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• W3123396021 abstract "The study shows how the satisfaction with practices of Human Resources Management (HRM) predicts turnover intentions both directly and through the mediating role of organizational justice. A sample comprising 462 individuals from 26 public and private organizations operating in Cape Verde was collected. The main findings are the following: (a) Satisfaction with HRM practices predicts four dimensions of organizational justice (distributive, procedural, interpersonal and informational); (b) Distributive justice and interpersonal justice predict turnover intentions; and (c) Satisfaction with HRM practices predicts turnover intentions both directly and through the mediating role of distributive and interpersonal justice. In spite of study limitations, the empirical evidence suggests that individuals who are more satisfied with several HRM practices of their organizations tend to have better perceptions of organizational justice that, in turn, implies more likely retention of talent in organizations.IntroductionHuman Resources Management (HRM) is consensually considered to be a management field, able to bring strategic contributions to organizations (Friedman, 2007). HRM is concerned with effectively using the assets of human resources for the attainment of organizational goals and the continued viability and success of the organization (Wright et al., 1990, p. 4). The literature evidences have confirmed the relationship between HRM and organizational success (Pfeffer, 1995; Huselid et al., 1997; Becker et al., 2001; Stavrou and Brewster, 2005; and Baron and Armstrong, 2007). Indeed, a notable body of research has emerged that shows that human resource practices collectively do contribute significantly to organizational performance (Huselid, 1995; Huselid et al., 1997; Becker and Huselid, 1998; and Youndt and Snell, 2004).The theoretical studies that have been conducted within the framework of HRM (Becker and Gerhart, 1996; Bamberger and Meshoulam, 1997; Ferris et al., 1999; and Delery and Shaw, 2001) as well as empirical studies (Arthur, 1994; Huselid, 1995; Becker and Huselid, 1998; Bae and Lawler, 2000; Guthrie, 2001; and Zacharatos et al., 2005) have not presented a precise definition or systems of HRM practices. Although the authors have not clearly explicated what they mean by practices of HRM, most of them seem to have an underlying conception similar to that of the Schuler (1992, p. 27): Specific actions used by companies to attract, motivate, retain and develop the employees.The companies will benefit from adopting the 'best practices' in the way they manage people (Delery and Doty, 1996; Delery, 1998; Boxall and Purcell, 2000; Colbert, 2004; and Becker and Huselid, 2006). In fact, to remain competitive and maximize the utility of their human resources, it is often necessary for an organization to utilize the 'best practices' of HRM. Recently, there is an indication that it is not best practices that matter, but the combination of HRM practices that fit the firm strategy. In this study, we are examining some HRM practices as selection, training, performance appraisal, career opportunities, rewards and recognition.Currently, human resources managers are extremely pressured to provide a strong contribution to the organization, based on the functions that relate to the way how the workers are attracted, developed, appraised and maintained in the organization with high effectiveness levels. According to this perspective, the keypoint to sustainable HRM is to have effective practices of human resources. According to Becker and Gerhart (1996), the perspective of a resource-based view of the firm (Barney, 1991 and 1995) stated that they can develop competitive advantages, creating unique value and not easily copied by other companies. HRM practices can add 'rare and exceptional value' to the human resources of the firm. That is, in the resource-based premise, organizations can gain effectiveness and competitive advantage by capitalizing on the strengths and capabilities of its internal resources, including human resource competencies. …" @default.
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• W3123396021 date "2014-01-01" @default.
• W3123396021 modified "2023-09-28" @default.
• W3123396021 title "Human Resources Management Practices and Turnover Intentions: The Mediating Role of Organizational Justice" @default.
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