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THE MEDIATING ROLE OF PROFESSIONAL IDENTITY AND ORGANIZATIONAL IDENTITY IN SUSTAINABLE HRM AND UNIVERSITY TEACHER PERFORMANCE: AN EMPIRICAL STUDY IN CHINA |
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| รหัสดีโอไอ | |
| Creator | Yao ZONGYU |
| Title | THE MEDIATING ROLE OF PROFESSIONAL IDENTITY AND ORGANIZATIONAL IDENTITY IN SUSTAINABLE HRM AND UNIVERSITY TEACHER PERFORMANCE: AN EMPIRICAL STUDY IN CHINA |
| Contributor | Krisada CHIENWATTANASOOK |
| Publisher | Asian Administration and Management Review |
| Publication Year | 2567 |
| Journal Title | Asian Administration and Management Review |
| Journal Vol. | 7 |
| Journal No. | 2 |
| Page no. | 292–305 |
| Keyword | Sustainable Human Resource Management, Professional Identity, Organizational Identity, Job Performance, University Teachers |
| URL Website | https://so01.tci-thaijo.org/index.php/AAMR |
| Website title | https://so01.tci-thaijo.org/index.php/AAMR/article/view/276537 |
| ISSN | 2730-3683 |
| Abstract | This study explores the mediating effect of professional role perception and role value perception between sustainable human resource management (SHRM) and organizational identity under SHRM internalization, as well as the chain mediating effect of professional role perception, role value perception, and organizational identity between SHRM and job performance. It also examines the positive correlation between organizational identity and job performance. Based on self-determination theory, this study employs quantitative research methods to investigate 851 teachers from undergraduate public universities in China. The results showed that SHRM was significantly positively correlated with professional role perception and role value perception. Both professional role perception and role value perception were positively correlated with organizational identity. Organizational identity significantly improved job performance. The mediating effect included that SHRM had indirect effects on job performance through professional role perception, role value perception, and organizational identity. By implementing staff development and training, promoting academic exchange and cooperation, establishing a mentor system, formulating reward and incentive mechanisms, and clarifying sustainable development goals, university administrators can use the results of this study to effectively enhance teachers' professional role perception and role value perception, thereby promoting the improvement of organizational identity and job performance. |
