| Nome: | Descrição: | Tamanho: | Formato: | |
|---|---|---|---|---|
| 264.16 KB | Adobe PDF |
Orientador(es)
Resumo(s)
The Human resource (HR) strength concept (Bowen, D., and Ostroff, C. 2004,
‘Understanding HRM-Firm Performance Linkages: The Role of the “Strength” of the
HRM System,’ Academy of Management Review, 29, 2, 203–221) reflects the capacity
of an HR system to transmit messages characterised by high distinctiveness, consistency
and consensus. HR systems are therefore affecting perceptions and interpretations of
organisational realities, such as climate and culture. Furthermore, Bowen and Ostroff
(2004) suggest that organisational climate mediates the relationship between HR
strength and performance. The leadership literature advocates that leaders are people
who are able to create a social context in which employees are guided towards a shared
interpretation, understanding and perception of the organisational climate (Yukl, G.A.
1989, Leadership in Organizations, Englewood Cliffs, NJ: Prentice Hall). In summary,
bothHR strength and leadership are two environment dimensions shaping and moulding
employees’ perceptions and interpretations. The current study explores the relationships
between HR strength, leadership, organisational climate and performance. 323
questionnaires were used to gather information from a company in the industrial sector.
The results show a positive relationship between the variables; however, mediating
effects of climate were only observed between leadership and performance.
Descrição
Palavras-chave
HR System Strength Leadership Organisational Climate Performance
Contexto Educativo
Citação
Pereira, Carmen M.M.;and Jorge F.S. Gomes.(2012). “The strength of human resource practices and transformational leadership: impact on organisational performance”. The International Journal of Human Resource Management, Vol. 23, No. 20: pp. 4301-4318
Editora
Taylor & Francis Group
