IMPORTANCE OF INNOVATIVE HUMAN RESOURCE PRACTICES IN PROMOTING ORGANIZATIONAL CITIZENSHIP BEHAVIORS

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1 International Journal of Marketing and Human Resource Management (IJMHRM) Volume 7, Issue 2, May Aug (2016), pp , Article ID: IJMHRM_07_02_006 Available online at ISSN Print: ISSN and ISSN Online: X Journal Impact Factor (2016): (Calculated by GISI) IAEME Publication IMPORTANCE OF INNOVATIVE HUMAN RESOURCE PRACTICES IN PROMOTING ORGANIZATIONAL CITIZENSHIP BEHAVIORS Manu Melwin Joy Beena V S Merry Joe Chiramel Ramesh Krishnan ABSTRACT In-depth researches on (OCB) have considered OCB as a bundle of positive behaviors that enhances organizational productivity. These behaviors describe the actions in which individuals are prepared to go above and beyond their stipulated roles requirements to work towards achieving strategic goals. Many studies have shown that OCB are positively connected to indicators of individual, group and firm performance. Researchers have unanimously stated that OCB is the cheapest and cost effective way for creating competence and reach organizational effectiveness. So far, OCB has been argued as one of the important predictors of firm performance. However, the antecedents of OCB are not thoroughly explored. An extensive body of literature has investigated the relationship between OCB and innovative human resource practices. While these studies have proven both constructs to be interesting and useful in organizational context, questions remain whether these practices influence individual or organizational factors of OCB. This paper focuses on clearly defining the relationship between innovative human resource practices and OCB. The study examines the various existing definitions of the two constructs along with the five dimensions of OCB. 400 professionals employed in 25 software firms were included in the study and responses were collected with the help of structured questionnaires. Results obtained with the help of multiple regression showed that innovative human resource practices have a strong impact on. In depth analysis has shown that innovative human resource practices have a great impact on the altruism, courtesy and civic virtue dimensions of organizational citizenship behaviors. Key words: Innovative Human Resource Practices, Organizational Citizenship Behaviors, Information Technology Industry editor@iaeme.com

2 Manu Melwin Joy, Beena V S, Merry Joe Chiramel and Ramesh Krishnan Cite this Article: Manu Melwin Joy, Beena V S, Merry Joe Chiramel and Ramesh Krishnan, Importance of Innovative Human Resource Practices In Promoting Organizational Citizenship Behaviors. International Journal of Marketing and Human Resource Management, 7(2), 2016, pp INTRODUCTION Studies done on OCB have been extensive ever since its introduction two decades ago (Bateman & Organ, 1983). Recent decades have seen an increasing interest in the area of which much of the research focusing on finding out the probable antecedents of the construct, apparently under the belief that these types of behaviors are desirable to the organization (Ball, Trevino & Sims, 1994). Apart from this, vast majority of research has concentrated on the impact that OCB has on individual and organizational effectiveness. There is no debate among researchers about the fact that OCB form salient behaviors that are crucial for successful enterprises. According to Katz (1964), organizational citizenship is very crucial for organizations to gain the much needed competitive advantage. Organizational citizenship can be imperative for firms and can contribute to superior performance. Studies related to OCB has defined it as voluntary individual behaviors that when cumulated over time and people, contributes to the better performance of the firm (Organ, 1988). OCB contributes to the organization through efforts taken by individuals whose actions are not necessarily formally structured as a part of the employee s role. Researchers have labelled these behaviors as organizational spontaneity, organizational citizenship behaviors, pro social organizational acts, contextual performance or extra role acts (Borman et. al, 2001; Van Dyne, Ang & Botero, 2003). Even though many studies have considered OCB as an overall measure, few research has investigated all its dimensions in detail (Podsakoff et.al, 2009). Studies in the past have included employee attitudes, personality traits, leadership behaviors and characteristics related to various task behaviors. All these explorations have shed little light on the connection between types of OCB as a whole and the two forms of OCB (those targeting individuals and those intending to benefit the organization). 2. LITERATURE REVIEW Innovative human resource practices (IHRP) Being a hot topic for researchers across the globe, human resource management researches have experienced several path breaking developments in the past few years (Paauwe, 2001; Harvey, 2001). Ever since rapid industrialization has taken over the business world, it has imperative for organizations to maintain trained and skilled manpower. Nowadays, companies acknowledge the importance of HR function and align it with strategic business goals (Srimannarayana, 2010). A lot of studies have stressed that individual when work in teams produces better results (Carmen Camelo Ordaz, 2008). Many companies have adopted new technologies like internet services to revolutionize the way in which human resource function was carried out previously. Social networking websites such as naukri.com and LinkedIn have played a crucial role in connecting people from all corners of the world and helped in smoothening the recruitment process (Bing, 2011). The dynamic business environment in India characterized by liberalization, privatization and globalization has forced organizations to adopt innovative human resource practices (Som, 2007). Studies done in the past have shown that firms which adopted these practices have experienced better organizational performance and helped them to remain competitive (Singh, 2003). Generally, innovative human resource practices are defined as any intentional introduction of human resource process built to influence skills and behaviors of individuals and have the capacity to provide both the foundation for strategic formulation and implementation that is assumed to create current competencies. Many companies such as Wipro and Infosys have successfully implemented these practices to withstand the market forces (Som, 2007). According to Sung-Choon (2013) and Conway (2011), firms are inclined to adopt innovative human resource practices to better their firm efficiency and individual productivity editor@iaeme.com

3 Importance of Innovative Human Resource Practices In Promoting Organizational Citizenship Behaviors 3. RESEARCH METHODOLOGY 400 professions working in 25 software firms were contacted through and a letter of invitation to participate in the study. The letter of invitation consisted of a summary about the research, a commitment to share the results and a full anonymity of the respondents. A tool developed by Tanuja Agarwala (2003) was used to measure perception of employees towards innovative HR practices. Organizational citizenship behaviors were captured with the help of a questionnaire developed Podsakoff et. al, (1993). Responses collected within a month s time and individuals with less than one years of experience in their respective organizations were excluded from the study. With the help of SPSS software, multiple regression analysis was carried out for analyzing the collected data. 4. DATA ANALYSIS Impact of innovative human resource practices on altruism dimension of organizational citizenship behaviors Multiple regression analysis was used to find out the positive relationship between innovative human resource practices and altruism dimension of. H 1 Innovative human resource practices have a positive impact on altruism dimension of organizational citizenship behaviors. The null hypothesis that innovative human resource practices have no positive impact on altruism dimension of was tested using statistical tools. Table 1 Multiple regression analysis results on innovative human resource practices and altruism dimension of Variable Perceived Organizational Support Beta value Std Error P value * It is evident from the analysis that innovative human resource practices have a positive impact on altruism dimension of with a beta value of and value of Therefore, all the values obtained from the analysis support the hypothesis that innovative human resource practices have a positive impact on altruism dimension of. Hence H 1 is accepted. Impact of innovative human resource practices on conscientiousness dimension of Organizational Citizenship Behaviors Multiple regression analysis was used to find out the relationship between innovative human resource practices and conscientiousness dimension of. H 2 Innovative human resource practices have a positive impact on conscientiousness dimension of. The null hypothesis that innovative human resource practices have no positive impact on conscientiousness dimension of was tested using statistical tools. Table 2 Multiple regression analysis results innovative human resource practices and conscientiousness dimension of Variable Perceived Organizational Support Beta value Std Error P value editor@iaeme.com

4 Manu Melwin Joy, Beena V S, Merry Joe Chiramel and Ramesh Krishnan It is evident from the analysis that innovative human resource practices have no impact on conscientiousness dimension of of the employee working in software industry with a beta value of and value of Hence H 2 is rejected. Impact of innovative human resource practices on sportsmanship dimension of Organizational Citizenship Behaviors Multiple regression analysis was used to find out the relationship between innovative human resource practices and sportsmanship dimension of. H 3 Innovative human resource practices have a positive impact on sportsmanship dimension of. The null hypothesis that innovative human resource practices have no positive impact on sportsmanship dimension of was tested using statistical tools. Table 3 Multiple regression analysis results on innovative human resource practices Conscientiousness dimension of Variable Beta value Std Error P value Perceived Organizational Support It is evident from the analysis that innovative human resource practices have no impact on sportsmanship dimension of of the employee working in software industry with a beta value of and value of Hence H 3 is rejected. Impact of innovative human resource practices on Courtesy dimension of organizational citizenship behaviors Multiple regression analysis was used to find out the positive impact that innovative human resource practices have on Courtesy dimension of. H 4 Innovative human resource practices have a positive impact on courtesy dimension of organizational citizenship behaviors. The null hypothesis that innovative human resource practices have no positive impact on Courtesy dimension of was tested using statistical tools. Table 4 Multiple regression analysis results on innovative human resource practices and courtesy dimension of Variable Beta value Std Error P value Perceived Organizational Support * It is evident from the analysis that innovative human resource practices has a positive impact on Courtesy dimension of with a beta value of and value of Therefore, all the values obtained from the analysis support the hypothesis that innovative human resource practices have a positive impact on Courtesy dimension of. Hence H 4 is accepted. Impact of innovative human resource practices on civic Virtue dimension of organizational citizenship behaviors Multiple regression analysis was used to find out the relationship between innovative human resource practices and civic Virtue dimension of editor@iaeme.com

5 Importance of Innovative Human Resource Practices In Promoting Organizational Citizenship Behaviors H 5 Innovative human resource practices have a positive impact on Civic Virtue dimension of. The null hypothesis that innovative human resource practices have no positive impact on Civic Virtue dimension of was tested using statistical tools. Table 5 Multiple regression analysis results on innovative human resource practices and civic Virtue dimension of Variable Beta value Std Error P value Perceived Organizational Support * It is evident from the analysis that innovative human resource practices have a positive impact on Civic Virtue dimension of with a beta value of and value of Therefore, all the values obtained from the analysis support the hypothesis that innovative human resource practices have a positive impact on Civic Virtue dimension of. Hence H 5 is accepted. 5. FINDINGS AND DISCUSSION The above results shows that innovative HR practices is having a strong positive impact on organizational citizenship behaviors exhibited by employees working in software industry. Separate in-depth analysis has shown that innovative HR practices have a positive impact on altruism, courtesy and civic virtue dimensions of. It was also found that innovative HR practices have no strong relationship with conscientiousness and sportsmanship dimensions of compared to other dimensions of the construct. The hypothesized relationship between dependent and independent variables were well supported by data analysis. Therefore, the primary assumption put forward by the researcher stating the strong impact that innovative HR practices have on organizational citizenship behaviors as a whole was proved statistically. There is enough literature support for the relationship between innovative HR practices and organizational citizenship behaviors. According to group cohesion theory, employees working in groups have a tendency to demonstrate OCB towards their group members (Becker & O Hair, 2007). Jackson and Shuler (1985) have emphasized the importance of role stress experienced by employees in their subsequent display of extra role behaviors. Apart from this, work family conflict theory states that conflict forces individuals to struggle to perform all their roles due to limited amount to time and energy (Greenhaus & Beutell, 1985). Tompson and Werner (1997) found that increased levels of role conflict in work setting are associated with lower levels of. Since all these experiences like team work and role conflict are the results of innovative human resource practices introduced by the organization, it is very evident of its impact on the dependant variable. 6. CONCLUSION It is imperative for organizations to have employees you do things that are not in their job description and evidence supports the impact that these behaviors have of success of the firm in long run. For practicing managers, the main implications of the present research is that they have a wonderful tool like innovative human resource practices to foster employee s which are highly desirable for organizations. By implement appropriate practices in tune with the needs of the employees and the organizations, managers could ensure that all organizational members exhibit bundle of job behaviors that goes beyond the prescribed work description of the individual editor@iaeme.com

6 Manu Melwin Joy, Beena V S, Merry Joe Chiramel and Ramesh Krishnan REFERENCES [1] Ball, G. A., Trevino, L. K., & Sims, H. P., Jr. (1994). Just and unjust punishment: Influences on subordinate performance and citizenship. Academy of Management Journal, 37, [2] Bateman.T.S & Organ.D.W (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26, [3] Becker, J. A., & Dan O'Hair, H. (2007). Machiavellians motives in organizational citizenship behavior. Journal of Applied Communication Research, 35(3), [4] Bing, H. K. (2011). Friend or Foe? The Promise and Pitfalls of Using Social Networking Sites for HR Decisions. Journal of Business Psychology. [5] Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J. (2001). Personality predictors of citizenship performance. International Journal of Selection and Assessment, 9, [6] Carmen Camelo Ordaz, M. F. (2008). Top Management Team's vision and human resurce management practices in innovative spanish companies. The International Journal of Human Resource Management, 19(4), [7] Conway, D. G. (April 2011). The impact of HR practices, HR effectiveness and a strong HR system on organisational outcomes: a stakeholder perspective. The International Journal of Human Resource Management, 22(8), [8] Greenhaus, J. H., & Beutell, N. J. (1985). Sources of conflict between work and family roles. Academy of management review, 10(1), [9] Harvey, M. M. (2001). The Changing role of the corporate HR function in global organizations of the twenty-first century. International Journal of Human Resource Management. (1), [10] Jackson, S. E., & Schuler, R. S. (1985). A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings. Organizational behavior and human decision processes, 36(1), [11] Katz, D Motivational Basis of Organizational Behavior. Behavioral Science, 9: [12] Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books. [13] Paauwe, J. K. (2001). HR Research in the Netherlands: imitation and innovation. International Journal of Human Resource Management, 9(3), [14] Podsakoff, N.P., Whiting, S.W., Podsakoff, P.M., Blume, B.D Individual- and Organizational-Level Consequences of Organizational Citizenship Behaviors: A Meta- Analysis. Journal of Applied Psychology, 94, [15] Singh, K. (2003). Strategic HR orientation and firm performance in India. International Journal of Human Resource Management, 6(1), [16] Som, A. (2007). What drives adoption of innovation SHRM practices in Indian Organizations. International Journal of Human Resource Management, 2(3), [17] Srimannarayana, M. (2010). Status of HR Measurement in India. VISION - The Journal of Business Perspective 14(4), [18] Sung-Choon, H. K. (2013). Strategic HR functions and firm performance: The moderating effects of highinvolvement work practices. Asia Pacific Journal of Management, 4(1) [19] Tompson, H. B., & Werner, J. M. (1997). The impact of role conflict/facilitation on core and discretionary behavior: Testing a mediated model. Journal of Management, 23, [20] Ravindra Uttamrao Kanthe, Dr.Rajesh U Kanthe, Human Resource Practices A Study on Small Scale Industries in Miraj City. International Journal of Marketing and Human Resource Management, 3(3), 2012, pp [21] Van Dyne, L, Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40, editor@iaeme.com

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