From sustainable HRM to employee performance : a complex and interwined road
Autor(a) principal: | |
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Data de Publicação: | 2020 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10400.5/24883 |
Resumo: | Sustainable HRM is an emerging field that underpins the successful implementation of corporate sustainability initiatives. Grounded on the ability-motivation-opportunity theory, this study examines the effect of sustainable HRM on employee performance. To do so, we use a mediating model to explain the underlying mechanisms in sustainable HRM and its effect on employee performance. The results show that the road to achieving sustainable HRM from employees’ performance is not straightforward but intertwined with a double-mediation effect of the perceived organizational rationale for sustainability and organizational identification. These findings indicate that an organization needs to find a match or congruency between sustainable HRM practices and employees’ inner dispositions, in order to achieve a positive effect on employees’ performance. Sustainable HRM practices should be congruent with the sustainability orientation of the organization, and its employees need to perceive this rationale in order to create stronger identification and thus to become more engaged and to better perform |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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From sustainable HRM to employee performance : a complex and interwined roadSustainable HRMOrganizational Rationale for SustainabilityOrganizational IdentificationWork EngagementEmployee PerformanceSustainable HRM is an emerging field that underpins the successful implementation of corporate sustainability initiatives. Grounded on the ability-motivation-opportunity theory, this study examines the effect of sustainable HRM on employee performance. To do so, we use a mediating model to explain the underlying mechanisms in sustainable HRM and its effect on employee performance. The results show that the road to achieving sustainable HRM from employees’ performance is not straightforward but intertwined with a double-mediation effect of the perceived organizational rationale for sustainability and organizational identification. These findings indicate that an organization needs to find a match or congruency between sustainable HRM practices and employees’ inner dispositions, in order to achieve a positive effect on employees’ performance. Sustainable HRM practices should be congruent with the sustainability orientation of the organization, and its employees need to perceive this rationale in order to create stronger identification and thus to become more engaged and to better performEuropean Academy of Management (EURAM)Repositório da Universidade de LisboaJerónimo, HelenaCorreia, Teresa C.Henriques, Paulo Lopes2022-07-15T15:48:24Z20202020-01-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10400.5/24883engJerónimo, Helena; Teresa C. Lacerda and Paulo Lopes Henriques. (2020). "From sustainable HRM to employee performance: a complex and intertwined road." European Management Review , Vol. 17.No. 4 : pp. 871-884.info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2023-03-06T14:54:32ZPortal AgregadorONG |
dc.title.none.fl_str_mv |
From sustainable HRM to employee performance : a complex and interwined road |
title |
From sustainable HRM to employee performance : a complex and interwined road |
spellingShingle |
From sustainable HRM to employee performance : a complex and interwined road Jerónimo, Helena Sustainable HRM Organizational Rationale for Sustainability Organizational Identification Work Engagement Employee Performance |
title_short |
From sustainable HRM to employee performance : a complex and interwined road |
title_full |
From sustainable HRM to employee performance : a complex and interwined road |
title_fullStr |
From sustainable HRM to employee performance : a complex and interwined road |
title_full_unstemmed |
From sustainable HRM to employee performance : a complex and interwined road |
title_sort |
From sustainable HRM to employee performance : a complex and interwined road |
author |
Jerónimo, Helena |
author_facet |
Jerónimo, Helena Correia, Teresa C. Henriques, Paulo Lopes |
author_role |
author |
author2 |
Correia, Teresa C. Henriques, Paulo Lopes |
author2_role |
author author |
dc.contributor.none.fl_str_mv |
Repositório da Universidade de Lisboa |
dc.contributor.author.fl_str_mv |
Jerónimo, Helena Correia, Teresa C. Henriques, Paulo Lopes |
dc.subject.por.fl_str_mv |
Sustainable HRM Organizational Rationale for Sustainability Organizational Identification Work Engagement Employee Performance |
topic |
Sustainable HRM Organizational Rationale for Sustainability Organizational Identification Work Engagement Employee Performance |
description |
Sustainable HRM is an emerging field that underpins the successful implementation of corporate sustainability initiatives. Grounded on the ability-motivation-opportunity theory, this study examines the effect of sustainable HRM on employee performance. To do so, we use a mediating model to explain the underlying mechanisms in sustainable HRM and its effect on employee performance. The results show that the road to achieving sustainable HRM from employees’ performance is not straightforward but intertwined with a double-mediation effect of the perceived organizational rationale for sustainability and organizational identification. These findings indicate that an organization needs to find a match or congruency between sustainable HRM practices and employees’ inner dispositions, in order to achieve a positive effect on employees’ performance. Sustainable HRM practices should be congruent with the sustainability orientation of the organization, and its employees need to perceive this rationale in order to create stronger identification and thus to become more engaged and to better perform |
publishDate |
2020 |
dc.date.none.fl_str_mv |
2020 2020-01-01T00:00:00Z 2022-07-15T15:48:24Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10400.5/24883 |
url |
http://hdl.handle.net/10400.5/24883 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
Jerónimo, Helena; Teresa C. Lacerda and Paulo Lopes Henriques. (2020). "From sustainable HRM to employee performance: a complex and intertwined road." European Management Review , Vol. 17.No. 4 : pp. 871-884. |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
European Academy of Management (EURAM) |
publisher.none.fl_str_mv |
European Academy of Management (EURAM) |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
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Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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RCAAP |
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RCAAP |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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