how HR systems affect broader relational climates can allow the organization to positively influence employees’ expectations regarding the nature of both task and interpersonal exchange dynamics occurring in the work place. We have underscored the role of relational climate as an intermediary between the three HR systems and helping, and mapped out dimensions it comprises. This climate construct has not been formally recognized in the management literature. However, such consideration is consistent with arguments made by scholars that shared employee perceptions and attributions concerning HR systems precede employee attitudinal and behavioral reactions (e.g., Bowen & Ostroff, 2004; Nishii, Lepak, & Schneider, 2008). In essence, we argue that employee helping behavior can be shaped in the aggregate by the ways in which organizations manage their human resources, and offer propositions suggesting how helping might be facilitated within particular relational climates. Such information can inform managers of subtle features associated with helping stimulated by differing HR systems, and assist them in managing ensuing complexities.
how HR systems affect broader relational climates can allow the organization to positively influence employees’ expectations regarding the nature of both task and interpersonal exchange dynamics occurring in the work place. We have underscored the role of relational climate as an intermediary between the three HR systems and helping, and mapped out dimensions it comprises. This climate construct has not been formally recognized in the management literature. However, such consideration is consistent with arguments made by scholars that shared employee perceptions and attributions concerning HR systems precede employee attitudinal and behavioral reactions (e.g., Bowen & Ostroff, 2004; Nishii, Lepak, & Schneider, 2008). In essence, we argue that employee helping behavior can be shaped in the aggregate by the ways in which organizations manage their human resources, and offer propositions suggesting how helping might be facilitated within particular relational climates. Such information can inform managers of subtle features associated with helping stimulated by differing HR systems, and assist them in managing ensuing complexities.
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