Impact Of High Performance Work Practices And Organizational Learning On Job Embeddedness:The Mediating Role Of Role Ambiguity And Interpersonal Conflict

In exponentially changing technology and business practices the form of businesses and industries have changed and changing rapidly.Organizational competition has been changed drastically due to advent of new technology,advance techniques,increased value of employee as a core resource of organization.The innovation is key to success and for the innovation human resource is one of the main resource of the organization.The core principle of human resource management system is to provide a system that facilities every employee performing well,and make these employees stay with the organization for long term to gain experience and become valuable asset of the organization.However,a question evolves that how do organization try to improve their capability to keep their good employee retained with them for long-term and better results? What are the tool and techniques which the human resource department can use to do so? How organizations can improve their bond with the organization? To address the above questions,we have tried to put the focus on organizational advance techniques,practices and policies which are amended over time for the sake of improvement.The influence of human resource policies and practices on employee retention and performance are important and the most interesting topics in the field of human resource management.High performance work practices and organizational learning are some of the organizational level techniques which are used to create synergy in overall organizational system.In this study,we have tried to focus the intensification of job embeddedness concept through high performance work practices(which is also known as HPWPs)and organizational learning by reducing the work role ambiguity and interpersonal conflict at workplace.The concept of job embeddedness further improves employee willingness to stay at the organization and reduces turnover.In this research,the human resource practices and organizational learning are used to shape the softer policies and practices at the workplace which focus employee,their wellbeing and comfort for better performance and embeddedness with the job.Some organizations have adopted high performancework practices for implementing practices in an integrated format which brings the best results by serving its human resource for better performance.These organizations reward better performance of employees.These reward also improves employee trust towards organization.Resultantly,it improves employee job embeddedness at the organization.Similarly,organizations are also trying to learn from experiences,individuals,groups and organizations to adopt and develop better practices formats,policies and procedures to facilitate employees for increased performance and job embeddedness of the employees.Organization can use both high performance work practices and organizational learning to reduce role ambiguity at work place which arise due to lack of information and other such reasons at organization.Ambiguity,either its individual employee role ambiguity,or in broader organizational level form,it can be a difficult situation for individual and organization as well.Organization can only achieve its overall performance only when their employees exactly know what they are supposed to do.These employees must also know the limits of their domain,authority and they must know how to practice that authority for the achievement of overall organizational goals.The ambiguity raise can create confusions and can foster interpersonal conflict at the workplace,but if the ambiguity about the role is tackled in right manner then it will help reducing employee interpersonal conflicts.Ambiguity at job help in reducing interpersonal conflicts within the organization.With the reduction of both role ambiguity and interpersonal conflict job embeddedness will increase,which is the ultimate goal of human resource departments in the age of innovation.The uniqueness of this research is that we have tried to find,how high performance work practices and organizational learning improves job embeddedness by reducing role ambiguity and interpersonal conflict? Both the models are discussed separately.Another uniqueness of the study is that it tried to find the identical variables and approach which mediates the relationship for both impact of high performance work practices and organizational learning on job embeddedness.The data for the study was collected from the service sector,to find out how these organizations help their employee for producing better results through developing the set of integrated practices,policies,and procedures.Pearson correlation was used to find out the correlation among thevariables,regression analysis using SPSS version 20 and 25 were used to find the impact of variables on other variables and beside that PROCESS Macro 3.1for model 4 and model 6 mediation models were used to find out mediation between variables.Finding revealed that organizations high-performance work practices and organizational learning are the constructs which are influencing the employee in positive manner.High performance work practices integrate human resource management which facilitates employee for having less role ambiguity and higher role clarity,ultimately reduces the interpersonal conflict and increase job embeddedness.Similarly,organizational learning help organization to learn,act competitively,detect errors and take steps for correction of the errors in form of developing new policies and procedures within the organization which will help to reduce role ambiguity and interpersonal conflict and consequently influences job embeddedness in a favorable manner.