SISTEM HUMAN RESOURCES MANAGEMENT DAN PERILAKU PROAKTIF INDIVIDU
Abstract
This paper aims to explain the relationship between human resource management (HRM) systems and proactive behavior. By using a literature review approach, this study proposes several propositions. First, a change-oriented HRM system has a positive effect on role breadth self-efficacy, felt responsibility for change, trust in management, and proactive behavior. Second, role breadth self-efficacy (RBSE), felt responsibility for change (FRC), and trust in management mediate the relationship between HRM systems and individual proactive behavior
References
[1] Belschak, F. D., & Den Hartog, D. N. 2010. Pro-self, prosocial, and pro-organizational foci of proactive behaviour: Differential antecedents and consequences. Journal of Occupational and Organizational Psychology, 83: 475-498.
[2] Bindl, U. K., & Parker, S. K. 2010. Proactive work behaviour: Forward-thinking and change-oriented action in organizations. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, vol. 2: 567-598. Washington, DC: American Psychological Association.
[3] Chuang, C.-H., Jackson, S. E., & Jiang, Y. 2016. Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of Management, 42: 524-554.
[4] Gardner, T. M., Wright, P. M., & Moynihan, L. M. 2011. The impact of motivation, empowerment, and skillenhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Personnel Psychology, 64: 315-350.
[5] Jiang, K., Takeuchi, R., & Lepak, D. P. 2013. Where do we go from here? New perspectives on the black box in strategic human resource management research. Journal of Management Studies, 50: 1448-1480.
[6] Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. 2006. A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resources Management, 25: 217-271.
[7] Liao, H., Toya, K., Lepak, D. P., & Hong, Y. 2009. Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94: 371-391.
[8] Macky, K., & Boxall, P. 2007. The relationship between “high-performance work practices” and employee attitudes: An investigation of additive and interaction effects. International Journal of Human Resource Management, 18: 537-567.
[9] Nishii, L. H., Lepak, D. P., & Schneider, B. 2008. Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61: 503-545.
[10] Parker, S. K., Bindl, U. K., & Strauss, K. 2010. Making things happen: A model of proactive motivation. Journal of Management, 36: 827-856.
[11] Parker, S. K., & Collins, C. G. 2010. Taking stock: Integrating and differentiating multiple proactive behaviors. Journal of Management, 36: 633-662.
[12] Rank, J., Nelson, N. E., Allen, T. D., & Xu, X. 2009. Leadership predictors of innovation and task performance: Subordinates’ self-esteem and self-presentation as moderators. Journal of Occupational and Organizational Psychology, 82: 465-489.
[13] Raub, S., & Liao, H. 2012. Doing the right thing without being told: Joint effects of initiative climate and general self-efficacy on employee proactive customer service performance. Journal of Applied Psychology, 97: 651-667.
[14] Schuler, R. S., & Jackson, S. E. 1987. Linking competitive strategies with human resource management practices. Academy of Management Executive, 1: 207-219.
[15] Takeuchi, R., Chen, G., & Lepak, D. P. 2009. Through the looking glass of a social system: Cross-level effects of high-performance work systems on employees’ attitudes. Personnel Psychology, 62: 1-29.
[2] Bindl, U. K., & Parker, S. K. 2010. Proactive work behaviour: Forward-thinking and change-oriented action in organizations. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, vol. 2: 567-598. Washington, DC: American Psychological Association.
[3] Chuang, C.-H., Jackson, S. E., & Jiang, Y. 2016. Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of Management, 42: 524-554.
[4] Gardner, T. M., Wright, P. M., & Moynihan, L. M. 2011. The impact of motivation, empowerment, and skillenhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Personnel Psychology, 64: 315-350.
[5] Jiang, K., Takeuchi, R., & Lepak, D. P. 2013. Where do we go from here? New perspectives on the black box in strategic human resource management research. Journal of Management Studies, 50: 1448-1480.
[6] Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. 2006. A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resources Management, 25: 217-271.
[7] Liao, H., Toya, K., Lepak, D. P., & Hong, Y. 2009. Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94: 371-391.
[8] Macky, K., & Boxall, P. 2007. The relationship between “high-performance work practices” and employee attitudes: An investigation of additive and interaction effects. International Journal of Human Resource Management, 18: 537-567.
[9] Nishii, L. H., Lepak, D. P., & Schneider, B. 2008. Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61: 503-545.
[10] Parker, S. K., Bindl, U. K., & Strauss, K. 2010. Making things happen: A model of proactive motivation. Journal of Management, 36: 827-856.
[11] Parker, S. K., & Collins, C. G. 2010. Taking stock: Integrating and differentiating multiple proactive behaviors. Journal of Management, 36: 633-662.
[12] Rank, J., Nelson, N. E., Allen, T. D., & Xu, X. 2009. Leadership predictors of innovation and task performance: Subordinates’ self-esteem and self-presentation as moderators. Journal of Occupational and Organizational Psychology, 82: 465-489.
[13] Raub, S., & Liao, H. 2012. Doing the right thing without being told: Joint effects of initiative climate and general self-efficacy on employee proactive customer service performance. Journal of Applied Psychology, 97: 651-667.
[14] Schuler, R. S., & Jackson, S. E. 1987. Linking competitive strategies with human resource management practices. Academy of Management Executive, 1: 207-219.
[15] Takeuchi, R., Chen, G., & Lepak, D. P. 2009. Through the looking glass of a social system: Cross-level effects of high-performance work systems on employees’ attitudes. Personnel Psychology, 62: 1-29.
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2022-12-04
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