The Research Of Employee-oriented Human Resource Practices And Their Mechanisms

With the development of economics, society and technology, human resource has gradually become to an important competitive capital of the organizations, which makes employee-oriented human resource practices more popular. As the status of core employees is growing, the organizations pay more and more attention to the employee-organization relationship and also care for employees’ sense of belonging. Although previous researches have already studied some employee-oriented human resource practices targeted at other aims, their effects are limited in improving employees’ sense of belonging. Therefore, it is necessary to study on employee-oriented human resource practices which aim to strengthen employees’ perceived organizational membership and improve their sense of belonging. Besides, exploring the mechanism of this kind of employee-oriented human resource practices is also needed.This paper tries to discuss the following questions:(1) What is the specific content of employee-oriented human resource practices which aim to strengthen employees’ perceived organizational membership and improve their sense of belonging? How to measure them in the investigation?(2) Do employee-oriented human resource practices promote perceived organizational membership(need fulfillment, mattering, and belonging)? How ultimately affect sense of belonging? This study aims to empirically test whether employee-oriented human resource practices can achieve their goal.(3) Do employee-oriented human resource practices affect employees’ work outcomes? How does sense of belonging play a mediating role? Whether procedure justice climate works as boundary condition? This study aims to explore the effects of employee-oriented human resource practices on work outcomes.Drawing on the perceived organizational membership theoretical framework, this paper uses psychological contract breach, perceived meaningfulness of contribution and organizational identification representing need fulfillment, mattering and belonging three dimensions. The paper puts forward the whole research idea and designs three studies to solve the above research questions. On the basis of organizational membership theory, the first study finds the construct of employee-oriented human resource practices. Then, according to the strict questionnaire development steps, the study develops the scale by using of 128 preliminary-test sample and 314 formal-test sample. Using matching data from 32 enterprises and 485 employees, the second study empirically examines the relationship between the two dimensions of employee-oriented human resource practices and the three dimensions of perceived organizational membership in order to test whether these practices can achieve their goal. Using the same sample as the second study does, the third study empirically examines the relationship between employee-oriented human resource practices and work outcomes. Based on social identity theory and human resource attribution theory, the study examines the mediating role of organizational identification(representative concept of belonging dimension) and the moderating role of procedure justice climate.Through SPSS21.0, AMOS17.0 and HLM6.08 software, this paper carries out item analysis, descriptive analysis, exploratory factor analysis, confirmatory factor analysis, reliability analysis, validity analysis, correlation analysis and multilevel analysis to verify the theoretical models and hypotheses. The conclusions of the study are listed below:(1) Employee-oriented human resource practices have two dimensions: practices aimed to fulfill employees’ needs and practices aimed to reflect employees’ importance. Practices fulfilling employees’ needs are employment practices about how to manage people, while practices reflecting employees’ importance are work practices about how to manage work.(2) Although employee-oriented human resource practices have impacts on all the dimensions of perceived organizational membership, the final effect is about sense of belonging. Namely, employee-oriented human resource practices finally increase employees’ organizational identification. Psychological contract breach fully mediates the relationship between practices fulfilling employees’ needs and organizational identification. Perceived meaningfulness of contribution fully mediates the relationship between practices reflecting employees’ importance and organizational identification.(3) Organizational identification representing belonging dimension of perceived organizational membership fully mediates the relationship between employee-oriented human resource practices and work outcomes.(4) Procedure justice climate moderates the relationship between employee-oriented human resource practices and organizational identification. Specifically, the positive relationship between employee-oriented human resource practices and organizational identification is stronger when procedure justice climate is higher. The positive relationship between employee-oriented human resource practices and organizational identification is weaker when procedure justice climate is lower.