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  • 1.
    Farzaneh, Jaleh
    et al.
    S and B University, Zahedan, Iran.
    Dehghanpour Farashah, Ali
    Umeå university, Sweden.
    Kazemi, Mehdi
    S and B University, Zahedan, Iran.
    The impact of person-job fit and person-organisation fit on OCB: the mediating and moderating effects of organisational commitment and psychological empowerment2014Ingår i: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 43, nr 5, s. 672-691Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Purpose: Drawing upon the social exchange theory and empowerment theory, this study attempts to investigate the effect of perceived person-environment fit on organisational citizenship behavior. Furthermore, this study assesses the roles of organizational commitment and psychological empowerment in this relationshsip. Design/methodology/approach: Respondents of this study were employees of the Iran Northeast Gas Transfer Company. Data were collected through conducting a survey on 500 employees, of which 412 questionnaires were used for further analysis. Confirmatory factor analysis, structural equation modelling, Baron and Kenny's (1986) procedure for examining mediator effect and finally Zhao and Cavusgil's (2006) technique of evaluating moderator effect were utilised for the analyses. Practical implications: This research has implications for organisational approaches to human resource management organisations. Findings: Results indicated that organizational commitment acts as a mediator between Person-Job and Person-Organization fit and OCB. Psychological empowerment acts as a moderator between organizational commitment and OCB. Originality/value: This study empirically synthesises the joint effect of P-O fit and P-J fit on a behavioural variable (OCB) in the social context of organisation and explains the mechanism of the effect. The pattern of relationships tested is relatively novel.

  • 2.
    Hansson, Bo
    Mälardalens högskola.
    Company-based determinants of training and the impact of training on company performance: Results from an international HRM survey2007Ingår i: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 36, nr 2, s. 311-331Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Purpose - The purpose of this study is to use an international dataset to examine what determines employee training from an organisational perspective, and to what extent training investments enhance company performance. Design/methodology/approach - Data from 5,824 private-sector organisations are used to examine determinants of training and the connection between training and profitability. OLS regressions and Probit estimates are used in the statistical analyses. Findings - The results indicate that the provision of company training is largely determined by firm-specific factors, such as human resource management (HRM) practices. The results further show that two widely used measures of training - incidence and intensity - are largely determined by different factors. Staff turnover (mobility) does not appear to be a decisive factor in explaining the provision of training on a national or company level, although it is associated with lower profitability to some extent. However, the single most important factor associated with profitability is how much is invested in training (intensity), suggesting that the economic benefits of training outweigh the cost of staff turnover. Originality/value - This study contributes to the existing training literature by offering extensive access to internal measures of training, profitability, HRM practices, workforce characteristics and staff turnover for companies in 26 countries worldwide.

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