Pub Date : 2021-11-02DOI: 10.1177/23220937211049137
I. Islam
Drawing on the experience of four South Asian economies (Bangladesh, India, Pakistan, Sri Lanka), this article argues that properly designed labour market institutions and regulations play a pivotal role in engendering desirable economic and social dividends. The alternative is a Hobbesian world of an unregulated labour market, which is likely to produce poor wages and working conditions. Policymakers in the region should acknowledge common challenges pertaining to low utilisation of the skills and talents of young people, entrenched gender disparities, high, and in many cases rising, informality, significant incidence of working poverty and vulnerability. They should focus on designing complementary interventions to tackle such shared challenges rather than being fixated on the narrowly conceived notion of deregulating labour markets.
{"title":"Labour Regulations, Growth and Employment: A South Asian Perspective","authors":"I. Islam","doi":"10.1177/23220937211049137","DOIUrl":"https://doi.org/10.1177/23220937211049137","url":null,"abstract":"Drawing on the experience of four South Asian economies (Bangladesh, India, Pakistan, Sri Lanka), this article argues that properly designed labour market institutions and regulations play a pivotal role in engendering desirable economic and social dividends. The alternative is a Hobbesian world of an unregulated labour market, which is likely to produce poor wages and working conditions. Policymakers in the region should acknowledge common challenges pertaining to low utilisation of the skills and talents of young people, entrenched gender disparities, high, and in many cases rising, informality, significant incidence of working poverty and vulnerability. They should focus on designing complementary interventions to tackle such shared challenges rather than being fixated on the narrowly conceived notion of deregulating labour markets.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"36 1","pages":"174 - 191"},"PeriodicalIF":1.7,"publicationDate":"2021-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81692603","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 : 2021-11-02DOI: 10.1177/23220937211016697
Ayatakshee Sarkar
{"title":"Non-Violence at Workplace: The Way to Happiness and Well-Being: Interview with Dr Saamdu Chetri, as the Former Head of GNH Centre","authors":"Ayatakshee Sarkar","doi":"10.1177/23220937211016697","DOIUrl":"https://doi.org/10.1177/23220937211016697","url":null,"abstract":"","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"1 1","pages":"290 - 298"},"PeriodicalIF":1.7,"publicationDate":"2021-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76587506","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 : 2021-10-05DOI: 10.1177/23220937211046451
A. Zahoor
The central aim of this study is to investigate whether the proactive personality (PP) of frontline service employees moderates the impact of perceived opportunity to craft (POC) on actual job crafting (JC) behaviour. We also examine the consequent effect of JC on employee work engagement (WE) and perceived service recovery performance (SRP). Primary data collected from 624 dyads of Indian frontline banking employees and their immediate colleagues (peers) formed the basis of empirical analysis. Data on JC perception, WE and JC behaviour was self-reported by the employees. On the other hand, peer-rating was invited for frontline employees’ PP and recovery performance. Empirical results indicated that the likelihood of POC resulting in actual JC is significantly higher for proactive employees in comparison to their reactive counterparts. The results also suggest that JC nurtures WE which, in turn, enhances SRP.
{"title":"Predicting Service Recovery Performance through Job Crafting Perception and Behaviour: Does Proactivity Make a Difference?","authors":"A. Zahoor","doi":"10.1177/23220937211046451","DOIUrl":"https://doi.org/10.1177/23220937211046451","url":null,"abstract":"The central aim of this study is to investigate whether the proactive personality (PP) of frontline service employees moderates the impact of perceived opportunity to craft (POC) on actual job crafting (JC) behaviour. We also examine the consequent effect of JC on employee work engagement (WE) and perceived service recovery performance (SRP). Primary data collected from 624 dyads of Indian frontline banking employees and their immediate colleagues (peers) formed the basis of empirical analysis. Data on JC perception, WE and JC behaviour was self-reported by the employees. On the other hand, peer-rating was invited for frontline employees’ PP and recovery performance. Empirical results indicated that the likelihood of POC resulting in actual JC is significantly higher for proactive employees in comparison to their reactive counterparts. The results also suggest that JC nurtures WE which, in turn, enhances SRP.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"154 1","pages":"260 - 279"},"PeriodicalIF":1.7,"publicationDate":"2021-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83448417","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 : 2021-09-30DOI: 10.1177/23220937211043109
C. Bandyopadhyay, Kailash B. L. Srivastava
This study examined the relationship between human resource (HR) signals’ strength and affective organisational commitment (AOC) through the mediating role of psychological contract fulfilment (PCF). Survey data were collected from 460 manufacturing sector respondents. Structural equation modelling confirmed that HR signals’ strength and PCF positively influenced AOC. PCF also mediated the relationship between the HR signal and AOC’s strength. Results have theoretical implications, as well as practical implications for the management to consider fulfilling its obligations to meet employee needs and expectations through appropriate HR strategies for enhancing employees’ AOC.
{"title":"Mediating Role of Psychological Contract Fulfilment on the Relationship between Strength of HR Signal and Organisational Commitment: Evidence from the Indian Manufacturing Sector","authors":"C. Bandyopadhyay, Kailash B. L. Srivastava","doi":"10.1177/23220937211043109","DOIUrl":"https://doi.org/10.1177/23220937211043109","url":null,"abstract":"This study examined the relationship between human resource (HR) signals’ strength and affective organisational commitment (AOC) through the mediating role of psychological contract fulfilment (PCF). Survey data were collected from 460 manufacturing sector respondents. Structural equation modelling confirmed that HR signals’ strength and PCF positively influenced AOC. PCF also mediated the relationship between the HR signal and AOC’s strength. Results have theoretical implications, as well as practical implications for the management to consider fulfilling its obligations to meet employee needs and expectations through appropriate HR strategies for enhancing employees’ AOC.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"1 1","pages":"240 - 259"},"PeriodicalIF":1.7,"publicationDate":"2021-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91130911","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 : 2021-08-19DOI: 10.1177/23220937211037221
S. Wanninayake, Michael O'Donnell, S. Williamson
Emotional labour among nurses is researched extensively. However, whether nurses in market-oriented, for-profit and customer-focused healthcare contexts performed emotional labour similarly to other nurses is severely underexplored. The minimal research available on this phenomenon have focused on Western for-profit healthcare contexts. Therefore, this article explores how nurses from for-profit healthcare sector performed emotional labour in a non-Western context—Sri Lanka. Using 30 interviews with private hospital nurses, this qualitative study found that scripted and closely managed behaviour routines, being subordinate to patients and their relatives, constant exposure to service recipients’ aggression and minimal organisational support led to a significant sense of powerlessness, loss of face, emotional exhaustion and tit-for-tat exchange of emotions with patients among nurses.
{"title":"Caring with a Forced Smile: Emotional Labour Among Private Hospital Nurses in Sri Lanka","authors":"S. Wanninayake, Michael O'Donnell, S. Williamson","doi":"10.1177/23220937211037221","DOIUrl":"https://doi.org/10.1177/23220937211037221","url":null,"abstract":"Emotional labour among nurses is researched extensively. However, whether nurses in market-oriented, for-profit and customer-focused healthcare contexts performed emotional labour similarly to other nurses is severely underexplored. The minimal research available on this phenomenon have focused on Western for-profit healthcare contexts. Therefore, this article explores how nurses from for-profit healthcare sector performed emotional labour in a non-Western context—Sri Lanka. Using 30 interviews with private hospital nurses, this qualitative study found that scripted and closely managed behaviour routines, being subordinate to patients and their relatives, constant exposure to service recipients’ aggression and minimal organisational support led to a significant sense of powerlessness, loss of face, emotional exhaustion and tit-for-tat exchange of emotions with patients among nurses.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"134 1","pages":"219 - 239"},"PeriodicalIF":1.7,"publicationDate":"2021-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76289707","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 : 2021-06-11DOI: 10.1177/23220937211020908
Noman Soomro, Ambreen Ahmed
This interview provides an insight into the importance of Human Resource Management (HRM) through the perspective of an academic policymaker. The interview was exploratory and was conducted by considering the role of academic policymakers in the success of the field. The interview has identified vital information on the importance and advancement of HRM, its amalgamation, academia and industry liaison in the development of the HRM curriculum and local contextualisation. The interview also emphasised the factors to achieve HRM optimal growth, concerns to oversee, creation of opportunities, and future challenges and prospects for HRM learners.
{"title":"HRM Through the Lens of an Academic Policy Maker: An Interview with Professor Dr Aamir Firoz Shamsi","authors":"Noman Soomro, Ambreen Ahmed","doi":"10.1177/23220937211020908","DOIUrl":"https://doi.org/10.1177/23220937211020908","url":null,"abstract":"This interview provides an insight into the importance of Human Resource Management (HRM) through the perspective of an academic policymaker. The interview was exploratory and was conducted by considering the role of academic policymakers in the success of the field. The interview has identified vital information on the importance and advancement of HRM, its amalgamation, academia and industry liaison in the development of the HRM curriculum and local contextualisation. The interview also emphasised the factors to achieve HRM optimal growth, concerns to oversee, creation of opportunities, and future challenges and prospects for HRM learners.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"24 1","pages":"164 - 170"},"PeriodicalIF":1.7,"publicationDate":"2021-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78753225","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 : 2021-06-04DOI: 10.1177/23220937211013266
D. Dutta, P. Mirchandani, K. P. Anasha
The Indian IT/ITeS industry is a significant contributor to India’s GDP and has had an impressive growth trajectory. However, it continues to be plagued with talent shortages, managing employee satisfaction, growth aspirations and reducing attrition. COVID-19 has presented an unprecedented opportunity for IT service organisations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand-supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. We propose a model of ‘Internal Gig’ worker (I-GIG) for the IT services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the workanywhere, anytime and leverage talent availability on a global scale.
{"title":"Internal GIG Ecosystem in IT/ITeS Organisations for Non-linear Growth","authors":"D. Dutta, P. Mirchandani, K. P. Anasha","doi":"10.1177/23220937211013266","DOIUrl":"https://doi.org/10.1177/23220937211013266","url":null,"abstract":"The Indian IT/ITeS industry is a significant contributor to India’s GDP and has had an impressive growth trajectory. However, it continues to be plagued with talent shortages, managing employee satisfaction, growth aspirations and reducing attrition. COVID-19 has presented an unprecedented opportunity for IT service organisations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand-supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. We propose a model of ‘Internal Gig’ worker (I-GIG) for the IT services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the workanywhere, anytime and leverage talent availability on a global scale.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"30 1","pages":"280 - 289"},"PeriodicalIF":1.7,"publicationDate":"2021-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88123227","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 : 2021-06-01DOI: 10.1177/23220937211001973
{"title":"Peer Review Excellence Award Winners","authors":"","doi":"10.1177/23220937211001973","DOIUrl":"https://doi.org/10.1177/23220937211001973","url":null,"abstract":"","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"18 1","pages":"158 - 158"},"PeriodicalIF":1.7,"publicationDate":"2021-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82471250","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 : 2021-05-25DOI: 10.1177/23220937211018021
A. Adikaram, H. Priyankara, N. Naotunna
This article aims to examine the experiences of human resource professionals (HRPs) in managing crises posed by the COVID-19 pandemic. Employing qualitative research methodology, in-depth interviews with 24 HRPs of different industries were carried out. The findings indicate how the HRPs have navigated through five phases of the crisis as (a) anticipatory; (b) crisis; (c) adjustment; (d) rebounding; (e) continuance or reverting to old ways, struggling with many decisions and actions. The periods that companies took to navigate these different stages and the success of how they faced the crises posed by the pandemic mainly depend on factors such as the level of preparedness, nature of the industry, availability of resources, and role of the HRPs. The learning from the experiences of the HRPs and the phases they have navigated through will help to successfully manage similar crises in the future.
{"title":"Navigating the Crises of COVID-19: Human Resource Professionals Battle Against the Pandemic","authors":"A. Adikaram, H. Priyankara, N. Naotunna","doi":"10.1177/23220937211018021","DOIUrl":"https://doi.org/10.1177/23220937211018021","url":null,"abstract":"This article aims to examine the experiences of human resource professionals (HRPs) in managing crises posed by the COVID-19 pandemic. Employing qualitative research methodology, in-depth interviews with 24 HRPs of different industries were carried out. The findings indicate how the HRPs have navigated through five phases of the crisis as (a) anticipatory; (b) crisis; (c) adjustment; (d) rebounding; (e) continuance or reverting to old ways, struggling with many decisions and actions. The periods that companies took to navigate these different stages and the success of how they faced the crises posed by the pandemic mainly depend on factors such as the level of preparedness, nature of the industry, availability of resources, and role of the HRPs. The learning from the experiences of the HRPs and the phases they have navigated through will help to successfully manage similar crises in the future.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"102 1","pages":"192 - 218"},"PeriodicalIF":1.7,"publicationDate":"2021-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82931726","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 : 2021-03-31DOI: 10.1177/2322093721997197
Shiza Kazmi, Fizza Kanwal, Kashif Rathore, Kiran Faheem, A. Fatima
The study investigates the relationship between transformational leadership (TL) and organisational learning capability (OLC) and explores the mediating role of human resource (HR) effectiveness. A quantitative survey method was used to gather data from the software industry in Pakistan through a self-administered questionnaire (N = 504). Both exploratory and confirmatory factor analyses were conducted to check the reliability and validity of the research instrument. In addition, structural equation modelling (SEM) was used to test the proposed hypotheses. Research findings have demonstrated that TL positively affects OLC in software companies. Moreover, perceived HR effectiveness mediates the relationship between TL and OLC. Current research has several theoretical and practical implications as it extends the ability-motivation-opportunity (AMO) theory by considering perceived HR effectiveness as an important facilitator of a firm’s learning capability. This study provides valuable insights for organisational leaders to ensure HR effectiveness in terms of HR practices including recruitment, training and compensation for the development of learning capabilities. It also recommends managers to adopt TL for utilising HR effectiveness in order to improve learning at an organisational level.
{"title":"The Relationship Between Transformational Leadership and Organisational Learning Capability with the Mediating Role of Perceived Human Resource Effectiveness","authors":"Shiza Kazmi, Fizza Kanwal, Kashif Rathore, Kiran Faheem, A. Fatima","doi":"10.1177/2322093721997197","DOIUrl":"https://doi.org/10.1177/2322093721997197","url":null,"abstract":"The study investigates the relationship between transformational leadership (TL) and organisational learning capability (OLC) and explores the mediating role of human resource (HR) effectiveness. A quantitative survey method was used to gather data from the software industry in Pakistan through a self-administered questionnaire (N = 504). Both exploratory and confirmatory factor analyses were conducted to check the reliability and validity of the research instrument. In addition, structural equation modelling (SEM) was used to test the proposed hypotheses. Research findings have demonstrated that TL positively affects OLC in software companies. Moreover, perceived HR effectiveness mediates the relationship between TL and OLC. Current research has several theoretical and practical implications as it extends the ability-motivation-opportunity (AMO) theory by considering perceived HR effectiveness as an important facilitator of a firm’s learning capability. This study provides valuable insights for organisational leaders to ensure HR effectiveness in terms of HR practices including recruitment, training and compensation for the development of learning capabilities. It also recommends managers to adopt TL for utilising HR effectiveness in order to improve learning at an organisational level.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"47 1","pages":"133 - 157"},"PeriodicalIF":1.7,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85258949","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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