Monash University: MGW2430 HRM Article Review Report - Semester 2

This report critically reviews two journal articles related to Human Resource Management (HRM). The first article, by Lau et al. (2016), examines the impact of organizational citizenship behavior (OCB) on employees' affective commitment and intention to leave within a Malaysian context. The study explores how self-rated and peer-rated OCB mediate the relationship between affective commitment and employee retention. The second article, by Edgar & Geare (2005), investigates the effects of different HRM practices on employee attitudes. The report analyzes the core arguments, methodologies, and findings of each article, offering a comparative perspective on the role of HRM in shaping employee behavior and organizational outcomes. The report also provides a synthesis of the key concepts and findings presented in the articles, highlighting the implications of HRM practices on employee engagement and commitment.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
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As opined by Stewart & Brown (2019), the human resource management in any
business firm is liable to carry up all the strategic activities connected to the same. The HRM
is the one which is known to affect the entire individuals working in a business firm to work
and stay motivated in their working attitude in the firm. Concerning to this ideology, the
given paper is focused on reviewing two articles that relates to the HRM affecting the
behaviour of the employees.
Review- Article 1
Lau, P. Y. Y., McLean, G. N., Lien, B. Y. H., & Hsu, Y. C. (2016). Self-rated and peer-
rated organizational citizenship behaviour, affective commitment, and intention to leave in
a Malaysian context. Personnel Review, 45(3), 569-592.
Based on the study of the article named Self-rated and peer-rated organizational
citizenship behaviour, affective commitment, and intention to leave in a Malaysian context,
it is undermined as per the viewpoint of Lau et al., (2016), that the business entities in the
concern of maintaining productive business relationship within the entire firm, needs to have
a sense of mutual commitment as well as support from all its working employees at every
level in the business organisation. The issue discussed in the article is the OCB creating a
change in the behaviour of the employees. The purpose of the author of the above stated
article is based on the thesis statement stated to be whether the organisational citizenship
behaviour of an employee impacts the sustainment of the employee in the firm.
It was also opined by DeNisi & Murphy (2017), studies of the employees in the
concern of their working behaviour have typically relied on the traditional form of methods
that are used by a business organisation relating to the supervisor ratings during the time of
performance appraisal. This is because the employees are highly motivated when they receive

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better performance appraisals by their working organisation in an unbiased way (Steers &
Lee, 2017).
However, in lieu of this, it was opined by Akgunduz, Dalgic & Kale, (2016), the
employees are unwilling to work in a particular business organisation and resigns from the
same on their own choice of interest and not because of the organisational citizenship
behaviour. It was undermined that the employees lack the required level of skills and
knowledge that would help the same to stand at a higher paradigm as compared to their peer
colleagues (Best & Kahn, 2016).
Based on the above illustrations, it is undermined that the authors in the first article
concerned in the given paper has been determined to use the respondents from the diverse
number of industries in Malaysia to study the reason that leads to the work values as well as
beliefs of the employees to leave or stay in the firm. The article had been known to use
different sorts of OB theory to study the organisational behaviour of the employees in
Malaysia. Thus, the title of the article have been determined to be a suitable one. The
findings of the article concluded and proved with the help of its statistical data that the OCB
profoundly affects the employees’ practice of retaining themselves in one particular
organisation (Lau et al., 2016). Moreover, with the help of the studies based on the other
experts as stated above in the paper, brings a fact in light that the article named is highly
comprehensive in nature as the same explains the central thesis which the same is related to,
and also the article had no repetition of theories and was solely a new research study.

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Review-Article 2
Edgar, F., & Geare, A. (2005). HRM practice and employee attitudes: different measures–
different results. Personnel Review, 34(5), 534-549.
Based on the study of the article HRM practice and employee attitudes: different
measures– different results, it was determined as per the viewpoint of Edgar & Geare,
(2005), the practices and strategies carried up by the Human Resource Management of any
particular business organisation are considered to implicitly affect the entire working of the
firm as the same affects the individual working behaviour of every employee. The problem
presented in the article is determined to be the perceptions and behaviour of the HRM
impacts the behaviour of the lower level of employees. The purpose of this article is based on
the central thesis statement related to the aspect whether the practices carried by the HRM
affects the working attitude of the employees.
As opined by Breevaart et al., (2016), the lower level employees learn what they see
their leaders do and perform. Berman et al., (2019), is of the viewpoint that the human
resource management team in a business organisation is the one which sets up the policies as
well as procedures to be carried out in the entire working life of the firm and along with the
same, train and monitor the work done by the employees on a daily basis. Thus, it becomes
entirely relevant that the employee attitude is profoundly impacted by the help of the
practices carried by the HRM of a firm. However, in lieu of this, it was opined by Johnson
(2017), that the employees remain self-motivated to work and achieve their personal goals
while working in a business organisation and that the practices carried by the HRM do not
affect their decision in the firm.
Nevertheless, the diversified number of experts have explicitly proven the fact that the
perspectives carried up by the HRM of a business organisation, affects the working attitude

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of other employees as they are either positively or negatively motivated by the way HRM
provides the employees with required number of resources as well as decisive working
environment that helps the employees to sustain themselves in the working organisation and
work with their greatest zeal possible. This fact brings into light the synergy that the second
article concerned in this particular paper is extensive in nature as it clearly explains its title
thesis that is based on the Human Resource Management and its Practices affecting the
working behaviour and attitude of other employees working in the organisation. Moreover, it
was determined that the article had used a different form of organisational measures in
determining the different level of impact and affect caused on the employee attitude because
of the perspectives and the practices of the HRM. The article explicitly conclude the
relationship that lies between the HRM and the positivity that is reflected in the attitude of
the employees (Edgar & Geare, 2005). However, the only limitation to the article found was
the lack in the statistical data which could have provided more genuine result to the research
study based on the title of the article.

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References
Akgunduz, Y., Dalgic, A., & Kale, A. (2016). The effects of stress and managers' behaviour
on job satisfaction and organisational citizenship behaviour of hotel employees.
Turizam: međunarodni znanstveno-stručni časopis, 64(1), 41-62.
Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2019). Human resource
management in public service: Paradoxes, processes, and problems. CQ Press.
Best, J. W., & Kahn, J. V. (2016). Research in education. Pearson Education, India.
Breevaart, K., Bakker, A. B., Demerouti, E., & Derks, D. (2016). Who takes the lead? A
multi‐source diary study on leadership, work engagement, and job
performance. Journal of Organizational Behavior, 37(3), 309-325.
DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance
management: 100 years of progress?. Journal of Applied Psychology, 102(3), 421.
Edgar, F., & Geare, A. (2005). HRM practice and employee attitudes: different measures–
different results. Personnel Review, 34(5), 534-549.
Johnson, C. E. (2017). Meeting the ethical challenges of leadership: Casting light or shadow.
Sage Publications.
Lau, P. Y. Y., McLean, G. N., Lien, B. Y. H., & Hsu, Y. C. (2016). Self-rated and peer-rated
organizational citizenship behaviour, affective commitment, and intention to leave in
a Malaysian context. Personnel Review, 45(3), 569-592.
Steers, R. M., & Lee, T. W. (2017). Facilitating effective performance appraisals: The role of
employee commitment and organizational climate. Performance measurement and
theory (pp. 75-93). Routledge.

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Stewart, G. L., & Brown, K. G. (2019). Human resource management. Wiley.