Linking high involvement human resource practices to employee proactivity the role of work engagement and learning goal orientation

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dc.contributor.authorMaden, Ceyda
dc.date.accessioned2021-05-15T12:40:40Z
dc.date.available2021-05-15T12:40:40Z
dc.date.issued2015
dc.departmentİşletme Fakültesi, Uluslararası Ticaret Bölümüen_US
dc.descriptionMADEN EYIUSTA, CEYDA/0000-0002-6505-8698
dc.description.abstractPurpose - The purpose of this paper is to examine the relationships between employees' perceptions of high-involvement human resource (HR) practices, their levels of work engagement and learning goal orientation, and their proactive behaviors. Design/methodology/approach - The sample of the study included 240 employees who work in Istanbul, Turkey, chosen from the major industries that represent the economic profile of this city. The hypotheses were tested with structural equation modeling procedure. Findings - The results revealed that apart from perceived recognition, all the perceived high-involvement HR practices were positively related to employees' work engagement, which in turn predicted their learning goal orientation. Besides, the results indicated that work engagement affected both individual innovation and feedback inquiry significantly, whereas learning goal orientation predicted only feedback inquiry. Finally, the findings revealed that only perceived empowerment and competency development practices were linked to feedback inquiry through work engagement and learning goal orientation. Research limitations/implications - The generalizability of the findings is limited. The data are based on self-report and the use of cross-sectional data does not allow any definite conclusions to be drawn about causality. Practical implications - Organizations that aim to increase employee proactivity need first to identify the means of increasing work engagement. One way of increasing engagement levels among employees is to invest in various kinds of supportive, high-involvement HR practices, such as competence development and information sharing. Originality/value - This study explores the notion of high-involvement HR practices with employee proactivity in an integrative way by viewing work engagement as a latent mechanism that links high-involvement HR practices to proactive behaviors both directly and indirectly via increased learning goal orientation.en_US
dc.identifier.doi10.1108/PR-01-2014-0030
dc.identifier.endpage738en_US
dc.identifier.issn0048-3486
dc.identifier.issn1758-6933
dc.identifier.issue5en_US
dc.identifier.scopus2-s2.0-84938297982
dc.identifier.scopusqualityQ1
dc.identifier.startpage720en_US
dc.identifier.urihttps://doi.org/10.1108/PR-01-2014-0030
dc.identifier.urihttps://hdl.handle.net/20.500.12939/648
dc.identifier.volume44en_US
dc.identifier.wosWOS:000360582200004
dc.identifier.wosqualityQ1
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.institutionauthorMaden, Ceyda
dc.language.isoen
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofPersonnel Review
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectQuantitativeen_US
dc.subjectLearning Goal Orientationen_US
dc.subjectWork Engagementen_US
dc.subjectHigh-Involvement Human Resource Practicesen_US
dc.subjectProactive Behavioursen_US
dc.titleLinking high involvement human resource practices to employee proactivity the role of work engagement and learning goal orientation
dc.typeArticle

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