PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Znaczenie zaangażowania i intencji odejścia dla retencji pracowników w kontekście postrzeganego wsparcia organizacji (POS)

Autorzy
Wybrane pełne teksty z tego czasopisma
Identyfikatory
Warianty tytułu
EN
Role of commitment and turnover intencion of employee in human resources management. The contribution of Perceive Organizational Support
Języki publikacji
PL
Abstrakty
PL
Jednym z wyzwań stojących przed menedżerami HR jest zatrzymanie najlepszych pracowników w organizacji. Artykuł stanowi próbę identyfikacji wymienianych w literaturze z zakresu POS warunków, które mogą wpływać na zdolność organizacji do retencji zasobów ludzkich. Wybór perspektywy analizy wynikał z dwóch powodów. Pierwszy, to bezpośredni związek idei POS z zagadnieniem retencji pracowników. Po drugie, katalog czynników, które potencjalnie mogą wpływać na decyzję pracownika o pozostaniu w firmie jest nieskończony. Perspektywa POS zawęża znacznie tę listę. Dobór zaangażowania i intencji odejścia został dokonany na podstawie wyników badań nad POS opublikowanych od 1986 do 2012 roku. W artykule została dokonana analiza literatury w obszarze badań nad zaangażowaniem i intencją odejścia pracy, a także zmiennymi które są z nimi powiązane. Wskazano także na ich znaczenie dla utrzymania pracowników w organizacji.
EN
One of the biggest challenge for HR managers is to make key employees stay with the company. This paper tries to find an applicable solutions and answer for question of conditions of retention referring to employer- employee relationship approach from Perceived Organizational Support point of view. Perceived Organizational Support (POS) reflects perceptions of an organization’s commitment to its employees, beliefs that employees develop concerning the extent to which the organization values their contribution and cares about their well-being. In an article POS is investigated in a context of factors influencing employee’s behaviour, attitude and relationship with the company. In management studies POS is considering mainly in Social Exchange Theory. In this paper is presented an analysis of variables interdependent with POS, and its impact for HRM and relationship employee-company. There is also presented results of researches conducted on commitment and turnover intention.
Rocznik
Tom
Strony
127--138
Opis fizyczny
Bibliogr. 26 poz.
Twórcy
autor
  • Katedra Zarządzania Zasobami Ludzkimi Uniwersytet Ekonomiczny w Katowicach
Bibliografia
  • [1] Blancero D.M., DelCampo R.G., Gao T., Lewis P.D.: Insights on hispanic business professionals, perceived organzational support and psychological contracts: report from a large scale national study. International Journal of Business Research. 2009, Vol. 9 Issue 4.
  • [2] Blau P.M.: Exchange and power in sociallife. Wiley, New York 1964.
  • [3] Cialdini R.: Wywieranie wpływu na innych. GWP, Gdańsk 2000.
  • [4] DeConinck James B., Julie T. Johnson.: The Effects of Perceived Supervisor Support, Perceived Organizational Support, and Organizational Justice on Turnover Among Salespeople, Journal of Personal Selling & Sales Management 29 (4), 2009.
  • [5] Dulac T., Coyle-Shapiro J. A-M., Henderson D. J., Wayne S. J.: Not All Responses To Breach Are The Same: The Interconnection Of Social Exchange And Psychological Contract Processes In Organizations, Academy of Management Journal, December 2008, Vol. 51 Issue 6.
  • [6] Eisenberger R., Armeli S., Rexwinkel B., Lynch P.D., Rhoades L.: Reciprocation of perceived organizational support, Journal of Applied Psychology 86, 2001.
  • [7] Eisenberger R., Fasolo P., Davis-LaMastro V.: Perceived organizational support and employee diligence, commitment, and innovation, Journal of Applied Psychology, 75, 1990.
  • [8] Eisenberger R., Huntington R., Hutchison S., Sowa D.: Perceived organizational support, Journal of Applied Psychology, 71, 1986.
  • [9] Farh, Jing-Lih, Hackett R.D., Liang J.: Individual- Level Cultural Values as Moderators of Perceived Organizational Support–Employee Outcome Relationship in China: Comparing the Effects of Power Distance and Traditionality, Academy of Management Journal, 50 (3), 2007.
  • [10] Gouldner A.W.: The norm of reciprocity: A preliminary statement, American Sociological Review, 25, 1960.
  • [11] Guerrero S. Herrbach O.: Manager organizational commitment: A question of support or image?, International Journal of Human Resource Management, 20(7), 2009.
  • [12] Lee J., Peccei R.: Perceived organizational support and affective commitment: the mediating role of organization-based self-esteem in the context of job insecurity, Journal of Organizational Behavior 28, 2011.
  • [13] Levinson H.: Reciprocation: The relationship between man and organization. Administrative Science Quarterly, 9, 1965.
  • [14] Loi R., Hang-Yue N., Foley S.: Linking Employees’ Justice Perceptions to Organizational Commitment and Intention to Leave: The Mediating Role of Perceived Organizational Support, Journal of Occupational and Organizational Psychology, 79 (1), 2006.
  • [15] Maertz C.P., Jr. Griffeth R.W., Campbell N.S., Allen D.G.: The Effects of Perceived Organizational Support and Perceived Supervisor Support on Employee Turnover, Journal of Organizational Behavior, 28 (8), 2007.
  • [16] Ovadje F.: International Journal of Business Research. 2010, Vol. 10 Issue 2.
  • [17] Panaccio A., Vandenberghe C.: Perceived Organizational Support, Organizational Commitment and psychological Well-being: A Longitudinal Study, Journal of Vocational Behavior, Vol. 75, 2009.
  • [18] Rhoades L., Eisenberger R., Armeli S.: Affective commitment to the organization: The contribution of perceived organizational support, Journal of Applied Psychology, 86, 2001.
  • [19] Rutherford B. N., Park W. Y., Kun J., Won-Moo H.: Increasing Job Performance and Reducing Turnover: An Examination of Female Chinese Salespeople, Journal of Marketing Theory & Practice. Fall 2012, Vol. 20 Issue 4.
  • [20] Shore L.M., Wayne S.J.: Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support, Journal of Applied Psychology, 78, 7, 1993.
  • [21] Shore L.M., Tetrick L.E.: A construct validity study of the Survey of Perceived Organizational Support, Journal of Applied Psychology, 76. 1991.
  • [22] Tekleab A.G., Takeuchi R., Taylor M.S.: Extending the chain of relationships among organizational justice, social exchange, and employee reactions: The role of contract violations, Academy of Management Journal, 48, 2005.
  • [23] Thompson C.A., Prottas D.J.: Relationships Among Organizational Family Support, Job Autonomy, Perceived Control, and Employee Well-Being Journal of Occupational Health Psychology, January 2006, Vol. 11 Issue 1.
  • [24] Watson W.: Work USA 2000: employee commitment and the bottom line, Bethesda. MD: Watson.1999
  • [25] Whitener E.M.: Do “high commitment” human resource practices affect employee commitment? A cross level analysis using hierarchical linear modeling, Journal of Management, 27, 2001, ss. 515-535.
  • [26] http://www.shrm.org/Research/SurveyFindings/Articles/Documents/SHRMChallenge-HR-2022-Spotlight.pdf
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-6d3aff6f-6ee6-4836-b290-d63d8ef2d15e
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.