Details
| Originalsprache | Englisch |
|---|---|
| Seiten (von - bis) | 926-947 |
| Seitenumfang | 22 |
| Fachzeitschrift | Journal of applied psychology |
| Jahrgang | 98 |
| Ausgabenummer | 6 |
| Publikationsstatus | Veröffentlicht - Nov. 2013 |
| Extern publiziert | Ja |
Abstract
Given the limited understanding of temporal issues in extant theorizing about the link between human resource management (HRM) and performance, in this study we aim to shed light on how, when, and why HR interventions affect organizational performance. On the basis of longitudinal, multi-informant and multisource data from public hospital services in England, we provide new insights into the complex interplay between employees' perceptions of HR systems, job satisfaction, and performance outcomes over time. The dynamic panel data analyses provide support for changes in employees' experience of an HR system being related to subsequent changes in customer satisfaction, as mediated by changes in job satisfaction, albeit these effects decrease over time. Moreover, our longitudinal analyses highlight the importance of feedback effects in the HRM-performance chain, which otherwise appears to evolve in a cyclical manner.
ASJC Scopus Sachgebiete
- Psychologie (insg.)
- Angewandte Psychologie
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in: Journal of applied psychology, Jahrgang 98, Nr. 6, 11.2013, S. 926-947.
Publikation: Beitrag in Fachzeitschrift › Artikel › Forschung › Peer-Review
}
TY - JOUR
T1 - The relationship between employees' perceptions of human resource systems and organizational performance
T2 - Examining mediating mechanisms and temporal dynamics
AU - Piening, Erk P.
AU - Baluch, Alina M.
AU - Salge, Torsten Oliver
PY - 2013/11
Y1 - 2013/11
N2 - Given the limited understanding of temporal issues in extant theorizing about the link between human resource management (HRM) and performance, in this study we aim to shed light on how, when, and why HR interventions affect organizational performance. On the basis of longitudinal, multi-informant and multisource data from public hospital services in England, we provide new insights into the complex interplay between employees' perceptions of HR systems, job satisfaction, and performance outcomes over time. The dynamic panel data analyses provide support for changes in employees' experience of an HR system being related to subsequent changes in customer satisfaction, as mediated by changes in job satisfaction, albeit these effects decrease over time. Moreover, our longitudinal analyses highlight the importance of feedback effects in the HRM-performance chain, which otherwise appears to evolve in a cyclical manner.
AB - Given the limited understanding of temporal issues in extant theorizing about the link between human resource management (HRM) and performance, in this study we aim to shed light on how, when, and why HR interventions affect organizational performance. On the basis of longitudinal, multi-informant and multisource data from public hospital services in England, we provide new insights into the complex interplay between employees' perceptions of HR systems, job satisfaction, and performance outcomes over time. The dynamic panel data analyses provide support for changes in employees' experience of an HR system being related to subsequent changes in customer satisfaction, as mediated by changes in job satisfaction, albeit these effects decrease over time. Moreover, our longitudinal analyses highlight the importance of feedback effects in the HRM-performance chain, which otherwise appears to evolve in a cyclical manner.
KW - Employees' perceptions of HR practices
KW - Job satisfaction
KW - Organizational performance
KW - Strategic human resource management
KW - Temporal issues
UR - http://www.scopus.com/inward/record.url?scp=84887913201&partnerID=8YFLogxK
U2 - 10.1037/a0033925
DO - 10.1037/a0033925
M3 - Article
C2 - 23915431
AN - SCOPUS:84887913201
VL - 98
SP - 926
EP - 947
JO - Journal of applied psychology
JF - Journal of applied psychology
SN - 0021-9010
IS - 6
ER -