Pub Date : 2022-10-03DOI: 10.1080/13678868.2022.2130298
S. Nachmias, David McGuire, Rajashi Ghosh
National lockdowns and social distance measures seem to be a distant memory. We have all been affected by the pandemic and its consequences for work, life and beyond. A central feature of national lockdowns was to protect the public, hence many of us had to work fully from home. This is an experience that we will probably never see again in our lifetime. Most certainly, working from home has shifted the debate on organisational life regardless of industry, role and national context. We have now significant experience of remote working (Li, Ghosh, and Nachmias 2020) with specific desires regarding future work patterns. As we emerge from the pandemic, remote working has become more normalised, more entrenched, and more desired by most professionals. Many scholars highlighted the transition to flexible online working caused by the pandemic and the benefits associated with this form of working (i.e. Shirmohammadi, Au, and Beigi 2022; Teevan 2021; Li, Ghosh, and Nachmias 2020; McGuire, Germain, and Reynolds 2021). The pandemic and stay-at-home orders created uncharted territory for remote working and how to manage employees in a hybrid working environment. It puts Human Resource Development (HRD) professionals at the centre of organisational design to address unprecedented changes at work. As the dust settles, the question is to what extent this emerging, novel form of organising work can be maintained in the longer-term. We have all seen reports in the news that many organisations have called employees back to the office, indicating a desire to revert to the ‘normal way of working’. There is certainly a strong desire to normalise the working environment, with some organisations endorsing the productivity benefits accruing from physical interactive working environments. For example, the CEO of Goldman Sachs expressed his scepticism about the efficiency of remote working whilst others have shown a longer-term openness to embracing flexible working through redesigning their work settings. This shows that the business environment is currently a frenzied zone. A state of excitement for some and a state of fear for others. On the one hand, we have the newbies (new to work-life balance) who have shown an unwillingness to compromise. After months of remote working, they have now become veterans (experienced in flexible work) (Li, Ghosh, and Nachmias 2020) with a desire to maintain a flexible working pattern post pandemic. Interestingly, working remotely for a long time has created several work habits that many professionals are not willing to give up easily. We all know that remote working reduces distractions and commute times, thus providing greater flexibility to employees. For some others, remote working has helped satisfy personal lifestyle goals by relocating to more affordable locations. For others, flexible working offers a more productive pattern of work. ONS (2022) highlighted that half of HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2022, VOL. 25, NO.
全国范围的封锁和社交距离措施似乎已成为遥远的记忆。我们都受到这一大流行病及其对工作、生活和其他方面的影响。国家封锁的一个核心特征是保护公众，因此我们中的许多人不得不完全在家工作。这是一种我们可能一辈子都不会再看到的经历。最肯定的是，在家工作已经改变了关于组织生活的辩论，而不考虑行业、角色和国家背景。我们现在有了远程工作的丰富经验(Li, Ghosh, and Nachmias 2020)，并对未来的工作模式有了具体的期望。随着我们摆脱疫情，远程工作已变得更加正常化、更加根深蒂固，大多数专业人员也更希望远程工作。许多学者强调了疫情导致的向灵活在线工作的过渡以及与这种工作形式相关的好处(即Shirmohammadi, Au, and Beigi 2022;Teevan 2021;Li, Ghosh, and Nachmias 2020;McGuire, Germain, and Reynolds 2021)。疫情和居家令为远程工作以及如何在混合工作环境中管理员工创造了未知的领域。它将人力资源开发(HRD)专业人员置于组织设计的中心，以应对工作中前所未有的变化。随着尘埃落定，问题是这种新兴的、新颖的组织工作形式能在多大程度上长期维持下去。我们都在新闻中看到过这样的报道:许多组织已经把员工召回办公室，表明他们希望恢复到“正常的工作方式”。当然，有一种强烈的愿望是使工作环境正常化，一些组织认可物理互动工作环境带来的生产力效益。例如，高盛(Goldman Sachs)首席执行官对远程工作的效率表示怀疑，而其他人则通过重新设计工作环境，对灵活工作表现出长期的开放态度。这表明，目前的商业环境是一个疯狂的区域。对一些人来说是一种兴奋的状态，对另一些人来说是一种恐惧的状态。一方面，我们有不愿妥协的新人(刚开始平衡工作与生活)。经过几个月的远程工作，他们现在已经成为退伍军人(灵活工作经验丰富)(Li, Ghosh和Nachmias 2020)，希望在大流行后保持灵活的工作模式。有趣的是，长期远程工作已经形成了许多专业人士不愿意轻易放弃的工作习惯。我们都知道远程工作可以减少分心和通勤时间，从而为员工提供更大的灵活性。对其他一些人来说，远程办公有助于实现个人生活方式的目标，因为他们搬到了更实惠的地方。对其他人来说，弹性工作制提供了一种更高效的工作模式。国家统计局(2022)强调，人力资源开发国际2022年，第25卷，第1期的一半。5, 501-505 https://doi.org/10.1080/13678868.2022.2130298
{"title":"Is the dream of flexible work fading?","authors":"S. Nachmias, David McGuire, Rajashi Ghosh","doi":"10.1080/13678868.2022.2130298","DOIUrl":"https://doi.org/10.1080/13678868.2022.2130298","url":null,"abstract":"National lockdowns and social distance measures seem to be a distant memory. We have all been affected by the pandemic and its consequences for work, life and beyond. A central feature of national lockdowns was to protect the public, hence many of us had to work fully from home. This is an experience that we will probably never see again in our lifetime. Most certainly, working from home has shifted the debate on organisational life regardless of industry, role and national context. We have now significant experience of remote working (Li, Ghosh, and Nachmias 2020) with specific desires regarding future work patterns. As we emerge from the pandemic, remote working has become more normalised, more entrenched, and more desired by most professionals. Many scholars highlighted the transition to flexible online working caused by the pandemic and the benefits associated with this form of working (i.e. Shirmohammadi, Au, and Beigi 2022; Teevan 2021; Li, Ghosh, and Nachmias 2020; McGuire, Germain, and Reynolds 2021). The pandemic and stay-at-home orders created uncharted territory for remote working and how to manage employees in a hybrid working environment. It puts Human Resource Development (HRD) professionals at the centre of organisational design to address unprecedented changes at work. As the dust settles, the question is to what extent this emerging, novel form of organising work can be maintained in the longer-term. We have all seen reports in the news that many organisations have called employees back to the office, indicating a desire to revert to the ‘normal way of working’. There is certainly a strong desire to normalise the working environment, with some organisations endorsing the productivity benefits accruing from physical interactive working environments. For example, the CEO of Goldman Sachs expressed his scepticism about the efficiency of remote working whilst others have shown a longer-term openness to embracing flexible working through redesigning their work settings. This shows that the business environment is currently a frenzied zone. A state of excitement for some and a state of fear for others. On the one hand, we have the newbies (new to work-life balance) who have shown an unwillingness to compromise. After months of remote working, they have now become veterans (experienced in flexible work) (Li, Ghosh, and Nachmias 2020) with a desire to maintain a flexible working pattern post pandemic. Interestingly, working remotely for a long time has created several work habits that many professionals are not willing to give up easily. We all know that remote working reduces distractions and commute times, thus providing greater flexibility to employees. For some others, remote working has helped satisfy personal lifestyle goals by relocating to more affordable locations. For others, flexible working offers a more productive pattern of work. ONS (2022) highlighted that half of HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2022, VOL. 25, NO.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"501 - 505"},"PeriodicalIF":6.3,"publicationDate":"2022-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45541742","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 : 2022-09-21DOI: 10.1080/13678868.2022.2124586
M. Mustafa, Mandy Siew Chen Sim
ABSTRACT Organisations are increasingly investing in the development of their human capital as a means to improve their organisational performance. Traditional approaches to examining the effects of training on employee performance have focused on exchange-based processes. Few have considered identity-based approaches. Drawing on Organisational Support Theory (OST) this study examines the mediating effect of psychological ownership in the relationship between training and employee performance. Based on data from a 125 employee-supervisor dayads our findings shows the the mediating effect of psychological ownership in the relationship between training and employee performance. Our study contributes to the HRD literature as it represents the first effort in linking training with employee ownership feelings.
{"title":"Training’s influence on task performance and citizenship behaviour: does psychological ownership matter?","authors":"M. Mustafa, Mandy Siew Chen Sim","doi":"10.1080/13678868.2022.2124586","DOIUrl":"https://doi.org/10.1080/13678868.2022.2124586","url":null,"abstract":"ABSTRACT Organisations are increasingly investing in the development of their human capital as a means to improve their organisational performance. Traditional approaches to examining the effects of training on employee performance have focused on exchange-based processes. Few have considered identity-based approaches. Drawing on Organisational Support Theory (OST) this study examines the mediating effect of psychological ownership in the relationship between training and employee performance. Based on data from a 125 employee-supervisor dayads our findings shows the the mediating effect of psychological ownership in the relationship between training and employee performance. Our study contributes to the HRD literature as it represents the first effort in linking training with employee ownership feelings.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"405 - 430"},"PeriodicalIF":6.3,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42722223","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 : 2022-09-16DOI: 10.1080/13678868.2022.2124584
Yonjoo Cho, T. Egan
ABSTRACT Action-oriented approaches to HRD are rooted in practices, theory, and research that preceded its emergence – among these is action learning. An important element of many organisational practices today, action learning has been researched widely and consistently over several decades. The purpose of this study was to elaborate upon the changing landscape of action learning research and practice through a systematic literature review. Employing selection criteria to control for the quality of the articles, we identified 65 empirical action learning studies published 2008–2021. Five key themes were identified to be most prominent in terms of presence and quality: action learning in higher education, action learning research, entrepreneurial action learning, critical action learning, and virtual action learning. In an analysis of the five key themes, we used Coghlan and Coughlan’s four quality criteria for research on action learning: engagement with problems, collaboration with organisational members and stakeholders, reflection on the iterative cycles of an action learning process, and actionable outcomes. This systematic review presents the changing landscape of action learning research and practice manifested in five themes and provides an informed outlook, with expanded scopes and possibilities, to envision the future.
{"title":"The changing landscape of action learning research and practice","authors":"Yonjoo Cho, T. Egan","doi":"10.1080/13678868.2022.2124584","DOIUrl":"https://doi.org/10.1080/13678868.2022.2124584","url":null,"abstract":"ABSTRACT Action-oriented approaches to HRD are rooted in practices, theory, and research that preceded its emergence – among these is action learning. An important element of many organisational practices today, action learning has been researched widely and consistently over several decades. The purpose of this study was to elaborate upon the changing landscape of action learning research and practice through a systematic literature review. Employing selection criteria to control for the quality of the articles, we identified 65 empirical action learning studies published 2008–2021. Five key themes were identified to be most prominent in terms of presence and quality: action learning in higher education, action learning research, entrepreneurial action learning, critical action learning, and virtual action learning. In an analysis of the five key themes, we used Coghlan and Coughlan’s four quality criteria for research on action learning: engagement with problems, collaboration with organisational members and stakeholders, reflection on the iterative cycles of an action learning process, and actionable outcomes. This systematic review presents the changing landscape of action learning research and practice manifested in five themes and provides an informed outlook, with expanded scopes and possibilities, to envision the future.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"378 - 404"},"PeriodicalIF":6.3,"publicationDate":"2022-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44549796","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 : 2022-09-16DOI: 10.1080/13678868.2022.2124588
C. Diebolt
{"title":"Strategic human capital development in Asia. Building ecosystems for business growth","authors":"C. Diebolt","doi":"10.1080/13678868.2022.2124588","DOIUrl":"https://doi.org/10.1080/13678868.2022.2124588","url":null,"abstract":"","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"494 - 495"},"PeriodicalIF":6.3,"publicationDate":"2022-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42857112","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 : 2022-09-06DOI: 10.1080/13678868.2022.2121016
Catharine Ross, J. Stewart, Lynn Nichol, Carole Elliott, S. Sambrook
ABSTRACT Adoption of Critical Human Resource Development (CHRD) and its capacity to change practice is influenced by the political context. HRD professionals learn to challenge their political context through CHRD teaching and research in the ‘safe space’ of Higher Education Institutions (HEIs). Yet, the increasingly global discourse of New Public Management (NPM), associated with what we call new performance measurement, constrains engagement with CHRD. This paper demonstrates the impact of NPM and research performance measurement on HRD scholarship, CHRD agendas, HRD professional development and HRD practice through discourse analysis of Impact Case Studies and their underpinning research as presented in the UK government’s 2014 Research Excellence Framework (REF 2014). Use of national research evaluations with a focus on impact is currently spreading across the globe, and so is of international significance. We identify that although CHRD is consistently adopted in underpinning academic research publications it does not transfer into written impact cases. We conclude that context has the power to silence CHRD, and we challenge CHRD scholars to seek alternative formats to inform practice that do not disguise potential negative impacts. We also caution that silencing critical academic voice diminishes the ability of pedagogic curriculum to challenge and enhance HRD practice.
{"title":"Sustaining the critical in CHRD in higher education institutions: the impact of new public management and implications for HRD","authors":"Catharine Ross, J. Stewart, Lynn Nichol, Carole Elliott, S. Sambrook","doi":"10.1080/13678868.2022.2121016","DOIUrl":"https://doi.org/10.1080/13678868.2022.2121016","url":null,"abstract":"ABSTRACT Adoption of Critical Human Resource Development (CHRD) and its capacity to change practice is influenced by the political context. HRD professionals learn to challenge their political context through CHRD teaching and research in the ‘safe space’ of Higher Education Institutions (HEIs). Yet, the increasingly global discourse of New Public Management (NPM), associated with what we call new performance measurement, constrains engagement with CHRD. This paper demonstrates the impact of NPM and research performance measurement on HRD scholarship, CHRD agendas, HRD professional development and HRD practice through discourse analysis of Impact Case Studies and their underpinning research as presented in the UK government’s 2014 Research Excellence Framework (REF 2014). Use of national research evaluations with a focus on impact is currently spreading across the globe, and so is of international significance. We identify that although CHRD is consistently adopted in underpinning academic research publications it does not transfer into written impact cases. We conclude that context has the power to silence CHRD, and we challenge CHRD scholars to seek alternative formats to inform practice that do not disguise potential negative impacts. We also caution that silencing critical academic voice diminishes the ability of pedagogic curriculum to challenge and enhance HRD practice.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"356 - 377"},"PeriodicalIF":6.3,"publicationDate":"2022-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47317780","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 : 2022-09-05DOI: 10.1080/13678868.2022.2121018
Vishal Arghode, F. Nafukho, Tinukwa Boulder
ABSTRACT As COVID-19 Pandemic wanes, it is timely to revisit organisational learning in the Higher education institutions. For the purpose of this paper, we have focused on Higher Education Institutions (HEIs) and explored organisational learning concepts. We present a discussion on how HEIs can become learning organisations and the need to do so with both learning agility and leadership agility. This paper intends to encourage educational leaders, scholars, practitioners, and scholar-practitioners in applying organisational learning principles for improving HEIs operational efficiency and effectiveness in addressing grand challenges facing humanity.
{"title":"Higher education institutions as learning organizations during the COVID-19 pandemic","authors":"Vishal Arghode, F. Nafukho, Tinukwa Boulder","doi":"10.1080/13678868.2022.2121018","DOIUrl":"https://doi.org/10.1080/13678868.2022.2121018","url":null,"abstract":"ABSTRACT As COVID-19 Pandemic wanes, it is timely to revisit organisational learning in the Higher education institutions. For the purpose of this paper, we have focused on Higher Education Institutions (HEIs) and explored organisational learning concepts. We present a discussion on how HEIs can become learning organisations and the need to do so with both learning agility and leadership agility. This paper intends to encourage educational leaders, scholars, practitioners, and scholar-practitioners in applying organisational learning principles for improving HEIs operational efficiency and effectiveness in addressing grand challenges facing humanity.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"485 - 493"},"PeriodicalIF":6.3,"publicationDate":"2022-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46277093","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 : 2022-08-30DOI: 10.1080/13678868.2022.2116260
S. Elbanna, Tahniyath Fatima
ABSTRACT Providing employment to nationals in an economy where more than two-thirds of the population comprise foreigners has been a struggle for the Gulf Cooperation Council (GCC) countries. Of the various tactics used by the GCC countries to nationalize their workforce, the quota system policy has been the most popular one. This study examines the integrative scholarly research on the quota system that has been reported to date and proposes a framework for discerning the role of the quota system in implementing the nationalization strategy as a tool, a facilitator, an inhibitor, and an assessor for nationalization. We conclude with several recommendations that policy makers and organizations can adopt to improve the efficacy of the quota system.
{"title":"Quantifying people in the GCC region: the uses, challenges, and efficacy of the quota system policy","authors":"S. Elbanna, Tahniyath Fatima","doi":"10.1080/13678868.2022.2116260","DOIUrl":"https://doi.org/10.1080/13678868.2022.2116260","url":null,"abstract":"ABSTRACT Providing employment to nationals in an economy where more than two-thirds of the population comprise foreigners has been a struggle for the Gulf Cooperation Council (GCC) countries. Of the various tactics used by the GCC countries to nationalize their workforce, the quota system policy has been the most popular one. This study examines the integrative scholarly research on the quota system that has been reported to date and proposes a framework for discerning the role of the quota system in implementing the nationalization strategy as a tool, a facilitator, an inhibitor, and an assessor for nationalization. We conclude with several recommendations that policy makers and organizations can adopt to improve the efficacy of the quota system.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"292 - 316"},"PeriodicalIF":6.3,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48529107","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 : 2022-08-10DOI: 10.1080/13678868.2022.2108992
J. K. Danquah, Oliver S. Crocco, Qazi Moinuddin Mahmud, M. Rehan, L. Rizvi
ABSTRACT The bounds of the field of human resource development (HRD) have expanded beyond the individual and organizational levels of analysis to macro perspectives of HRD such as National, Regional, and Global HRD. In international development contexts, a comparable construct is used by development agencies and national governments to describe knowledge- and skill-building, i.e. capacity development (CD) or capacity building. To overcome the complexity and ambiguity involved in these two concepts in the extant literature, this conceptual article provides an overview of the conceptualization, objectives, levels, approaches, evaluation, and definitional analysis of CD. It then presents a comparison between the concepts of CD and HRD and highlights key similarities and differences. The paper concludes with implications for HRD research and practice as it relates to CD and a call for HRD scholars to support CD practice and policy through research and learn from CD practitioners in terms of understanding mechanisms for national, regional, and global development.
{"title":"Connecting concepts: bridging the gap between capacity development and human resource development","authors":"J. K. Danquah, Oliver S. Crocco, Qazi Moinuddin Mahmud, M. Rehan, L. Rizvi","doi":"10.1080/13678868.2022.2108992","DOIUrl":"https://doi.org/10.1080/13678868.2022.2108992","url":null,"abstract":"ABSTRACT The bounds of the field of human resource development (HRD) have expanded beyond the individual and organizational levels of analysis to macro perspectives of HRD such as National, Regional, and Global HRD. In international development contexts, a comparable construct is used by development agencies and national governments to describe knowledge- and skill-building, i.e. capacity development (CD) or capacity building. To overcome the complexity and ambiguity involved in these two concepts in the extant literature, this conceptual article provides an overview of the conceptualization, objectives, levels, approaches, evaluation, and definitional analysis of CD. It then presents a comparison between the concepts of CD and HRD and highlights key similarities and differences. The paper concludes with implications for HRD research and practice as it relates to CD and a call for HRD scholars to support CD practice and policy through research and learn from CD practitioners in terms of understanding mechanisms for national, regional, and global development.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"246 - 263"},"PeriodicalIF":6.3,"publicationDate":"2022-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46265218","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 : 2022-08-08DOI: 10.1080/13678868.2022.2108993
H. Ismail, K. S. Kertechian, Lama Blaique
ABSTRACT This paper investigates the relationship between visionary leadership (VL) and organizational citizenship behaviour (OCB) in Lebanon. We particularly examined how this relationship is mediated by organizational trust (OGT) and organizational pride (OP). Data were collected from 144 Lebanese workers who completed measures of VL, OCB, OGT, and OP. Data were analysed using sequential mediation analysis. Significant relationships were found between VL and OCB, while we identified a sequential mediation of OGT and OP between VL and OCB. Thus, organizations wishing to foster OCB need to develop a clear business vision, strengthen trust, and develop practical measures of pride to ensure a high level of OCB that in turn positively impacts organizational outcomes. Through the lens of the social exchange theory (SET), this research makes an original contribution towards the role of VL in supporting OCB through developing trust and pride at the organizational level. We also provide insightful organizational recommendations related to the results.
{"title":"Visionary leadership, organizational trust, organizational pride, and organizational citizenship behaviour: a sequential mediation model","authors":"H. Ismail, K. S. Kertechian, Lama Blaique","doi":"10.1080/13678868.2022.2108993","DOIUrl":"https://doi.org/10.1080/13678868.2022.2108993","url":null,"abstract":"ABSTRACT This paper investigates the relationship between visionary leadership (VL) and organizational citizenship behaviour (OCB) in Lebanon. We particularly examined how this relationship is mediated by organizational trust (OGT) and organizational pride (OP). Data were collected from 144 Lebanese workers who completed measures of VL, OCB, OGT, and OP. Data were analysed using sequential mediation analysis. Significant relationships were found between VL and OCB, while we identified a sequential mediation of OGT and OP between VL and OCB. Thus, organizations wishing to foster OCB need to develop a clear business vision, strengthen trust, and develop practical measures of pride to ensure a high level of OCB that in turn positively impacts organizational outcomes. Through the lens of the social exchange theory (SET), this research makes an original contribution towards the role of VL in supporting OCB through developing trust and pride at the organizational level. We also provide insightful organizational recommendations related to the results.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"264 - 291"},"PeriodicalIF":6.3,"publicationDate":"2022-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43631443","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 : 2022-07-25DOI: 10.1080/13678868.2022.2103786
Rajbarath Nagarajan, Ravikumar Alagiri Swamy, T. Reio, R. Elangovan, Satyanarayana Parayitam
ABSTRACT Human Resource Development (HRD) is indispensable for the success of any organization; educational institutions are not an exception. The unprecedented outbreak of COVID-19 brought a paradigmatic shift in educational work cultures from supporting primarily face-to-face teaching to online teaching. The global pandemic posed substantial, unique challenges for HRD professionals in educational institutions as they sought to best manage the sudden change. Drawing from the HRD literature we found two promising research variables, job crafting and employee engagement that could help mitigate the ill effects of COVID-19 on performance and satisfaction in higher educational institutions. Based on the Job Crafting Theory (JCT) and Job Demands-Resources (JD-R) theoretical frameworks, we developed a conceptual model and examined the relationships among COVID-19 Impact, employee job performance, and satisfaction. We used a carefully crafted survey instrument and collected data from 640 faculty members working in educational institutions. After checking the instrument’s psychometric properties using the LISREL software of structural equation modelling, we used Hayes’s PROCESS for testing the hypothesized relationships. The results indicate that COVID-19 Impact is negatively related to job performance and satisfaction. However, the results also support that performance is a mediator in the relationship between COVID-19 Impact and satisfaction. Further, job crafting acted as a moderator in reducing the negative effect of COVID-19 on performance. Perhaps most importantly, employee engagement (second moderator) moderates the moderated-mediation relationship between job crafting (first moderator) and COVID-19 Impact on satisfaction, mediated through employee performance. Overall, the study results reveal that the three-way interaction between COVID-19 Impact, job crafting, and employee engagement on employee performance provides a novel way of explaining the complex relationships in minimizing the adverse effects of the global pandemic. The implications for HRD theory and practice are discussed.
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