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Employee attitudes, HR practices and organizational performance: What's the evidence?

Lai, Y. and Saridakis, G. (2013) Employee attitudes, HR practices and organizational performance: What's the evidence? In: Saridakis, G. and Cooper, C.L., eds. How Can HR Drive growth? New Horizons in Management Series . Edward Elgar Publishing Ltd., pp. 170-214. ISBN 978-1-78100-225-4. (doi:10.4337/9781781002261.00015) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:65954)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.
Official URL:
http://dx.doi.org/10.4337/9781781002261.00015

Abstract

Employee attitude constitutes an important factor of the organizational performance process. In particular, organizational commitment and job satisfaction are the two important employee attitudes that have been commonly studied and empirically assessed in the organizational behaviour and labour economics literature. This literature suggests that positive employee attitudes, such as higher levels of organizational commitment and job satisfaction, are associated with higher levels of financial performance, labour productivity and other related organizational outcomes (e.g. Porter et al., 1974; Mathieu and Zajac, 1990; Ostroff, 1992; Hackett et al., 1994; Swailes, 2002; Schneider et al., 2003; Luchak and Gellatly, 2007; Brown et al., 2010; Suliman and Al-Junaibi, 2010). Hence, it is important to researchers, policy makers and business owners and managers to analyse and implement appropriate human resource (HR) strategies that enhance employee attitudes and workplace perceptions which in turn improve organizational performance. In this chapter we provide an analysis of this literature and highlight the key contributions and debates that emerge from studying the relationship between employee attitudes, HR practices and organizational performance (e.g. Becker et al., 1997; Purcell et al., 2003; Wright and Nishii, 2006). Looking at employee attitudes, organizational commitment is critical to organizational performance since it reflects employees’ supportive attitudes towards the organization (e.g. Baotham et al., 2010; Zeinabadi, 2010).

Item Type: Book section
DOI/Identification number: 10.4337/9781781002261.00015
Subjects: H Social Sciences
H Social Sciences > H Social Sciences (General)
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: George Saridakis
Date Deposited: 12 Feb 2018 11:16 UTC
Last Modified: 24 Oct 2022 22:08 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/65954 (The current URI for this page, for reference purposes)

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