Repatriation and (perceived) organisational support (POS)

Related to the theoretical work of Bowen and Ostroff (2004; also Ostroff/Bowen 2000), this article focuses on the features of an HRM system that help or constrain organizations to get their HR message across. At a department-level of analysis, we focus on the consensus between line managers and decentralized HR professionals on the human resource practices in place and on the either strategic or operational role of the HR function in the process of the management of employees. Stating that an organization’s HR policies are transmitted by decentralized line and HR managers, it is proposed that the more line and HR executives agree on the status of their relationship and the HR practices in place, the less employees vary in their affective attitudes of commitment to the organization. Central to this article is the of affective organizational commitment among unit-members in a sample of 671 employees from 66 hospital departments drawn from four Dutch hospitals. Multi-level analyses indicate that consensus between HR professionals and line managers on HR practices (career opportunities, appraisal criteria) and on HR’s role is positively related to the commitment strength within a department. It is concluded that the collectivity of employee commitment to the organization is partly a function of department-level HR process indicators. Research limitations and implications for HR practitioners are discussed.

To contrast line managers', senior managers', and (human resource) HR professionals' descriptions of their roles, tasks, and possibilities to perform them during the implementation of an occupational health intervention. Interviews with line managers (n = 13), senior managers (n = 7), and HR professionals (n = 9) 6 months after initiation of an occupational health intervention at nine organizations. The groups' roles were described coherently, except for the HR professionals. These roles were seldom performed in practice, and two main reasons appeared: use of individuals' engagement rather than an implementation strategy, and lack of integration of the intervention with other stakeholders and organizational processes. Evaluation of stakeholders' perceptions of each other's and their own roles is important, especially concerning HR professionals. Clear role descriptions and implementation strategies, and aligning an intervention to organizational processes, are crucial for efficient intervention management.

ABSTRACTInstitutional logics of the market, profession, and state act upon and define success in HR practitioners' work. We examine how HR professionals respond to these co‐existing logics in their day‐to‐day interactions with line managers. Findings based on interviews with 41 HR professionals reveal their navigation of logics as they choose whether to advise, persuade, or overrule line managers. This decision‐making is guided by their combined knowledge of regulation and their organisational context, as well as their perceptions of the line manager with whom they are interacting. Theoretically, we propose a spectrum of HR practitioners' involvement in line managers' enactment of HRM. We argue that HR practitioners' combined organisational and occupational knowledge enables them to balance the multiple institutional contexts acting upon people management, offering an inimitable contribution to organisations. However, we also highlight the challenges this balancing act creates for building credibility and legitimacy with organisational stakeholders.

This paper empirically examines the impact of organisational psychological support on employees’ outcomes as an example of the ‘Common Good HRM’ model on the well-being – performance continuum of police officers, using a Conservation of Resources (COR) theoretical framework. The study uses Structural Equation Modelling to analyse data from 220 Italian police and 228 English police officers to compare the impact of Perceived Organisational Support (POS) on organisational stress, employees’ resilience, and engagement. The findings show that low Perceived Organisational Support (POS) leads to high stress, which then comprises employees’ resilience and likely demotivates them from being engaged on the job, explaining approximately half of their engagement. Stress and resilience also mediate the relationship between POS and engagement. COR theory explains that when POS is low, employees perceive a resource loss spiral which compromises their wellbeing, and consequently, police officers’ engagement is low. The contribution of this paper is that it shows how organisational support is an integral part of managing emotional labour and therefore demonstrates how the ‘Common Good HRM’ model has the potential to protect emotional labour more effectively.

There is a range of challenges inherent in and surrounding line managers' involvement in human resource development, according to theoretical perspectives. At a conceptual level, the challenges include organisational commitment to human resource development; senior managers' understanding of training and development issues; and trust between line managers and human resource specialists. At a practical level the willingness and ability of line managers to carry out human resource tasks; organisational support; time pressures and workload are all challenges. The aim of this article is to explore levels and types of line manager challenges in human resource development in the context of a branded international case organisation, Hilton International hotels. The empirical work is derived from a survey of 760 of Hilton International's UK line managers on their perceptions of, and involvement in, human resource activities. With a survey yield of 328 questionnaires, the Hilton work affords an in-depth analysis of the perspectives of line managers on their interface with human resource development. In particular, the analysis reveals high levels of senior manager understanding of training and development issues, very high levels of trust in human resource specialists and high levels of personal commitment to the human resource development activities. However, also evident are issues of conceptual understanding and responsibility for the service quality strategy that shapes human resource development activities, together with the importance senior managers attach to human resource development, and workload pressures. The respondent line managers themselves make suggestions, notably in the provision of training, to improve their involvement in human resource development within Hilton International hotels.

Along with industrial changes and transformations, changes in concepts such as employment and production in business life brought up the necessity of re-evaluation of some concepts and created new discussion grounds in terms of dialectics. In today's increasing organizational competition conditions, the effect of meeting the expectations of the employees on factors such as organizational effectiveness and productivity has led to the discussion of the concept of organizational support in terms of employees and has brought the necessity of a more detailed evaluation of the individual's place in the organization. Individuals can be directly or indirectly affected by all the variables in the working environment, and the level of support they perceive by the organization they are in can shape their intra-organizational behaviors. In this study, the relationship between the concept of organizational support and the concepts of emotional labor and organizational silence was tried to be examined; A questionnaire was applied to the participants in order to collect information for the purposes of the study. The scales determined within the scope of the research were applied to the bank employees operating in the Beyşehir district of Konya province, and the relationship between perceived organizational support and organizational silence and emotional labor was tried to be investigated. As a result of the applied analyzes in this research; it was observed that there was statistically significant relationship between perceived organizational support and emotional labor, there is an inversely significant relation between perceived organizational support and superficial behavior which is one of the sub-dimensions of emotional labor. Also, there is a directly (in the same way) significant relation between perceived organizational support and sincere behavior and there is not any significant relation between perceived organizational support and In-depth behavior which are sub-dimensions of emotional labor. For organizational silence, there was not any statistically significant relationship between perceived organizational support and organizational silence and it was observed that there is an inversely significant relation between perceived organizational support and accepting and conservative Silence which are the sub-dimensions of organizational silence. Also, there is not any significant relation between perceived organizational support and protectionist silence which is one of the sub-dimensions of organizational silence.

New HR Metrics:: Scoring on the Business Scorecard

Purpose This study examines how the adoption of artificial intelligence (AI) is reshaping the HR function in large organisations. Addressing the predominance of normative accounts and limited empirical evidence in the AI–HRM literature, it explores how AI influences HR roles, the strategic positioning of the HR function, employee well-being and the professional future of HR specialists. Design/methodology/approach The authors used a multi-case qualitative research design to examine AI adoption and impacts in the HR function, studying five large financial services organisations in France and Canada with similar AI–HRM maturity. Data were collected through semi-structured interviews with HR analytics leaders overseeing AI–HR applications, HR professionals and line managers. Findings The study highlights certain trends and identifies two trajectories underpinning the AI–HR interaction: an “AIHR” model, prioritising automation and cost-minimisation through AI, and potentially compromising employee well-being and deprofessionalising the HR function; and an “HAIR” model, placing greater emphasis on maintaining a human-centric, well-being-oriented approach, one in which “shepherding” of AI applications by HR specialists helps to entrench HR professionalism and to minimise perversities. Practical implications The choice between an AIHR or HAIR model requires periodic assessment of HR sub-functions and evolving HR roles. Under an HAIR model, closer collaboration between AI developers and HR professionals is essential to reduce opacity and mistrust, requiring the development of HR “fusion skills” and the implementation of a formal AI–HRM strategy encompassing governance, data, training, communication and stakeholder engagement. Originality/value The fast-paced rise of AI in HRM is reshaping the activities and roles of the HR function, with significant implications for organisational performance, employee well-being and the future of the HR profession. Despite growing interest and limited empirical research on the AI–HR interaction, this study explores how AI is being implemented in the HR function and its impacts on HR roles and the tensions they entail.

This study tested relationships between health and well-being best practices and 3 types of outcomes. A cross-sectional design used data from the HERO Scorecard Benchmark Database. Data were voluntarily provided by employers who submitted web-based survey responses. Analyses were limited to 812 organizations that completed the HERO Scorecard between January 12, 2015 and October 2, 2017. Independent variables included organizational and leadership support, program comprehensiveness, program integration, and incentives. Dependent variables included participation rates, health and medical cost impact, and perceptions of organizational support. Three structural equation models were developed to investigate the relationships among study variables. Model sample size varied based on organizationally reported outcomes. All models fit the data well (comparative fit index > 0.96). Organizational and leadership support was the strongest predictor (P < .05) of participation (n = 276 organizations), impact (n = 160 organizations), and perceived organizational support (n = 143 organizations). Incentives predicted participation in health assessment and biometric screening (P < .05). Program comprehensiveness and program integration were not significant predictors (P > .05) in any of the models. Organizational and leadership support practices are essential to produce participation, health and medical cost impact, and perceptions of organizational support. While incentives influence participation, they are likely insufficient to yield downstream outcomes. The overall study design limits the ability to make causal inferences from the data.

This research was aimed at examining the role of perception of career development and organizational support on the organizational commitment. This study involved seventy nurses of Badan Pelayanan Kesehatan Rumah Sakit Daerah “Mardi Waluyo” Blitar as the subjects of the research. The research data were collected using three scales, that are, scale of perception of career development, organizational support, and organizational commitment. The hypothesis was that the organizational commitment could be predicted from the perception of career development and organizational support. The data were analyzed with multivariate regression analysis.The results of this research showed that perception of career development and organizational support had very significant role on organizational commitment (F: 6.589; R2 = 0.164; p = 0.003), beside that, perception of career development had very significant with organizational commitment (F = 12.922; r = 0.161; p = 0.001), but the organizational support with organizational commitment was insignificant (F = 0.257; r = 0.003; p = 0.620).Keywords: organizational commitment, career development, organizational support.

Background The effectiveness of information systems in enhancing user performance is influenced by various factors, including system quality, service quality, and user satisfaction. Perceived Organizational Support (POS) has been proposed as a moderator in this relationship, though its impact remains underexplored. This study aims to investigate the moderating role of POS on the relationship between system quality, service quality, and user performance, specifically in the context of Approweb, an information system used by account representatives at the Directorate General of Taxes (DGT) in Jakarta. Methods A quantitative research approach with an explanatory design was adopted to examine causal relationships among the variables. The theoretical framework was based on the DeLone and McLean Information System Success Model (2003), with POS incorporated from the socio-technical perspective. Data were collected through a cross-sectional survey from 329 Account Representatives (ARs) using a probability sampling method Results The study found that both system quality and service quality significantly influence user satisfaction and user performance. Moreover, POS was found to significantly moderate the relationship between system quality, service quality, and user performance, enhancing the positive effects of both quality dimensions on performance. These results suggest that organizational support is a key factor in maximizing the benefits of information systems. Conclusions The findings confirm the critical role of system quality, service quality, and POS in improving user performance. POS was shown to amplify the positive effects of both system and service quality, indicating that users are more likely to perform effectively when they perceive strong organizational support. The study contributes to the DeLone and McLean IS Success Model by incorporating POS as a moderating factor and emphasizes the importance of a holistic approach to system success that integrates both technical and social dimensions.

Background: Objective and key results (OKRs) was a strategic tool to drive the organization to achieve a goal. Goals are concomitant and come from leaders and personnel. Most hospital management studies are conducted in a qualitative approach. Objective: To evaluate the association of knowledge, attitudes, practices, personal factor (PF), and perceived organizational support (POS) of OKRs in quantitative approach. Materials and Methods: The present study was a descriptive study conducted at Thammasat University Hospital (TUH), Pathum Thani, Thailand between March and April 2024. Participants were TUH personnel. Self-filling questionnaires were applied and signed written informed consent after thoroughly counselled. Questionnaires consisted of POS, knowledge, attitudes, and practices questions. PF was also collected. Results: Two hundred and twenty-one participants were recruited. Most participant (192 out of 221) were female. Three-quarters (149 out of 221) of the participants had more than ten years’ experience. Eighty-six percent (192 out of 221) of the participants had an educational level equal to or higher than bachelor. Mean knowledge, attitudes, and practices of participants were 9.5±0.6, 3.9±0.4, and 3.7±0.4, respectively. PF was not associated with POS and practices. Hospital personnel with more than 20 years seniority had OKRs’ knowledge less than those less than 10 years seniority (b= –0.21, p=0.04). Monthly income and work experience were significantly positive and negative associated with attitudes at b=0.17 and –0.15, respectively. POS was not associated with attitudes and knowledge. Practice was associated with POS, with statistical significance (b=0.20, p&lt;0.001). Conclusion: OKRs knowledge decreased with work experience. Attitude was associated with high monthly income and reverse associated with work experience. POS was significantly associated with the practice. There was no association between PF and practice, PF and POS, POS and attitude, and POS and knowledge. This study provided guidelines for recognizing organizational support in implementing OKRs and improving processes to ensure efficiency and staff involvement. Management should establish clear policies involving personnel at all levels.

The high turnover intention among outsourced employees at PT. XYZ in Sidoarjo highlights the importance of understanding the psychological factors that influence the decision to change jobs. This study analyzes the influence of job insecurity and employee engagement on turnover intention, with perceived organizational support (POS) as a mediating variable. This study contributes theoretically by expanding the understanding of the dual role of POS in unstable employment relationships, and practically by providing implications for the management of outsourced workers in the manufacturing industry. Using an explanatory quantitative approach, data were collected from 189 outsourced employees and analyzed using PLS-SEM. The results show that job insecurity has a positive and significant effect on turnover intention. Employee engagement has a significant effect on POS, but does not directly reduce turnover intention. POS is proven to have a significant effect on turnover intention and mediates the inconsistent relationship between employee engagement and turnover intention. Meanwhile, POS does not mediate the effect of job insecurity on turnover intention. The research model was able to explain 30.5% of the variation in turnover intention, confirming that in the context of outsourcing, organizational support is not yet able to curb turnover intention when job insecurity remains high. Practically, this study recommends strengthening job security, clarifying career prospects, and improving the quality of organizational support relevant to outsourced employees to reduce turnover intention more effectively.

Incorporating the perspective of social comparison processes into the study of organisational support, we propose a new construct, namely, Relative Perceived Organisational Support (RPOS). This construct captures an employee’s global perceptions that the organisation supports him/her more than others. Further, we examine whether RPOS is an antecedent of POS, as well as the role of organisational identification in the RPOS‐POS relationship. Moreover, we examine the effects of RPOS on employee outcomes (intent to quit and willingness to support the organisation), investigating whether POS explains such effects. Our study incorporates three field studies; the first validated the measurement instrument (RPOS) and the other two tested our hypotheses. Our results indicated that RPOS is an antecedent of POS. Organisational identification plays an important role in such a relationship, mediating the effects of RPOS on POS and interacting with RPOS regarding the prediction of POS. Last, RPOS was found to be negatively related to intent to quit and positively related to willingness to support the organisation. According to our findings, POS fully mediated such effects.

To examine the relationship between organizational support for nursing practice and nurse-assessed quality of care and nurses' job satisfaction in hospital settings and to investigate the mediating role of psychological well-being in the aforementioned relationships. There has been growing concern about quality of care in healthcare organizations. The past research has documented the effect of nurse practice environment on nurses' quality of care and job satisfaction. However, little is known about the underlying mechanism behind these associations. A cross-sectional survey was undertaken. Data were collected from two large public hospitals in Iran between February - March 2017. A sample of 345 nurses participated in the study. Data were analysed using descriptive statistics and partial least squared-structural equationmodelling. The results showed that nurses' perception of organizational support was related to their quality of care, job satisfaction and psychological well-being. Also, there was a positive relationship between nurses' psychological well-being and their quality of care and job satisfaction. Moreover, psychological well-being partially mediated the relationship between organizational support with nurse-assessed quality of care and nurses' job satisfaction. The findings suggest that organizational support for nursing practice and psychological well-being are two factors that contribute to caring behaviour of nurses and their job satisfaction. Also, positively perceived organizational support generates favourable psychological well-being which in turn enhances nurses' quality of care and job satisfaction. The findings highlight the importance of establishing a supportive nurse practice environment and paying attention to the nurses' psychological well-being in healthcare sectors.