High Performance Work System and Organizational Citizenship Behavior in Multinational Companies in Vietnam: the Mediation Effect of Career Success
##plugins.pubIds.doi.readerDisplayName##:
https://doi.org/10.19166/derema.v13i1.776关键词:
career success, Vietnamese employees, high performance work system, organizational citizenship behavior, Vietnam摘要
In this study, the relationship between high performance work system (HPWS) and organizational citizenship behavior (OCB) in multinational corporations (MNCs) in Vietnam, a fast-developing country with highly economic growth in Asia, was investigated. Besides, the underlying mechanism of this relationship was also explored. From the social exchange approach, an underlying mediated mechanism of career success in the relationship between HPWS and OCB was hypothesized. Data collected from individual employees working in multinational companies in Vietnam was used to test the hypotheses. The research findings supported the partial mediating role of career success in the positive relationship between HPWS and OCB. In addition, research implications as well as suggestions for future research were also presented.
Bahasa Indonesia Abstrak: Dalam studi ini, hubungan antara high performance work system (HPWS) dan organizational citizenship behavior (OCB) di multinational corporations (MNC) di Vietnam, negara cepat berkembang dengan pertumbuhan ekonomi yang sangat tinggi di Asia, ditelliti. Selain itu, mekanisme yang mendasari hubungan ini juga dieksplorasi. Dari pendekatan pertukaran sosial, mekanisme mediasi yang dimediasi dari kesuksesan karir dalam hubungan antara HPWS dan OCB dihipotesiskan. Data yang dikumpulkan dari masing-masing karyawan yang bekerja di perusahaan multinasional di Vietnam digunakan untuk menguji hipotesis. Temuan penelitian mendukung peran mediasi parsial dari kesuksesan karir dalam hubungan positif antara HPWS dan OCB. Selain itu, implikasi penelitian serta saran untuk penelitian masa depan juga disajikan.
参考
Alfes, K., Shantz, A., Truss, C., & Soane, E. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human Resource Management, 24(2), 330-351. https://doi.org/10.1080/09585192.2012.679950
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173. https://doi.org/10.1037/0022-3514.51.6.1173
Becker, B. E., Huselid, M. A., Pickus, P. S., & Spratt, M. F. (1997). HR as a source of shareholder value: Research and recommendations. Human Resource Management, 36(1), 39-47. https://doi.org/10.1002/(SICI)1099-050X(199721)36:1<39::AID-HRM8>3.0.CO;2-X
Blau, P. M. (1964). Exchange and power in social life. New Brunswick, NJ: Transaction Publishers.
Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3), 67-94. https://doi.org/10.1111/j.1748-8583.2005.tb00154.x
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high”performance work practices matter? A meta”analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501-528. https://doi.org/10.1111/j.1744-6570.2006.00045.x
Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor productivity: Does industry matter? Academy of Management Journal, 48(1), 135-145. https://doi.org/10.5465/AMJ.2005.15993158
Delery, J. E. (1998). Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review, 8(3), 289-309. https://doi.org/10.1016/S1053-4822(98)90006-7
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835. https://doi.org/10.2307/256713
Eby, L. T., Butts, M., & Lockwood, A. (2003). Predictors of success in the era of the boundaryless career. Journal of Organizational Behavior, 24(6), 689-708. https://doi.org/10.1002/job.214
GarcÃa-Chas, R., Neira-Fontela, E., & Varela-Neira, C. (2016). High-performance work systems and job satisfaction: A multilevel model. Journal of Managerial Psychology, 31(2), 451-466. https://doi.org/10.1108/JMP-04-2013-0127
Gong, Y., Chang, S., & Cheung, S. Y. (2010). High performance work system and collective OCB: A collective social exchange perspective. Human Resource Management Journal, 20(2), 119-137. https://doi.org/10.1111/j.1748-8583.2010.00123.x
Gould-Williams, J., & Mohamed, R. (2010). A comparative study of the effects of ”˜best practice’ HRM on worker outcomes in Malaysia and England local government. The International Journal of Human Resource Management, 21(5), 653-675. https://doi.org/10.1080/09585191003658821
Guan, Y., Zhou, W., Ye, L., Jiang, P., & Zhou, Y. (2015). Perceived organizational career management and career adaptability as predictors of success and turnover intention among Chinese employees. Journal of Vocational Behavior, 88, 230-237. https://doi.org/10.1016/j.jvb.2015.04.002
Guest, D., Conway, N., & Dewe, P. (2004). Using sequential tree analysis to search for ”˜bundles’ of HR practices. Human Resource Management Journal, 14(1), 79-96. https://doi.org/10.1111/j.1748-8583.2004.tb00113.x
Guest, D. E. (1997). Human resource management and performance: A review and research agenda. International Journal of Human Resource Management, 8(3), 263-276. https://doi.org/10.1080/095851997341630
Guest, D. E. (2004). The psychology of the employment relationship: An analysis based on the psychological contract. Applied Psychology, 53(4), 541-555. https://doi.org/10.1111/j.1464-0597.2004.00187.x
Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (1998). Multivariate data analysis. Upper Saddle River, NJ: Prentice Hall.
Hannah, D. R., & Iverson, R. D. (2004). Employment relationships in context: Implications for policy and practice. In J. A-M. Coyle-Sharpiro, L. M. Shore, M. S. Taylor, & L. E. Tetrick (Eds.), The Employment Relationship: Examining Psychological and Contextual Perspectives (pp. 332-350). Oxford, England: Oxford University Press.
Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource management practices on productivity: A study of steel finishing lines. The American Economic Review, 291-313.
James, L. R., & Brett, J. M. (1984). Mediators, moderators, and tests for mediation. Journal of Applied Psychology, 69(2), 307. https://doi.org/10.1037/0021-9010.69.2.307
Jiang, J. Y., & Liu, C.-W. (2015). High performance work systems and organizational effectiveness: The mediating role of social capital. Human Resource Management Review, 25(1), 126-137. https://doi.org/10.1016/j.hrmr.2014.09.001
Judd, C. M., & Kenny, D. A. (1981). Process analysis: Estimating mediation in treatment evaluations. Evaluation Review, 5(5), 602-619. https://doi.org/10.1177/0193841X8100500502
Leana, C. R., & Van Buren, H. J. (1999). Organizational social capital and employment practices. Academy of Management Review, 24(3), 538-555.
MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial & Labor Relations Review, 48(2), 197-221. https://doi.org/10.1177/001979399504800201
Morrison, E. W. (1996). Organizational citizenship behavior as a critical link between HRM practices and service quality. Human Resource Management, 35(4), 493. https://doi.org/10.1002/(SICI)1099-050X(199624)35:4<493::AID-HRM4>3.0.CO;2-R
Muduli, A., Verma, S., & Datta, S. K. (2016). High performance work system in India: Examining the role of employee engagement. Journal of Asia-Pacific Business, 17(2), 130-150. https://doi.org/10.1080/10599231.2016.1166021
Ng, T. W., & Feldman, D. C. (2014). Subjective career success: A meta-analytic review. Journal of Vocational Behavior, 85(2), 169-179. https://doi.org/10.1016/j.jvb.2014.06.001
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books/DC Heath.
Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in Organizational Behavior, 12(1), 43-72.
Paauwe, J. (2009). HRM and performance: Achievements, methodological issues and prospects. Journal of Management Studies, 46(1), 129-142. https://doi.org/10.1111/j.1467-6486.2008.00809.x
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563. https://doi.org/10.1177/014920630002600307
Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, 36(4), 717-731. https://doi.org/10.3758/BF03206553
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714. https://doi.org/10.1037/0021-9010.87.4.698
Shaw, J. D., Dineen, B. R., Fang, R., & Vellella, R. F. (2009). Employee-organization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52(5), 1016-1033. https://doi.org/10.5465/AMJ.2009.44635525
Shockley, K. M., Ureksoy, H., Rodopman, O. B., Poteat, L. F., & Dullaghan, T. R. (2016). Development of a new scale to measure subjective career success: A mixed”methods study. Journal of Organizational Behavior, 37(1), 128-153. https://doi.org/10.1002/job.2046
Simo, P., Enache, M., Sallan, J., & Fernandez, V. (2010). Analysis of the relation between subjective career success, organizational commitment and the intention to leave the organization. Transylvanian Review of Administrative Sciences, 29E, 144-158. https://ssrn.com/abstract=2392790
Snape, E., & Redman, T. (2010b). HRM practices, organizational citizenship behaviour, and performance: A multi”level analysis. Journal of Management Studies, 47(7), 1219-1247. https://doi.org/10.1111/j.1467-6486.2009.00911.x
Sun, L.Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-577. https://doi.org/10.5465/AMJ.2007.25525821
Takeuchi, R., Lepak, D. P., Wang, H., & Takeuchi, K. (2007). An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. Journal of Applied Psychology, 92(4), 1069. https://doi.org/10.1037/0021-9010.92.4.1069
Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employee-organization relationship: Does investment in employees pay off? Academy of Management Journal, 40(5), 1089-1121. https://doi.org/10.2307/256928
Way, S. A., & Johnson, D. E. (2005). Theorizing about the impact of strategic human resource management. Human Resource Management Review, 15(1), 1-19. http://doi.org/10.1016/j.hrmr.2005.01.004
Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal of Management, 28(3), 247-276. https://doi.org/10.1177/014920630202800302
Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management, 5(2), 301-326. https://doi.org/10.1177/014920630202800302
Wright, P. M., & Nishii, L. H. (2007). Strategic HRM and organizational behavior: Integrating multiple levels of analysis (CAHRS Working Paper #07-03). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies. http://digitalcommons.ilr.cornell.edu/cahrswp/468
##submission.downloads##
已出版
期
栏目
##submission.license##
Authors who publish with this journal agree to the following terms:
1) Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License (CC-BY-SA 4.0) that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
2) Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
3) Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website). The final published PDF should be used and bibliographic details that credit the publication in this journal should be included.