• 6A55CB5D-61F4-41B9-BFA5-FEA07DB5A942 BPA - Applied Psychology Bulletin I Giunti Psychometrics

LOGIN

SUBMIT YOUR ARTICLE
ico/view
ico/autori
ABOUT THE JOURNAL
ISSUES
FOR AUTHORS
SUBMIT YOUR ARTICLE
ABOUT THE JOURNAL
ISSUES
FOR AUTHORS
  • Home
  • “Are you gonna go my way?”: A first contribution to the Italian validation of the HRM Policies and Practices Scale
  • Home
  • Issue 298
  • “Are you gonna go my way?”: A first contribution to the Italian validation of the HRM Policies and Practices Scale

“Are you gonna go my way?”: A first contribution to the Italian validation of the HRM Policies and Practices Scale

Amelia Manuti, Maria Luisa Giancaspro, Cataldo Giuliano Gemmano

Accepted December 22, 2023

First published December 22, 2023

https://doi.org/10.26387//bpa.2023.00018

Abstract

The label ‘Human Resource Management Policies and Practices’ refers to the set of beliefs and values
of an organisation that inspire actions and practices related to the way people are valued (e.g. through recruitment and
selection, compensation and reward processes), the way their career management is supported (through training and
development opportunities) and the way the organisational context is designed (through actions aimed at improving the
quality of life and psycho-social wellbeing). The purpose of these actions is to better manage organisational and individual
effectiveness, affecting employee engagement and at the same time the resilience of the organisation over time. In the
light of this evidence over the past decades, the literature has focused on the need to gather workers’ perceptions of
human resource management practices in order to align strategic choices with these needs. Hence, a vast scientific
production geared towards providing scholars and practitioners with tools to investigate these dimensions. In line with
these assumptions, the following study proposes the Italian version of the Human Resources Management Policies and
Practices Scale (HRMPPS) developed in English by Demo and collaborators (2012). It is a short and reliable tool, useful
in professional practice as well as in applied research, to support organisations in the definition of operational proposals
and strategic decisions on the subject of people development.

References

  • APPELBAUM, E., BAILEY, T., BERG, P. & KALLEBERG, A.L. (2000).Manufacturing advantage: Why high performance work systemspay-off. Cornell University Press.

  • BALDUCCI, C., FRACCAROLI, F. & SCHAUFELI, W.B. (2010).Psychometric properties of the Italian version of the Utrechtwork engagement scale (UWES-9): A cross-cultural analysis.European Journal of Psychological Assessment, 26 (2), 143-149.

    doi.org/10.1027/1015-5759/a000020

  • BOON, C., DEN HARTOG, D.N. & LEPAK, D.P. (2019). A systematicreview of human resource management systems and theirmeasurement. Journal of Management, 45 (6), 2498-2537.

  • BOSELIE, P. (2010). High performance work practices in thehealth care sector: A Dutch case study. International Journal ofManpower, 31, 42-58.

    doi.org/10.1108/01437721011031685

  • BOSELIE, P., DIETZ, G. & BOON, C. (2005). Commonalitiesand contradictions in HRM and performance research.Human Resource Management Journal, 15 (3), 67-94.

    doi.org/10.1111/j.1748-8583.2005.tb00154.x

  • CHEUNG, G.W. & RENSVOLD, R.B. (2002). Evaluatinggoodness-of-fit indexes for testing measurement invariance.Structural Equation Modeling, 9 (2), 233-255.

    doi.org/10.1207/S15328007SEM0902_5

  • DEMO, G. (2008). Desenvolvimento e validação da escala depercepção de políticas de gestão de pessoas (EPPGP). Revistade Administração Mackenzie, 9 (6), 77-101.

    doi.org/10.1590/S1678-69712008000600005

  • DEMO, G., NEIVA, E.R., NUNES, I. & ROZZETT, K. (2012). Humanresources management policies and practices scale (HRMPPS):Exploratory and confirmatory factor analysis. BAR-BrazilianAdministration Review, 9, 395-420.

  • DEN HARTOG, D.N. & VERBURG, R.M. (2004). High performancework systems, organisational culture and firm effectiveness.Human Resource Management Journal, 14 (1), 55-78.

  • GOULDNER, A.W. (1960). The norm of reciprocity: A preliminarystatement. American Sociological Review, 25, 161-178.

  • GOULD-WILLIAMS, J. (2003). The importance of HR practicesand workplace trust in achieving superior performance: a studyof public-sector organizations. International Journal of HumanResource Management, 14 (1), 28-54.

  • GUEST, D.E. (2002). Human resource management, corporateperformance and employee wellbeing: Building the worker intoHRM. Journal of Industrial Relations, 44 (3), 335-358.

  • GUEST, D.E. & CONWAY, N. (1997) Employee motivation and thepsychological contract. Institute of Personnel and Development,21, 1-60.

  • GUEST, D.E., CONWAY, N. & DEWE, P. (2004). Using sequentialtree analysis to search for ‘bundles’ of HR practices. HumanResource Management Journal, 14 (1), 79-96.

  • HAI, S., WU, K., PARK, I.J., LI, Y., CHANG, Q. & TANG, Y.(2020). The role of perceived high-performance HR practicesand transformational leadership on employee engagementand citizenship behaviors. Journal of Managerial Psychology, 356), 513-526.

  • HUSELID, M.A. (1995). The impact of human resourcemanagement practices on turnover, productivity, andcorporate financial performance. Academy of ManagementJournal, 38 (3), 635-672.

  • HUSELID, M.A. & BECKER, B.E. (1996). Methodological issuesin cross‐sectional and panel estimates of the human resource‐firm performance link. Industrial Relations: A Journal ofEconomy and Society, 35 (3), 400-422.

  • HUSELID, M.A., JACKSON, S.E. & SCHULER, R.S. (1997).Technical and strategic human resource managementeffectiveness as determinants of firm performance. Academyof Management Journal, 40, 1,171-188.

  • KEHOE, R.R. & WRIGHT, P.M. (2013). The impact of high-performance human resource practices on employees’ attitudesand behaviors. Journal of Management, 39 (2), 366-391.

  • KLINE, R.B. (2023). Principles and practice of structural equationmodeling (5th ed.). Guilford publications.

  • KREMMYDAS, E. & AUSTEN, A. (2020). High-performancehuman resource practices through the lenses of the ability-motivation-opportunity taxonomy: A multilevel perspective.International Journal of Contemporary Management, 19 (3), 23.

  • MacDUFFIE,J.P.(1995).Humanresourcebundlesandmanufacturingperformance: Organizational logic and flexible productionsystems in the world auto industry. Industrial and Labor RelationsReview, 48 (2), 197-221.

    doi.org/10.1177/001979399504800201

  • MEYER, J.P., ALLEN, N.J. & SMITH, C.A. (1993). Commitment toorganizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology,78 (4), 538-551.

    doi.org/10.1037/0021-9010.78.4.538

  • PECCEI, R. & VAN DE VOORDE, K. (2019). Human resourcemanagement-well‐being-performance research revisited:Past, present, and future. Human Resource ManagementJournal, 29 (4), 539-563.

  • PFEFFER, J. (1998). The human equation: Building profits by puttingpeople first. Boston M.A.: Harvard Business Press.

  • SAVANEVICIENE, A. & STANKEVICIŪTE, Ž. (2011). Humanresource management practices linkage with organizationalcommitment and job satisfaction. Ekonomika ir vadyba, 16,921-928.

  • SHENG, Q. (2022). A literature review of high-performancehuman resource practices. Journal of Education, Humanitiesand Social Sciences, 4, 34-44.

  • SINGAR, E.J. & RAMDSEN, J. (1972). Human resources: Obtainingresults from people at work. UK: McGraw-Hill.

  • SUN, L.Y., ARYEE, S. & LAW, K.S. (2007). High-performancehuman resource practices, citizenship behavior, andorganizational performance: A relational perspective.Academy of Management Journal, 50 (3), 558-577.

  • WOOD, S. (2019). HRM and organizational performance. InD. Collings, G. Wood & L. Szamosi (Eds.), Human resourcemanagement. A critical approach. New York: Routledge

  • YUNUS, S., WHITFIELD, K. & SAYED MOSTAFA, A.M. (2023).High‐performance HR practices, job demands and employeewell‐being: The moderating role of managerial support. Stressand Health. Online ahead of print,

    doi.org/10.1002/smi.3252

  • ZEB, A., ur REHMAN, F., ARSALAN, Y. & USMAN KHAN, M.(2021). Does organizational justice enhance job performancethrough high-performance human resource practices?WPOM-Working Papers on Operations Management, 12 (2),16-40.

  • ZHAO, Z., YU, K., LIU, C. & YAN, Y. (2022). High‐performancehuman resource practices and employee well‐being: the roleof networking and proactive personality. Asia Pacific Journal ofHuman Resources, 60 (4), 721-738.

SHOW ALL REFERENCES (33)HIDE REFERENCES

Related articles

Article info

Issue:

Issue 298

Keywords:

HRMPPS

Human resource management

Reliability

Validity

Views:

165

Downloads:

23

Cite the article:

Author Surname Author Initial. Title. Publication Title. Year Published;Volume number(Issue number):Pages Used. doi:DOI Number.


Manuti Amelia . Giancaspro Maria Luisa . Gemmano Cataldo Giuliano . “Are you gonna go my way?”: A first contribution to the Italian validation of the HRM Policies and Practices Scale. BPA Applied Psychology Bulletin. 2023;298(1):43-56. doi:10.26387/bpa.298.1.
CITE THE ARTICLE
10202

Giunti Psychometrics

Giunti Psychometrics is the historic publisher of psychometric tests, psychology books, CME training courses and psychodiagnostic tools.

BPA - BULLETIN OF APPLIED PSYHOLOGY

Scientific Director: Alessandro Zennaro

Copyright © 2021 by Giunti Psychometrics

MANAGEMENT AND EDITORIAL OFFICE

Via Fra Paolo Sarpi, 7/A

50136 Firenze

Tel. 055 6236 501

mail: bpa@giuntipsy.com

ABOUT US
Copyright © 2021 Giunti Psychometrics | P. IVA 00421250481 · Giunti Psychometrics Srl, tutti i diritti riservati Responsabile della Protezione dei Dati (Art. 37 del REG UE 2016/679) Avv. Victoria Parise privacy@giuntipsy.com

Citation tool

How to cite this article

Author Surname Author Initial. Title. Publication Title. Year Published;Volume number(Issue number):Pages Used. doi:DOI Number.


Manuti Amelia . Giancaspro Maria Luisa . Gemmano Cataldo Giuliano . “Are you gonna go my way?”: A first contribution to the Italian validation of the HRM Policies and Practices Scale. BPA Applied Psychology Bulletin. 2023;298(1):43-56. doi:10.26387/bpa.298.1.