The mediating role of human resource management practice between paternalistic leadership and organizational learning

Introduction

The relationship between leadership and organizational learning has not been sufficiently validated (Crossan et al„ 2011). There is no empirical study on what mechanism of paternalistic leadership with Chinese cultural characteristics can promote organizational learning. This highlights the urgent need to explore the mechanism of paternalistic leadership on organizational learning, so as to understand the leadership mechanism of organizational learning in theory and to provide scientific reference for Chinese corporate leaders to promote organizational learning in management practice.

Literature review and research hypotheses

The relationship between paternalistic leadership and organizational learning

Hypothesis 23:

Paternalistic leadership has a significant effect on promoting organizational learning.

The effect of human resource management practice in the relationship between paternalistic leadership and organizational learning

In the research on the relationship between leadership and human resource management practice, the result of Waldman et al. (1987) showed that transformational leadership would influence the effect of organizational performance evaluation. Transformational leadership can improve organizational performance through human resource management based on capital promoting. Mumford (2000) argued that to manage creativity and innovation, effective human resource practices must consider the individual, the group, the organization and the strategic environment confronting the organization. Therefore, leaders influence the human resource management practice of the organization. Based on the analysis presented, this smdy posits the following hypothesis:

Hypothesis 24:

Paternalistic leadership has a significant positive effect on human resource management practice.

In the research of the relationship between human resource management and organizational learning, theoretical analysis overwhelms empirical research, but some empirical studies concluded that human resource management can promote organizational learning (Gomez et al., 2004; Bhatnagar & Sharma, 2005; Jerez- Gomez et al., 2005b; Lopez et al., 2006). The following hypothesis is set forth:

Hypothesis 25:

Human resource management practice has a significant positive effect on organizational learning.

Synthesizing the aforementioned analysis and hypothesis, and inspired by Mumford (2000) who holds that leadership can promote organizational performance and organizational innovation through the mediating effect of human resource management practice, this smdy posits the following hypothesis on the basis of verifying the strucmre of human resource management practice:

Hypothesis 26:

The relationship between paternalistic leadership and organizational learning is mediated by human resource management practice.

 
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