From the Editor

High Commitment Human Resource Management is a commonly used human resource management method. Scholars’ research mostly focuses on its impact on organizational performance, ignoring the importance of individual employees’ behavior in modern enterprises. Based on AMO theory. This paper is taking China's small and medium-sized enterprises as the research object, to discuss the mechanism of the High Commitment Human Resource Management Practices on Performance perceived by employees in the organization. Data from 420 empirical Guangzhou textile companies show that high-commitment human resource management can significantly improve performance, and the ability system, motivation system, and opportunity system can all promote performance.

High commitment human resource management practices and employee service behaviour: Trust in management as mediator

In order to explore the relationship between high commitment human resource management, job autonomy, and job satisfaction, a random questionnaire survey is conducted on 194 teachers in higher education institutions nationwide. SPSS24.0 is used in methods including descriptive statistical analysis, one-way analysis of variance, back testing, correlation analysis, regression analysis, and stepwise regression analysis. The following results are obtained: 1.High commitment human resource management and job autonomy were significantly and positively correlated; 2.High commitment human resource management is significantly and positively correlated with job satisfaction; 3.Job autonomy is significantly and positively correlated with job satisfaction; 4.High commitment human resource management and job autonomy are significantly different in terms of education. Job satisfaction is significantly different in terms of employee status and years of working. High commitment human resource management, job autonomy, and job satisfaction are significantly different in terms of school location (provincial capital, non-provincial capital); 5.Job autonomy plays a partially mediating role in the relationship between high commitment huamn resource management and job satisfaction. In response to the results, it is suggested that Chinese higher education institutions should implement high commitment human resource management model to reasonably expand employees’ job autonomy and improve their job satisfaction according to the actual situation.

In a multisource field study, we examine the relationship between employee perceptions of high‐commitment human resource management (HRM), task proficiency, work engagement, and organizational commitment. Based on conservation of resources (COR) theory, we first propose that work engagement mediates the relationship between high‐commitment HRM and organizational commitment. Second, we propose a mediated moderation model in which employees’ task proficiency moderates the relationship between high‐commitment HRM and work engagement, which in turn affects organizational commitment. Results indicate that the relationship between high‐commitment HRM and organizational commitment was fully mediated by work engagement. Results also supported the mediated moderation model. A significant indirect effect was found from high‐commitment HRM to commitment via engagement for low task proficiency, but not for high task proficiency. Implications and directions for future research are discussed. © 2014 Wiley Periodicals, Inc.

Purpose: The primary goals of this study are to scrutinise the relationship between high-commitment and non-academic staff performance by developing a conceptual model of mediation impact of affective commitment, normative commitment, and continuance commitment on the relationship between high-commitment HRM practises and non-academic staff performance; and the moderate impact of human capital factors on the relationship between high-commitment HRM practises and affective commitment, normative commitment, and continuance commitment.
 Design/Methodology/Approach: For this study, primary data has been collected from a survey method of 250 respondents who are working as non-academic staff in HEIs in Pakistan. In order to examine the moderation and mediating mechanisms of variables, 13 hypotheses were constructed based on the conceptual model and literature study and tested using SPSS 25 and Smart PLS using the bootstrapping approach.
 Finding: The study's findings demonstrate that high-commitment HRM practises have a statistically significant influence on non-academic staff perceptions of behavioural outcomes such as affective commitment, normative commitment, and continuance commitment. Likewise, the extracted results are also statistically significant that HC factors positively moderate the relationship between high-commitment HRM practises and affective commitment, normative commitment, and continuance commitment.
 Implication/Originality/Value: HEIs carry out HCHRMPs, they will be able to effectively elevate the level of organizational commitment of their non-academic staff performance.

PurposeThis study aims to develop a measurement scale to assess generation Y China hotel employees’ workplace deviance and then investigate the effect of generation Y employees’ deep acting on workplace deviance by focusing on the mediating effect of emotional exhaustion and the moderating effect of organizational identification.Design/methodology/approachThe study first adopts a mixed-methods approach to develop the scale of generation Y hotel employees’ workplace deviance, then multiple data is collected targeting 580 hotel employees by a three-stage survey. Structural equation modeling (SEM) and a hierarchical regression analysis were used to test the hypotheses.FindingsWorkplace deviance of generation Y hotel employees in China was divided into two dimensions, aggression and neglect. Deep acting was found to be negatively related to workplace deviance, and emotional exhaustion had a mediating effect on the relationship between deep acting and workplace deviance. Organizational identification strengthened the effect of deep acting on neglect and the effect of deep acting on emotional exhaustion, whereas it did not moderate the relationship between deep acting and aggression.Originality/valueFirst, this study provides a more powerful explanatory perspective on the conservation of resources theory to explore future research by especially targeting generation Y employees. Second, this study develops the elements of workplace deviance structure of generation Y hotel employees, especially in the Chinese cultural context. Third, it explores the inherent mechanism of how and why deep acting impacts workplace deviance.

Organizations implement high-commitment human resource management (HRM) systems to increase work engagement as they provide employees with a sense of being looked after in the workplace. This relationship is rarely considered alongside the responsibility of management to look after employees beyond the workplace too in return for hard work and loyalty, as represented by paternalistic values. This study, therefore, investigates the effect of high-commitment HRM systems on work engagement, mediated by employees perceiving the HRM system to be distinctive, consistent, and consensual (i.e., a strong system), and moderated by employee belief in paternalistic values. Based on an empirical study of 384 employees, high-commitment HRM is found to increase work engagement as hypothesized. However, HRM system strength does not mediate this relationship as expected and instead is associated with lower levels of work engagement. When testing for the moderating effect of employee belief in paternalistic values, when this is low, high HRM system strength leads to lower levels of work engagement. These findings imply that strong HRM systems may be perceived as intrusive, as paternalism may be, for employees with low belief in paternalistic values.

Although research on organizational ambidexterity has exploded in the past several years, the determinants of individual‐level ambidexterity have received little scholarly attention. This is surprising given that management scholars increasingly highlight the benefits of combining explorative and exploitative activities in individual employees’ work roles. Using data collected by a two‐wave survey of 638 employees nested in 173 groups across 34 organizations, our research demonstrates that both psychological factors and leadership predict employees’ ambidextrous behaviour. Our results demonstrate that general self‐efficacy positively predicts ambidextrous behaviour through learning orientation. In addition, we show that employees exhibit higher ambidexterity when their group managers demonstrate paradoxical leadership; that is, a leadership style that couples strong managerial support with high performance expectations. Paradoxical leadership also moderates the relationship between learning orientation and individual ambidexterity such that employees’ ambidextrous behaviour is highest when paradoxical leadership and employee learning orientation are simultaneously at high levels.

Dutch schools for secondary education face many challenges: Teaching is considered one of the most stressful occupations and the burnout levels of teachers are relatively high. Also, the work satisfaction of teachers in secondary education is the lowest compared with the total educational sector. The main factors that influence the work of teachers in secondary education are a high work load, a low level of autonomy, little support from the leader, and poorly implemented HRM. Although research has shown that teachers are more engaged compared with workforces in other industries, several factors may influence their engagement level. This dissertation contains six studies in which factors are examined that can influence work engagement and outcomes such as organizational citizenship behaviours (OCB) and innovative behaviour. The roles of goal orientation, LMX, the interaction with pupils, HR practices, autonomy, occupational self-efficacy, and high commitment HRM are examined as resources in these relationships. The findings showed that the interaction with pupils and HR practices are positively related to work engagement, and HR practices weakened the relationship between the interaction with pupils and work engagement. Goal orientation and LMX are moderators in the relationship between burnout and work engagement. Occupational self-efficacy and high commitment HRM mediated the relationship between work engagement and innovative behaviour, and LMX and autonomy weakened the relationship between respectively OCBI and OCBO. This suggests that employees need job and personal resources in their work that stimulate their work engagement, but when they are engaged, every examined job or personal resource that is available in the context might weaken teachers’ work engagement, or outcomes of work engagement. Specifically for teachers, it seems as though they are so engaged with their teaching that every job resource that has nothing to do with teaching itself decreases their work engagement and outcomes of work engagement. Exceptions are HC-HRM and occupational self-efficacy, because these have a closer relationship with the primary tasks of teachers’ work. All in all, the findings contribute to a deeper understanding of the role of resources in relationship to work engagement, its antecedents, and its outcomes.

The primary purpose of this study is to investigate the relationship between high-commitment human resource management (HCHRM) practices and process improvement activities (i.e., manufacturing flexibility) by utilizing the theory of social exchange. We conducted an empirical study to discover the links between social exchange theory and process management from an HRM perspective. For the empirical investigation, we used data from 601 manufacturing enterprises provided by the Ministry of Trade, Industry, and Energy in South Korea. The research is conducted based on employees’ capabilities for process management as a mediator in the analysis of the impact of the HCHRM system on manufacturing flexibility (i.e., internally-driven and externally-driven flexibility). The results of the study show that the HCHRM system ultimately explains manufacturing flexibility through enhancement of employees’ capabilities.

Factors affecting hotel employees’ attrition and turnover: Application of pull-push-mooring framework

Workplace deviance can have negative effects on the employee, organisation, profession, and larger society. Thus, it is important to better understand the nature of workplace deviance in the hopes of implementing policies and practices to reduce its prevalence and harmful effects. In order to better understand workplace deviance, the theoretical framework of Akers’ social learning theory may be particularly useful. Following a growing body of scholarship in this area, the main goal of this research study was to examine the predictive utility of social learning theory in explaining workplace deviance. Utilising survey data from a sample of 585 hotel employees in Iran, we tested both direct and indirect effects of social learning on workplace deviance. Overall, the findings demonstrate that differential associations, definitions favourable to crime, differential reinforcement, and imitation all had predictive utility in explaining workplace deviance. Specific results, policy implications, and study limitations are discussed.

Researchers and potential investors in transition economies need to understand the Human Resource Management (HRM) strategies of target firms, since human resources are arguably their most valuable assets. Understanding is difficult, however, because HRM strategies help to determine firms' performance, but are in turn influenced by corporate governance, particularly insider ownership. This paper employs a structural equation modeling methodology to examine the relations between governance, HRM strategies and performance in the context of a novel dataset of Ukrainian industrial firms. It is found that insider ownership is positively associated with high-commitment HRM strategies and negatively with low-commitment, cost-cutting HRM strategies. Cost-cutting HRM strategies are in turn associated with weaker firm performance. These outcomes correspond broadly with theoretical expectations.

Hotel employees' innovative behaviour and work engagement are critical to the quality of hospitality services. Although research has established that human resource management benefits individuals, teams, and organizations, it needs to be clarified whether it could promote innovative behaviour and work engagement among hotel employees. This study aimed to investigate the effect of human resource management practices on innovative behaviour among hotel employees and examine work engagement's mediating role in this relationship. Questionnaires from five four-star hotels were given to 152 respondents in order to collect data. The PLS-SEM model was used to evaluate the data. The result showed that human resource management practice significantly and positively affects innovative work behaviour and engagement. Similarly, work engagement substantially positively impacts the innovative work behaviour of hotel employees. The research also demonstrates that work engagement significantly mediated the association between human resource management practice perception and innovative work behaviour.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.