Title: The Effect of High-Performance Human Resources Practices on

Employees’ Attitudes and Behaviors

Managing People for Performance

HRM70104109635

Kow Ming Xuan

0329446

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1.0 Abstract
The primary goal of this study was to explore the linkage between staffs' preconceptions of
the use of elevated HR implementation at the work group level and significant staff attitude and
behavior outcomes. The data for this study came from staff surveys at a huge multi-unit food service
company. CWC(M) mediation (focused inside of the context with reinstatement of the deducted
means at level 2) was used to test the model, which taken into account for the data's multilevel
framework. The outcome shows that staff preconceptions of elevated HR implementation utilized at
the job group level were found to be strongly associated to all dependent variables of the study.

2.0 Summary
Strategic-level human resource (HR) management studies have developed an important
connection among elevated HR implementation and company’s market and financial results.
However, a few researches have examined the significant role of staffs’ preconceptions of elevated
HR implementation that may exhibit mediating roles in the HR implementation-performance
connection. In this journal, Rebecca R and Patrick M explored the association among staffs’
preconceptions of elevated HR implementation in their work groups as well as staff absence, intention
to persist with the company, and company citizenship behavior, that leads to a strong emphasis on the
potential mediating part of affectionate company commitment in these connections. The current
journal is in three sections, firstly, to suggest a framework that explains the effects of staffs' collective
preconceptions of elevated HR system use in their job groups on crucial staff attitudes and behaviors.
Secondly, to offer theoretical and empirical justifications for aggregating staffs’ perceptions of HR
implementation at the work group level. Thirdly, to reveal findings from a multi-layered mediation
analysis in which connections at the work group and individual levels are computed independently but
concurrently in a singular empirical analysis.

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3.0 Introduction
This journal provided an insight of the significant role of elevated HR management on the
greater proximate staff outcomes that they are probable to affect most immediately. The significance
of managing human resource effectively for company performance have been incredibly accepted by
researchers in recent times (Hitt, Biermant, Shimizu & Kochhar, 2001; Grant, 1996). In exact,
researchers in the strategical human resource management have proposed that companies can utilize
dedication-aligned and performance HR implementation to steer company efficacy (Dyer & Reeves,
1995; Becker & Gerhart, 1996; Dunford, Snell, & Wright, 2001). However, the authors of this journal
pointed out that there is a confined insight into the impacts of elevated HR schemes on staff
outcomes. Despite some current evidence-based studies have supplied support that elevated HR
implementation works most directly through staffs’ attitudinal and behavioral aspects – like
perceptual engagement and work satisfaction (Takeuchi, 2009; Law, Gong, Xin, and Chang, 2009) –
current conceptual work on HR result propose that these investigations might have oversimplified the
connection among HR implementation and staff outcomes (Nishii & Wright, 2008; Bowen & Ostroff,
2004). Thereby, this journal discussed whether staffs’ collective self-perceived experiences with HR
implementation is an essential mechanism through which a HR scheme influences the result of
interest. The study begins by concisely reviewing the SHRM approach, then it emphasizes the
importance of research into the connection among staffs’ preconceptions of elevated HR
implementation use and attitude and behavior outcomes. Finally, the journal discusses the importance
of taking into account staffs' preconceptions of HR implementation used at the work group level.

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4.0 Discussion
4.1 Theoretical Implication
Based on my review, this journal has two essential areas that distinguish the Strategic Human
Resource Management (SHRM) theory and prevail the concentration of work in HR implementation.
Firstly, coherent structures of strengthening HR implementation are more likely than individual
practices to support long-term performance outcomes (Dyer & Reeves, 1995; Delery & Shaw, 2001).
Secondly, not all HR systems are similarly effective (MacDuffie, 1995; Arthur, 1994). SHRM has
three conceptual approaches which are contingency, configurational, and universalistic (Delery &
Doty, 1996). Delery and Doty (1996) discovered connections between HRM, strategies, and company
performance based on these three perspectives. As a result, significant research in the SHRM domain
has sought to identify characteristics of an ideal HR system for achieving competitiveness, with
assistance for an elevated approach to HR management arising from this flow. This journal suggests
that staffs' preconceptions of and responses to HR implementation may be impacted by their
colleagues’ preconceptions and apparent experiences too. As a consequence, SHRM researchers
should focus on staffs' aggregate preconceptions of HR practice use across a job group. Therefore,
while a reader of conventional SHRM study might conclude that effective HR strategies is critical in
evoking desired accumulated outcomes, the present result suggests that a group of staffs' individual
outcomes are likely influenced by how the group as a whole is managed. Particularly, significant
evidence from prior empirical work in the SHRM domain supports the linkage among elevated HR
practices and company performance.

4.2 Methodological Implication

The data of this study were gathered from staffs who work in every one of 56 self-published
business dependencies in a sizable food service company, which included up to ten job segments
(administration, chauffeurs, day factory, marketing, marketing affiliates, retailing, night factory,
administration managers, organizational managers, and sales managers. The HR executives were
inquired to distribute questionnaires to a group of 20 percent or more of their unit's staffs that were
selected at random. The company from which the sample was taken allows for significant variation in
actual HR implementation along through work groups and business entities due to its “deserved
empowerment” concept, which enables managers in each business entity to oversee their various
staffs as they see fit. Then, the framework was assessed using CWC(M) mediation analysis (focused
inside of the context with reinstatement of the deducted means at level 2), which attributed for the
data's multi-level framework. As a result, staff preconceptions of elevated HR implementation at the
work group level were found to be significantly associated to all dependent factors, and affective
company engagement partially moderated the connection among both HR implementation
preconceptions and company citizenship behavior and fully moderated the connection among both
HR implementation preconceptions and motive to stay with the company.

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4.3 Managerial Implication
A major contribute of this study is to interpret the evaluation of the position of staffs'
collective preconceptions of HR implementation use in defining positive results that was identified as
a critical gap in the SHRM literature. Hence, based on the social exchange concept, this study
designed and tested a framework whereby affective engagement facilitates the connection among
staffs' collective preconceptions of elevated HR implementation use and company citizenship
behavior, motive to stay with the company, and absences. According to my review, the findings of
this study support the authors’ forecasts. Firstly, the staffs’ collaborative preconceptions of the use of
elevated HR practices are positively linked to affective engagement, organization citizenship attitude
and motive to remain with the company, however negatively linked to absenteeism. Besides that,
affective engagement facilitates the connection among elevated HR implementation preconceptions
and company citizenship behavior, and it entirely modulates the connection among elevated HR
implementation preconceptions and motive to remain with the company. However, directly opposed
to this study’s expectations, affective engagement does not facilitate the absenteeism connection, nor
would it foresee absences when HR implementation preconceptions are included in the framework.
Next, the findings of this study also point that aggregate affective engagement moderates the effect of
aggregate HR implementation perceptions on personal company citizenship behavior and motive to
remain with the company.
The findings of this study indicate that companies must go beyond an emphasis on efficient
planning or choice of selection of an HR framework to include a spotlight on effective
implementation and interaction regarding HR activities. On top of that, the outcome of the study also
propose that staffs' preconceptions of their work group's management are likely to influence personal
behavior and attitude outputs, implying that, in order to enhance the positive impacts of an HR
framework, managers could perhaps adopt HR implementation routinely throughout a work group and
make sure that all staffs are informed of the HR procedures in use.

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5.0 Conclusion
In conclusion, this journal addresses the link between staffs' preconceptions of elevated HR
approach use in their work groups and staff absences, motive to stay with the company, and company
citizenship behavior, with a particular emphasis on the potential moderator of affective company
engagement in these connections. The study also identified important connections among both staffs'
preconceptions of HR implementation and affective engagement, along with three significant
behavior outputs which are the motive to remain with the company, company citizenship behavior and
absences. These are critical in assessing performance consequences in a number of organizational
settings. Next, by exploring the connections between behavior and attitude outputs, this study
contributes to the field's knowledge of the feedback loop through which elevated HR implementation
are likely to have an effect. According to the sequence coherent with social exchange concept, the
result of this study proposes that staffs' preconceptions of elevated HR implementation assuredly
influence staffs' behavior patterns to some point through their influence on an attitude output that is,
affective engagement. Overall, this study has contributed area of strengths to the SHRM concept and
implementation.

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References
1. Rebecca R. Kehoe. and Patrick M. Wright. (2013). The Impact of High-Performance Human
Resource Practices on Employees’ Attitudes and Behaviors [online]. Sage Publications.
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2. Gurhan Uysal. (2020). Strategic HR Director Position: Implementation of SHRM in Firms

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[Accessed 10 May 2021].

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[online]. Sage Publications. Available at:
https://www.davidpublisher.com/Public/uploads/Contribute/5fe00a98699e1.pdf
[Accessed 11 May 2021].

5. Caroline Gilberta* , Sophie De Winnea,b and Luc Selsa (2020).

The influence of line managers and HR department on employees’ affective commitment
[online]. Available at:
https://www.davidpublisher.com/Public/uploads/Contribute/5fe00a98699e1.pdf
[Accessed 11 May 2021].

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