68, 34-46
  • Fukuyama, F. (1995). Trust. New York: Free Press.
  • George, B., Batchelor, J.H., Seers, A., O’Boyle, E.H., Pollack, J.M., and Gower, K. (2014). What does team-member exchange bring to the party? A meta-analytic review of team and leader social exchange. Journal of Organizational Behavior, 35, 273-295.
  • George, R.T., and Hancer, M. (2003). The impact of selected organizational factors on psychological empowerment of non-supervisory employees in full-service restaurants. Journal of Foodservice Business Research, 6(2), 57-65.
  • Gomez, C. and Rosen, B. (2001). The Leader-Member Exchange as a Link Between Managerial Trust and Employee Empowerment. Group and Organization Management, 26 (1), 53-69.
  • Gooderham, P., Parry, E., and Ringdal, K. (2008). The Impact of Bundles of Strategic Human Resource Management Practices on the Performance of European Firms. International Journal of Human Resource Management, 19 (11), 2041-2056.
  • Gould-Wiliams, J. and Davies, F. (2005). Using Social Exchange Theory to Predict the Effects of HRM Practice on Employee Outcomes. Public Management Review, 7 (1), 1-24.
  • Gould-Williams, J. (2007). HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government. The International Journal of Human Resource Management, 18 (9), 1627-1647.
  • Hair, J.F., Black, W.C., Babin, B.J. and Anderson, R.E. (2010). Multivariate Data Analysis: A Global Perspective. Singapore: Pearson.
  • Hayes, A.F. (2013). Introduction to Mediation, Moderation and Conditional Process Analysis. New York: Guilford Press.
  • Hair, J.F., Gabriel, M.L.D., and Patel, V.K. (2014). AMOS covariance-based structural equation modeling (CB-SEM): guidelines on its applications as a marketing research tool. Brazilian Journal of Marketing, 13 (2), 44-55.
  • Homans, G. (1961). Social Behavior: Its Elementary Forms. New York: Harcourt Brace Jovanovich. Howard, L.W. and Thomas, F.S. (1999). The Influence of Human Resource Practices on Empowerment and Employee Perceptions of Management Commitment to Quality. Journal of Quality Management, 4 (1).
  • Huselid, M. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance. Academy of Management Journal, 38 (3), 635-672.
  • Jiang, K., Lepak, D., Hu, J. and Baer, J.C. (2012). How Does Human Resource Management Influence Organizational Outcomes? A Meta-Analytic Investigation of Mediating Mechanisms. Academy of Management Journal, 55 (6), 1264-1294.
  • Keller, T. and Dansereau, F. (1995). Leadership and empowerment: A Social Exchange Perspective. Human Relations, 48 (2), 127-146.
  • Koberg, C.S., Boss, R.W., Senjem, J.C., and Goodman, E.A. (1999). Antecedents and Outcomes of Empowerment. Group & Organization Management, 24 (1), 71-91.
  • Laschinger, H.K.S., Finegan, J., and Shamian, J. (2001). The impact of workplace empowerment, organizational trust on staff nurses’ work satisfaction and organizational commitment. Healthcare Management Review, 26 (3), 7-23.
  • Lian, T.K.F. (2001). Determinants of Total Quality Management (TQM) Implementation and Impact: A Study of Selected Malaysian Public Organizations. Unpublished doctoral dissertation, University of Georgia. Martin, R., Guillaume, Y., Thomas, G., Lee, A. and Epitropaki. O. (2016). Leader-Member Exchange (LMX) and Performance: A Meta-Analytic Review. Personnel Psychology, 69, 67-121.
  • Maynard, M.T., Gilson, L.L. and Mathieu, J.E. (2012). Empowerment – Fad or Fab? A Multilevel Review of the Past Two Decades of Research. Journal of Management, 38 (4), 1231-1281.
  • Meyerson, S. and Kline, T.J.B. (2007). Psychological and Environmental Empowerment: Antecedents and Consequences. Leadership & Organization Development Journal, 29 (5), 444-460.
  • Naran, L., and Kang, L.S. (2011). Human Resource Practices and Organizational Trust: An Empirical Study. Paradigm, 15 (1&2).
  • Naran, L. and Singh, L. (2012). Role of Perceived Organizational Support in the Relationship between HR Practices and Organizational Trust. Global Business Review, 13 (2), 239-249.
  • O’Brien, R.M. (2007). A Caution Regarding Rules of Thumb for Variance Inflation Factors. Quality and Quantity, 41, 673-690.
  • Ogilvie, J.R. (1986). The Role of Human Resource Management Practices in Predicting Organizational Commitment. Group and Organization Studies, 11 (4), 335-359.
  • Peccei, R. and Rosenthal, P. (1997). The Antecedents of Employee Commitment. The International Journal of Human Resource Management, 8 (1), 66-86.
  • Podsakoff, P.M. MacKenzie, S.B. and Podsakoff, N.P. (2012). Sources of Method Bias in Social Science Research and Recommendations on How to Control It. Annual Review of Psychology, 63, 539-69.
  • Preacher, K. and Hayes, A.F. (2008). Asymptotic and Resampling Strategies for Assessing and Comparing Indirect Effects in Multiple Mediator Models. Behavior Research Methods, 40 (3), 879-891.
  • Putnam, R. (1993). Making Democracy Work.: Civic Traditions in Modern Italy. New Jersey: Princeton University Press.
  • Rhoades, L. and Eisenberger, R. (2002). Perceived Organizational Support: A Review of the Literature. Journal of Applied Psychology, 87, 698-714.
  • Scandura, T.A., and Pellegrini, E.K. (2008). Trust and Leader-Member Exchange: A Closer Look at Relational Vulnerability. Journal of Leadership & Organizational Studies, 15 (2), 101-110.
  • Settoon, R.P. and Liden, R.C. (1996). Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange and Employee Reciprocity. Journal of Applied Psychology, 81 (3), 219-227.
  • Seibert, S.E.,Wang, G. and Courtright. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96, 91-1003.
  • Singh, K. (2003). Strategic HR orientation and Firm Performance in India. International Journal of Human Resource Management, 14 (4), 530-543.
  • Spreitzer, G.M. (1995). Psychological Empowerment in the Workplace: Dimensions, Measurement and Validation. Academy of Management Journal, 38 (5), 1442-1465.
  • Swenson, D.X. (1997). Requisite Conditions for Team Empowerment. Empowerment in Organizations, 5 (1), 16-25.
  • Tabachnick, B.G. and Fidell, L.S. (1996). Using Multivariate Statistics. New York: Harper Collins.
  • Takeuchi, R., Lepak, D.P., Wang, H., and Takeuchi, K. (2007). An Empirical Examination of the MechanismsBetween High-Performance Work Systems and the Performance of Japanese Organizations. Journal of Applied Psychology, 92 (4), 1069-1083.
  • Wat, D., and Shaffer, M.A. (2005). Equity and Relationship Quality Influences Organizational Citizenship Behaviors. Personnel Review, 34 (4), 406-422.
  • Wayne, S.J., Shore, L.M., and Liden, R.C. (1997). Perceived Organizational Support and Leader-Member Exchange: A Social Exchange Perspective. Academy of Management Journal, 40 (1), 82-111.
  • Whitener, E.M. (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27, 515-535.
  • Wong, C.A. and Laschinger, H.K.S. (2012). Authentic Leadership, Performance and Job Satisfaction: The Mediating Role of Empowerment. Journal of Advanced Nursing, 69 (4), 947-959.
  • Yeo, M., Ananthram, S., Teo, S.T.T. and Person. C.A. (2015). Leader-Member Exchange and Relational Quality in a Singapore Public Sector Organization. Public Management Review, 17 (10), 1379 -1402.
  • Zhang, Z., and Jia, M. (2010). Using Social Exchange Theory to Predict the Effects of High-Performance Human Resource Practices on Corporate Entrepreneurship: Evidence form China. Human Resource Management, 49 (4), 743-765.
  • Zhong, L., Wayne, S.J. and Liden, R.C. (2015) Job Engagement, Perceived Organizational Support, High Performance Human Resource Practices, and Cultural Value Orientations: A Cross-Level Investigation. Journal of Organizational Behavior, 37, 823-844.
Toplam 61 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Teddy Lian Kok Fei Bu kişi benim

Law Kian Aun Bu kişi benim

Yayımlanma Tarihi 26 Mayıs 2018
Yayımlandığı Sayı Yıl 2018 Cilt: 3 Sayı: 1

Kaynak Göster

APA Fei, T. L. K., & Aun, L. K. (2018). The Influence of Social Exchange Mediators on the Impact of Human Resource Practices. European Journal of Educational and Social Sciences, 3(1), 76-98.