Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry

Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry
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DOI:
10.1080/09585192.2013.767059
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发表时间:
2013-04
期刊:
The International Journal of Human Resource Management
影响因子:
--
通讯作者:
N. Takeuchi;Tomokazu Takeuchi
N. Takeuchi;Tomokazu Takeuchi
中科院分区:
其他
文献类型:
--
作者:
N. Takeuchi;Tomokazu Takeuchi

文献摘要

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本文试图在日本的组织和管理背景下,记录员工对组织的人力资源管理(HRM)实践的感知如何影响他们的工作行为和结果,包括离职意图和工作质量改进的水平。特别是,在最近对上述联系进行了研究之后,对人-环境(P-E)匹配和工作承诺的多个方面的中介作用进行了研究,以得出对感知的人力资源管理实践与员工行为结果之间关系的可能解释。以日本1052名医疗保健服务员工为样本的结构方程模型的结果基本支持了人力资源管理实践和员工行为结果的影响既不直接也不无条件的观点。此外,员工对其适合性和对组织的承诺的评价被发现是感知的人力资源管理实践之间关系的重要中介,而他们对其对其工作的适合性和参与度的评价不是。这些发现被用来讨论为什么员工-员工匹配和工作承诺的具体形式在日本组织中显得尤为突出。对研究结果的概括性和研究的局限性进行了讨论。
This paper attempts to document how employees' perceptions of organizations' human resource management (HRM) practices influence their work behavior and outcomes, including the level of turnover intentions and job quality improvement, in a Japanese organizational and management context. In particular, an examination was made to clarify the mediating role of person–environment (P–E) fit and multiple aspects of work commitment to reach possible explanations of the relationships between perceived HRM practices and employees' behavioral outcomes, following recent work that studied the above linkages. The results of structural equation modeling using a sample of 1052 healthcare service employees in Japan provided basic support for the idea that the effects of HRM practices and employees' behavioral outcomes are neither direct nor unconditional. Moreover, employees' evaluations of their fit and commitment to their organizations were found to be the important mediators of the relationships between perceived HRM practices, while their evaluations of their fit to and involvement in their jobs were not. The findings are used to discuss why the specific forms of P–E fit and work commitment appear salient in Japanese organizations. The generalizability of the findings and the limitations of the study are discussed.