Matej Cerne, PhD
Contact information: matej.cerne@ef.uni-lj.si
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Fostering proactivity through HR systems... new paper published in European Management Journal

10/11/2016

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Along with colleagues Saša Batistič (Tillburg University) and Robert Kaše and Ivan Župič from FELU, we've published a paper on the interactive role of HR systems and relational climates in stimulating employee proactivity. Here's the abstract:

​Emphasizing the role of the organizational context and adopting a multilevel approach, we propose that the interplay between HR system configurations and relational climates has a cross-level effect on employee proactive behavior. Using a sample of 211 employees in 25 companies, we show that the laissez-faire context – featuring a combination of a weak compliance HR configuration and a strong market-pricing relational climate – is better suited for fostering employee proactive behavior than the nurturing context, which is characterized by a strong HR commitment configuration and a strong communal-sharing relational climate. We also found that combining a strong HR commitment configuration with a weak communal-sharing climate is associated with more employee proactivity. We discuss what our findings suggest about the interaction between HR system configurations and organizational climate dimensions and about their role in influencing individual-level outcomes.
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New paper published in Human Resource Management

10/11/2016

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With colleagues Sut I Wong and Miha Škerlavaj from BI Norwegian Business School, we've published a paper on the antecedents of job crafting in Human Resource Management. Here's the abstract:

Job crafting offers several beneficial organizational outcomes, yet little is known about what makes employees engage in it. In particular, the role of leaders in influencing their subordinates to engage in job crafting has been insufficiently studied. Drawing on role theory, we suggest that the congruence of leader-subordinate autonomy expectations nurtures subordinates’ experiences of having their competences adequately utilized in their jobs. This experience, which involves the competence mobilization of their work roles, subsequently fosters subordinates’ engagement in job-crafting behavior. A two-stage field study of 145 leader-subordinate dyads using cross-level polynomial regression and response surface analysis supported the (in)congruence hypotheses. The results also demonstrated that subordinates’ perceived competence mobilization mediates the relationship between autonomy expectation (in)congruence and job crafting. In addition, leader coalition as a moderator strengthens the effect of perceived competence mobilization as a psychological condition for job crafting. Implications for practice and future research are discussed. ​
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    Matej Černe, PhD

    Researcher, lecturer and consultant on the field of management and organization.

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