Human Resources Management Practices Perception and Extra-Role Behaviors: The Role of Employability and Learning at Work

Francesco Pace, Giulia Sciotto, Emanuela Ingusci, Fulvio Signore

Risultato della ricerca: Articlepeer review

Abstract

Human Resource Management (HRM) processes are considered the beating heart of any successful organization. Recently, several studies have highlighted how organizations can use commitment-oriented HR practices to generate organizational and individual effectiveness. The aim of this study was to verify whether the perception of HRM practices could be able to elicit extra-role behaviors and, at the same time, whether this relationship could be mediated by employability and learning conditions. The analyses were carried out on a sample of 1219 Italian workers using Structural Equation Models. The structural model yielded good fit indices and the results showed a significant and positive effect of the perception of HRM practices on both employability and learning. However, the perception of HRM practices is not directly associated with extra-role behaviors, but only through the effect of both mediators (full mediation). Practical implications about the importance of creating working conditions that are adequately oriented to the development of individual skills in order to produce indirect beneficial effects on the organization are discussed.
Lingua originaleEnglish
Numero di pagine11
RivistaSustainability
Volume13
Stato di pubblicazionePublished - 2021

All Science Journal Classification (ASJC) codes

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  • ???subjectarea.asjc.2100.2105???
  • ???subjectarea.asjc.2300.2301???
  • ???subjectarea.asjc.2100.2102???
  • ???subjectarea.asjc.2300.2308???

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