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Purpose: The purpose of this paper is to investigate the relationships between the idealized influence component of transformational leadership (TL) and employee organizational commitment in two different cultural contexts. Design/methodology/approach: Data were collected from the members of two manufacturing organizations, one in Australia and one in Iran. Questionnaires were distributed to all levels of the two organizations. In total, 189 completed questionnaires were returned from the two countries, representing a response rate of 56.7%. Structural equation modeling (SEM) was employed to test the hypotheses. Findings: The results demonstrated statistically significant relationships between two forms of idealized influence –attributed and behavior – and the employees' organizational commitment in the Iranian sample. However, in the Australian sample, only idealized influence behavior showed a significant impact on employee commitment. Furthermore, the findings showed that identified motivation mediates the relationship between idealized influence behavior and organizational commitment. Practical implications: The findings of the current research point to additional ways of increasing identified motivation that, in turn, enhances organizational commitment through leadership practices that are culturally informed. These findings are especially salient in culturally diverse and multinational organizations. Originality/value: This paper has arrived at a deeper explanation of the processes through which leader behavior can produce employee commitment by clarifying the mediation role of identified motivation between idealized influence behavior and organizational commitment. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to develop understanding of the “HRM process” as defined by Bowen and Ostroff (2004). The authors clarify the construct of “HRM philosophy” and suggest it is communicated to employees through “HRM messages”. Interrelationships between these concepts and other elements of the HRM-performance relationship are explored. The study identifies commonalities in the HRM philosophy and messages underscoring high-performing HRM systems, and highlights the function of a “messenger” in delivering messages to staff.Design/methodology/approach Case study of eight Australian hospitals with top performing HRM systems. Combines primary interview data with independent healthcare accreditor reports.Findings All cases share an HRM philosophy of achieving high-performance outcomes through the HRM system and employees are provided with messages about continuous improvement, best practice and innovation. The philosophy was instilled primarily by executive-level managers, whereby distinctiveness, consensus and consistency of communications were important characteristics.Research limitations/implications The research is limited by: omission of low or average performers; a single industry and country design; and exclusion of employee perspectives.Practical implications The findings reinforce the importance of identifying the HRM philosophy and its key communicators within the organisation, and ensuring it is aligned with strategy, climate and the HRM system, particularly during periods of organisational change.Originality/value The authors expand Bowen and Ostroff’s seminal work and develop the concepts of HRM philosophy and messages, offering the model to clarify key relationships. The findings underscore problems associated with a best practice approach that disregards HRM process elements essential for optimising performance. [ABSTRACT FROM AUTHOR]

Purpose: The present study seeks to explore the relationships among human resource management (HRM) practices, supply chain management (SCM) implementation and small and medium-sized enterprises' (SMEs) performance in Australia. It also investigates whether HRM practices have any mediating effect on such relationships. Design/methodology/approach: In line with the research objective, a quantitative model was applied and a multi-item survey questionnaire was developed to collect primary data. Cross-sectional surveys of a sample of 216 SMEs from different industries were undertaken to collect data, and factor analysis and structural equation modelling (SEM) were used to analyse data and test hypotheses. Findings: The statistical results inform that SCM implementation and HRM practices improve SMEs' performance in Australia. SCM implementation is also found to be positively linked to HRM practices and has a significant indirect effect on organisational performance when the HRM practices are mediating. HRM practices are, thus, found in this study to mediate the relationship between SCM implementation and Australia's SMEs performance. Originality/value: The concurrent effects of SCM and HRM practices on SMEs' performance and how businesses' internal management such as HRM practices mediate and affect SCM and SMEs' performances have not been addressed previously in the Australian business context. This study, hence, addresses the gap in the literature concerning the effect of SCM on SMEs by integrating HRM practices as a significant behavioural support system to SCM implementation in Australia's SMEs. [ABSTRACT FROM AUTHOR]