The HRM-performance relationship revisited

Andrés Salas‐Vallina

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employee Performance and Leadership

Abstract

Purpose The purpose of this paper is to investigate the relationship between inspirational leadership, participative decision making (PDM) and happiness at work (HAW). Design/methodology/approach The sampling frame consists of medical specialists in allergy of Spanish public hospitals ( n =167). The authors used structural equation modelling to verify if the relationship between inspirational leadership and HAW is mediated by PDM. Findings Results suggest that PDM fully mediates the relationship between inspirational leadership and HAW. Thus, PDM plays an essential role in explaining how inspirational leader behaviours. Research limitations/implications The authors put forward a cross-sectional research, which does not guarantee similar results in the future. Future longitudinal studies may reveal further effects of inspirational motivation and PDM beyond HAW. Also the authors focussed on a specific population of medical specialists working in public allergy units. Future research might consider longitudinal analysis and other populations. Practical implications This research provides evidence of the direct and positive effect of inspirational leadership on HAW. However, fostering inspirational leadership is not sufficient on its own to foment HAW, and should be complemented by applying other organisational factors such as PDM. Originality/value In recent years, some studies have put forward different conceptual models to explain the gap in the relationship between human resource management and performance, considering the effect of mediating variables. This study proposes a theoretical model that attempts to develop this human resource “black box” by empirically validating a conceptual proposal that links inspirational leadership, PDM and HAW.

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References

1943A theory of human motivation.1980Significance tests and goodness of fit in the analysis of covariance structures.1991Structural Equations with Latent Variables.2001The job demands-resources model of burnout.1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 2007The Job Demands‐Resources model: state of the art 1987Leadership and Performance beyond Expectations 2017A THEORY OF HUMAN MOTIVATION

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2018Increasing organisational attractiveness 2019The individual side of ambidexterity 2020Explicating innovation-based human resource management's influence on employee satisfaction and performance 2020High involvement work systems, happiness at work (HAW) and absorptive capacity: a bathtub study 2023The effectiveness of human resource management practices, work engagement and self-efficacy in minimizing talent turnover intention 2022Fostering individual behavior through quality of life variables: the role of Islamic work ethics

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