{"title":"人力资源管理系统与工作投入:探讨员工家长式价值观的影响","authors":"Elaine Farndale, Zipporah Metto, S. Nakhle","doi":"10.5771/0935-9915-2020-4-489","DOIUrl":null,"url":null,"abstract":"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.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6000,"publicationDate":"2020-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"5","resultStr":"{\"title\":\"Human Resource Management Systems and Work Engagement: Exploring the Impact of Employee Paternalistic Values\",\"authors\":\"Elaine Farndale, Zipporah Metto, S. Nakhle\",\"doi\":\"10.5771/0935-9915-2020-4-489\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"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.\",\"PeriodicalId\":47269,\"journal\":{\"name\":\"Management Revue\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":7.6000,\"publicationDate\":\"2020-12-06\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"5\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Management Revue\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.5771/0935-9915-2020-4-489\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"0\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Management Revue","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.5771/0935-9915-2020-4-489","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"0","JCRName":"MANAGEMENT","Score":null,"Total":0}
Human Resource Management Systems and Work Engagement: Exploring the Impact of Employee Paternalistic Values
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.
期刊介绍:
Management Revue - Socio-Economic Studies is an interdisciplinary European journal that undergoes peer review. It publishes qualitative and quantitative work, along with purely theoretical papers, contributing to the study of management, organization, and industrial relations. The journal welcomes contributions from various disciplines, including business and public administration, organizational behavior, economics, sociology, and psychology. Regular features include reviews of books relevant to management and organization studies.
Special issues provide a unique perspective on specific research fields. Organized by selected guest editors, each special issue includes at least two overview articles from leaders in the field, along with at least three new empirical papers and up to ten book reviews related to the topic.
The journal aims to offer in-depth insights into selected research topics, presenting potentially controversial perspectives, new theoretical insights, valuable empirical analysis, and brief reviews of key publications. Its objective is to establish Management Revue - Socio-Economic Studies as a top-quality symposium journal for the international academic community.