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Human resource change‐agent role, state ownership, and employee behavioural flexibility
Author(s) -
Zhang Bo
Publication year - 2020
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1111/1744-7941.12213
Subject(s) - flexibility (engineering) , hierarchy , social exchange theory , order (exchange) , business , human resource management , function (biology) , resource (disambiguation) , public relations , industrial organization , marketing , knowledge management , psychology , social psychology , economics , management , market economy , political science , finance , evolutionary biology , biology , computer network , computer science
Although evidence about the relationship between HRM systems and employee behavioural flexibility has been accumulating, HR function's role in this relationship has been neglected. Using data collected in 168 firms in China, this study examines whether the HR change‐agent role influences employee behavioural flexibility. It is conceptualised that this role shapes the collective social exchange relationship between organisation and employees, which then offers employees change‐oriented social resources, such as shared experiences, values and norms. Employees reciprocate with change‐supportive behaviours and abilities (employee behavioural flexibility). By integrating the hierarchy of needs principles into collective social exchange theory, the study examines the boundary conditions of the HR change‐agent role – employee behavioural flexibility relationship by testing the moderating role of state ownership. In China's state‐owned enterprises, employees’ lower‐order needs are likely to be satisfied by the broader institutional environment. Hence, they are more likely to have higher‐order behavioural aims.