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The strength of human resource practices and transformational leadership: impact on organisational performance

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dc.contributor.authorPereira, Carmen M.M.
dc.contributor.authorGomes, Jorge F. S.
dc.date.accessioned2022-08-02T10:25:34Z
dc.date.available2022-08-02T10:25:34Z
dc.date.issued2012
dc.description.abstractThe 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.pt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationPereira, 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. 4301-4318pt_PT
dc.identifier.issn0958-5192
dc.identifier.urihttp://hdl.handle.net/10400.5/25084
dc.language.isoengpt_PT
dc.publisherTaylor & Francis Grouppt_PT
dc.subjectHR System Strengthpt_PT
dc.subjectLeadershippt_PT
dc.subjectOrganisational Climatept_PT
dc.subjectPerformancept_PT
dc.titleThe strength of human resource practices and transformational leadership: impact on organisational performancept_PT
dc.typejournal article
dspace.entity.typePublication
rcaap.rightsopenAccesspt_PT
rcaap.typearticlept_PT

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