Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR
基于146家韩国企业数据，研究发现人力资源经理自身及首席人力资源官的人力资本水平越高，经理对人力资源职业的承诺越强，且首席人力资源官通过传递组织重视人力资源的信号来增强经理的承诺。
Abstract Human resource ( HR ) managers’ commitment to their occupation ( HR ) leads to the proper delivery and implementation of HR practices and, therefore, is deemed as a critical factor for the success of HR practices. Based on sociocognitive, human capital, and signaling theories, this study examines: (a) HR managers’ own and their chief HR officer's ( CHRO ) HR ‐specific human capital as antecedents of their commitment to HR , and (b) the mediating mechanism through which the CHRO ’s HR ‐specific human capital positively influences HR managers’ commitment to HR . Based on 146 HR managers from 146 organizations in South Korea, the findings of the current study suggest that HR managers with higher levels of HR ‐specific human capital and those working with CHROs with higher levels of HR ‐specific human capital tend to have higher levels of commitment to HR . In addition, CHROs with higher levels of HR ‐specific human capital positively influence HR managers’ commitment to HR by signaling to them that HR and its function are valued and cared about by their organizations. Theoretical and practical implications of this study are discussed along with study limitations and further research directions. © 2015 Wiley Periodicals, Inc.