Job satisfaction refers to one’s feelings towards one’s job. If the employee’s expectations are fulfilled (or) the employees get higher than what he/she feels satisfied. The main objective of this research is to study the theoretical framework of job satisfaction and relationship with their ethical aspects in banking sector employees and to analyses the job satisfaction of bank employees in Kollegala. In this article we taken the 1000 despondence as a simple size of bank employees and 5 hypotheses are taken in this research like age, gender, qualification, income and experience, among these hypotheses 3 hypothesis are accepted and remaining hypothesis are rejected.
{"title":"Analysis of Ethical Aspects Among Bank Employees With Relation to Job Satisfaction Level","authors":"P. D, M. Bomma","doi":"10.2139/ssrn.3908492","DOIUrl":"https://doi.org/10.2139/ssrn.3908492","url":null,"abstract":"Job satisfaction refers to one’s feelings towards one’s job. If the employee’s expectations are fulfilled (or) the employees get higher than what he/she feels satisfied. The main objective of this research is to study the theoretical framework of job satisfaction and relationship with their ethical aspects in banking sector employees and to analyses the job satisfaction of bank employees in Kollegala. In this article we taken the 1000 despondence as a simple size of bank employees and 5 hypotheses are taken in this research like age, gender, qualification, income and experience, among these hypotheses 3 hypothesis are accepted and remaining hypothesis are rejected.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126260459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Context/literature: Principals employ a range of leadership styles that directly or indirectly impact school performance. However, there is always a debate among scholars about which leadership style is the most effective for school performance. Purposes: The purpose of this study was to investigate and analyze the relationship between different leadership styles of principals and school performance in Eritrean secondary schools. Research method: The study followed a descriptive research design, and it employed both qualitative and quantitative methods to establish a relationship between leadership styles and school performance. Using non-probability sampling, a sample (N = 375) comprising 30 schools/principals, 250 teachers, 50 students, and 45 parents participated in the study. Findings: The study explored and analyzed the relationship between the two variables, namely leadership styles of principals and school performance. The study found that principals’ leadership styles do influence school performance either positively or negatively, and it has become clear that no single leadership style is appropriate at all times. The study found that democratic and situational leadership styles have a positive impact on school performance; while autocratic and laissez-faire leadership styles were found to have negative impacts on school performance. Conclusion & recommendations: It can be concluded that no single leadership style is appropriate at all times, because no leadership style is right at all times. Based on empirical findings, contrary to established norms in the Eritrean school system, the study recommends that school principals should opt to implement principles of democratic and situational leadership for better school performance. Among other things, the study recommends that school principals should receive professional development to upgrade their leadership capacity in order to improve overall school performance and student attainment.
{"title":"Sustainable Human Resource Management through Leadership Styles and School Performance：A Study within An Eritrean Context","authors":"Berhane Aradom Tedla, E. Redda, Vilas Gaikar","doi":"10.2139/ssrn.3892835","DOIUrl":"https://doi.org/10.2139/ssrn.3892835","url":null,"abstract":"Context/literature: Principals employ a range of leadership styles that directly or indirectly impact school performance. However, there is always a debate among scholars about which leadership style is the most effective for school performance. Purposes: The purpose of this study was to investigate and analyze the relationship between different leadership styles of principals and school performance in Eritrean secondary schools. Research method: The study followed a descriptive research design, and it employed both qualitative and quantitative methods to establish a relationship between leadership styles and school performance. Using non-probability sampling, a sample (N = 375) comprising 30 schools/principals, 250 teachers, 50 students, and 45 parents participated in the study. Findings: The study explored and analyzed the relationship between the two variables, namely leadership styles of principals and school performance. The study found that principals’ leadership styles do influence school performance either positively or negatively, and it has become clear that no single leadership style is appropriate at all times. The study found that democratic and situational leadership styles have a positive impact on school performance; while autocratic and laissez-faire leadership styles were found to have negative impacts on school performance. Conclusion & recommendations: It can be concluded that no single leadership style is appropriate at all times, because no leadership style is right at all times. Based on empirical findings, contrary to established norms in the Eritrean school system, the study recommends that school principals should opt to implement principles of democratic and situational leadership for better school performance. Among other things, the study recommends that school principals should receive professional development to upgrade their leadership capacity in order to improve overall school performance and student attainment.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133566786","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In early 2021, the Ministry of Labour, Training and Skills Development of Ontario initiated consultations for its scheduled five-year review of the Working at Heights Standard. The Working at Heights Standard is one of the most important and safety sensitive of its kind, as falls from heights are the greatest cost to human life in the construction industry in Ontario. Today, an individual or organization, approved by the Chief Prevention Officer, may train both the Working at Heights and three year Refresher Approved Programs in Ontario. This is not the case for the fully separate approvals for the less safety sensitive Joint Health and Safety Committee Part I, Part II, and Refresher Standards. Those entering the Working at Heights Refresher program will take the theory and practical module of the training program over 3.5 hours, which emulates the work the worker has been doing for three years. While the initial Working at Heights program is sacrosanct, the three year refresher training is ripe for innovation. Under the current model entering review, the separations of standards for innovation is not possible. Refresher is a program being taken by those who already work at heights, and the ability is there, should the Ministry be willing, to find better ways of delivering more innovative, more cost effective, and more effective refresher training. First, we need a double standard.
{"title":"A Double Standard - Improving Ontario's Working at Heights Approved Program","authors":"Ben Kropp","doi":"10.2139/ssrn.3807335","DOIUrl":"https://doi.org/10.2139/ssrn.3807335","url":null,"abstract":"In early 2021, the Ministry of Labour, Training and Skills Development of Ontario initiated consultations for its scheduled five-year review of the Working at Heights Standard. The Working at Heights Standard is one of the most important and safety sensitive of its kind, as falls from heights are the greatest cost to human life in the construction industry in Ontario. Today, an individual or organization, approved by the Chief Prevention Officer, may train both the Working at Heights and three year Refresher Approved Programs in Ontario. This is not the case for the fully separate approvals for the less safety sensitive Joint Health and Safety Committee Part I, Part II, and Refresher Standards. Those entering the Working at Heights Refresher program will take the theory and practical module of the training program over 3.5 hours, which emulates the work the worker has been doing for three years. While the initial Working at Heights program is sacrosanct, the three year refresher training is ripe for innovation. Under the current model entering review, the separations of standards for innovation is not possible. Refresher is a program being taken by those who already work at heights, and the ability is there, should the Ministry be willing, to find better ways of delivering more innovative, more cost effective, and more effective refresher training. First, we need a double standard.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133508727","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Using supervisory data on operational losses from large U.S. bank holding companies (BHCs), we show that BHCs with socially responsible workforce policies suffer lower operational losses per dollar of total assets and incidence of tail risk events. The association is more pronounced for institutions that: (i) are larger and more complex, (ii) have better corporate governance, or (iii) have recently experienced larger operational losses. It also significantly varies by the type of workforce policies and the type of operational losses. Our findings have important implications for banking organization performance, risk and supervision.
{"title":"Workforce Policies and Operational Risk: Evidence from U.S. Bank Holding Companies","authors":"Filippo Curti, Larry Fauver, Atanas Mihov","doi":"10.2139/ssrn.3747134","DOIUrl":"https://doi.org/10.2139/ssrn.3747134","url":null,"abstract":"Using supervisory data on operational losses from large U.S. bank holding companies (BHCs), we show that BHCs with socially responsible workforce policies suffer lower operational losses per dollar of total assets and incidence of tail risk events. The association is more pronounced for institutions that: (i) are larger and more complex, (ii) have better corporate governance, or (iii) have recently experienced larger operational losses. It also significantly varies by the type of workforce policies and the type of operational losses. Our findings have important implications for banking organization performance, risk and supervision.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127903384","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this work is to present evidence which illustrate the significant effect of leadership and conflict management on employee satisfaction in a range of professions. Leadership and conflict management have a significant effect on job satisfaction. This is illustrated with examples of the interaction between these parameters in a range of professions. It is worth noting that a significant effect of leadership is exhibited in a range of different professional sectors and groups of employees, reflecting the universal value of leadership interacting with a wide range of parameters which may vary according to age, level of education, working conditions, cultural differences and employee expectations. Irrespective of the complexity and variety of determinant parameters, the effect of leadership and conflict management on job satisfaction has been widely exhibited in the reviewed data of the present analysis. Motivated and satisfied employees are a key in achieving organizational goals and leaders should take into account factors related to work performance, motivation and job satisfaction.
{"title":"The Significant Effect of Leadership and Conflict Management on Job Satisfaction","authors":"S. Anastasiou","doi":"10.36941/ajis-2020-0107","DOIUrl":"https://doi.org/10.36941/ajis-2020-0107","url":null,"abstract":"The purpose of this work is to present evidence which illustrate the significant effect of leadership and conflict management on employee satisfaction in a range of professions. Leadership and conflict management have a significant effect on job satisfaction. This is illustrated with examples of the interaction between these parameters in a range of professions. It is worth noting that a significant effect of leadership is exhibited in a range of different professional sectors and groups of employees, reflecting the universal value of leadership interacting with a wide range of parameters which may vary according to age, level of education, working conditions, cultural differences and employee expectations. Irrespective of the complexity and variety of determinant parameters, the effect of leadership and conflict management on job satisfaction has been widely exhibited in the reviewed data of the present analysis. Motivated and satisfied employees are a key in achieving organizational goals and leaders should take into account factors related to work performance, motivation and job satisfaction.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"181 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122667637","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We investigate the effects of group identity on hiring decisions with adverse selection problems. We run a laboratory experiment in which employers cannot observe a worker's ability nor verify the veracity of the ability the worker claims to have. We evaluate whether sharing an identity results in employers discriminating in favor of ingroup workers, and whether it helps workers and employers overcome the adverse selection problem. We induce identities using the minimal group paradigm and study two settings: one where workers cannot change their identity and one where they can. Although sharing a common identity does not make the worker's claims more honest, employers strongly discriminate in favor of ingroup workers when identities are fixed. Discrimination cannot be explained by employers' beliefs and hence seems to be taste-based. When possible, few workers change their identity. However, the mere possibility of changing identities erodes the employers' trust towards ingroup workers and eliminates discrimination.
{"title":"The Effect of Group Identity on Hiring Decisions With Incomplete Information","authors":"Fortuna Casoria, Ernesto Reuben, Christina Rott","doi":"10.2139/ssrn.3731536","DOIUrl":"https://doi.org/10.2139/ssrn.3731536","url":null,"abstract":"We investigate the effects of group identity on hiring decisions with adverse selection problems. We run a laboratory experiment in which employers cannot observe a worker's ability nor verify the veracity of the ability the worker claims to have. We evaluate whether sharing an identity results in employers discriminating in favor of ingroup workers, and whether it helps workers and employers overcome the adverse selection problem. We induce identities using the minimal group paradigm and study two settings: one where workers cannot change their identity and one where they can. Although sharing a common identity does not make the worker's claims more honest, employers strongly discriminate in favor of ingroup workers when identities are fixed. Discrimination cannot be explained by employers' beliefs and hence seems to be taste-based. When possible, few workers change their identity. However, the mere possibility of changing identities erodes the employers' trust towards ingroup workers and eliminates discrimination.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115897490","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study explores the extent of employee benefits disclosure and short-term and long-term employee benefits plans maintained by the Bangladeshi companies. An employee benefits disclosure index and a form for collecting data about long-term and short-term employee benefit plans maintained by the companies are created and descriptive statistical analysis is applied to the collected data. The extent of employee benefits disclosure in Bangladesh is low. However, disclosure practice is not consistent across all the categories. Disclosure is very poor under IAS 19 Employee Benefits and companies do not provides any disclosure under IAS 26 Accounting and Reporting by Retirement Benefit Plans. Compliance and disclosure under local regulations in Bangladesh are very good. Recognized provident fund and gratuity fund are the two most common long-term employee benefits provided by the companies and they are sharing profits with their employees. But companies don’t provide any detailed disclosure regarding other short-term employee benefits and defined benefit plans. The disclosure pattern of foreign companies is far better than that of domestic companies. Relevant authorities should take the necessary step to ensure full compliance with disclosure provisions of IAS 19 as well as IAS 26 and encourage them to provide detailed disclosure regarding short-term employee benefits.
{"title":"Employee Benefits Disclosure: Recent Evidence from Bangladesh","authors":"Md. Turikol Islam","doi":"10.2139/ssrn.3724236","DOIUrl":"https://doi.org/10.2139/ssrn.3724236","url":null,"abstract":"This study explores the extent of employee benefits disclosure and short-term and long-term employee benefits plans maintained by the Bangladeshi companies. An employee benefits disclosure index and a form for collecting data about long-term and short-term employee benefit plans maintained by the companies are created and descriptive statistical analysis is applied to the collected data. The extent of employee benefits disclosure in Bangladesh is low. However, disclosure practice is not consistent across all the categories. Disclosure is very poor under IAS 19 Employee Benefits and companies do not provides any disclosure under IAS 26 Accounting and Reporting by Retirement Benefit Plans. Compliance and disclosure under local regulations in Bangladesh are very good. Recognized provident fund and gratuity fund are the two most common long-term employee benefits provided by the companies and they are sharing profits with their employees. But companies don’t provide any detailed disclosure regarding other short-term employee benefits and defined benefit plans. The disclosure pattern of foreign companies is far better than that of domestic companies. Relevant authorities should take the necessary step to ensure full compliance with disclosure provisions of IAS 19 as well as IAS 26 and encourage them to provide detailed disclosure regarding short-term employee benefits.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115317542","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-30DOI: 10.11648/J.JBED.20200504.12
Lawrence Odollo, S. M. Muema
Career development in the recent past has received more attention not only as a concern for the management of human resources, but also as institutional strategic management component for ensuring performance and growth. The purpose of this study therefore was to establish the career development practices on performance of local non-governmental organizations in Kenya. The unit of analysis was the employees working with these local non-governmental organizations. A sample of two hundred and ten employees was drawn from the population. The study used purposive and stratified sampling to sample ten local non-governmental organizations from which simple random sampling was used to get the sample size. The study adopted a cross sectional design. The main instrument for collecting primary data was a questionnaire. Each participating organization filled ten questionnaires. Descriptive and Inferential analysis were used to determine the strength of association between career development and organizational performance. The findings revealed that career development has a significant effects on internal business and significantly contributes to performance of Non-Governmental Organizations. Based on the findings and conclusions, the study recommends that there is need for the NGOs to have well documented human resource plans as well as mechanisms to operationalize them; this should be done with the participation of all the staff and frequent feedback taken for possible modifications. There is need for top management to be sensitized on the potential influence of human resource planning and organizational performance to win their commitment and support.
{"title":"Influence of Career Development on Performance of Local Non-Governmental Organizations in Kenya","authors":"Lawrence Odollo, S. M. Muema","doi":"10.11648/J.JBED.20200504.12","DOIUrl":"https://doi.org/10.11648/J.JBED.20200504.12","url":null,"abstract":"Career development in the recent past has received more attention not only as a concern for the management of human resources, but also as institutional strategic management component for ensuring performance and growth. The purpose of this study therefore was to establish the career development practices on performance of local non-governmental organizations in Kenya. The unit of analysis was the employees working with these local non-governmental organizations. A sample of two hundred and ten employees was drawn from the population. The study used purposive and stratified sampling to sample ten local non-governmental organizations from which simple random sampling was used to get the sample size. The study adopted a cross sectional design. The main instrument for collecting primary data was a questionnaire. Each participating organization filled ten questionnaires. Descriptive and Inferential analysis were used to determine the strength of association between career development and organizational performance. The findings revealed that career development has a significant effects on internal business and significantly contributes to performance of Non-Governmental Organizations. Based on the findings and conclusions, the study recommends that there is need for the NGOs to have well documented human resource plans as well as mechanisms to operationalize them; this should be done with the participation of all the staff and frequent feedback taken for possible modifications. There is need for top management to be sensitized on the potential influence of human resource planning and organizational performance to win their commitment and support.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"78 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-10-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114253311","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this study was to assess the effect of the work environment on employee’s engagement. Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. There is a growing recognition that works environment factor affect employee’s engagement. The work environment factors affect the quality of work-life, individual quality of work-life outcome and employee engagement. The research was carried out on three universities; the University of Gondar, Bahirdar University and Debre-Tabor University. The study mainly focuses on five main factors such as; coworker cohesion, supervisor support, autonomy, work pressure and physical comfort. The sample size of this study was 368, and it was selected through stratified random sampling. The researcher applied frequency from descriptive statistics and T-test, ANOVA, Correlation and multiple regression analysis to achieve the objective stated at the very beginning of this study. The findings of this study show that coworker cohesion, supervisor support and autonomy are significant and positively correlated with employee engagement. In contrast, physical comfort is insignificantly related to employee engagement, and work pressure has a negative and meaningful relationship with employee engagement.
{"title":"The Effect of Work Environment on Employees’ Engagement (Case of University of Gondar, Bahir Dar University and Debre Tabor University)","authors":"Haimanot Guadie","doi":"10.2139/ssrn.3694317","DOIUrl":"https://doi.org/10.2139/ssrn.3694317","url":null,"abstract":"The purpose of this study was to assess the effect of the work environment on employee’s engagement. Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. There is a growing recognition that works environment factor affect employee’s engagement. The work environment factors affect the quality of work-life, individual quality of work-life outcome and employee engagement. The research was carried out on three universities; the University of Gondar, Bahirdar University and Debre-Tabor University. The study mainly focuses on five main factors such as; coworker cohesion, supervisor support, autonomy, work pressure and physical comfort. The sample size of this study was 368, and it was selected through stratified random sampling. The researcher applied frequency from descriptive statistics and T-test, ANOVA, Correlation and multiple regression analysis to achieve the objective stated at the very beginning of this study. The findings of this study show that coworker cohesion, supervisor support and autonomy are significant and positively correlated with employee engagement. In contrast, physical comfort is insignificantly related to employee engagement, and work pressure has a negative and meaningful relationship with employee engagement.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133042516","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Organizational ambidexterity originates from operational managers that follow together exploitative and exploratory activities. In a way from side to side which mechanisms, HR performances in Pakistan might really ease operational manager ambidexterity and further result in organizational ambidexterity is still an open question? For this, we applied (Mom, Chang, Cholakova, & Jansen, 2019) model to different sized firms of Pakistan. We hypothesize that ability and motivation enhancing HR practices effects operations manager ambidexterity through enhancing role breath and basic motivational orientation. Manager ambidexterity would further induce Organizational Ambidexterity. Moreover, Opportunity enhancing HR practices plays a complementary role in producing influencing of manager ambidexterity on Organizational Ambidexterity. A survey was directed by using a close-ended questionnaire which recognized the empirical validity. A multi-source and multilevel data were collected from 210 employees of the HR department belonging to 70 different sized firms and it was examined by means of confirmatory factor analysis and also organized equation modeling. For this, we gave 3 questionnaires to each firm. The result suggested that Ability Increasing these Practices directly and positively affect Operational Manager Ambidexterity along with the mediatory factor of Role Breadth Self-Efficacy. Operational Manager Ambidexterity in turn has a positive influence on Organization Ambidexterity. Manager and organizational Ambidexterity is also directly and positively affected by Role Breadth Self-Efficacy, Motivation Enhancing Practices, and Ability Enhancing Practices. Organizational Ambidexterity is also influenced by Opportunity Enhancing Practices. Lastly, Motivation Enhancing Practices have a positive and significant result of the mediatory factor of Intrinsic Motivation Orientation. We, however, didn’t find any significant evidence of complementarities between managers’ Ambidexterity and Opportunity enhancing HR practices in explaining Organizational Ambidexterity. The result suggests that the relationship among organizational ambidexterity along with the operational manager is liable on a firm that enhances HR practices. Along with that, our study that we scrutinized provides us important and new multilevel insights into the efficiency of strategic HR systems and in support of an individual and organizational ambidexterity.
{"title":"How HR Practices influence Managers and Organisational Ambidexterity in Pakistani Firms: The Mediatory role of Self-Efficacy and Motivation in a Multilevel Integrated Framework","authors":"S. Nadeem, D. Siddiqui","doi":"10.2139/ssrn.3683340","DOIUrl":"https://doi.org/10.2139/ssrn.3683340","url":null,"abstract":"Organizational ambidexterity originates from operational managers that follow together exploitative and exploratory activities. In a way from side to side which mechanisms, HR performances in Pakistan might really ease operational manager ambidexterity and further result in organizational ambidexterity is still an open question? For this, we applied (Mom, Chang, Cholakova, & Jansen, 2019) model to different sized firms of Pakistan. We hypothesize that ability and motivation enhancing HR practices effects operations manager ambidexterity through enhancing role breath and basic motivational orientation. Manager ambidexterity would further induce Organizational Ambidexterity. Moreover, Opportunity enhancing HR practices plays a complementary role in producing influencing of manager ambidexterity on Organizational Ambidexterity. A survey was directed by using a close-ended questionnaire which recognized the empirical validity. A multi-source and multilevel data were collected from 210 employees of the HR department belonging to 70 different sized firms and it was examined by means of confirmatory factor analysis and also organized equation modeling. For this, we gave 3 questionnaires to each firm. The result suggested that Ability Increasing these Practices directly and positively affect Operational Manager Ambidexterity along with the mediatory factor of Role Breadth Self-Efficacy. Operational Manager Ambidexterity in turn has a positive influence on Organization Ambidexterity. Manager and organizational Ambidexterity is also directly and positively affected by Role Breadth Self-Efficacy, Motivation Enhancing Practices, and Ability Enhancing Practices. Organizational Ambidexterity is also influenced by Opportunity Enhancing Practices. Lastly, Motivation Enhancing Practices have a positive and significant result of the mediatory factor of Intrinsic Motivation Orientation. We, however, didn’t find any significant evidence of complementarities between managers’ Ambidexterity and Opportunity enhancing HR practices in explaining Organizational Ambidexterity. The result suggests that the relationship among organizational ambidexterity along with the operational manager is liable on a firm that enhances HR practices. Along with that, our study that we scrutinized provides us important and new multilevel insights into the efficiency of strategic HR systems and in support of an individual and organizational ambidexterity.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124377153","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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