Over the past decade, the prevalence of organizational change in today's economy has increasingly become more and more evident, in Canada and internationally. As a result, organizations feel the pressure to reorganize, downsize, merge with or acquire organizations. Organizational change has been found to be a critical event that may create or destroy trust in management (Lines et al., 2005; Morgan & Zeffane, 2003; Pritchett, 1985). The fact that employee trust is vulnerable during change is concerning because trust is known to be at the foundation of positive working relationships, commitment, employee performance, morale, loyalty and many other job attitudes and outcomes (Bromiley & Cummings, 1995; Dirks & Ferrin, 2002; Kwang & Burgers, 1997; Wells & Kipnis, 2001). Using a sample of employed individuals (n = 272), the present study examined the direct effect of organizational change, and the mediating effects of perceived organizational support and the four components of organizational justice on employee trust. It was found that positive perceptions of organizational change predicted greater employee trust, and perceived organizational support and the four components of organizational justice were significant partial mediators of the effect of perceptions of organizational change on employee trust. Future research could examine similar effects of organizational change using a longitudinal design in order to better determine causality.

/pdf/organizational-change-and-employee-trust-the-mediating-roles-1wkvqkuzc3.pdf

Organizational change and employee trust : the mediating roles of perceived organizational support and organizational justice

— With the growing awareness of environmental protection as one of the most critical priorities, organizations have begun to integrate environmental activities into all organizational functions. Human resources management as an important organizational function is, in turn, engaged in practices related to environmental protection and preservation of the ecological balance. Thus, Green Human Resource Management (GHRM) is the latest trend in HRM research and has attracted the attention of many researchers and practitioners. However, there is still a lack of systematic research aimed at analyzing knowledge on green human resource management. The purpose of this study is to systematically review the research conducted in this field in order to provide a general reflection on the current state of knowledge. Our research identified 148 research papers published in credible databases covering the period 2000-2020. This research provides an important contribution by providing a broad and rigorous review of the définitions, practices, challenges, antecedents and consequences of green human resource management. Finally, this research provides a roadmap for future research. The results reveal that the main challenges related to GHRM in organizations include: the lack of environmental awareness and knowledge within organizations, the difficulty of enforcing green culture due to employee and managerial resistance, lack of regulation and support, etc. The findings of the study offer some insights into the categorization of the countries in which GHRM has been studied. This categorization sheds light on contexts where GHRM has not been studied so as to invite researchers in these countries to deepen their knowledge in this field and examine the cultural differences. to offering them the of research.

Green human resource management: a systematic literature review

We explore the relationship between employee trust of managers and workplace performance. We present a theoretical framework which serves to establish a link between employee trust and firm performance as well as to identify possible mechanisms through which the relationship may operate. We then analyse matched workplace and employee data in order to ascertain whether the average level of employee trust within the workplace influences workplace performance. We exploit the 2004 and 2011 Work Place and Employee Relations Surveys (WERS) to analyse the role of employee trust in influencing workplace performance in both pre and post recessionary periods. Our empirical findings support a positive relationship between three measures of workplace performance (financial performance, labour productivity and product or service quality) and employee trust at both points in time. We then exploit employee level data from the WERS to ascertain the determinants of employee trust as well as how trust is influenced by measures taken by employers to deal with the recent recession. Our findings suggest that restricting paid overtime and access to training potentially erode employee trust. In addition, we find that job or work reorganisation experienced at either the employee or organisation level are associated with lower employee trust.

Employee Trust and Workplace Performance

Green Human Resource Management (HRM) aims to shape employee behavior to help organizations achieve their environmentally-friendly goals. Firms can translate the implementation of Green HRM concept into each HRM function. This paper is qualitative exploratory research that investigates the implementation of Green HRM in a company located in Indonesia that is internationally reputable for being an environmentally friendly company. This study aims to highlight the implementation of Green HRM through various HRM functions and to analyze the positive impacts of the implementation of Green HRM on individuals and organizations. The results demonstrated that the implementation of Green HRM provided benefits for individual employees and the company as well. In particular, individual employees had better green and non-green work outcomes. Meanwhile, at the organizational level, the benefits of the implementation of Green HRM were the creation of environmentally friendly organizational culture and work climate, the increased efficiency of various resources, the formation of positive corporate image and increased economic and eco-performance. It is expected that this study contributes to extend the literature on the implementation of Green HRM and its benefits to companies.

/pdf/a-qualitative-study-of-green-hrm-practices-and-their-48z5pkkru3.pdf

A qualitative study of green hrm practices and their benefits in the organization: an indonesian company experience

This study aims to analyze the effect of green recruitment, green training, and OCBE on employee performance. This type of research is carried out quantitatively and for the research method used is the associative explanatory level method. The object of this research is PT TRU. The sampling method used was a probability sampling with a sampling technique using simple random sampling with a total sample of 100 people. Data analysis was performed using Structural Equation Modeling (SEM) with soft ware Partial Least Square (smart – PLS). The results obtained in this study: 1) Green recruitment, green training, and Organization Citizenship for Behavior (OCBE) have positive and significant effect on employee performance, 2) Green recruitment and green training have a positive and significant effect on employee performance through Organization Citizenship for Behavior ( OCBE).

/pdf/the-effect-of-green-recruitment-green-training-on-employee-36bxh4ykiu.pdf

The effect of green recruitment, green training on employee performance in pt tru using organization citizenship for environment as mediation variable

The purpose of this study is to develop employee performance indicators based on Green HRM, quantitatively test the influence of Green HRM implementation on employee performance and answer black box that explain how the implementation of Green HRM can improve employee performance through the effect of mediation role (Organizational Identification) and moderation (Perceived Organizational Support). The sample of this research is 90 respondents from six state universities in Central Java Province with simple random sampling technique. Implementation of Green HRM is not only needed in the business world only, but also in education that has committed to implement environmental management system in its business process. The result of this study indicates that employee performance indicators based on Green HRM are formed from policies that support green behavior and green health in the office and also waste management policies. This research also supports the result that the implementation of Green HRM can increase the sense of ownership of employees in the organization that ultimately can improve its performance. However, the role of moderation was not significantly supported. This means that organizational support for successful implementation of Green HRM is not very necessary as long as employees understand the organization’s identity well. Suggestions for this study are, although the organizational support is not proven to moderate the successful implementation of Green HRM on the high organizational identification perceived by employees, but organizational support is still needed to support employee performance.
 
 
Keywords: Green HRM, Organizational Identification, Job Performance, Perceived Organizational Support

/pdf/employee-performance-measurement-development-based-on-green-5b3l0x42sx.pdf

Employee Performance Measurement Development Based on Green HRM Indicators

Many empirical studies have used human resource practices and managerial practices as a predictor of service climate as an indicator of employee performance. However, research on the psychological mechanism that explains how up-to-date HR practices affect the high performance of employees is not yet widely explored, especially in the context of enhancing the quality of higher education management. The reason for selection of the object is the rarity of HR practices implementation studies in the context of higher education. The theory and research of HR practices are only a one-sided study on the side of corporate business interests. The purpose of this study is to examine the influence of two roles of mediation variables ( job embeddedness and trust in the leader) on the performance of employees. The sample of this research is 250 employees of public higher education in Central Java. The data are processed using Warp PLS version 6. The results show partial support for the role of mediation variables ( job embeddedness and trust in the leader) on employee performance. In other words, to achieve the employees superior performance, is not only come from the implementation of HR practices, but also the management should pay attention to what extent employees have embeddedness to their organization and trust in the leadership. Further research suggestion is to explore deeper other variables that can explain the psychological mechanisms of HM practices to improve employee performance.
 
 
Keywords: HR Practice, job embeddedness, trust, Employee Performance.

/pdf/psychological-mechanism-explaining-the-effect-of-hr-127thn3yze.pdf

Psychological Mechanism Explaining the Effect of HR Practices Towards Employee Performance (A Study in Public Higher Education)

This research is motivated from the transparency of universities to conduct a controlled and measured bureaucracy reform. One of the efforts to achieve it is by realizing the concept of reward and punishment for employees in State Universities. This form of reward and punishment is done through remuneration. The concept of remuneration can be implemented properly if it is supported by an integrated Management Information System. This study aims at building an information system of remuneration model in state universities, in the form of Public Service Agency in Indonesia that can represent strengths from each university. Thus, improvement of accessibility and transparency of remuneration calculation, which based on principles of fairness and professional achievement of employee performance, can be achieved. This research implements qualitative design through an interview study on some informants who are members of remuneration team from some universities who have learned the practice of remuneration in UNNES. This study are able to create a system containing the recapitulation data of the state universities which imposed remuneration, updated remuneration data, it also collects the types of remuneration rules made in each state university, recapitulation of job prices and recapitulation of the amount of remuneration. Any data collected in this system will be a supporting reference for the Ministry of Finance to monitor and make decisions regarding the successful implementation of remuneration in Indonesia.
 
 
Keywords: Reward Information System, Remuneration, Integrated System, Program Effectiveness.

/pdf/reward-information-system-integrated-strategy-to-control-4gdsjbx7z5.pdf

Reward Information System: Integrated Strategy to Control Program Effectiveness

/pdf/encouraging-knowledge-sharing-behavior-to-boost-the-business-50tr2xatz1.pdf

N Ariani Wulansari

Papers

Employee Performance Measurement Development Based on Green HRM Indicators

Psychological Mechanism Explaining the Effect of HR Practices Towards Employee Performance (A Study in Public Higher Education)

Reward Information System: Integrated Strategy to Control Program Effectiveness

Encouraging Knowledge Sharing Behavior to Boost the Business Performance of Creative Industry (Study in Indonesia SMES’s Context)