High-performance human resource practices, organizational identification and employee commitment: the moderating role of organizational culture
PurposeDrawing on social exchange and social identity theories, this study examines the mediating role of organizational identification on the relationship between high-performance human resource practices (HPHRPs) and employee commitment. The study further examines the moderating role of organizati...
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2024-10-01
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| Series: | Frontiers in Psychology |
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| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2024.1494186/full |
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| author | Yifan Yang Ahmed Mohammed Sayed Mostafa Ahmed Mohammed Sayed Mostafa |
| author_facet | Yifan Yang Ahmed Mohammed Sayed Mostafa Ahmed Mohammed Sayed Mostafa |
| author_sort | Yifan Yang |
| collection | DOAJ |
| description | PurposeDrawing on social exchange and social identity theories, this study examines the mediating role of organizational identification on the relationship between high-performance human resource practices (HPHRPs) and employee commitment. The study further examines the moderating role of organizational culture in this mediated relationship.MethodA cross-sectional survey was conducted with 340 employees from state-owned enterprises in China, and SPSS was used to test the hypothesized relationships.FindingsThe results indicate that organizational identification acts as a mediator of the relationship between HPHRPs and employee commitment. Additionally, organizational culture moderates the strength of this mediated relationship, affecting the degree to which HPHRPs foster commitment.OriginalityThis study contributes to the literature by integrating social exchange and social identity theories to explain the psychological mechanisms underlying the employee-organization relationship. It also extends the understanding of how organizational identification mediates the link between HPHRPs and commitment, and how organizational culture moderates these effects, providing a more comprehensive understanding of these interrelated dynamics in organizational settings. |
| format | Article |
| id | doaj-art-dcf3e6e0bde74f46b83d16b3dafc7357 |
| institution | OA Journals |
| issn | 1664-1078 |
| language | English |
| publishDate | 2024-10-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj-art-dcf3e6e0bde74f46b83d16b3dafc73572025-08-20T02:12:14ZengFrontiers Media S.A.Frontiers in Psychology1664-10782024-10-011510.3389/fpsyg.2024.14941861494186High-performance human resource practices, organizational identification and employee commitment: the moderating role of organizational cultureYifan Yang0Ahmed Mohammed Sayed Mostafa1Ahmed Mohammed Sayed Mostafa2University of Bristol Business School, University of Bristol, Bristol, United KingdomLeeds University Business School, University of Leeds, Leeds, United KingdomFaculty of Commerce, Assiut University, Assiut, EgyptPurposeDrawing on social exchange and social identity theories, this study examines the mediating role of organizational identification on the relationship between high-performance human resource practices (HPHRPs) and employee commitment. The study further examines the moderating role of organizational culture in this mediated relationship.MethodA cross-sectional survey was conducted with 340 employees from state-owned enterprises in China, and SPSS was used to test the hypothesized relationships.FindingsThe results indicate that organizational identification acts as a mediator of the relationship between HPHRPs and employee commitment. Additionally, organizational culture moderates the strength of this mediated relationship, affecting the degree to which HPHRPs foster commitment.OriginalityThis study contributes to the literature by integrating social exchange and social identity theories to explain the psychological mechanisms underlying the employee-organization relationship. It also extends the understanding of how organizational identification mediates the link between HPHRPs and commitment, and how organizational culture moderates these effects, providing a more comprehensive understanding of these interrelated dynamics in organizational settings.https://www.frontiersin.org/articles/10.3389/fpsyg.2024.1494186/fullhigh-performance human resource practicesorganizational identificationemployee commitmentorganizational culturesocial identity theory (SIT)social exchange theory (SET) |
| spellingShingle | Yifan Yang Ahmed Mohammed Sayed Mostafa Ahmed Mohammed Sayed Mostafa High-performance human resource practices, organizational identification and employee commitment: the moderating role of organizational culture Frontiers in Psychology high-performance human resource practices organizational identification employee commitment organizational culture social identity theory (SIT) social exchange theory (SET) |
| title | High-performance human resource practices, organizational identification and employee commitment: the moderating role of organizational culture |
| title_full | High-performance human resource practices, organizational identification and employee commitment: the moderating role of organizational culture |
| title_fullStr | High-performance human resource practices, organizational identification and employee commitment: the moderating role of organizational culture |
| title_full_unstemmed | High-performance human resource practices, organizational identification and employee commitment: the moderating role of organizational culture |
| title_short | High-performance human resource practices, organizational identification and employee commitment: the moderating role of organizational culture |
| title_sort | high performance human resource practices organizational identification and employee commitment the moderating role of organizational culture |
| topic | high-performance human resource practices organizational identification employee commitment organizational culture social identity theory (SIT) social exchange theory (SET) |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2024.1494186/full |
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