Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes
Abstract
:1. Introduction
2. Hypotheses
2.1. Theories to Develop Hypotheses
2.2. Performance-Oriented HRM Bundles and Organizational Outcomes
2.3. Commitment-Oriented HRM Bundles and Organizational Outcomes
2.4. Difference in Effects on Organizational Outcomes between the Two HRM Bundles
3. Methodology
3.1. Data
3.2. Measures
3.2.1. The Performance- and Commitment-Oriented HRM Bundles
3.2.2. Dependent Variables
3.2.3. Control Variables
4. Results
5. Discussion
6. Conclusions
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
References
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Type 1 | HRM Practices | Min | Max | Factor 1 2 | Factor 2 2 | VIF | Effect Size |
---|---|---|---|---|---|---|---|
A | Ratio of internal vs. external training programs | 0 | 4 | 0.145 | 1.271 | 0.078 | |
A | No. of training program categories 3 | 0 | 7 | 0.193 | 1.607 | 0.136 | |
A | No. of programs supporting self-directed learning 3 | 0 | 7 | 0.152 | 1.308 | 0.085 | |
A | Career development program | 0 | 1 | 0.176 | 1.500 | 0.114 | |
M | Higher average pay levels than industry average 3 | 1 | 5 | 0.157 | 1.431 | 0.091 | |
M | Higher average welfare levels than industry average 3 | 3 | 15 | 0.138 | 1.328 | 0.070 | |
M | Degree/strength of capability assessment with feedback 3 | 0 | 3 | 0.158 | 1.311 | 0.092 | |
M | Role extension to fostering and training of subordinates | 0 | 1 | 0.138 | 1.222 | 0.070 | |
O | Job rotation program | 0 | 1 | 0.136 | 1.234 | 0.068 | |
O | Suggestion program | 0 | 1 | 0.091 | 1.127 | 0.030 | |
O | Employee replacement program | 0 | 1 | 0.099 | 1.100 | 0.036 | |
O | Leadership succession planning | 0 | 1 | 0.135 | 1.277 | 0.067 | |
M | Company-based incentives | 0 | 1 | 0.104 | 1.133 | 0.040 | |
M | Profit sharing program | 0 | 1 | 0.078 | 1.078 | 0.023 | |
A | Star talent recruiting program | 0 | 1 | 0.194 | 1.238 | 0.103 | |
A | Recruiting experienced staff for permanent position | 0 | 1 | 0.121 | 1.139 | 0.040 | |
A | Higher recruitment cost per employee | 1 | 5 | 0.175 | 1.204 | 0.084 | |
A | Hiring experienced workers at higher pay | 0 | 1 | 0.156 | 1.115 | 0.066 | |
A | Star talent development program | 0 | 1 | 0.153 | 1.130 | 0.064 | |
M | Selective fast-track promotion | 0 | 1 | 0.143 | 1.098 | 0.056 | |
M | Scope of application of annual salary system | 0 | 4 | 0.218 | 1.363 | 0.130 | |
M | Individual performance-based bonus | 0 | 1 | 0.163 | 1.165 | 0.072 | |
M | Team performance-based bonus | 0 | 1 | 0.146 | 1.086 | 0.059 | |
M | Stock options program | 0 | 1 | 0.193 | 1.255 | 0.102 | |
M | Pay gap based on performance assessment | 1 | 4 | 0.207 | 1.214 | 0.117 | |
O | Degree of employment volatility | 1 | 7 | 0.125 | 1.130 | 0.042 | |
O | Dual HR System based on job spec. | 0 | 1 | 0.122 | 1.071 | 0.041 | |
O | Periodic strategic HR planning 3 | 0 | 2 | 0.092 | 1.075 | 0.023 |
Survey Items | Cases | IRA (Rwg) | F | ICC(1) | ICC(2) | Factor Loading | |
---|---|---|---|---|---|---|---|
If I got another offer for a better job elsewhere, I would not feel it was right to leave my firm | 31,540 | 0.564 | 4.45 *** | 0.132 | 0.775 | 0.660 *** | |
I really feel as if this organization’s problems are my own | 31,536 | 0.755 | 3.33 *** | 0.093 | 0.699 | 0.757 *** | |
It would be too costly for me to leave my firm now | 31,536 | 0.618 | 4.54 *** | 0.135 | 0.780 | 0.723 *** | |
I am loyal to this firm because my values are largely its values | 31,534 | 0.744 | 5.16 *** | 0.155 | 0.806 | 0.973 *** | |
Overall competence of human capital | 9479 | 0.810 | 3.49 *** | 0.308 | 0.714 | 0.906 *** | |
Acquiring and retaining of talented people | 9479 | 0.780 | 3.13 *** | 0.284 | 0.690 | 0.899 *** | |
Leadership competence of management group | 9479 | 0.725 | 4.11 *** | 0.372 | 0.768 | 0.670 *** | |
Relative competitiveness of human capital | 9478 | 0.836 | 4.05 *** | 0.352 | 0.753 | 0.817 *** |
Variable | Mean | Std. dev. | A | B | C | D | E | F | |
A | Commitment | 13.522 | 1.402 | ||||||
B | Human capital | 13.696 | 1.993 | 0.426 | |||||
C | Commitment-oriented HRM | 0.000 | 1.000 | 0.464 | 0.172 | ||||
D | Performance-oriented HRM | 0.000 | 1.000 | 0.126 | 0.031 | 0.415 | |||
E | No. of employees 2 | 1017 | 2464 | 0.273 | 0.041 | 0.401 | 0.122 | ||
F | Market demand changes | 2.869 | 1.041 | 0.139 | 0.133 | 0.136 | 0.066 | 0.062 | |
G | Degree of foreign capital | 0.550 | 0.908 | 0.106 | 0.104 | 0.222 | 0.077 | 0.195 | 0.055 |
H | Degree of unionization | 1.470 | 0.922 | 0.260 | −0.038 | 0.233 | −0.164 | 0.220 | 0.062 |
I | Business group (Chaebol) | 0.157 | 0.364 | 0.117 | −0.047 | 0.275 | 0.178 | 0.109 | 0.030 |
J | Market shares in industry | 1.549 | 4.100 | 0.262 | 0.097 | 0.359 | 0.093 | 0.490 | 0.030 |
K | ROA—one year lag | 5.496 | 9.369 | 0.100 | 0.654 | 0.111 | 0.062 | 0.021 | 0.018 |
Variable | G | H | I | J | |||||
H | Degree of unionization | 0.099 | |||||||
I | Business group (Chaebol) | 0.046 | 0.031 | ||||||
J | Market shares in industry | 0.101 | 0.156 | 0.167 | |||||
K | ROA—one year lag | 0.084 | −0.071 | −0.080 | 0.070 |
Independent Variables | C0 | C1 | C2 | C3 |
---|---|---|---|---|
Constant | 10.761 *** | 11.904 *** | 10.841 *** | 11.915 *** |
Year 2009 dummy | 0.122 + | 0.122 + | 0.123 + | 0.121 + |
Year 2011 dummy | 0.212 ** | 0.082 | 0.214 ** | 0.077 |
Number of employees (Log) | 0.327 *** | 0.179 *** | 0.310 *** | 0.180 *** |
Demand change | 0.073 * | 0.053 + | 0.070 * | 0.054 + |
Foreign capital involvement | −0.011 | −0.049 | −0.014 | −0.049 |
Unionization | 0.208 *** | 0.181 *** | 0.232 *** | 0.172 *** |
Business group (Chaebol) | 0.182 + | −0.005 | 0.144 | 0.001 |
Market share | 0.031 ** | 0.019 + | 0.030 ** | 0.019 + |
ROA—one survey year lag | 0.008 + | 0.005 | 0.008 | 0.005 |
Performance-oriented HRM system | 0.112 ** | −0.035 | ||
Commitment-oriented HRM system | 0.460 *** | 0.475 *** | ||
Overall R2 | 0.203 *** | 0.276 *** | 0.210 *** | 0.277 *** |
Likelihood-ratio Chi-squared test between models | 95.56 *** | 7.51 ** | 0.72 | |
Model comparisons | C0 vs. C1 | C0 vs. C2 | C1 vs. C3 |
Independent Variables | H0 | H1 | H2 | H3 |
---|---|---|---|---|
Constant | 10.096 *** | 10.471 *** | 10.165 *** | 10.471 *** |
Year 2007 dummy | 1.494 *** | 1.506 *** | 1.467 *** | 1.503 *** |
Year 2009 dummy | 1.629 *** | 1.640 *** | 1.604 *** | 1.637 *** |
Year 2011 dummy | 1.543 *** | 1.513 *** | 1.519 *** | 1.511 *** |
Number of employees (Log) | 0.338 *** | 0.289 *** | 0.329 *** | 0.289 *** |
Demand change | 0.138 ** | 0.130 ** | 0.135 ** | 0.130 ** |
Foreign capital involvement | −0.043 | −0.061 | −0.046 | −0.061 |
Unionization | −0.060 | −0.070 | −0.044 | −0.068 |
Business group (Chaebol) | −0.038 | −0.104 | −0.059 | −0.105 |
Market share | 0.012 | 0.008 | 0.012 | 0.008 |
ROA—one survey year lag | 0.008 | 0.007 | 0.008 | 0.007 |
Performance-oriented HRM system | 0.056 | 0.005 | ||
Commitment-oriented HRM system | 0.145 * | 0.143 * | ||
Overall R2 | 0.157 *** | 0.167 *** | 0.157 *** | 0.160 *** |
Likelihood-ratio Chi-squared test between models | 7.30 *** | 1.45 | 0.01 | |
Model comparisons | H0 vs. H1 | H0 vs. H2 | H1 vs. H3 |
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Kim, K.; Shin, T.-H. Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes. Sustainability 2019, 11, 1679. https://doi.org/10.3390/su11061679
Kim K, Shin T-H. Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes. Sustainability. 2019; 11(6):1679. https://doi.org/10.3390/su11061679
Chicago/Turabian StyleKim, KonShik, and Tack-Hyun Shin. 2019. "Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes" Sustainability 11, no. 6: 1679. https://doi.org/10.3390/su11061679