Abstract
This paper attempts to document how employees' perceptions of organizations' human resource management (HRM) practices influence their work behavior and outcomes, including the level of turnover intentions and job quality improvement, in a Japanese organizational and management context. In particular, an examination was made to clarify the mediating role of person-environment (P-E) fit and multiple aspects of work commitment to reach possible explanations of the relationships between perceived HRM practices and employees' behavioral outcomes, following recent work that studied the above linkages. The results of structural equation modeling using a sample of 1052 healthcare service employees in Japan provided basic support for the idea that the effects of HRM practices and employees' behavioral outcomes are neither direct nor unconditional. Moreover, employees' evaluations of their fit and commitment to their organizations were found to be the important mediators of the relationships between perceived HRM practices, while their evaluations of their fit to and involvement in their jobs were not. The findings are used to discuss why the specific forms of P-E fit and work commitment appear salient in Japanese organizations. The generalizability of the findings and the limitations of the study are discussed.
| Original language | English |
|---|---|
| Pages (from-to) | 2089-2106 |
| Number of pages | 18 |
| Journal | International Journal of Human Resource Management |
| Volume | 24 |
| Issue number | 11 |
| DOIs | |
| Publication status | Published - 2013 Jun |
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Keywords
- Japan
- job involvement
- organizational commitment
- person-environment (P-E) fit
- turnover intentions
ASJC Scopus subject areas
- Management of Technology and Innovation
- Strategy and Management
- Organizational Behavior and Human Resource Management
Cite this
Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry. / Takeuchi, Norihiko; Takeuchi, Tomokazu.
In: International Journal of Human Resource Management, Vol. 24, No. 11, 06.2013, p. 2089-2106.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry
AU - Takeuchi, Norihiko
AU - Takeuchi, Tomokazu
PY - 2013/6
Y1 - 2013/6
N2 - This paper attempts to document how employees' perceptions of organizations' human resource management (HRM) practices influence their work behavior and outcomes, including the level of turnover intentions and job quality improvement, in a Japanese organizational and management context. In particular, an examination was made to clarify the mediating role of person-environment (P-E) fit and multiple aspects of work commitment to reach possible explanations of the relationships between perceived HRM practices and employees' behavioral outcomes, following recent work that studied the above linkages. The results of structural equation modeling using a sample of 1052 healthcare service employees in Japan provided basic support for the idea that the effects of HRM practices and employees' behavioral outcomes are neither direct nor unconditional. Moreover, employees' evaluations of their fit and commitment to their organizations were found to be the important mediators of the relationships between perceived HRM practices, while their evaluations of their fit to and involvement in their jobs were not. The findings are used to discuss why the specific forms of P-E fit and work commitment appear salient in Japanese organizations. The generalizability of the findings and the limitations of the study are discussed.
AB - This paper attempts to document how employees' perceptions of organizations' human resource management (HRM) practices influence their work behavior and outcomes, including the level of turnover intentions and job quality improvement, in a Japanese organizational and management context. In particular, an examination was made to clarify the mediating role of person-environment (P-E) fit and multiple aspects of work commitment to reach possible explanations of the relationships between perceived HRM practices and employees' behavioral outcomes, following recent work that studied the above linkages. The results of structural equation modeling using a sample of 1052 healthcare service employees in Japan provided basic support for the idea that the effects of HRM practices and employees' behavioral outcomes are neither direct nor unconditional. Moreover, employees' evaluations of their fit and commitment to their organizations were found to be the important mediators of the relationships between perceived HRM practices, while their evaluations of their fit to and involvement in their jobs were not. The findings are used to discuss why the specific forms of P-E fit and work commitment appear salient in Japanese organizations. The generalizability of the findings and the limitations of the study are discussed.
KW - Japan
KW - job involvement
KW - organizational commitment
KW - person-environment (P-E) fit
KW - turnover intentions
UR - http://www.scopus.com/inward/record.url?scp=84877582542&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84877582542&partnerID=8YFLogxK
U2 - 10.1080/09585192.2013.767059
DO - 10.1080/09585192.2013.767059
M3 - Article
AN - SCOPUS:84877582542
VL - 24
SP - 2089
EP - 2106
JO - International Journal of Human Resource Management
JF - International Journal of Human Resource Management
SN - 0958-5192
IS - 11
ER -