Araştırma Makalesi
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Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü

Yıl 2020, Cilt: 7 Sayı: 1, 59 - 76, 17.04.2020
https://doi.org/10.18394/iid.612161

Öz

Bu araştırma yüksek performanslı insan kaynakları uygulamalarının nasıl hizmet odaklı örgütsel vatandaşlık davranışını etkilediğini ortaya çıkarmayı amaçlamaktadır. Araştırma modeli yapısal eşitlik modellemesi kullanılarak test edilmiştir. İlişkilerin test edilmesinde kullanılan veri dört ve beş yıldızlı otel işletmelerinin işgörenlerinden (n=496) elde edilmiştir. Bulgular temel olarak yüksek performanslı insan kaynakları uygulamalarının hizmet odaklı örgütsel vatandaşlık davranışı üzerindeki etkisinde işe adanmanın ve işe gömülmüşlüğün tam aracılık rollerine işaret etmektedir. Bu bulguya göre, bir biriyle uyumlu insan kaynakları uygulamaları işe adanmayı ve işe gömülmüşlüğü artırmak suretiyle hizmet odaklı örgütsel vatandaşlık davranışını artırmaktadır. Bir başka ifadeyle, işe adanma ve işe gömülmüşlük bağımsız ve bağımlı değişken arasındaki ilişkide kilit bağlantı noktalarını oluşturmaktadır. Sonuç olarak bu araştırma, yüksek performanslı insan kaynakları uygulamaları ve hizmet odaklı örgütsel vatandaşlık davranışı arasındaki ilişki süreçlerine ışık tutarak, alanyazına katkı sağlamaktadır.

Kaynakça

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How Do High-Performance Human Resources Practices Affect Service-Oriented Organizational Citizenship Behavior? The Mediating Role of Work Attitudes

Yıl 2020, Cilt: 7 Sayı: 1, 59 - 76, 17.04.2020
https://doi.org/10.18394/iid.612161

Öz

This research aims to reveal how high-performance human resources practices affect service-oriented organizational citizenship behavior. Structural equation modeling was used to test the research model. The data used to test the relationships were obtained from employees of four and five-star hotel (n = 496). The findings mainly indicate full mediating roles of job embeddedness and work engagement in the effect of high-performance human resources practices on service-oriented organizational citizenship behavior. According to this finding, a set of internally consistent HR practices increase service-oriented organizational citizenship behavior by increasing job embeddedness and work engagement. . In other words, job embeddedness and work engagement are key links in the relationship between independent and dependent variables. As a result, this research contributes to the literature by shedding light on the relationship processes between high-performance human resources practices and service-oriented organizational citizenship behavior.

Kaynakça

  • Afsar, B., Shahjehan, A. & Shah, S. I. (2018). Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry. International Journal of Contemporary Hospitality Management, 30(3), 1436-1452.
  • Alfes, K., Shantz, A. D., Truss, C. & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
  • Anderson, J. C. & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological bulletin, 103(3), 411-423.
  • Babcock-Roberson, M. E. & Strickland, O. J. (2010). The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors. The Journal of psychology, 144(3), 313-326.
  • Bagozzi, R. P. & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the academy of marketing science, 16(1), 74-94.
  • Bamberger, P. & Meshoulam, I. (2000). Human resource management strategy. London: Published Sage.
  • Baron, R. M. & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173-1182.
  • Bavik, A. (2019). Corporate social responsibility and service-oriented citizenship behavior: A test of dual explanatory paths. International Journal of Hospitality Management, 80, 173-182.
  • Becker, B. E. & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial applications. Research in Personnel and Human Resources Management, 16, 53–101.
  • Bergiel, E. B., Nguyen, V. Q., Clenney, B. F. & Stephen Taylor, G. (2009). Human resource practices, job embeddedness and intention to quit. Management Research News, 32(3), 205-219.
  • Bettencourt, L. A. & Brown, S. W. (1997). Contact employees: Relationships among workplace fairness, job satisfaction and prosocial service behaviors. Journal of retailing, 73(1), 39-61.
  • Bettencourt, L. A., Gwinner, K. P. & Meuter, M. L. (2001). A comparison of attitude, personality, and knowledge predictors of service-oriented organizational citizenship behaviors. Journal of applied psychology, 86(1), 29-41.
  • Blau, P. (1964). Exchange and power in social life. New York: Wiley
  • Borman, W.C. & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman Ws.), Personnel selection in organizations. San Francisco: Jossey-Bass.
  • Boshoff, C. & Allen, J. (2000). The influence of selected antecedents on frontline staff’s perceptions of service recovery performance. International Journal of Service Industry Management, 11(1), 63-90.
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  • Gürlek (2019b). The effects of workplace incivility on turnover intention: the mediating role of job embeddedness. Global Conference on Business and Economics. September 30 - October 3. İstanbul
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  • Kang, J. & Jang, J. (2019). Fostering service-oriented organizational citizenship behavior through reducing role stressors. International Journal of Contemporary Hospitality Management. https://doi.org/10.1108/IJCHM-12-2018-1018
  • Kang, H. J. A., Kim, W. G., Choi, H. M. & Li, Y. (2020). How to fuel employees’ prosocial behavior in the hotel service encounter. International Journal of Hospitality Management, 84, 102333. https://doi.org/10.1016/j.ijhm.2019.102333.
  • Kanten, P., Kanten, S. & Gürlek, M. (2015). The effects of organizational structures and learning organization on job embeddedness and individual adaptive performance. Procedia Economics and Finance, 23, 1358-1366.
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  • Kehoe, R. R. & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391.
  • Kim, J. & Gatling, A. (2019). Impact of employees’ job, organizational and technology fit on engagement and organizational citizenship behavior. Journal of Hospitality and Tourism Technology. https://doi.org/10.1108/JHTT-04-2018-0029
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  • Kusluvan, S., Kusluvan, Z., Ilhan, I. & Buyruk, L. (2010). The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell Hospitality Quarterly, 51(2), 171-214.
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  • Lee, J. & Ok, C. M. (2016). Hotel employee work engagement and its consequences. Journal of Hospitality Marketing & Management, 25(2), 133-166.
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  • Lee, Y. K., Choi, J., Moon, B. Y. & Babin, B. J. (2014). Codes of ethics, corporate philanthropy, and employee responses. International Journal of Hospitality Management, 39, 97-106.
  • Lin, Y. T. & Liu, N. C. (2016). High performance work systems and organizational service performance: The roles of different organizational climates. International Journal of Hospitality Management, 55, 118-128.
  • Liu, N. C. & Lin, Y. T. (2019). High-performance work systems, management team flexibility, employee flexibility and service-oriented organizational citizenship behaviors. The International Journal of Human Resource Management, 1-38. https://doi.org/10.1080/09585192.2019.1651374
  • Llorens, S., Bakker, A. B., Schaufeli, W. & Salanova, M. (2006). Testing the robustness of the job demands-resources model. International Journal of Stress Management, 13(3), 378-391.
  • Luu, T. T. (2019). Service-oriented high-performance work systems and service-oriented behaviours in public organizations: the mediating role of work engagement. Public Management Review, 21(6), 789-816.
  • Ma, E. & Qu, H. (2011). Social exchanges as motivators of hotel employees’ organizational citizenship behavior: The proposition and application of a new three-dimensional framework. International journal of hospitality management, 30(3), 680-688.
  • Macky, K. & Boxall, P. (2008). High-involvement work processes, work intensification and employee well-being: A study of New Zealand worker experiences. Asia Pacific Journal of Human Resources, 46(1), 38-55.
  • Matta, F. K., Scott, B. A., Koopman, J. & Conlon, D. E. (2015). Does seeing “eye to eye” affect work engagement and organizational citizenship behavior? A role theory perspective on LMX agreement. Academy of Management Journal, 58(6), 1686-1708.
  • Mihail, D. M. & Kloutsiniotis, P. V. (2016). The effects of high-performance work systems on hospital employees' work-related well-being: Evidence from Greece. European Management Journal, 34(4), 424-438.
  • Mitchell, R., Obeidat, S. & Bray, M. (2013). The effect of strategic human resource management on organizational performance: the mediating role of high‐performance human resource practices. Human Resource Management, 52(6), 899-921.
  • Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J. & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of management journal, 44(6), 1102-1121.
  • Murphy, K. S. & Williams, J. A. (2010). Human resource management high-performance work practices and contextual setting: Does industry matter? A comparison of the US restaurant sector to the manufacturing industry. Journal of Foodservice Business Research, 13(4), 283-303.
  • Nadeem, K., Riaz, A. & Danish, R. Q. (2019). Influence of high-performance work system on employee service performance and OCB: the mediating role of resilience. Journal of Global Entrepreneurship Research, 9(1), 13.
  • Nasurdin, A. M., Ahmad, N. H. & Tan, C. L. (2015). Cultivating service-oriented citizenship behavior among hotel employees: the instrumental roles of training and compensation. Service Business, 9(2), 343-360.
  • Ng, T. W. & Feldman, D. C. (2009). Occupational embeddedness and job performance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 30(7), 863-891.
  • Nishii, L. H., Lepak, D. P. & Schneider, B. (2008). Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel psychology, 61(3), 503-545.
  • Nunnally, J. C. (1978). Psychometric Theory, McGraw- Hill, New York.
  • Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, vol. 12: 43-72. Greenwich,
  • Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human performance, 10(2), 85-97.
  • Organ, D. W., Podsakoff, P. M. & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. USA: Sage Publications.
  • Paré, G. & Tremblay, M. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals' turnover intentions. Group & Organization Management, 32(3), 326-357.
  • Podsakoff, P. M., MacKenzie, S. B., Paine, J. B. & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of management, 26(3), 513-563.
  • Qiu, S., Alizadeh, A., Dooley, L. M. & Zhang, R. (2019). The effects of authentic leadership on trust in leaders, organizational citizenship behavior, and service quality in the Chinese hospitality industry. Journal of Hospitality and Tourism Management, 40, 77-87.
  • Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of managerial psychology, 21(7), 600-619.
  • Salanova, M. & Schaufeli, W. B. (2008). A cross-national study of work engagement as a mediator between job resources and proactive behaviour. The International Journal of Human Resource Management, 19(1), 116-131.
  • Sardeshmukh, S. R. & Vandenberg, R. J. (2017). Integrating moderation and mediation: A structural equation modeling approach. Organizational Research Methods, 20(4), 721-745.
  • Schaufeli, W. B. & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3), 293-315.
  • Schaufeli, W. B., Bakker, A. B. & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and psychological measurement, 66(4), 701-716.
  • Schaufeli, W. B., Salanova, M., González-Romá, V. & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.
  • Schermelleh-Engel, K., Moosbrugger, H. & Müller, H. (2003). Evaluating the fit of structural equation models: Tests of significance and descriptive goodness-of-fit measures. Methods of psychological research online, 8(2), 23-74.
  • Sekiguchi, T., Burton, J. P. & Sablynski, C. J. (2008). The role of job embeddedness on employee performance: the interactive effects with leader–member exchange and organization‐based self‐esteem. Personnel Psychology, 61(4), 761-792.
  • Shaw, J. D., Dineen, B. R., Fang, R. & Vellella, R. F. (2009). Employee-organization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52(5), 1016-1033.
  • Snape, E. & Redman, T. (2010). HRM practices, organizational citizenship behaviour, and performance: A multi‐level analysis. Journal of management studies, 47(7), 1219-1247.
  • Sun, L. Y., Aryee, S. & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of management Journal, 50(3), 558-577.
  • Sweetman, D. & Luthans, F. (2010). The power of positive psychology: Psychological capital and work engagement. Work engagement: A handbook of essential theory and research, 54-68.
  • Tang, T. W. & Tang, Y. Y. (2012). Promoting service-oriented organizational citizenship behaviors in hotels: The role of high-performance human resource practices and organizational social climates. International Journal of Hospitality Management, 31(3), 885-895.
  • Tang, Y. Y. & Tsaur, S. H. (2016). Supervisory support climate and service-oriented organizational citizenship behavior in hospitality: The role of positive group affective tone. International Journal of Contemporary Hospitality Management, 28(10), 2331-2349.
  • Theriou, G. N. & Chatzoglou, P. D. (2009). Exploring the best HRM practices-performance relationship: An empirical approach. Journal of Workplace Learning, 21(8), 614-646.
  • Tian, A. W., Cordery, J. & Gamble, J. (2016). Staying and performing: How human resource management practices increase job embeddedness and performance. Personnel Review, 45(5), 947-968.
  • Tsaur, S. H. & Lin, Y. C. (2004). Promoting service quality in tourist hotels: the role of HRM practices and service behavior. Tourism management, 25(4), 471-481.
  • UNWTO. (2018). UNWTO tourism highlights – 2018 edition. Madrid: World Tourism Organization.
  • Van Dyne, L., Graham, J. W. & Dienesch, R. M. (1994). Organizational citizenship behavior: Construct redefinition, measurement, and validation. Academy of management Journal, 37(4), 765-802.
  • Varela González, J. & García Garazo, T. (2006). Structural relationships between organizational service orientation, contact employee job satisfaction and citizenship behavior. International Journal of Service Industry Management, 17(1), 23-50.
  • Wheeler, A. R., Harris, K. J. & Harvey, P. (2010). Moderating and mediating the HRM effectiveness—intent to turnover relationship: The roles of supervisors and job embeddedness. Journal of Managerial Issues, 182-196.
  • Xanthopoulou, D., Bakker, A. B., Dollard, M. F., Demerouti, E., Schaufeli, W. B., Taris, T. W. & Schreurs, P. J. (2007). When do job demands particularly predict burnout? The moderating role of job resources. Journal of managerial psychology, 22(8), 766-786.
  • Xiao, Z. & Björkman, I. (2006). High commitment work systems in Chinese organizations: A preliminary measure. Management and Organization Review, 2(3), 403-422.
  • Yung Chou, S. & Lopez-Rodriguez, E. (2013). An empirical examination of service-oriented organizational citizenship behavior: The roles of justice perceptions and manifest needs. Managing Service Quality, 23(6), 474-494.
  • Zhang, Z., Wan, D. & Jia, M. (2008). Do high-performance human resource practices help corporate entrepreneurship? The mediating role of organizational citizenship behavior. The Journal of High Technology Management Research, 19(2), 128-138.
  • Zhao, X., Lynch Jr, J. G. & Chen, Q. (2010). Reconsidering Baron and Kenny: Myths and truths about mediation analysis. Journal of consumer research, 37(2), 197-206.
  • Zhong, L., Wayne, S. J. & Liden, R. C. (2016). Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐level investigation. Journal of Organizational Behavior, 37(6), 823-844.
Toplam 110 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Psikolojide Davranış-Kişilik Değerlendirmesi, İşletme
Bölüm Makaleler
Yazarlar

Mert Gürlek 0000-0002-0024-7746

Yayımlanma Tarihi 17 Nisan 2020
Gönderilme Tarihi 27 Ağustos 2019
Kabul Tarihi 7 Ocak 2020
Yayımlandığı Sayı Yıl 2020 Cilt: 7 Sayı: 1

Kaynak Göster

APA Gürlek, M. (2020). Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü. İş Ve İnsan Dergisi, 7(1), 59-76. https://doi.org/10.18394/iid.612161
AMA Gürlek M. Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü. İİD. Nisan 2020;7(1):59-76. doi:10.18394/iid.612161
Chicago Gürlek, Mert. “Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü”. İş Ve İnsan Dergisi 7, sy. 1 (Nisan 2020): 59-76. https://doi.org/10.18394/iid.612161.
EndNote Gürlek M (01 Nisan 2020) Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü. İş ve İnsan Dergisi 7 1 59–76.
IEEE M. Gürlek, “Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü”, İİD, c. 7, sy. 1, ss. 59–76, 2020, doi: 10.18394/iid.612161.
ISNAD Gürlek, Mert. “Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü”. İş ve İnsan Dergisi 7/1 (Nisan 2020), 59-76. https://doi.org/10.18394/iid.612161.
JAMA Gürlek M. Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü. İİD. 2020;7:59–76.
MLA Gürlek, Mert. “Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü”. İş Ve İnsan Dergisi, c. 7, sy. 1, 2020, ss. 59-76, doi:10.18394/iid.612161.
Vancouver Gürlek M. Yüksek Performanslı İnsan Kaynakları Uygulamaları Hizmet Odaklı Örgütsel Vatandaşlık Davranışını Nasıl Etkiler? İş Tutumlarının Aracılık Rolü. İİD. 2020;7(1):59-76.

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