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Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors

Author

Listed:
  • Zelalem Gebretsadik Estifo

    (School of Management, Wuhan University of Technology, Wuhan, P.R.China)

  • Luo Fan

    (School of Management, Wuhan University of Technology, Wuhan, P.R.China)

  • Naveed Ahmad Faraz

    (School of Management, Wuhan University of Technology, Wuhan, P.R.China)

Abstract

This research investigated the link between employee-orientated human resource management (EOHRM) counterproductive work behaviors targeted at individual members and organization in Ethiopia. Relaying on social exchange theory, organizational support theory, signaling theory, and relevant literature we examined how employee-oriented HRM practice affects counterproductive work behaviors by using perceived organizational support as a mediator. Data had been obtained from 555 workers and 150 supervisors from eight companies in Ethiopia. Partial least squares structural equation modeling (PLS-SEM) methods via SmartPLS has been used to determine the hypothesized links pertaining to employee-oriented HRM and counterproductive work behavior directed towards individual members and the organization. Final results confirmed that perceived organizational support fully mediated the relationship between employee-oriented HRM and counterproductive work behaviors. The impact of employee-oriented HRM on counterproductive work behavior-organizational via perceived organizational support were stronger than the impact of employee-oriented HRM on counterproductive work behavior – individual (interpersonal). The findings suggest that organizations may minimize (reduce) employees’ counterproductive work behavior by putting into action employee-oriented HRM practices that would uplift perceived organizational support that finally prevents the tendency to act against the organization and its members.

Suggested Citation

  • Zelalem Gebretsadik Estifo & Luo Fan & Naveed Ahmad Faraz, 2019. "Effect of Employee Oriented Human Resource Management Practices on Counterproductive Work Behaviors," International Journal of Innovation and Economic Development, Inovatus Services Ltd., vol. 5(1), pages 23-41, June.
  • Handle: RePEc:mgs:ijoied:v:5:y:2019:i:2:p:23-41
    DOI: 10.18775/ijied.1849-7551-7020.2015.52.2002
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    References listed on IDEAS

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    1. Vatankhah, Sanaz & Javid, Elyeh & Raoofi, Ali, 2017. "Perceived organizational support as the mediator of the relationships between high-performance work practices and counter-productive work behavior: Evidence from airline industry," Journal of Air Transport Management, Elsevier, vol. 59(C), pages 107-115.
    2. Duygu Turker, 2018. "Social Responsibility and Human Resource Management," CSR, Sustainability, Ethics & Governance, in: Managing Social Responsibility, chapter 0, pages 131-144, Springer.
    3. Ed Snape & Tom Redman, 2010. "HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi‐Level Analysis," Journal of Management Studies, Wiley Blackwell, vol. 47(7), pages 1219-1247, November.
    4. Duygu Turker, 2018. "Managing Social Responsibility," CSR, Sustainability, Ethics & Governance, Springer, number 978-3-319-91710-8, September.
    5. Ferris, D. Lance & Brown, Douglas J. & Heller, Daniel, 2009. "Organizational supports and organizational deviance: The mediating role of organization-based self-esteem," Organizational Behavior and Human Decision Processes, Elsevier, vol. 108(2), pages 279-286, March.
    6. Michael Spence, 1973. "Job Market Signaling," The Quarterly Journal of Economics, President and Fellows of Harvard College, vol. 87(3), pages 355-374.
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    Cited by:

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    More about this item

    Keywords

    Employee-oriented human resource management; perceived organizational support; counterproductive work behavior;
    All these keywords.

    JEL classification:

    • M00 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General - - - General

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