|Journal of Asian Business and Economic Studies|
, October 2018, Page 221-238
|Human resource management practices and firm outcomes: evidence from Vietnam|
|Thang Dang & Thai Tri Dung & Vu Thi Phuong & Tran Dinh Vinh|
Purpose – The purpose of this paper is to estimate the effects of human resource management (HRM) practices on firm outcomes at the firm level in Vietnam.
Design/methodology/approach – The paper employs a fixed-effects framework for the estimation using a panel sample of manufacturing firms from small- and medium-sized enterprise surveys between 2009 and 2013.
Findings – The paper finds that, on average, a firm that provides the training for new workers gains roughly 13.7, 10 and 14.9 percent higher in output value per worker, value added per worker and gross profit per worker, respectively, than the counterpart. Moreover, an additional ten-day training duration for new employees on average leads to a 4.1 percent increase in output value per worker, a 3.0 percent rise in value added per worker and a 3.0 percent growth in gross profit per worker. The paper also uncovers that a marginal 10 percent of HRM spending results in about 2 and 1.6 percent rises in output value per worker and value added per worker, respectively.
Originality/value – Using the case of Vietnam, this paper shows the important roles of HRM practices in explaining firm outcomes.
Vietnam, Human resource management, Firm outcomes
Undermining alienative commitment through spiritual leadership: a moderated mediation model of social capital and political skill
2023, Journal of Asian Business and Economic Studies
The purpose of the present study is to examine the relationship between spiritual leadership and employees' alienative commitment to the organization, both directly and indirectly, via employee social capital. We also test the role of employee political skill as a boundary condition of the indirect spiritual leadership–alienative commitment link.
Time-lagged data were collected from 491 employees in various manufacturing and service organizations. Data were analyzed using structural modeling equation in Mplus (8.6).
Spiritual leadership was negatively associated with alienative commitment, both directly and indirectly, via social capital. Employee political skill moderated the indirect relationship between spiritual leadership and alienative commitment, such that the relationship was stronger when employee political skill was high (vs low).
The demonstration of spiritual leadership's behaviors by both managers and employees can develop employees' social capital at work, which in turn can reduce employees' negative commitment to the organization. Likewise, improving employees' political skills can help leadership diminish alienative commitment.
The present work contributes to the literature on spiritual leadership by foregrounding how and why spiritual leadership undermines employee alienative commitment to the organization. By doing so, the study also enhances the nomological networks of the antecedents and outcomes of social capital and contributes to the scant literature on negative alienative commitment. Given the prevalence and negative repercussions of alienative commitment for employees' and organizations' productivity and performance, our findings are timely and relevant.