Article Sidebar

Tải bài báo PDF (Tiếng Việt)
Published: 2022-02-25
Abstract Views: 855
Views Tải bài báo PDF (Tiếng Việt): 521
DOI: https://doi.org/10.52932/jfm.vi67.241
Issue
No. 67 (2022)
Section
Research Articles
How to Cite
Mai, P. T. N. . (2022). The effect of human resource management practices to work engagement and proactive behavior of health workers in Gia Lai province in Vietnam. Journal of Finance and Marketing, 13(1), 63-76. https://doi.org/10.52932/jfm.vi67.241

The effect of human resource management practices to work engagement and proactive behavior of health workers in Gia Lai province in Vietnam

Pham Thi Ngoc Mai1
1 University of Finance - Marketing

Main Article Content

Abstract

This study aims to identify the effect of human resource management practices to work engagement  and proactive behavior of health workers in Gia Lai province in Vietnam. Based on theoretical frameworks of human resource management, work engagement  and proactive behavior, this study developed a research model and tested its relationship between human resource management practices, work engagement  and proactive behavior of healthcare workers in Gia Lai Province. This research has used a mixed research method with qualitative and quantitative research. The quantitative research was conducted by survey with 232 health workers. The hypotheses were tested by using structural equation modeling (SEM). The findings  showed  that  the human resources management practices  have  a  positive  and  significant  influence  on proactive  behavior  which also has a  direct  influence  on  work  engagement of healthcare workers. Besides, work engagement plays a role in mediating the influence of human resources management practices on proactive behavior. The implications of this research are that health care oganizations should pay more attention to human resources management practices to improve work engagement that assist in increasing employee proactive behavior. Efficient human resources management  practices help boost work engagement and initiality which in turn improves the quality of health care services and minimise errors in treatments.

Article Details

Keywords

Human Resource Management Practices, Proactive Behavior, Work Engagement

References

Alfes, K., Truss, C., Soane, E., Rees, C., & Gatenby, M. (2010). Creating an engaged workforce: findings from the Kingston employee engagement consortium project. Chartered Institute of Personnel and Development. London. Retrieved from http://eprints.lse.ac.uk/id/eprint/28451.
Agarwal, U. A. (2014). Examining the impact of social exchange relationships on innovative work behaviour: Role of work engagement. Team performance management.
Agarwal, R., & Ferratt, T. W. (1999). Coping with labor scarcity in IT: Strategies and practices for effective recruitment and retention. Cincinnati, OH: Pinnaflex.
Ayre, C., & Scally, A. J. (2014). Critical values for Lawshe’s content validity ratio: revisiting the original methods of calculation. Measurement and evaluation in counseling and development, 47(1), 79-86. doi.org/10.1177/0748175613513808.
Bakker, A. B., Shimazu, A., Demerouti, E., Shimada, K., & Kawakami, N. (2014). Work engagement versus workaholism: a test of the spillover-crossover model. Journal of Managerial Psychology, 29(1), 63-80. doi: 10.1108/JMP-05-2013-0148.
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223. doi: 10.1108/13620430810870476.
Bateman, T. S., & Crant, J. M. (1993). The proactive component of organizational behavior: A measure and correlates. Journal of organizational behavior, 14(2), 103-118. doi: 10.1002/job.4030140202.
Beltran-Martin, I., & Roca-Puig, V. (2013). Promoting employee flexibility through HR practices. Human Resource Management, 52(5), 645–674.
Bergiel, E. B., Nguyen, V. Q., Clenney, B. F., & Taylor, G. S. (2009). Human resource practices, job embeddedness and intention to quit. Management Research Review, 32(3), 205–219. doi: 10.1108/01409170910943084.
Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R. J., & Van Beek, S. (2014). HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human resources for health, 12(1), 1-9. doi: 10.1186/1478-4491-12-35.
Campbell, D.J. (2000). The proactive employee: Managing workplace initiative. Academy of Management Executive, 14(3), 52-65.
Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26(3), 435–462.
Nica, E. (2013). The importance of human resources management to the health care system. Economics, Management, and Financial Markets, 8(4), 166-171.
Eby, L., Freeman, D., Rush, M., & Lance, C. (1999). Motivational bases of affective organizational commitment: A partial test of an integrative theoretical model. Journal of occupational and organizational psychology, 72(4), 463-483.
Chafra, H. E. J. (2012). The impact of team empowerment on proactivity: The moderating roles of leader's emotional intelligence and proactive personality. Management, 26(5), 560-577. doi: 10.1108/14777261211256918.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507.
Forrester, R. (2000). Empowerment: Rejuvenating a potent idea. Academy of Management Perspectives. 14(3), 67-80.
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34. doi: 10.1016/j.riob.2008.04.002.
Hartline. M. D., & Ferrell, O. C. (1996). The management of customer contact service employees: An empirical investigation. Journal of Marketing, 60(4), 52–70.
Hakanen, J. J., Perhoniemi, R. & Toppinen-Tanner, S. (2008). Positive gain spirals at work: From job resources to work engagement, personal initiative and work-unit innovativeness. Journal of Vocational Behavior, 73(1), 78-91. doi: 10.1016/j.jvb.2008.01.003.
Hair, J., Black, W., Babin, B., & Anderson, R. (2010). Multivariate data analysis, 7th ed. Upper Saddle River, NJ: Prentice-Hall, Inc.
Elarabi, H. M., & Johari, F. (2014). The impact of human resources management on healthcare quality. Asian journal of management sciences & education, 3(1), 13-22.
Hyde, P., Harris, C., & Boaden, R. (2013). Pro-social organizational behavior of health care workers. International Journal of Human Resource Management, 24(16), 3115–3130.
Korczynski, M. (2002). Human Resource Management in Service Sector. New York: Palgrave.
Lawler, E. E. (1986). High-Involvement Management. Participative Strategies for Improving Organizational Performance. Jossey-Bass Inc., Publishers.
Lawshe, C. H. (1975). A quantitative approach to content validity. Personnel psychology, 28(4), 563-575.
Lee, S. M., Lee, D., & Kang, C. Y. (2012). The impact of high-performance work systems in the health-care industry: employee reactions, service quality, customer satisfaction, and customer loyalty. The Service Industries Journal, 32(1), 17–36.
Luthans, F. (2012). Organizational Behavior: An Evidence-Based Approach, 12th edn. New York: Paul Ducham.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.
Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372–1395.
Maden, C. (2015). Linking High Involvement Human Resource Practices to Employee Proactivity. Personnel Review, 44(5), 720–738. doi: 10.1108/PR-01-2014-0030.
Marescaux, E., De Winne, S. & Sels, L. (2013). HR Practices and HRM Outcomes: The Role of Basic Need Satisfaction. Personnel Review, 42(1), 4–27. doi: 10.1108/00483481311285200.
McClean, E., & Collins, C. J. (2012). High-commitment HR practices, employee effort, and firm performance: investigating the effects of HR practices across employee groups within professional service firms. Human Resource Management, 50(3), 341–363.
Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage publications.
Mohammadi, B., Beshlideh, K., Shaikhshabani, E., & Naami, A. (2013). Relationship between Proactive Personality, Conscientiousness, Perceived Supervisor Support and Proactive Behavior of the Bid Boland Gas Refinery Workers. Journal of Educational and Management Studies, 3(4), 483-486.
Moideenkutty, U., Al-Lamki, A. & Murthy, Y. S. R. (2011). HRM Practices and Organizational Performance in Oman. Personnel Review, 40(2), 239–251. doi: 10.1108/00483481111106101.
Morrison, E.W. (1996). Organizational citizenship behavior as a critical link between HR practices and service quality. Human Resource Management, 35(4), 493-512.
Paré, G., & Tremblay, M. (2007). The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals Turnover Intentions. Group and Organization Management, 32(3), 326–357. doi: 10.1177/1059601106286875.
Parker, S. K. & Collins, C. G. (2010). Taking Stock: Integrating and Differentiating Multiple Proactive Behaviors. Journal of Management, 36(3), 633–662. doi: 10.1177/0149206308321554.
Parker, S. K., Bindl, U. K. & Strauss, K. (2010). Making Things Happen: A Model of Proactive Motivation. Journal of Management, 36(4), 827–856. doi: 10.1177/0149206310363732.
Phạm Thị Ngọc Mai (2016). Tác động của thực tiễn quản lý nguồn nhân lực đến sự hài lòng của cán bộ ngành y tế tỉnh Gia Lai. Tạp chí Kinh tế dự báo, số 32.
Radha, K., & Sudarsanan, P. P. (2008). A study on human resource management practices in private hospitals in Kerala. School of Management studies Cochin University of Science and Technology. https://dyuthi.cusat.ac.in/xmlui/handle/purl/3840.
Robbins, S. P. & Judge, T. A. (2012). Organizational Behavior, 15th Edition. Prentice Hall.
Rodwell J., Kienzle R., & Shadur, M. (1998). The relationship away work-related perceptions, employee attitudes, and employee performan ce: The integral role of communication. Human Resource Management, 37, 277-293.
Sanders, K., Moorkamp, M., Torka, N., Groeneveld, C. M., & Groeneveld, S. (2010). How to support innovative behaviour? The role of LMX and satisfaction with HR practices. Technology and investment, 1(1), 59-68. doi: 10.4236/ti.2010.11007.
Sattar, T., Ahmad, K. & Hassan, S. M. (2015). Role of Human Resource Practices in Employee Performance and Job Satisfaction With Mediating Effect of Employee Engagement. Pakistan Economic and Social Review, 53(1), 81–96.
Schneider, B., & White, S. S. (2004). Service Quality: Research Perspectives. Thousand Oaks: Sage.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92. doi: 10.1023/A:1015630930326.
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources and their relationship with burnoutand engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293-315.
Schaufeli, W. B., Bakker, A. B. & Salanova, M. (2006). The Measurement of Work Engagement With a Short Questionnaire: A Cross-National Study. Educational and Psychological Measurement, 66(4), 701–716. doi: 10.1177/0013164405282471.
Schwochau, S., Delaney, J., Jarley, P., & Fiorito, J. (1997). Employee participation and assessments of support for organizational policy changes. Journal of Labor Research, 18(3), 379-401.
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.
Tsui, A.S., Pearce, J.L., Porter, L.W., & Hite, J.P. (1995). Choice of employee-organization relationship: Influence of external and internal organizational factors. Research in Personnel and Human Resource Management, 13, 117-151. Report #: 13. Retrieved from https://escholarship.org/uc/item/2nc1b8v9.
Tummers, L., Kruyen, P. M., Vijverberg, D. M., & Voesenek, T. J. (2015). Connecting HRM and change management: the importance of proactivity and vitality. Management, 28(4), 627-640. doi: 10.1108/JOCM-11-2013-0220.
Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. The international journal of human resource management, 24(14), 2657-2669. doi: 10.1080/09585192.2013.798921.
Vanhala, M. & Ahteela, R. (2011). The Effect of HRM Practices on Impersonal Organizational Trust. Management Research Review, 34(8), 869–888.doi: 10.1108/01409171111152493.
Wijhe, C. V., Peeters, M., Schaufeli, W., & Hout, M. V. D. (2011). Understanding workaholism and work engagement: the role of mood and stop rules. Career Development International, 16(3), 254-270. doi: 10.1108/13620431111140156.
WHO (2006). The World Health Report 2006: working together for health. World Health Organization
Wu, C. & Parker, S. K. (2011). Proactivity in the Workplace. The Oxford Handbook of Positive Organizational Scholarship (pp 1–33). Oxford University Press. doi: 10.1093/oxfordhb/9780199734610.013.0007.
Yang, Y. C. (2012). High-Involvement Human Resource Practices, Affective Commitment, and Organizational Citizenship Behaviors. The Service Industries Journal, 32(8), 1209–1227. doi: 10.1080/02642069.2010.545875.