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Employees’ Perceptions on Organisational Justice, Job Control and Job Demands: Do Ownership and Human Resource Management Practices Matter?

Employees’ Perceptions on Organisational Justice, Job Control and Job Demands: Do Ownership and Human Resource Management Practices Matter?

Liina-Kaisa Tynkkynen, Timo Sinervo, Marko Elovainio, Juhani Lehto, Anna-Maija Koivisto, Anja Noro, Harriet Finne-Soveri
Copyright: © 2012 |Pages: 18
ISBN13: 9781466616011|ISBN10: 1466616016|EISBN13: 9781466616028
DOI: 10.4018/978-1-4666-1601-1.ch049
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MLA

Tynkkynen, Liina-Kaisa, et al. "Employees’ Perceptions on Organisational Justice, Job Control and Job Demands: Do Ownership and Human Resource Management Practices Matter?." Human Resources Management: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2012, pp. 801-818. https://doi.org/10.4018/978-1-4666-1601-1.ch049

APA

Tynkkynen, L., Sinervo, T., Elovainio, M., Lehto, J., Koivisto, A., Noro, A., & Finne-Soveri, H. (2012). Employees’ Perceptions on Organisational Justice, Job Control and Job Demands: Do Ownership and Human Resource Management Practices Matter?. In I. Management Association (Ed.), Human Resources Management: Concepts, Methodologies, Tools, and Applications (pp. 801-818). IGI Global. https://doi.org/10.4018/978-1-4666-1601-1.ch049

Chicago

Tynkkynen, Liina-Kaisa, et al. "Employees’ Perceptions on Organisational Justice, Job Control and Job Demands: Do Ownership and Human Resource Management Practices Matter?." In Human Resources Management: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 801-818. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-1601-1.ch049

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Abstract

The issue to be addressed in this study is whether ownership and HRM practices are associated with employees’ perceptions of organisational justice, job control and job demands. The study focuses on care personnel working in sheltered housing facilities for elderly people. Multi-level linear regression is applied to analyse the data. The results support the argument that an increased similarity between public, not-for-profit and for-profit organisations is emerging in HRM issues. HRM practices were found to associate with positive outcomes in organisational justice and job control. However, to be successful in the implementation of HRM, it is crucial that employees understand the justification for each procedure as well as find it a useful resource in terms of their own job.

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