PurposeThis paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support.Design/methodology/approachData were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data.FindingsThe study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees.Practical implicationsThis research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance.Originality/valueThis study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.
{"title":"How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management","authors":"Leila Afshari, M. Ahmad, Talha Mansoor","doi":"10.1108/pr-12-2022-0869","DOIUrl":"https://doi.org/10.1108/pr-12-2022-0869","url":null,"abstract":"PurposeThis paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support.Design/methodology/approachData were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data.FindingsThe study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees.Practical implicationsThis research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance.Originality/valueThis study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"79 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73014519","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Rana Muhammad Naeem, Q. Weng, Zahid Hameed, G. A. Arain, Z. Islam
PurposeStudies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the effect of supervisor incivility on subordinates' counterproductive work behavior (CWB). Based on the Job Demand-Resources (JD-R) model, we investigate social job crafting (job resource) and internal locus of control (LOC; personal resource) as buffers on the relationship between supervisor incivility and subordinates' CWB toward the organization.Design/methodology/approach Two field studies to test our proposed hypotheses were conducted. A two-wave time-lagged design was used and data was collected from 115 supervisors and 318 subordinates from a large electricity provider company (study 1) and 121 employee–coworker dyads from a large insurance company (study 2).FindingsAcross the two studies it was found that supervisor incivility positively relates to subordinates' CWB toward the organization. Further, this relationship was weaker for individuals with high internal LOC and those who engaged in social job crafting.Practical implicationsThe findings are helpful for HR managers to figure out how to stop supervisor incivility through civility training and motivating employees to social job crafting behavior.Originality/valueThis study implies that social job crafting (job resource) and internal LOC (personal resource) are essential factors that can reduce the effects of supervisor incivility on subordinates' CWB toward the organization.
{"title":"Supervisor incivility and counterproductive work behavior: the role of job and personal resources","authors":"Rana Muhammad Naeem, Q. Weng, Zahid Hameed, G. A. Arain, Z. Islam","doi":"10.1108/pr-09-2022-0603","DOIUrl":"https://doi.org/10.1108/pr-09-2022-0603","url":null,"abstract":"PurposeStudies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the effect of supervisor incivility on subordinates' counterproductive work behavior (CWB). Based on the Job Demand-Resources (JD-R) model, we investigate social job crafting (job resource) and internal locus of control (LOC; personal resource) as buffers on the relationship between supervisor incivility and subordinates' CWB toward the organization.Design/methodology/approach Two field studies to test our proposed hypotheses were conducted. A two-wave time-lagged design was used and data was collected from 115 supervisors and 318 subordinates from a large electricity provider company (study 1) and 121 employee–coworker dyads from a large insurance company (study 2).FindingsAcross the two studies it was found that supervisor incivility positively relates to subordinates' CWB toward the organization. Further, this relationship was weaker for individuals with high internal LOC and those who engaged in social job crafting.Practical implicationsThe findings are helpful for HR managers to figure out how to stop supervisor incivility through civility training and motivating employees to social job crafting behavior.Originality/valueThis study implies that social job crafting (job resource) and internal LOC (personal resource) are essential factors that can reduce the effects of supervisor incivility on subordinates' CWB toward the organization.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"35 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85428118","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThe importance of learning in development in increasingly dynamic contexts can help individuals and organizations adapt to disruption. Artificial intelligence (AI) is emerging as a disruptive technology, with increasing adoption by various human resource management (HRM) functions. However, learning and development (L&D) adoption of AI is lagging, and there is a need to understand of this low adoption based on the internal/external contexts and organization types. Building on open system theory and adopting a technology-in-practice lens, the authors examine the various L&D approaches and the roles of human and technology agencies, enabled by differing structures, different types of organizations and the use of AI in L&D.Design/methodology/approachThrough a qualitative interview design, data were collected from 27 key stakeholders and L&D professionals of MSMEs, NGOs and MNEs organizations. The authors used Gioia's qualitative research approach for the thematic analysis of the collected data.FindingsThe authors argue that human and technology agencies develop organizational protocols and structures consistent with their internal/external contexts, resource availability and technology adoptions. While the reasons for lagging AI adoption in L&D were determined, the future potential of AI to support L&D also emerges. The authors theorize about the socialization of human and technology-mediated interactions to develop three emerging structures for L&D in organizations of various sizes, industries, sectors and internal/external contexts.Research limitations/implicationsThe study hinges on open system theory (OST) and technology-in-practice to demonstrate the interdependence and inseparability of human activity, technological advancement and capability, and structured contexts. The authors examine the reasons for lagging AI adoption in L&D and how agentic focus shifts contingent on the organization's internal/external contexts.Originality/valueWhile AI-HRM scholarship has primarily relied on psychological theories to examine impact and outcomes, the authors adopt the OST and technology in practice lens to explain how organizational contexts, resources and technology adoption may influence L&D. This study investigates the use of AI-based technology and its enabling factors for L&D, which has been under-researched.
{"title":"The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations","authors":"D. Dutta, Anasha Kannan Poyil","doi":"10.1108/pr-09-2022-0658","DOIUrl":"https://doi.org/10.1108/pr-09-2022-0658","url":null,"abstract":"PurposeThe importance of learning in development in increasingly dynamic contexts can help individuals and organizations adapt to disruption. Artificial intelligence (AI) is emerging as a disruptive technology, with increasing adoption by various human resource management (HRM) functions. However, learning and development (L&D) adoption of AI is lagging, and there is a need to understand of this low adoption based on the internal/external contexts and organization types. Building on open system theory and adopting a technology-in-practice lens, the authors examine the various L&D approaches and the roles of human and technology agencies, enabled by differing structures, different types of organizations and the use of AI in L&D.Design/methodology/approachThrough a qualitative interview design, data were collected from 27 key stakeholders and L&D professionals of MSMEs, NGOs and MNEs organizations. The authors used Gioia's qualitative research approach for the thematic analysis of the collected data.FindingsThe authors argue that human and technology agencies develop organizational protocols and structures consistent with their internal/external contexts, resource availability and technology adoptions. While the reasons for lagging AI adoption in L&D were determined, the future potential of AI to support L&D also emerges. The authors theorize about the socialization of human and technology-mediated interactions to develop three emerging structures for L&D in organizations of various sizes, industries, sectors and internal/external contexts.Research limitations/implicationsThe study hinges on open system theory (OST) and technology-in-practice to demonstrate the interdependence and inseparability of human activity, technological advancement and capability, and structured contexts. The authors examine the reasons for lagging AI adoption in L&D and how agentic focus shifts contingent on the organization's internal/external contexts.Originality/valueWhile AI-HRM scholarship has primarily relied on psychological theories to examine impact and outcomes, the authors adopt the OST and technology in practice lens to explain how organizational contexts, resources and technology adoption may influence L&D. This study investigates the use of AI-based technology and its enabling factors for L&D, which has been under-researched.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"319 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75930146","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Chia-huei Wu, Matthew Davis, Hannah Collis, Helen P. N. Hughes, Linhao Fang
PurposeThis study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days.Design/methodology/approachA total of 316 employees from 6 organizations in the UK provided data for 4,082 half-day sessions, over 10 working days. Random intercept modeling is used to analyze half-day data nested within individuals.FindingsResults show that location autonomy, beyond decision-making autonomy and work-method autonomy, is positively associated with the perception of task-environment (TE) fit which, in turn, contributes to lower mental distress during each half-day session. Results of supplementary analysis also show that location autonomy can contribute to higher absorption, task proficiency and job satisfaction via TE fit during each half-day session.Originality/valueThis study reveals the importance and uniqueness of location autonomy in shaping employees' outcomes, offering implications for how organizations can use this in the work–life flexibility policies to support employee mental health.
{"title":"A diary study on location autonomy and employee mental distress: the mediating role of task-environment fit","authors":"Chia-huei Wu, Matthew Davis, Hannah Collis, Helen P. N. Hughes, Linhao Fang","doi":"10.1108/pr-01-2023-0011","DOIUrl":"https://doi.org/10.1108/pr-01-2023-0011","url":null,"abstract":"PurposeThis study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days.Design/methodology/approachA total of 316 employees from 6 organizations in the UK provided data for 4,082 half-day sessions, over 10 working days. Random intercept modeling is used to analyze half-day data nested within individuals.FindingsResults show that location autonomy, beyond decision-making autonomy and work-method autonomy, is positively associated with the perception of task-environment (TE) fit which, in turn, contributes to lower mental distress during each half-day session. Results of supplementary analysis also show that location autonomy can contribute to higher absorption, task proficiency and job satisfaction via TE fit during each half-day session.Originality/valueThis study reveals the importance and uniqueness of location autonomy in shaping employees' outcomes, offering implications for how organizations can use this in the work–life flexibility policies to support employee mental health.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"85 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88473696","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposePerceptions of employment histories are important insofar as they influence future job prospects. Critically, in light of the current pandemic, wherein many individuals are likely to have unanticipated employment gaps and/or temporary work experiences, this exploratory study aims to seek a better understanding of the signal associated with temporary employment histories, which is particularly germane to individuals' employment trajectories and a successful labour market recovery.Design/methodology/approachDrawing primarily on signalling theory and using a simulated hiring decision experiment, the authors examined the perceptions of temporary employment histories, as well as the period effect of COVID-19, a major exogenous event, on the attitudes of fictitious jobseekers with standard, temporary and unemployment histories.FindingsThe authors find that prior to COVID-19 unemployed and temporary-work candidates were perceived less favourably as compared to applicants employed in a permanent job. During the COVID-19 pandemic, assessments of jobseekers with temporary employment histories were less critical and the previously negative signal associated with job-hopping reversed. This study’s third wave of data, which were collected post-COVID, showed that such perceptions largely dissipated, with the exception for those with a history of temporary work with different employers.Practical implicationsThe paper serves as a reminder to check, insofar as possible, preconceived biases of temporary employment histories to avoid potential attribution errors and miss otherwise capable candidates.Originality/valueThis paper makes a unique and timely contribution by focussing and examining the differential effect of economic climate, pivoted by the COVID-19 pandemic, on perceptions of temporary employment histories.
{"title":"Inside out and upside down? Perceptions of temporary employment histories in the time of COVID","authors":"Fei Song, Danielle Lamb","doi":"10.1108/pr-07-2022-0468","DOIUrl":"https://doi.org/10.1108/pr-07-2022-0468","url":null,"abstract":"PurposePerceptions of employment histories are important insofar as they influence future job prospects. Critically, in light of the current pandemic, wherein many individuals are likely to have unanticipated employment gaps and/or temporary work experiences, this exploratory study aims to seek a better understanding of the signal associated with temporary employment histories, which is particularly germane to individuals' employment trajectories and a successful labour market recovery.Design/methodology/approachDrawing primarily on signalling theory and using a simulated hiring decision experiment, the authors examined the perceptions of temporary employment histories, as well as the period effect of COVID-19, a major exogenous event, on the attitudes of fictitious jobseekers with standard, temporary and unemployment histories.FindingsThe authors find that prior to COVID-19 unemployed and temporary-work candidates were perceived less favourably as compared to applicants employed in a permanent job. During the COVID-19 pandemic, assessments of jobseekers with temporary employment histories were less critical and the previously negative signal associated with job-hopping reversed. This study’s third wave of data, which were collected post-COVID, showed that such perceptions largely dissipated, with the exception for those with a history of temporary work with different employers.Practical implicationsThe paper serves as a reminder to check, insofar as possible, preconceived biases of temporary employment histories to avoid potential attribution errors and miss otherwise capable candidates.Originality/valueThis paper makes a unique and timely contribution by focussing and examining the differential effect of economic climate, pivoted by the COVID-19 pandemic, on perceptions of temporary employment histories.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"108 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78237263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeDrawing on the conservation of resources (COR) theory, this study examined the mediating role of psychological availability in the relationships between principals' individual-level and group-level authentic leadership and individual teachers' wellbeing, that is, job satisfaction, life satisfaction and emotional exhaustion.Design/methodology/approachThe authors conducted a three-wave online questionnaire survey among 266 teachers from 52 schools in China. Multilevel structural equation modeling (MSEM) was used to analyze the hypothesized relationships among the study variables.FindingsThe principals' group-level and individual-level authentic leadership were both positively associated with individual teachers' psychological availability, which in turn was positively related to their job satisfaction and life satisfaction, and negatively related to their emotional exhaustion.Practical implicationsSchool administrations should elevate the levels of principals' authentic leadership by selecting and developing authentic principals to increase teacher wellbeing.Originality/valueDiffering from prior research that has focused on the effect of authentic leadership at either group-level or individual-level, this study simultaneously investigated the dual-level effects of principals' authentic leadership. Moreover, psychological availability was found to mediate the dual-level effects of principals' authentic leadership on teachers' job satisfaction, life satisfaction and emotional exhaustion.
{"title":"The dual-level effects of authentic leadership on teacher wellbeing: the mediating role of psychological availability","authors":"Zhihua Xu, Fu Yang","doi":"10.1108/pr-11-2021-0792","DOIUrl":"https://doi.org/10.1108/pr-11-2021-0792","url":null,"abstract":"PurposeDrawing on the conservation of resources (COR) theory, this study examined the mediating role of psychological availability in the relationships between principals' individual-level and group-level authentic leadership and individual teachers' wellbeing, that is, job satisfaction, life satisfaction and emotional exhaustion.Design/methodology/approachThe authors conducted a three-wave online questionnaire survey among 266 teachers from 52 schools in China. Multilevel structural equation modeling (MSEM) was used to analyze the hypothesized relationships among the study variables.FindingsThe principals' group-level and individual-level authentic leadership were both positively associated with individual teachers' psychological availability, which in turn was positively related to their job satisfaction and life satisfaction, and negatively related to their emotional exhaustion.Practical implicationsSchool administrations should elevate the levels of principals' authentic leadership by selecting and developing authentic principals to increase teacher wellbeing.Originality/valueDiffering from prior research that has focused on the effect of authentic leadership at either group-level or individual-level, this study simultaneously investigated the dual-level effects of principals' authentic leadership. Moreover, psychological availability was found to mediate the dual-level effects of principals' authentic leadership on teachers' job satisfaction, life satisfaction and emotional exhaustion.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"31 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88168400","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
S. Dash, Sushant Ranjan, N. Bhardwaj, Siddhartha K. Rastogi
PurposeThe study aims to understand the phenomenon of workplace ostracism from multiple perspectives (target, perpetrator and observer). The understanding of the phenomenon is used to thematically analyse the antecedents of workplace ostracism and identify appropriate strategies for each antecedent.Design/methodology/approachThe study findings are based on face-to-face semi-structured interviews with thirty-three senior and medium-level employees from various public and private sector organizations in India. The interview transcripts were systematically analyzed to identify antecedents of ostracism, which were inductively grouped together based on similarity.FindingsThe antecedents of workplace ostracism were grouped into four major heads: perceived non-alignment with organizational needs; emotional reaction; unconscious social processes and structural and demographic differences. Based on interview transcripts, strategies to reduce the effect of each of the broad antecedents of ostracism were identified.Practical implicationsWorkplace ostracism has been linked with multiple negative outcomes including increased stress and turnover intention. The study provides managers with a framework that enables them to evaluate and understand incidences of ostracism among their subordinates. The study also equips managers with the knowledge of specific strategies for dealing with specific antecedents of ostracism.Originality/valueThe study answers the need to look at the phenomenon of ostracism through multiple perspectives. It identifies multiple potentially new antecedents and strategies to deal with workplace ostracism and groups them in a coherent manner. It is among the few studies on ostracism in India and extends the generalizability of the construct.
{"title":"Workplace ostracism: a qualitative enquiry","authors":"S. Dash, Sushant Ranjan, N. Bhardwaj, Siddhartha K. Rastogi","doi":"10.1108/pr-06-2022-0454","DOIUrl":"https://doi.org/10.1108/pr-06-2022-0454","url":null,"abstract":"PurposeThe study aims to understand the phenomenon of workplace ostracism from multiple perspectives (target, perpetrator and observer). The understanding of the phenomenon is used to thematically analyse the antecedents of workplace ostracism and identify appropriate strategies for each antecedent.Design/methodology/approachThe study findings are based on face-to-face semi-structured interviews with thirty-three senior and medium-level employees from various public and private sector organizations in India. The interview transcripts were systematically analyzed to identify antecedents of ostracism, which were inductively grouped together based on similarity.FindingsThe antecedents of workplace ostracism were grouped into four major heads: perceived non-alignment with organizational needs; emotional reaction; unconscious social processes and structural and demographic differences. Based on interview transcripts, strategies to reduce the effect of each of the broad antecedents of ostracism were identified.Practical implicationsWorkplace ostracism has been linked with multiple negative outcomes including increased stress and turnover intention. The study provides managers with a framework that enables them to evaluate and understand incidences of ostracism among their subordinates. The study also equips managers with the knowledge of specific strategies for dealing with specific antecedents of ostracism.Originality/valueThe study answers the need to look at the phenomenon of ostracism through multiple perspectives. It identifies multiple potentially new antecedents and strategies to deal with workplace ostracism and groups them in a coherent manner. It is among the few studies on ostracism in India and extends the generalizability of the construct.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"23 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75117508","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThe paper aims to investigate the dynamics of individuals' multiple commitments in the internship context by answering two questions: How do interns' commitment to different stakeholders change over time? And what are the reasons behind these changes?Design/methodology/approachA qualitative longitudinal study was conducted of a hundred and three interviews with twenty interns in three professional service firms in the UK. The data were gathered via semi-structured interviews that took place on five occasions during the whole internship.FindingsIndividuals' decision to maintain or change their commitment depended on their motive to gain long-term benefits (future employment) or short-term benefits (completing an assignment). Therefore, they experienced different types of commitment dynamics, which were influenced by their intention to commit to the organization in the future.Practical implicationsThis offers significant implications for attracting and employing interns, which directly affects talent employment. It also contributes to the contemporary work context, as the rise of temporary and cross-boundary settings would increase the complexity and dynamics of commitment.Originality/valueDespite the predominant assumption that considers commitment as a stable bond, this research is one of the first to investigate the dynamics of multiple commitments. This contributes to the commitment theory by identifying the different types of commitment dynamics and the impact of individuals' intention to commit on the (in)stability of their commitment, which is absent from the existing literature.
{"title":"Who is worthy of my commitment now? The dynamic nature of interns' workplace commitment","authors":"N. Ali, J. Swart","doi":"10.1108/pr-06-2022-0456","DOIUrl":"https://doi.org/10.1108/pr-06-2022-0456","url":null,"abstract":"PurposeThe paper aims to investigate the dynamics of individuals' multiple commitments in the internship context by answering two questions: How do interns' commitment to different stakeholders change over time? And what are the reasons behind these changes?Design/methodology/approachA qualitative longitudinal study was conducted of a hundred and three interviews with twenty interns in three professional service firms in the UK. The data were gathered via semi-structured interviews that took place on five occasions during the whole internship.FindingsIndividuals' decision to maintain or change their commitment depended on their motive to gain long-term benefits (future employment) or short-term benefits (completing an assignment). Therefore, they experienced different types of commitment dynamics, which were influenced by their intention to commit to the organization in the future.Practical implicationsThis offers significant implications for attracting and employing interns, which directly affects talent employment. It also contributes to the contemporary work context, as the rise of temporary and cross-boundary settings would increase the complexity and dynamics of commitment.Originality/valueDespite the predominant assumption that considers commitment as a stable bond, this research is one of the first to investigate the dynamics of multiple commitments. This contributes to the commitment theory by identifying the different types of commitment dynamics and the impact of individuals' intention to commit on the (in)stability of their commitment, which is absent from the existing literature.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"1 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83034574","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Maryam Saleem, Balqees Ahmed, Yi Zhang, Abdelrahman Baqrain
PurposeDrawing on social support theory, this study empirically investigates the relationship between family-supportive supervisor behaviours (FSSBs) and the family cohesion of employees in the presence of job crafting as a mediator and passion for work as a moderator.Design/methodology/approachThis study uses a structural equation modelling technique on three-wave, time-lagged primary data (N = 305) collected from employees of service sector firms in Pakistan.FindingsThe results reveal that FSSBs enhance the family cohesion of employees through the underlying mechanism of job crafting. Using passion for work as a moderator, the conditional analysis shows that the link between FSSBs and job crafting becomes stronger in the presence of high passion for work.Originality/valueThis study extends the literature on the link between FSSBs and job crafting and provides insightful theoretical contributions. This study advances social support theory by providing support for and detailing practical implications of promoting FSSBs, thus enhancing the understanding of the positive impact of job crafting behaviours across non-work spheres.
{"title":"Family-supportive supervisor behaviours and family cohesion: the roles of job crafting and passion for work","authors":"Maryam Saleem, Balqees Ahmed, Yi Zhang, Abdelrahman Baqrain","doi":"10.1108/pr-07-2022-0481","DOIUrl":"https://doi.org/10.1108/pr-07-2022-0481","url":null,"abstract":"PurposeDrawing on social support theory, this study empirically investigates the relationship between family-supportive supervisor behaviours (FSSBs) and the family cohesion of employees in the presence of job crafting as a mediator and passion for work as a moderator.Design/methodology/approachThis study uses a structural equation modelling technique on three-wave, time-lagged primary data (N = 305) collected from employees of service sector firms in Pakistan.FindingsThe results reveal that FSSBs enhance the family cohesion of employees through the underlying mechanism of job crafting. Using passion for work as a moderator, the conditional analysis shows that the link between FSSBs and job crafting becomes stronger in the presence of high passion for work.Originality/valueThis study extends the literature on the link between FSSBs and job crafting and provides insightful theoretical contributions. This study advances social support theory by providing support for and detailing practical implications of promoting FSSBs, thus enhancing the understanding of the positive impact of job crafting behaviours across non-work spheres.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"4 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89501827","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeRecently, leading scholars suggested that firms should align strategic and tactical human resource management efforts to cope with growing turnover rates, and that the human resource management field should broaden its scope by embracing the views of all stakeholders. In this research paper, the authors aim to present a study inquiring about the influence of the implementation of an employee experience strategy on employee loyalty and the effect of employee loyalty on customer loyalty in a firm operating in the service sector.Design/methodology/approachThe authors used longitudinal data collected yearly from 2020 to 2022. Overall, 766 employees participated in the longitudinal study. The authors also analyzed cross-sectional data from 166 employees and their customers.FindingsThe study’s results suggest that implementing an employee experience strategy increases employee loyalty. The study’s findings also indicate that organizations implementing such a human resource management strategy reach employee and customer loyalty.Originality/valueThere is a lack of evidence about the positive effect of the alignment of an employee experience strategy and tactics on different organizational stakeholders. This study provides insights for scholars and practitioners willing to use the employee and customer experience framework to positively impact organizations.
{"title":"Employee and customer loyalty: two targets, one endeavor?","authors":"Sergio Pelaez M, Juan Pablo Román Calderón","doi":"10.1108/pr-01-2023-0035","DOIUrl":"https://doi.org/10.1108/pr-01-2023-0035","url":null,"abstract":"PurposeRecently, leading scholars suggested that firms should align strategic and tactical human resource management efforts to cope with growing turnover rates, and that the human resource management field should broaden its scope by embracing the views of all stakeholders. In this research paper, the authors aim to present a study inquiring about the influence of the implementation of an employee experience strategy on employee loyalty and the effect of employee loyalty on customer loyalty in a firm operating in the service sector.Design/methodology/approachThe authors used longitudinal data collected yearly from 2020 to 2022. Overall, 766 employees participated in the longitudinal study. The authors also analyzed cross-sectional data from 166 employees and their customers.FindingsThe study’s results suggest that implementing an employee experience strategy increases employee loyalty. The study’s findings also indicate that organizations implementing such a human resource management strategy reach employee and customer loyalty.Originality/valueThere is a lack of evidence about the positive effect of the alignment of an employee experience strategy and tactics on different organizational stakeholders. This study provides insights for scholars and practitioners willing to use the employee and customer experience framework to positively impact organizations.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"47 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75517855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：