“THE IMPACT OF STRATEGIC HUMAN RESOURCE MANAGEMENT ON EMPLOYEE ATTITUDE BEHAVIOUR AND WORK OUTCOME”
Datuk Agung Sidayu,MBA
To God Almighty, I give honor and praise for enabling me to finish this dissertation. The journey has been challenging, but the grace of God has been sufficient for me.
I would like to thank my loving family for their unconditional support and understanding throughout the course of this work. Special thanks to my children, for their total support and understanding for my busy time.
I thank my professional colleagues and fellow scholars for their positive contributions to the success of this research. I will never forget the quality periods of sharing and affirmation throughout the duration of this journey. I thank specially Prof. Dr. Johan Potgieter for all his encouragement, mentorship and belief in my ability to excel.
To my professors, mentors and thesis supervisor, I remain very grateful. Their motivation and concern throughout this demanding journey, helped make this a positive learning experience.
Finally, I am grateful to everybody who in one way or the other, urged me on.
Jakarta : 18 December 2018
Strategic human resource management becomes more important as the organization has to ensure its well-being in the industry amidst environmental changes. Base on the resource-based view of the firm, firms should look inward to their resources as the sources of strategies.
Resources that are valuable, rare, inimitable, and non-substitutable will lead to competitive advantage. However, employee attitude, behavior, and work outcome are influenced by human resource practice. Based on social exchange theory and perceived organizational support theory, employee attitude and behavior can be predicted as a result of such practices, as they respond in return to organization with affective commitment and felt obligation in performing work.
The study tests this relationship among the constructs, which are strategic human resource management, perceived organizational support, affective commitment, felt obligation and employee attitude and behavior.
The results of the study prove that there is a significantly positive relationship among these variables. It is suggested that to a certain extent human resource strategy has a direct effect on employee attitude and behavior: and an indirect effect through psychological factors such as perceived organizational support, affective commitment and felt obligation. The human resource strategy has a strong correlation with perceived organizational support.
Among the observed variables of this strategy, organization rewards and procedural justice have a strong validity. The theoretical framework of the relationship among the five constructs based on theory is proven for its validity by empirical study of the organisations in Indonesia.