International Journal of Productivity and Performance Management最新文献

Purpose

Drawing on the leader–member exchange (LMX) theory, we examine the role of empowering leadership in employee organizational commitment and the organizational citizenship behavior. Furthermore, we examine if these relationships are explained by factors such as follower trust in the leader and leader authenticity.

Design/methodology/approach

We draw on survey data from 153 individuals serving the hospitality industry sector. The data are analyzed using structural equation modeling.

Findings

Results show that trust in a leader positively mediates the relationship between empowering leadership and organizational citizenship behavior as well as organizational commitment. We also find a direct association between empowering leadership and the two organizational outcomes. However, we do not find evidence of the moderating role of leader authenticity in empowering leadership and trust in leader–leader relationship.

Originality/value

This paper brings to light the significance of empowering leadership, especially for hospitality workers who often operate in stressful and deeply hierarchical organizational environments. Our study findings provide a pathway for how supervisors should follow an empowering form of leadership annculcate trust in employees for better organizational outcomes. The findings indicate significant theoretical and practical implications and offer recommendations for future research.

Purpose

We examine the relationships among leader spirituality, organizational innovativeness, transformational leadership style and project success. Integrating principles of behavioral learning and social learning theories, we argue that spiritual leadership style is positively linked to project success, and this relationship is mediated by transformational leadership. Furthermore, the relationship between leader spirituality and transformational leadership is moderated by organizational innovativeness.

Design/methodology/approach

Data are collected from 180 individuals working in seven large project-based organizations from the telecom sector in Pakistan. The individuals comprise engineers, functional managers, dedicated project managers and individuals who have led and/or worked in project teams. Data are analyzed using variance-based structural equation modeling.

Findings

Results suggest that the relationship between spiritual leadership style and project success is positive and is partially mediated by transformational leadership. Furthermore, organizational innovativeness positively moderates the spiritual leadership and transformational leadership relationship.

Originality/value

Research calls for examining the relationship between leadership styles and project success. We address this call through examining the role of spiritual leadership style (which is rather ignored in project management literature) for project success. Furthermore, we take a novel evolutionary approach of integrating different leadership styles and indicating determinants as well as contingencies to leadership development.

Purpose

As per the vision of promoting agricultural collectives, the government of India promoted the farmer producer organization (FPO). However, with the fast growth of FPOs, there is an issue with performance measurement. This study is aimed at the development of performance metrics for the FPOs.

Design/methodology/approach

In the first stage, we selected the measures from a secondary literature review and identified 11 parameters. Further, the Delphi round was conducted in the second stage with 26 experts working with FPOs and they were asked to rank these parameters. Based on the weightage of each parameter, the most important parameters were decided. The mean ranks and deviations of the performance parameters were analyzed. The hypothesis test and Kendall’s coefficient of concordance have been further used to validate the performance parameters. In the third stage, based on the inputs from the experts, a questionnaire was designed, and the data was collected from chief executive officers (CEOs) of the FPOs to identify the most important performance parameters.

Findings

The experts identified governance, financial support and professional management as important measures for FPOs. In the second round of the study, finance and governance were identified as the most important factors. It is important to note that finance and governance were the two most important factors in making an FPO successful. Finally, a 100-point metric was developed in seven major heads.

Research limitations/implications

This study will be advantageous for all the stakeholders involved in the promotion of FPOs, including FPOs themselves, funding agencies providing funds to FPOs, skill-building organizations, etc.

Originality/value

This paper is one of its kind to develop a 100 points metrics for performance evaluation of FPOs.

Purpose

The purpose of this study is to investigate the motives that drive individuals' intentions to work within firms operating in the Greek tourism sector and to examine the impact of these motives on the intention to work.

Design/methodology/approach

To achieve this objective, we conducted an empirical survey among 2,104 individuals with professional experience in the tourism business. Descriptive statistics and hierarchical regression analysis were employed, with motives as independent variables and the intention to work as the dependent construct, to answer the research question.

Findings

This study presents job motivation as a hierarchical set of criteria that need to be fulfilled or satisfied. It also identifies the significant motives impacting employees' intention to work in both the accommodation sector and food and beverage services.

Research limitations/implications

The data were collected at a single point in time from Greece, which may limit the generalizability of our results. Future research could consider the psychological and physiological characteristics of employees.

Practical implications

Managers who provide social security, create a positive work environment, and promote collaboration among their employees can enhance the quality of work-life and positively influence their intention to work.

Originality/value

The proposed model offers valuable guidelines that advance research on employee motivation in the tourism industry.

Purpose

This study examines the effect of the spiritual leadership of the leaders in a consulting team on psychological safety climate and team innovation. Moreover, our research adopts the contingency theory of leadership to investigate whether the effect of spiritual leadership on psychological safety climate and team innovation could be moderated by personal characteristics of team members in terms of occupational self-efficacy.

Design/methodology/approach

Survey data were obtained from 229 team members across 24 consulting firms in Bangkok. To minimize common method bias, team innovation was assessed by team leaders while other variables were assessed by team members. We used Partial Least Squares Structural Equation Modeling to analyze the data.

Findings

The analysis supports the positive effect of spiritual leadership on psychological safety climate and team innovation. Psychological safety climate also mediates the effect of spiritual leadership on team innovation. Lastly, the moderating effect analysis shows that the spiritual leadership of the team leaders exerts a weaker influence on the psychological safety climate and team innovation when team members exhibit high levels of occupational self-efficacy.

Practical implications

Because spiritual leadership plays a significant role in boosting team innovation through the creation of a psychologically safe climate, the consulting firms can provide a leadership development program to help their team leaders to gain insight into the nature of spiritual leadership and learn how to demonstrate appropriate behaviors when they supervise a team. In particular, this policy recommendation is highly relevant when team leaders supervise members who exhibit low occupational self-efficacy.

Originality/value

Our findings not only illustrate that spiritual leadership could enhance team innovation through the mediating role of psychological safety climate, but the level of occupational self-efficacy of the team members could significantly reduce the effects of spiritual leadership on psychological safety climate and team innovation.

Purpose

Knowledge management is a common practice in organizations, with empirical evidence suggesting that organizations value the breadth of their knowledge capabilities. This study investigated transformational leadership styles and their influence on knowledge management practices and organizational performance.

Design/methodology/approach

A quantitative survey was conducted, and data from 270 managers of Islamic banks in the United Arab Emirates were analyzed.

Findings

Transformational leadership (TL) considerably affects organizational performance and knowledge management capabilities (KMC).

Originality/value

This study offers critical insights into adopting knowledge management practices and discusses the theoretical and managerial implications of its findings. Furthermore, it elucidates the crucial impact of transformational leadership on organizational performance and KMC.

Purpose

This empirical study aims to explore how actors in specific human resource practices (HRPs) such as line managers (LMs) impact employee productivity measures in the context of financial institutions (FI) banks.

Design/methodology/approach

This cross-country study adopted a qualitative methodology. It employed semi-structured interviews to collect data from purposefully selected 12 business facing directors (BFDs) working in the top 10 banks in Nigeria and the UK. The data collected were analysed with the help of the trans-positional cognition approach (TPCA) phenomenological method.

Findings

The findings of a TPCA analytical process imply that in the UK and Nigeria’s FIs, the BFDs line managers’ human resources practices (LMHRPs) resulted in a highly regulated workplace, knowledge gap, service operations challenges and subjective quantitatively driven key performance indicators, considered service productivity paradoxical elements. Although the practices in the UK and Nigerian FIs had similar labels, their aggregates were underpinned by different contextual issues.

Practical implications

To support LMs in better understanding and managing FIs BFDs productivity measures and outcomes, we propose the Managerial Employee Productivity Operational Definition framework as part of their toolkit. This study will be helpful for banking sectors, their regulators, policymakers, other FIs’ industry stakeholders and future researchers in the field.

Originality/value

Within the context of the UK and Nigeria’s FIs, this study is the first attempt to understand how LMHRPs impact BFDs productivity in this manner. It confirms that LMHRPs result in service productivity paradoxical elements with perceived or lost productivity implications.