Line Managers’ HR Implementation Level and Work Performance: Estimating the Mediating Role of Employee Outcomes
The ongoing debate to unlock the black box between HRM and performance is yet to be fully concluded. This paper addresses the recent calls by adding three employee outcomes (affective commitment, job satisfaction, and turnover intention) as a mediating mechanism in the causal chain from HR implem...
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Format: | Article |
Language: | English |
Published: |
Johar Education Society
2017-12-01
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Series: | Pakistan Journal of Commerce and Social Sciences |
Subjects: | |
Online Access: | http://www.jespk.net/publications/402.pdf |
Summary: | The ongoing debate to unlock the black box between HRM and performance is yet to be
fully concluded. This paper addresses the recent calls by adding three employee outcomes
(affective commitment, job satisfaction, and turnover intention) as a mediating mechanism
in the causal chain from HR implementation level - i.e., the extent of organization's HR
practices that are implemented by each line manager - to work performance. Primary data
was collected through a self-administrative survey from 200 permanent employees and 82
supervisors/line managers working in four manufacturing firms. The data was analyzed
using SPSS process macros and AMOS. The results reveal that line managers HR
implementation level increases work unit performance. Furthermore, an elevated level of
HR implementation enhances employees’ affective commitment and job satisfaction and
reduces their turnover intention and mediating role of these employee outcomes is fully
supported by our data. The paper advances the strategic HRM research and contributes by
providing a new mechanism to unravel the complexity of HRM-performance linkage
debate. |
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ISSN: | 1997-8553 2309-8619 |