Hostname: page-component-848d4c4894-r5zm4 Total loading time: 0 Render date: 2024-06-29T05:58:25.624Z Has data issue: false hasContentIssue false
  • English
  • Français

The moderating role of top management support on employees’ attitudes in response to human resource development efforts

Published online by Cambridge University Press:  18 September 2017

Jae Young Lee ,
Sunyoung Park  and
Rose Baker
Jae Young Lee
Affiliation:
Department of Workforce Education and Development, The Pennsylvania State University, University Park, PA, USA
Sunyoung Park*
Affiliation:
School of Human Resource Education and Workforce Development, Louisiana State University, Baton Rouge, LA, USA
Rose Baker
Affiliation:
Department of Learning Technologies, University of North Texas, Denton, TX, USA
*
Corresponding author: sunypark@gmail.com
Get access Rights & Permissions [Opens in a new window]

Abstract

The purpose of this study is to investigate the relationships among human resource development (HRD) efforts, top management support, and employees’ attitudes (job satisfaction and organizational commitment) in the Korean context. Based on the Korean Human Capital Corporate Panel survey data, 3,899 responses from 159 large companies were analyzed by adopting hierarchical multiple regression analysis and a regression-based path analysis. The results indicated that HRD efforts positively affected organizational commitment through job satisfaction. In addition, job satisfaction had a moderated mediation effect on the interaction of HRD efforts and top management support on organization commitment. Finally, top management support moderates the relationship between HRD efforts and employees’ attitudes such that increased top management support for HRD efforts improves employees’ job satisfaction and organizational commitment.

Keywords

human resource developmenttop management teamsjob satisfactioncommitment
Type
Research Article
Information
Journal of Management & Organization , Volume 24 , Issue 3 , May 2018 , pp. 369 - 387
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abebe, M. A. (2010). Top team composition and corporate turnaround under environmental stability and turbulence. Leadership and Organization Development Journal, 31(3), 196–212.CrossRefGoogle Scholar
Abraham, R. (1997). The relationship of vertical and horizontal individualism and collectivism to intrapreneurship and organizational commitment. Leadership and Organization Development Journal, 18(4), 179–186.CrossRefGoogle Scholar
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: Sage.Google Scholar
Alagaraja, M. (2013a). Mobilizing organizational alignment through strategic human resource development. Human Resource Development International, 16(1), 74–93.CrossRefGoogle Scholar
Alagaraja, M. (2013b). The strategic value and transaction effectiveness of HRD: A qualitative study of internal customer perspectives. European Journal of Training and Development, 37(5), 436–453.CrossRefGoogle Scholar
Alagaraja, M., & Egan, T. (2013). The strategic value of HRD in lean strategy implementation. Human Resource Development Quarterly, 24(1), 1–27.CrossRefGoogle Scholar
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18.CrossRefGoogle Scholar
Anderson, V. (2009). Desperately seeking alignment: Reflections of senior line managers and HRD executives. Human Resource Development International, 12(3), 263–277.CrossRefGoogle Scholar
Andreassi, J. K., Lawter, L., Brockerhoff, M., & Rutigliano, P. J. (2014). Cultural impact of human resource practices on job satisfaction: A global study across 48 countries. Cross Cultural Management, 21(1), 55–77.CrossRefGoogle Scholar
Arnold, K. A., Connelly, C. E., Walsh, M. M., & Martin Ginis, K. A. (2015). Leadership styles, emotion regulation, and burnout. Journal of Occupational Health Psychology, 20(4), 481–490.CrossRefGoogle ScholarPubMed
Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127–152.CrossRefGoogle Scholar
Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.CrossRefGoogle ScholarPubMed
Bartlett, K. R. (2001). The relationship between training and organizational commitment: A study in the health care field. Human Resource Development Quarterly, 12(4), 335–352.CrossRefGoogle Scholar
Benson, G. S. (2006). Employee development, commitment and intention to turnover: A test of ‘employability’ policies in action. Human Resource Management Journal, 16(2), 173–192.CrossRefGoogle Scholar
Billing, T. K., Mukherjee, D., Kedia, B. L., & Lahiri, S. (2010). Top executives’ international expertise commitment: Exploring potential antecedents. Leadership and Organization Development Journal, 31(8), 687–704.CrossRefGoogle Scholar
Bowling, N. A., Khazon, S., Meyer, R. D., & Burrus, C. J. (2015). Situational strength as a moderator of the relationship between job satisfaction and job performance: A meta-analytic examination. Journal of Business and Psychology, 30(1), 89–104.CrossRefGoogle Scholar
Chen, T. Y., Chang, P. L., & Yeh, C. W. (2004). An investigation of career development programs, job satisfaction, professional development and productivity: The case of Taiwan. Human Resource Development International, 7(4), 441–463.CrossRefGoogle Scholar
Chiok Foong Loke, J. (2001). Leadership behaviours: Effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9(4), 191–204.Google Scholar
Cohen, J., & Cohen, P. (1983). Applied multiple regression/correlation analysis for the behavioral sciences (2nd ed.), Hillsdale, NJ: Erlbaum.Google Scholar
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.), Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Stamford, CT: Cengage Learning.Google Scholar
Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, 419–430.CrossRefGoogle Scholar
Dirani, K. M. (2009). Measuring the learning organization culture, organizational commitment and job satisfaction in the Lebanese banking sector. Human Resource Development International, 12(2), 189–208.CrossRefGoogle Scholar
Domínguez-CC, M., & Barroso-Castro, C. (2017). Managerial change and strategic change: The temporal sequence. Journal of Management and Organization, 23(1), 46–73.CrossRefGoogle Scholar
Edwards, B. A. (2000). Chief executive officer behavior: The catalyst for strategic alignment. International Journal of Value-Based Management, 12, 47–54.CrossRefGoogle Scholar
Egan, T. M., Yang, B., & Bartlett, K. R. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human Resource Development Quarterly, 15(3), 279–301.CrossRefGoogle Scholar
Farahbod, L., & Arzi, S. (2014). Mediating role of the job satisfaction in the relationship between human resource management practices and employee performance. International Journal of Contemporary Research in Business, 6(3), 91–109.Google Scholar
Froese, F. J., & Xiao, S. (2012). Loneliness, job satisfaction, and organizational commitment of migrant workers: Empirical evidence from China. The International Journal of Human Resource Management, 22(5), 1109–1127.Google Scholar
Garavan, T. N. (1991). Strategic human resource development. Journal of European Industrial Training, 15(1), 17–30.CrossRefGoogle Scholar
Garavan, T. N. (1995). HRD stakeholders: Their philosophies, values, expectations and evaluation criteria. Journal of European Industrial Training, 19(10), 17–30.CrossRefGoogle Scholar
Garavan, T. N. (2007). A strategic perspective on human resource development. Advances in Developing Human Resources, 9(1), 11–30.CrossRefGoogle Scholar
Gould-Williams, J. (2003). The importance of HR practices and workplace trust in achieving superior performance: A study of public-sector organizations. International Journal of Human Resource Management, 14(1), 28–54.CrossRefGoogle Scholar
Gubbins, C., & Garavan, T. N. (2009). Understanding the HRD role in MNCs: The imperatives of social capital and networking. Human Resource Development Review, 8(2), 245–275.CrossRefGoogle Scholar
Hamlin, B., & Stewart, J. (2011). What is HRD? A definitional review and synthesis of the HRD domain. Journal of European Industrial Training, 35(3), 199–220.CrossRefGoogle Scholar
Hayes, A. F. (2012). PROCESS: A versatile computational tool for observed variable mediation, moderation, and conditional process modeling [White paper]. Retrieved March 18, 2017 from http://www.afhayes.com/public/process2012.pdf.Google Scholar
Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York: Guilford Press.Google Scholar
Hayes, A. F. (2015). An index and test of linear moderated mediation. Multivariate Behavioral Research, 50, 1–22.CrossRefGoogle ScholarPubMed
Hwang, M. (2014). Disentangling the effect of top management support and training on systems implementation success: A meta-analysis. Communications of the Association for Information Systems, 35(1), 19–37.CrossRefGoogle Scholar
Ifinedo, P. (2008). Impacts of business vision, top management support, and external expertise on ERP success. Business Process Management Journal, 14(4), 551–568.CrossRefGoogle Scholar
Iles, P., Preece, D., & Chuai, X. (2010). Talent management as a management fashion in HRD: Towards a research agenda. Human Resource Development International, 13(2), 125–145.CrossRefGoogle Scholar
Ismail, H. N. (2016). Training and organizational commitment: Exploring the moderating role of goal orientation in the Lebanese context. Human Resource Development International, 19(2), 152–177.CrossRefGoogle Scholar
James, L. R., & Brett, J. M. (1984). Mediators, moderators, and tests for mediation. Journal of Applied Psychology, 69(2), 307–321.CrossRefGoogle Scholar
Jensen, S. M., & Luthans, F. (2006). Entrepreneurs as authentic leaders: Impact on employees’ attitudes. Leadership and Organization Development Journal, 27(8), 646–666.CrossRefGoogle Scholar
Joo, B. K. (2010). Organizational commitment for knowledge workers: The roles of perceived organizational learning culture, leader–member exchange quality, and turnover intention. Human Resource Development Quarterly, 21(1), 69–85.CrossRefGoogle Scholar
Jung, S. Y., & Choi, J. N. (2014). Multiple dimensions of human resource development and organizational performance. Journal of Organizational Behavior, 35(6), 851–870.Google Scholar
Kiecolt, K. J., & Nathan, L. E. (1985). Secondary analysis of survey data (Vol. 53). Beverly Hills, CA: Sage.CrossRefGoogle Scholar
Kim, N., & Kang, S. W. (2016). Older and more engaged: The mediating role of age‐linked resources on work engagement. Human Resource Management, 1–16.Google Scholar
Kim, S. (2014). Assessing the influence of managerial coaching on employee outcomes. Human Resource Development Quarterly, 25(1), 59–85.CrossRefGoogle Scholar
Kim, W. G., & Brymer, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30(4), 1020–1026.CrossRefGoogle Scholar
Klein, A. S., Wallis, J., & Cooke, R. A. (2013). The impact of leadership styles on organizational culture and firm effectiveness: An empirical study. Journal of Management and Organization, 19(3), 241–254.Google Scholar
Ko, J., Price, J. L., & Mueller, C. W. (1997). Assessment of Meyer and Allen’s three-component model of organizational commitment in South Korea. Journal of Applied Psychology, 82(6), 961–973.CrossRefGoogle Scholar
Koç, M., Çavuş, M. F., & Saraçoglu, T. (2014). Human resource management practices, job satisfaction and organizational commitment. International Journal of Academic Research in Business and Social Sciences, 4(9), 178–190.Google Scholar
Kolodinsky, R. W., & Bierly, P. E. (2013). Understanding the elements and outcomes of executive wisdom: A strategic approach. Journal of Management and Organization, 19(1), 1–24.Google Scholar
Koponen, S., von Bornsdorff, M. E., & Innanen, H. (2016). Job satisfaction mediates the association between perceived leadership styles and early retirement intentions. Social Inquiry Into Well-Being, 2(1), 4–15.Google Scholar
Kor, Y. Y. (2003). Experience-based top management team competence and sustained growth. Organization Science, 14(6), 707–719.CrossRefGoogle Scholar
Kuchinke, K. P. (2010). Human development as a central goal for human resource development. Human Resource Development International, 13(5), 575–585.Google Scholar
Lakshman, C. (2009). Organizational knowledge leadership: An empirical examination of knowledge management by top executive leaders. Leadership and Organization Development Journal, 30(4), 338–364.Google Scholar
Locke, E. A. (1976). The nature and causes of job satisfaction? In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1350). Chicago, IL: Rand McNally.Google Scholar
Loke, J. C. F. (2001). Leadership behaviours: Effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9(4), 191–204.Google Scholar
Lu, H., While, A. E., & Barriball, K. L. (2005). Job satisfaction among nurses: A literature review. International Journal of Nursing Studies, 42, 211–227.CrossRefGoogle ScholarPubMed
Mankin, D. P. (2001). A model for human resource development. Human Resource Development International, 4(1), 65–85.CrossRefGoogle Scholar
McCracken, M., & Wallace, M. (2000). Towards a redefinition of strategic HRD. Journal of European Industrial Training, 24(5), 281–290.CrossRefGoogle Scholar
McLagan, P. A. (1983). Models for excellence: The conclusions and recommendations of the ASTD training and development competency study. Washington DC: American Society for Training and Development.Google Scholar
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89.CrossRefGoogle Scholar
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224–247.Google Scholar
Muller, D., Judd, C. M., & Yzerbyt, V. Y. (2005). When moderation is mediated and mediation is moderated. Journal of Personality and Social Psychology, 89(6), 852–863.CrossRefGoogle ScholarPubMed
Ng, T. W. H. (2015). The incremental validity of organizational commitment, organizational trust, and organizational identification. Journal of Vocational Behavior, 88, 154–163.CrossRefGoogle Scholar
Niehoff, B. P., Enz, C. A., & Grover, R. A. (1990). The impact of top-management actions on employee attitudes and perceptions. Group and Organization Studies, 15(3), 337–352.CrossRefGoogle Scholar
Núñez-Cacho Utrilla, P., & Grande Torraleja, F. Ã. (2013). The importance of mentoring and coaching for family businesses. Journal of Management and Organization, 19(4), 386–404.CrossRefGoogle Scholar
O’Shannassy, T. F. (2016). Strategic intent: The literature, the construct and its role in predicting organization performance. Journal of Management & Organization, 22(5), 583–598.CrossRefGoogle Scholar
Petrescu, A. I., & Simmons, R. (2008). Human resource management practices and workers’ job satisfaction. International Journal of Manpower, 29(7), 651–657.CrossRefGoogle Scholar
Pollack, J. M., Vanepps, E. M., & Hayes, A. F. (2012). The moderating role of social ties on entrepreneurs’ depressed affect and withdrawal intentions in response to economic stress. Journal of Organizational Behavior, 33, 789–810.CrossRefGoogle Scholar
Poon, J. M. L. (2004). Effects of performance appraisal politics on job satisfaction and turnover intention. Personnel Review, 33(3), 322–334.CrossRefGoogle Scholar
Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42(1), 185–227.Google Scholar
Putti, J. M., Aryee, S., & Phua, J. (1990). Communication relationship satisfaction and organizational commitment. Group and Organization Management, 15(1), 44–52.CrossRefGoogle Scholar
Ramkumar, N. (2012). A study of HRD practices and its impact on organizational commitment and performance in auto industry of Tamil Nadu. Journal of Contemporary Research in Management, 7(2), 59–60.Google Scholar
Reed, S. A., Kratchman, S. H., & Strawser, R. H. (1994). Job satisfaction, organizational commitment, and turnover intentions of United States accountants: The impact of locus of control and gender. Accounting, Auditing & Accountability Journal, 7(1), 31–58.CrossRefGoogle Scholar
Rodgers, R., Hunter, J. E., & Rogers, D. L. (1993). Influence of top management commitment on management program success. Journal of Applied Psychology, 78(1), 151–155.Google Scholar
Rothwell, W. J., & Sredl, H. J. (2000). The ASTD reference guide to workplace learning and performance: Present and future roles and competencies (Vol. 1). Amherst, MA: HRD Press.Google Scholar
Rothwell, W. J., Stavros, J. M., & Sullivan, R. L. (2010). Organization development and change. In W. J. Rothwell, J. M. Stavros, & R. L. Sullivan (Eds.), Practicing organization development: A guide for leading change (pp. 11–42). San Francisco, CA: Pfeiffer.Google Scholar
Rowden, R. W. (2002). The relationship between workplace learning and job satisfaction in U.S. small to midsize businesses. Human Resource Development Quarterly, 13(4), 407–425.CrossRefGoogle Scholar
Ruona, W. E. A., & Gibson, S. K. (2004). The making of twenty-first-century HR: An analysis of the convergence of HRM, HRD, and OD. Human Resource Management, 43(1), 49–66.CrossRefGoogle Scholar
Schloetzer, J. D., Aguilar, M., & Tonello, M. (2013). CEO succession practices: 2013 edition. The Conference Board. Retrieved March 18, 2017 from https://www.conference-board.org/publications/publicationdetail.cfm?publicationid=2488&centerId=5.Google Scholar
Schmidt, S. W. (2007). The relationship between satisfaction with workplace training and overall job satisfaction. Human Resource Development Quarterly, 18(4), 481–498.CrossRefGoogle Scholar
Sheehan, M. (2014). Investment in training and development in times of uncertainty. Advances in Developing Human Resources, 16(1), 13–33.CrossRefGoogle Scholar
Shields, M. A., & Ward, M. (2001). Improving nurse retention in the National Health Service in England: The impact of job satisfaction on intentions to quit. Journal of Health Economics, 20(5), 677–701.CrossRefGoogle ScholarPubMed
Short, T., & Harris, R. (2010). Challenges in aligning workplace learning with business goals: A perspective from HRD professionals in New Zealand. Australian Journal of Adult Learning, 50(2), 358–386.Google Scholar
Solinger, O. N., Olffen, W. V., & Roe, R. A. (2008). Beyond the three-component model of organizational commitment. Journal of Applied Psychology, 93(1), 70–83.Google Scholar
Sommer, S. M., Bae, S. H., & Luthans, F. (1996). Organizational commitment across cultures: The impact of antecedents on Korean employees. Human Relations, 49(7), 977–993.CrossRefGoogle Scholar
Sridhar, R. (2015). HRM process advantage for firm performance. Management and Organizational Studies, 2(3), 17–39.Google Scholar
Štemberger, M. I., Manfreda, A., & Kovačič, A. (2011). Achieving top management support with business knowledge and role of IT/IS personnel. International Journal of Information Management, 31(5), 428–436.CrossRefGoogle Scholar
Sung, S. Y., & Liu, N. (2016). To invest or not to invest: Strategic decision making toward investing in human resources. Academy of Management Proceedings, 2016(1), 11765.Google Scholar
Swanson, R. A., & Holton, E. F. III (2009). Foundations of human resource development (2nd ed.), San Francisco, CA: Berrett-Koehler.Google Scholar
Tansky, J. W., & Cohen, D. J. (2001). The relationship between organizational support, employee development, and organizational commitment: An empirical study. Human Resource Development Quarterly, 12(3), 285–300.CrossRefGoogle Scholar
Thurston, P. W., D’Abate, C. P., & Eddy, E. R. (2012). Mentoring as an HRD approach: Effects on employee attitudes and contributions independent of core self-evaluation. Human Resource Development Quarterly, 23(2), 139–165.CrossRefGoogle Scholar
To, W. M., Martin, E. F., & Billy, T. W. (2015). Effect of management commitment to internal marketing on employee work attitude. International Journal of Hospitality Management, 45, 14–21.CrossRefGoogle Scholar
Tonhäuser, C., & Seeber, S. (2015). Assessing the return on investments in human resource development. In M. Andresen, & C. Nowak (Eds.), Human resource management practices (pp. 69–87). Switzerland: Springer.Google Scholar
Torraco, R. J., & Swanson, R. A. (1995). The strategic roles of human resource development. Human Resource Planning, 18(4), 10–22.Google Scholar
Tseng, C. C., & McLean, G. N. (2008). Strategic HRD practices as key factors in organizational learning. Journal of European Industrial Training, 32(6), 418–432.Google Scholar
Ugboro, I. O., & Obeng, K. (2000). Top management leadership, employee empowerment, job satisfaction, and customer satisfaction in TQM organizations: An empirical study. Journal of Quality Management, 5(2), 247–272.CrossRefGoogle Scholar
van Rooij, S. W., & Merkebu, J. (2015). Measuring the business impact of employee learning: A view from the professional services sector. Human Resource Development Quarterly, 26(3), 275–297.CrossRefGoogle Scholar
Vasilaki, A., & O’Regan, N. (2008). Enhancing post‐acquisition organizational performance: The role of the top management team. Team Performance Management: An International Journal, 14(3/4), 134–145.Google Scholar
Wick, C. W., Pollock, R. V. H., & Jefferson, A. M. (2010). The six disciplines of breakthrough learning: How to turn training and development into business results. San Francisco, CA: Pfeiffer.Google Scholar
Wognum, I., & Lam, J. F. (2000). Stakeholder involvement in strategic HRD aligning: The impact on HRD effectiveness. International Journal of Training and Development, 4(2), 98–110.Google Scholar
Young, R., & Jordan, E. (2008). Top management support: Mantra or necessity? International Journal of Project Management, 26(7), 713–725.Google Scholar
Young, R., & Poon, S. (2013). Top management support—almost always necessary and sometimes sufficient for success: Findings from a fuzzy set analysis. International Journal of Project Management, 31(7), 943–957.CrossRefGoogle Scholar
Zakrzewska-Bielawska, A. (2016). Perceived mutual impact of strategy and organizational structure: Findings from the high tech enterprises. Journal of Management & Organization, 22(5), 599–622.Google Scholar
Zula, K. J., & Chermack, T. J. (2007). Integrative literature review: Human capital planning: A review of literature and implications for human resource development. Human Resource Development Review, 6(3), 245–262.CrossRefGoogle Scholar