Lợi ích tương hỗ hay kết quả xung đột? Cách thức HRM mang lại lợi ích cho các chuyên gia

International Journal of Manpower - Tập 36 Số 8 - Trang 1248-1265 - 2015
Fiona Edgar, Alan Geare, Jing A. Zhang, Ian McAndrew

Tóm tắt

Mục đích– Sử dụng mô hình lợi ích tương hỗ làm khung lý thuyết, mục đích của bài báo này là khám phá vấn đề quan trọng về tính tương hỗ trong các mối quan hệ lao động.Thiết kế/phương pháp tiếp cận– Nghiên cứu này sử dụng mẫu 215 chuyên gia tại New Zealand để đánh giá mối quan hệ giữa thực hành quản lý nguồn nhân lực (HRM) định hướng cam kết, sự gia tăng khối lượng công việc, cân bằng công việc và cuộc sống (WLB) với hiệu suất công việc và hiệu suất trong bối cảnh.Kết quả– Các tác giả nhận thấy rằng thực hành HRM định hướng cam kết không làm gia tăng trải nghiệm công việc của các chuyên gia, nhưng cũng không ảnh hưởng tích cực đến việc đạt được WLB. Tuy nhiên, cả hai loại phúc lợi này đều góp phần giải thích kết quả hiệu suất công việc và hiệu suất trong bối cảnh của các chuyên gia.Giới hạn/nghiên cứu– Các phát hiện cho thấy các cách giải thích hẹp hiện tại về phúc lợi cần được xem xét lại, với ý nghĩa của phúc lợi, cách đo lường và vai trò của nó trong việc mang lại kết quả hiệu suất cần được chú trọng hơn trong các nghiên cứu HRM.Ý nghĩa thực tiễn– Một mục tiêu chính của các nhà quản lý là mang lại kết quả hiệu suất tối ưu. Đối với các chuyên gia, nghiên cứu chỉ ra rằng một cách quan trọng để đạt được điều này là thúc đẩy phúc lợi tích cực.Giá trị/độc đáo– Nghiên cứu này cung cấp một số hiểu biết quan trọng về vai trò của tính tương hỗ trong việc ảnh hưởng đến các kết quả hiệu suất. Ngoài ra, bằng cách khám phá hai khía cạnh trái ngược của phúc lợi, một khía cạnh liên quan đến sức khỏe và một khía cạnh liên quan đến hạnh phúc, các tác giả cung cấp một số hiểu biết thực tiễn về cách mà phúc lợi của nhân viên ảnh hưởng đến kết quả hiệu suất.

Từ khóa


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