Pub Date : 2020-08-24DOI: 10.1177/2322093720944276
L. K. Jena, Subhra Pattnaik
The study investigates the moderating effect of relational identification and organisation-based self-esteem (OBSE) on the relationship between meaningful work and prudence, as well as meaningful work and civic virtue behaviour, in the context of blue-collar employees working in the Indian aeronautical manufacturing sector (IAMS). Survey data collected from 312 blue-collar employees showed that meaningful work has a positive influence on prudence as well as civic virtue behavior only at high levels of relational identification and OBSE. These relationships were insignificant at the lower level of the moderators. The findings of the study hold significant research, practice, and societal implications, because meaningful work in the context of blue-collar employees of the aeronautical industry has not been studied before, though this industry has high growth potential.
{"title":"Outcomes of Meaningful Work in the Context of Indian Blue-collar Employees: The Moderating Role of Relational Identification and Organisation-based Self-esteem","authors":"L. K. Jena, Subhra Pattnaik","doi":"10.1177/2322093720944276","DOIUrl":"https://doi.org/10.1177/2322093720944276","url":null,"abstract":"The study investigates the moderating effect of relational identification and organisation-based self-esteem (OBSE) on the relationship between meaningful work and prudence, as well as meaningful work and civic virtue behaviour, in the context of blue-collar employees working in the Indian aeronautical manufacturing sector (IAMS). Survey data collected from 312 blue-collar employees showed that meaningful work has a positive influence on prudence as well as civic virtue behavior only at high levels of relational identification and OBSE. These relationships were insignificant at the lower level of the moderators. The findings of the study hold significant research, practice, and societal implications, because meaningful work in the context of blue-collar employees of the aeronautical industry has not been studied before, though this industry has high growth potential.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74177638","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 : 2020-08-20DOI: 10.1177/2322093720942660
Suman Kumar Choudhary, N. Memon, Kirti Mishra
Organisations invest in human capital to achieve favourable organisational performance. The purpose of this research is to explain how organisational human capital investments influence an individual’s human capital and innovative work behaviour (IWB). Drawing on Social Exchange Theory and its subset Affect Theory of Social Exchange, this study empirically examines how the human resource management activity of human capital investments manifests at the individual level by developing and testing a moderated serial mediation model. A total of 115 employees working in a diverse set of industries, such as service, manufacturing, information technology, consultancy and education, who had received at least one training from their current employer, participated in the survey. The participants completed five standardized, valid and reliable instruments. SPSS was employed for data analysis. Hypotheses were tested using regression analysis. Results show that both gratitude and knowledge management mediate the relationship between human capital and IWB and the moderating effects of job characteristics. This study extends current literature and integrates macro–micro human capital by exploring how and when human capital leads to the generation of micro social orders. The concept of micro social orders refers to repeated interactions (exchange frequency), emotional reactions, perceptions of cohesion and affective sentiments of a group/organisation due to social structures. This research also highlights how managers can establish positive reciprocity obligations and enhance employees’ gratitude that helps to achieve IWB.
{"title":"Examining the Influence of Human Capital on Employees’ Innovative Work Behaviour: A Moderated Serial Mediation Model","authors":"Suman Kumar Choudhary, N. Memon, Kirti Mishra","doi":"10.1177/2322093720942660","DOIUrl":"https://doi.org/10.1177/2322093720942660","url":null,"abstract":"Organisations invest in human capital to achieve favourable organisational performance. The purpose of this research is to explain how organisational human capital investments influence an individual’s human capital and innovative work behaviour (IWB). Drawing on Social Exchange Theory and its subset Affect Theory of Social Exchange, this study empirically examines how the human resource management activity of human capital investments manifests at the individual level by developing and testing a moderated serial mediation model. A total of 115 employees working in a diverse set of industries, such as service, manufacturing, information technology, consultancy and education, who had received at least one training from their current employer, participated in the survey. The participants completed five standardized, valid and reliable instruments. SPSS was employed for data analysis. Hypotheses were tested using regression analysis. Results show that both gratitude and knowledge management mediate the relationship between human capital and IWB and the moderating effects of job characteristics. This study extends current literature and integrates macro–micro human capital by exploring how and when human capital leads to the generation of micro social orders. The concept of micro social orders refers to repeated interactions (exchange frequency), emotional reactions, perceptions of cohesion and affective sentiments of a group/organisation due to social structures. This research also highlights how managers can establish positive reciprocity obligations and enhance employees’ gratitude that helps to achieve IWB.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87452010","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 : 2020-07-15DOI: 10.1177/2322093720934580
A. Adikaram, Pavithra Kailasapathy
Sexual harassment at the workplace continues to be an issue all over the world. While there are many policies with well laid-out procedures specifying the process to follow when complaints of sexual harassment are received, there is still a lack of knowledge on actual practices of handling sexual harassment complaints and best practices. Data were collected from 35 HR professionals (HRPs) from over 30 companies in Sri Lanka on how sexual harassment complaints were handled. Based on this empirical evidence and literature as well as the theory of organisational justice, a six-stage process that HRPs should follow for a fair, just and effective handling of sexual harassment complaints is proposed. The process comprises of (a) complaint stage, (b) assessment of complaint stage, (c) investigation stage, (d) action stage, (e) appeal stage and (f) post-settlement stage. Best practices of handling sexual harassment complaints identified through the empirical data and literature are also highlighted.
{"title":"Handling Sexual Harassment Complaints in Sri Lanka: Fair Process and Best Practices","authors":"A. Adikaram, Pavithra Kailasapathy","doi":"10.1177/2322093720934580","DOIUrl":"https://doi.org/10.1177/2322093720934580","url":null,"abstract":"Sexual harassment at the workplace continues to be an issue all over the world. While there are many policies with well laid-out procedures specifying the process to follow when complaints of sexual harassment are received, there is still a lack of knowledge on actual practices of handling sexual harassment complaints and best practices. Data were collected from 35 HR professionals (HRPs) from over 30 companies in Sri Lanka on how sexual harassment complaints were handled. Based on this empirical evidence and literature as well as the theory of organisational justice, a six-stage process that HRPs should follow for a fair, just and effective handling of sexual harassment complaints is proposed. The process comprises of (a) complaint stage, (b) assessment of complaint stage, (c) investigation stage, (d) action stage, (e) appeal stage and (f) post-settlement stage. Best practices of handling sexual harassment complaints identified through the empirical data and literature are also highlighted.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89092826","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 : 2020-07-10DOI: 10.1177/2322093720934243
Jahnavi Patky, S. Pandey
Building on resource-based view theory, this article investigates the impact of human resource practice flexibility (HRPF) on innovation performance with (a) the mediating role of intellectual capital (IC) and (b) moderating role of the industry type (service or manufacturing) of an organisation. We empirically examined the relations using a survey dataset of managers of 257 Indian organisations. We have used the structural equation modelling method for data analysis. Findings of the moderated mediation analysis revealed that IC mediates the relationship between HRPF and innovation performance (a) partially when the organisation operates in the service industry and (b) fully when an organisation operates in the manufacturing industry. Additionally, our study explains the underlying mechanism governing the same relationship.
{"title":"Does Flexibility in Human Resource Practices Increase Innovation? Mediating Role of Intellectual Capital","authors":"Jahnavi Patky, S. Pandey","doi":"10.1177/2322093720934243","DOIUrl":"https://doi.org/10.1177/2322093720934243","url":null,"abstract":"Building on resource-based view theory, this article investigates the impact of human resource practice flexibility (HRPF) on innovation performance with (a) the mediating role of intellectual capital (IC) and (b) moderating role of the industry type (service or manufacturing) of an organisation. We empirically examined the relations using a survey dataset of managers of 257 Indian organisations. We have used the structural equation modelling method for data analysis. Findings of the moderated mediation analysis revealed that IC mediates the relationship between HRPF and innovation performance (a) partially when the organisation operates in the service industry and (b) fully when an organisation operates in the manufacturing industry. Additionally, our study explains the underlying mechanism governing the same relationship.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79946001","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 : 2020-06-27DOI: 10.1177/2322093720932071
Neha Gahlawat, S. Kundu
Using primary data from 575 employees of 209 organizations, the current study progresses the research between high-involvement work practices (HIWP) and organizational citizenship behaviour (OCB) in the Indian context. The results have revealed that the employees’ perceptions of HIWP including contingent appraisal and compensation, extensive training, self-managed teams, flexible work arrangements and empowerment result in enhanced work motivation (WM), improved job satisfaction (JS), heightened organizational commitment and higher degree of engagement in citizenship behaviour among employees. With establishment of a multi-step partial mediation model, the findings further reveal that the relationship between HIWP and OCB is individually and serially mediated by WM, JS and affective commitment (AC). The implications of these results for theory and practice of progressive HR practices in the Indian context are discussed.
{"title":"Unravelling the Relationship Between High-involvement Work Practices and Organizational Citizenship Behaviour: A Sequential Mediation Approach","authors":"Neha Gahlawat, S. Kundu","doi":"10.1177/2322093720932071","DOIUrl":"https://doi.org/10.1177/2322093720932071","url":null,"abstract":"Using primary data from 575 employees of 209 organizations, the current study progresses the research between high-involvement work practices (HIWP) and organizational citizenship behaviour (OCB) in the Indian context. The results have revealed that the employees’ perceptions of HIWP including contingent appraisal and compensation, extensive training, self-managed teams, flexible work arrangements and empowerment result in enhanced work motivation (WM), improved job satisfaction (JS), heightened organizational commitment and higher degree of engagement in citizenship behaviour among employees. With establishment of a multi-step partial mediation model, the findings further reveal that the relationship between HIWP and OCB is individually and serially mediated by WM, JS and affective commitment (AC). The implications of these results for theory and practice of progressive HR practices in the Indian context are discussed.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90229914","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 : 2020-06-01DOI: 10.1177/2322093720922478
Abinash Panda
Abstract Dr Anil K. Khandelwal, former Chairman and Managing Director of Bank of Baroda (BoB) is credited with transforming the bank, one of the largest public sector banks, from a declining brand into a prime brand in the banking sector of India within just 3 years. Such a rapid and radical transformation using people processes by a human resource (HR) professional catapulted to chief executive officer (CEO) position is a rare example in the corporate world. In this interview, he describes the transformation journey he led, including how he overcame the challenges arising from trade union resistance to technology-led change and institutionalised people-centric business process reengineering in the new age of agile, digital banking. He describes his leadership style as “tough love” and expands on the leadership ideas he canvassed in his two books on the subject.
巴罗达银行(BoB)前董事长兼董事总经理Anil K. Khandelwal博士在短短3年内将该银行(最大的公共部门银行之一)从一个衰落的品牌转变为印度银行业的主要品牌而受到赞誉。如此迅速而彻底的人事流程转型，由一位人力资源专业人士一跃成为首席执行官(CEO)，在企业界实属罕见。在这次采访中，他描述了他领导的转型之旅，包括他如何克服工会对技术主导变革的抵制，以及在敏捷数字银行的新时代，以人为本的制度化业务流程再造所带来的挑战。他将自己的领导风格描述为“严厉的爱”，并在他的两本关于这个主题的书中详细阐述了他的领导思想。
{"title":"Interview with Dr Anil K. Khandelwal: Leading Transformation of a Public Sector Bank Through People Processes and Building Intangibles","authors":"Abinash Panda","doi":"10.1177/2322093720922478","DOIUrl":"https://doi.org/10.1177/2322093720922478","url":null,"abstract":"Abstract Dr Anil K. Khandelwal, former Chairman and Managing Director of Bank of Baroda (BoB) is credited with transforming the bank, one of the largest public sector banks, from a declining brand into a prime brand in the banking sector of India within just 3 years. Such a rapid and radical transformation using people processes by a human resource (HR) professional catapulted to chief executive officer (CEO) position is a rare example in the corporate world. In this interview, he describes the transformation journey he led, including how he overcame the challenges arising from trade union resistance to technology-led change and institutionalised people-centric business process reengineering in the new age of agile, digital banking. He describes his leadership style as “tough love” and expands on the leadership ideas he canvassed in his two books on the subject.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78837923","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 : 2020-06-01DOI: 10.1177/2322093719875567
M. Rubel, D. Kee, Nadia Newaz Rimi
Abstract This article investigates the influences of high involvement work practice (HIWP) in terms of five-dimensional human resource management (HRM) practices, namely sharing information, management support, employee participation, reward and recognition, and training on the adaptation of information technology (IT) in the private banking organizations in Bangladesh. Drawing on the social exchange theory (SET), the article proposes that when employees share information, receive management support, reward and recognition, and adequate training, as well as have room to participate in decision-making, it triggers a reciprocal loop in the form of employee acceptance of technology introduced in the organizations. The findings of this cross-sectional study of 365 employees revealed a significant relationship between five-dimensional HIWP and technology adaptation. The article identifies and recommends HIWP as a crucial way of improving technology adaptation among the employees in the organization.
{"title":"Matching People with Technology: Effect of HIWP on Technology Adaptation","authors":"M. Rubel, D. Kee, Nadia Newaz Rimi","doi":"10.1177/2322093719875567","DOIUrl":"https://doi.org/10.1177/2322093719875567","url":null,"abstract":"Abstract This article investigates the influences of high involvement work practice (HIWP) in terms of five-dimensional human resource management (HRM) practices, namely sharing information, management support, employee participation, reward and recognition, and training on the adaptation of information technology (IT) in the private banking organizations in Bangladesh. Drawing on the social exchange theory (SET), the article proposes that when employees share information, receive management support, reward and recognition, and adequate training, as well as have room to participate in decision-making, it triggers a reciprocal loop in the form of employee acceptance of technology introduced in the organizations. The findings of this cross-sectional study of 365 employees revealed a significant relationship between five-dimensional HIWP and technology adaptation. The article identifies and recommends HIWP as a crucial way of improving technology adaptation among the employees in the organization.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83226085","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 : 2020-06-01DOI: 10.1177/2322093720914169
Nachiketa Tripathi, Satwik Upadhyay
{"title":"Urmi Nanda Biswas, Karin Allard, Anders Pousette and Annika Harenstam, Understanding Attractive Work in a Globalized World","authors":"Nachiketa Tripathi, Satwik Upadhyay","doi":"10.1177/2322093720914169","DOIUrl":"https://doi.org/10.1177/2322093720914169","url":null,"abstract":"","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86538120","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 : 2020-06-01DOI: 10.1177/2322093720923276
J. K. S. Chrisangika Perera, Pavithra Kailasapathy
Abstract Work–family conflict (WFC) has emerged as a challenging issue all over the world. Based on identity, scarcity, basic human values and crossover theories, we examined how life role salience, value of self-enhancement, gender and spouse’s emotional stability affect WFC. Data were collected using questionnaires from 167 dual-earner couples in Sri Lanka. All the variables, except for emotional stability, were measured from the focal employee concerned. Emotional stability was measured from the spouse. Four moderated multiple regressions were conducted to test the proposed model. This study found that a higher level of occupational role salience predicts work-to-family conflict. Further, results indicated that a higher value of self-enhancement increases work-to-family conflict, gender determines the level of family-to-work conflict, and spouse’s emotional stability directly crossovers to reduce family-to-work conflict of the other spouse. Hence, it is evident that not only individual factors but factors related to significant others such as spouses also create WFC. This research contributes to the advancement of the existing understanding on WFC as life role salience, values and crossover effect of spousal factors are still under-researched areas in work–family literature.
{"title":"Individual, Spousal Factors and Work–Family Conflict: A Study from Sri Lanka","authors":"J. K. S. Chrisangika Perera, Pavithra Kailasapathy","doi":"10.1177/2322093720923276","DOIUrl":"https://doi.org/10.1177/2322093720923276","url":null,"abstract":"Abstract Work–family conflict (WFC) has emerged as a challenging issue all over the world. Based on identity, scarcity, basic human values and crossover theories, we examined how life role salience, value of self-enhancement, gender and spouse’s emotional stability affect WFC. Data were collected using questionnaires from 167 dual-earner couples in Sri Lanka. All the variables, except for emotional stability, were measured from the focal employee concerned. Emotional stability was measured from the spouse. Four moderated multiple regressions were conducted to test the proposed model. This study found that a higher level of occupational role salience predicts work-to-family conflict. Further, results indicated that a higher value of self-enhancement increases work-to-family conflict, gender determines the level of family-to-work conflict, and spouse’s emotional stability directly crossovers to reduce family-to-work conflict of the other spouse. Hence, it is evident that not only individual factors but factors related to significant others such as spouses also create WFC. This research contributes to the advancement of the existing understanding on WFC as life role salience, values and crossover effect of spousal factors are still under-researched areas in work–family literature.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74907244","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 : 2020-05-13DOI: 10.1177/2322093720918997
A. Bilal, T. Fatima, Muhammad Imran
Abstract Organizational cronyism is profoundly ingrained in South Asian small and medium scale business and is responsible for eliciting a variety of negative individual- and organizational-level outcomes. It is a practice where management grants favour to certain employees based on personal relationships forming an “in-group” and discriminates “out-group” employees without regard to merit. This study attempts to improve understanding of the way organizational cronyism impacts the success of small and medium scale business in Pakistan through reduced employee task performance and the moderating role of egoistic climate plays in strengthening the organizational cronyism and task performance association. In addition, this study aimed to examine the complex in-group and out-group dynamics created by organizational cronyism and its subsequent outcomes. We employed an explanatory sequential mixed-method design and data were collected across two studies, i.e., a quantitative survey (n = 321, 4 waves) and a qualitative inquiry (n = 23) from employees working in small and medium scale enterprises of Pakistan. The results of the survey proved the direct and moderation hypotheses, while mediation hypotheses were partially substantiated. Semi-structured interviews affirmed the presence of in-groups and out-groups based on organizational cronyism in SMEs and revealed that organizational cronyism results in negative task performance regardless of the group membership and declines SMEs’ success. The overall results suggest that small and medium scale businesses in Pakistan should maintain fair and transparent business practices in order to avoid cronyism and thrive successfully.
{"title":"Shutting Eyes to Merit! The Curse of Cronyism in Pakistani Small and Medium Scale Business","authors":"A. Bilal, T. Fatima, Muhammad Imran","doi":"10.1177/2322093720918997","DOIUrl":"https://doi.org/10.1177/2322093720918997","url":null,"abstract":"Abstract Organizational cronyism is profoundly ingrained in South Asian small and medium scale business and is responsible for eliciting a variety of negative individual- and organizational-level outcomes. It is a practice where management grants favour to certain employees based on personal relationships forming an “in-group” and discriminates “out-group” employees without regard to merit. This study attempts to improve understanding of the way organizational cronyism impacts the success of small and medium scale business in Pakistan through reduced employee task performance and the moderating role of egoistic climate plays in strengthening the organizational cronyism and task performance association. In addition, this study aimed to examine the complex in-group and out-group dynamics created by organizational cronyism and its subsequent outcomes. We employed an explanatory sequential mixed-method design and data were collected across two studies, i.e., a quantitative survey (n = 321, 4 waves) and a qualitative inquiry (n = 23) from employees working in small and medium scale enterprises of Pakistan. The results of the survey proved the direct and moderation hypotheses, while mediation hypotheses were partially substantiated. Semi-structured interviews affirmed the presence of in-groups and out-groups based on organizational cronyism in SMEs and revealed that organizational cronyism results in negative task performance regardless of the group membership and declines SMEs’ success. The overall results suggest that small and medium scale businesses in Pakistan should maintain fair and transparent business practices in order to avoid cronyism and thrive successfully.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76793308","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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