Pub Date : 2021-09-07DOI: 10.1108/joepp-01-2021-0020
Nanna Gillberg, E. Wikström
PurposeThis study was undertaken in order to show how talent management (TM) was performed in practice in a multinational organization as well as how the TM practices affected both different groups of workers and the perception of talent within the organization.Design/methodology/approachPerforming talent management was reassessed in the relationship between TM practices, view and identification of talent, attributed positioning and self-positioning of older and younger workers; retrieved from an exploratory single case study in a multinational organization, based on interviews.FindingsThe findings illustrate that despite the struggling to fill key positions with skilled workers, the studied organization adopted approaches to TM that excluded older workers' talent. First, central to performing TM was how talent was viewed and identified, and second, two types of positioning acts were important: the organizations (re)producing of talent management through attributive positioning acts on older/younger workers and older workers' self-positioning of their own talent. The two sides of performing talent management were complex and intertwined resulting in an age-based devaluation of talent at work.Practical implicationsThe study points to important issues in designing and performing TM that may be useful to HR and managers as a point of departure in the development of more inclusive approaches to TM.Originality/valueThe concept “performing talent management” was developed as an intertwined relationship between on-going positioning acts and (re)production of status, talent and age at work; recognizing preferences of what was viewed and identified as valued talent as main drivers made it possible to develop an understanding of exclusion and inclusion mechanisms in performing TM.
{"title":"Fading away at work: “I could have left without saying anything” – performing talent management in a multinational organization","authors":"Nanna Gillberg, E. Wikström","doi":"10.1108/joepp-01-2021-0020","DOIUrl":"https://doi.org/10.1108/joepp-01-2021-0020","url":null,"abstract":"PurposeThis study was undertaken in order to show how talent management (TM) was performed in practice in a multinational organization as well as how the TM practices affected both different groups of workers and the perception of talent within the organization.Design/methodology/approachPerforming talent management was reassessed in the relationship between TM practices, view and identification of talent, attributed positioning and self-positioning of older and younger workers; retrieved from an exploratory single case study in a multinational organization, based on interviews.FindingsThe findings illustrate that despite the struggling to fill key positions with skilled workers, the studied organization adopted approaches to TM that excluded older workers' talent. First, central to performing TM was how talent was viewed and identified, and second, two types of positioning acts were important: the organizations (re)producing of talent management through attributive positioning acts on older/younger workers and older workers' self-positioning of their own talent. The two sides of performing talent management were complex and intertwined resulting in an age-based devaluation of talent at work.Practical implicationsThe study points to important issues in designing and performing TM that may be useful to HR and managers as a point of departure in the development of more inclusive approaches to TM.Originality/valueThe concept “performing talent management” was developed as an intertwined relationship between on-going positioning acts and (re)production of status, talent and age at work; recognizing preferences of what was viewed and identified as valued talent as main drivers made it possible to develop an understanding of exclusion and inclusion mechanisms in performing TM.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80934119","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-31DOI: 10.1108/joepp-01-2021-0018
Maryam Bala Kuki, S. Kirk, M. Ridgway
PurposeIn expatriate-reliant countries, the challenge of attracting and retaining overseas talent remains, despite the COVID-19 global pandemic restricting international travel. Expatriates depend on formal organizational and host country national (HCN) support to facilitate their adjustment when moving abroad. To date, there has been a limited focus on the centrality of language in spanning boundaries between HCNs and expatriates that enables bridges to be formed. This study explored how language influences the social capital accrual and the support received by expatriates from HCNs.Design/methodology/approachRooted in social constructionism, the authors used semi-structured interviews with a purposive sample of 20 Nigerian HCNs from two Italian organizations in the construction industry.FindingsThe findings highlight how language is key to effective social capital bridging and show how HCNs act as boundary spanners between local talent and expatriates on assignment. In this study, HCNs have superior language skills and can thus fill the semantic void in communication between the two parties. It emerged that expatriates receive more significant support and higher levels of social capital accrual than HCNs from this relationship.Practical implicationsConsideration should be given to providing formal language training to both expatriates and HCNs. Embedding networking relationships, such as buddying schemes or reverse mentoring, would enhance the social capital of both parties and improve performance. In addition, global talent management policies should be adjusted to provide definitive career paths and clearer promotion criteria for HCNs.Originality/valueThe authors find that through their language ability, HCNs may have more power over expatriates than previously considered, repositioning their status from a talent perspective. The authors argue that expatriates should not be considered by organizations the only source of global talent in such a context, and that organizations need to offer more definitive talent policies and support that accounts for both expatriates and HCNs.
{"title":"Social capital, language and host country nationals (HCNs) as global talent","authors":"Maryam Bala Kuki, S. Kirk, M. Ridgway","doi":"10.1108/joepp-01-2021-0018","DOIUrl":"https://doi.org/10.1108/joepp-01-2021-0018","url":null,"abstract":"PurposeIn expatriate-reliant countries, the challenge of attracting and retaining overseas talent remains, despite the COVID-19 global pandemic restricting international travel. Expatriates depend on formal organizational and host country national (HCN) support to facilitate their adjustment when moving abroad. To date, there has been a limited focus on the centrality of language in spanning boundaries between HCNs and expatriates that enables bridges to be formed. This study explored how language influences the social capital accrual and the support received by expatriates from HCNs.Design/methodology/approachRooted in social constructionism, the authors used semi-structured interviews with a purposive sample of 20 Nigerian HCNs from two Italian organizations in the construction industry.FindingsThe findings highlight how language is key to effective social capital bridging and show how HCNs act as boundary spanners between local talent and expatriates on assignment. In this study, HCNs have superior language skills and can thus fill the semantic void in communication between the two parties. It emerged that expatriates receive more significant support and higher levels of social capital accrual than HCNs from this relationship.Practical implicationsConsideration should be given to providing formal language training to both expatriates and HCNs. Embedding networking relationships, such as buddying schemes or reverse mentoring, would enhance the social capital of both parties and improve performance. In addition, global talent management policies should be adjusted to provide definitive career paths and clearer promotion criteria for HCNs.Originality/valueThe authors find that through their language ability, HCNs may have more power over expatriates than previously considered, repositioning their status from a talent perspective. The authors argue that expatriates should not be considered by organizations the only source of global talent in such a context, and that organizations need to offer more definitive talent policies and support that accounts for both expatriates and HCNs.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74506895","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-24DOI: 10.1108/joepp-01-2021-0023
F. Speed, A. Kulichyova
PurposeThe purpose of this paper is to understand the role talent intermediaries can play in supporting the access and development of talent from forcibly displaced backgrounds.Design/methodology/approachThe authors draw on a single case study design of UK charitable organisation, the Council for At-Risk Academics, to consider the global talent management of academics in exile.FindingsThis paper finds that specialised intermediaries can facilitate access to and the successful performance (individual and organisational) of refugee talent. Findings reveal a major shift in talent recruitment processes that are required in order for refugees to take up international work opportunities and highlight the importance of viewing individual potential, organisational support and opportunity access as a precursor for talent development and impact.Practical implicationsThis paper shows that profession-specific intermediary support that fosters cross-sector partnerships, better addresses the talent development and workforce integration challenges of refugees.Originality/valueApplication of a multi-level relational framework shows the reasons for, and reality of forced displacement for academics in exile. Focusing on the academic sector demonstrates the importance of protecting both individuals and values at the heart of professions subject to persecution during war and unrest. In highlighting how refugee talent intermediaries can support individuals to breach the canvas ceiling and facilitate the global mobility of refugee talent, a contribution is made to existing debates in diversity, global talent management and migration studies.
本文的目的是了解人才中介在支持来自被迫流离失所背景的人才获取和发展方面所能发挥的作用。设计/方法/方法作者借鉴了英国慈善组织风险学者理事会(Council for At-Risk Academics)的一个案例研究设计，以考虑流亡学者的全球人才管理。本文发现，专门的中介机构可以促进难民人才的接触和成功表现(个人和组织)。调查结果显示，为了让难民获得国际工作机会，人才招聘流程发生了重大转变，并强调了将个人潜力、组织支持和机会获取视为人才发展和影响的先导的重要性。本文表明，专业中介支持能够促进跨部门伙伴关系，更好地解决难民的人才发展和劳动力整合挑战。原创性/价值多层次关系框架的应用揭示了流亡学者被迫迁移的原因和现实。对学术部门的关注表明，保护在战争和动荡时期受到迫害的职业的个人和价值观的重要性。在强调难民人才中介机构如何支持个人突破画布天花板并促进难民人才的全球流动方面，对多样性、全球人才管理和移民研究方面的现有辩论作出了贡献。
{"title":"The role of talent intermediaries in accessing and developing refugee talent pools","authors":"F. Speed, A. Kulichyova","doi":"10.1108/joepp-01-2021-0023","DOIUrl":"https://doi.org/10.1108/joepp-01-2021-0023","url":null,"abstract":"PurposeThe purpose of this paper is to understand the role talent intermediaries can play in supporting the access and development of talent from forcibly displaced backgrounds.Design/methodology/approachThe authors draw on a single case study design of UK charitable organisation, the Council for At-Risk Academics, to consider the global talent management of academics in exile.FindingsThis paper finds that specialised intermediaries can facilitate access to and the successful performance (individual and organisational) of refugee talent. Findings reveal a major shift in talent recruitment processes that are required in order for refugees to take up international work opportunities and highlight the importance of viewing individual potential, organisational support and opportunity access as a precursor for talent development and impact.Practical implicationsThis paper shows that profession-specific intermediary support that fosters cross-sector partnerships, better addresses the talent development and workforce integration challenges of refugees.Originality/valueApplication of a multi-level relational framework shows the reasons for, and reality of forced displacement for academics in exile. Focusing on the academic sector demonstrates the importance of protecting both individuals and values at the heart of professions subject to persecution during war and unrest. In highlighting how refugee talent intermediaries can support individuals to breach the canvas ceiling and facilitate the global mobility of refugee talent, a contribution is made to existing debates in diversity, global talent management and migration studies.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82233756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-17DOI: 10.1108/joepp-02-2021-0024
S. Sengupta, Deeksha Tewari, S. Mohyuddin, Parth Patel, Verma Prikshat
PurposeDrawing from the Job Demands–Resources (JD-R) theory, this paper aims to identify unique job demands, job resources and personal resources in the context of Indian women flexpatriates (IWFs) and understand how they manage to perform in their short-term international assignments (SIAs).Design/methodology/approachThis study takes a qualitative approach by conducting in-depth interviews of 15 IWFs.FindingsThematic analysis reveals dual-role workload, emotional demands and diluted importance of the assignments as job demands; opportunity for professional growth, social support and combination of work and leisure as job resources, and building up of self-esteem and self-efficacy as personal resources. Also, the unique Indian family structure, Indian women's desire to have “me-time” and zeal to strengthen their identity emerge as differentiating factors for IWFs that enhance their performance.Practical implicationsIWFs are enthusiastic to take up SIAs as it gives them opportunity to enhance their career and strengthen their identity. In addition to their willingness to travel, advance planning of SIAs and profiling of women based on marital status, family type and children can be done for selection.Social implicationsDespite hailing from paternalistic and male-dominating society and facing familial challenges, IWFs find SIAs liberating, which gives them an opportunity to spend some “me-time,” strengthen their identity and enhance their professional growth.Originality/valueThis is the first qualitative study contextualizing flexpatriation with gender and region by studying Indian women professionals.
{"title":"Delving into the dichotomous trajectory of Indian women flexpatriates: using the lens of JD-R theory","authors":"S. Sengupta, Deeksha Tewari, S. Mohyuddin, Parth Patel, Verma Prikshat","doi":"10.1108/joepp-02-2021-0024","DOIUrl":"https://doi.org/10.1108/joepp-02-2021-0024","url":null,"abstract":"PurposeDrawing from the Job Demands–Resources (JD-R) theory, this paper aims to identify unique job demands, job resources and personal resources in the context of Indian women flexpatriates (IWFs) and understand how they manage to perform in their short-term international assignments (SIAs).Design/methodology/approachThis study takes a qualitative approach by conducting in-depth interviews of 15 IWFs.FindingsThematic analysis reveals dual-role workload, emotional demands and diluted importance of the assignments as job demands; opportunity for professional growth, social support and combination of work and leisure as job resources, and building up of self-esteem and self-efficacy as personal resources. Also, the unique Indian family structure, Indian women's desire to have “me-time” and zeal to strengthen their identity emerge as differentiating factors for IWFs that enhance their performance.Practical implicationsIWFs are enthusiastic to take up SIAs as it gives them opportunity to enhance their career and strengthen their identity. In addition to their willingness to travel, advance planning of SIAs and profiling of women based on marital status, family type and children can be done for selection.Social implicationsDespite hailing from paternalistic and male-dominating society and facing familial challenges, IWFs find SIAs liberating, which gives them an opportunity to spend some “me-time,” strengthen their identity and enhance their professional growth.Originality/valueThis is the first qualitative study contextualizing flexpatriation with gender and region by studying Indian women professionals.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85327577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-13DOI: 10.1108/joepp-12-2020-0238
Mahima Nanda, G. Randhawa
PurposeThe paper aims to examine the mediating role of emotional exhaustion and job satisfaction in the emotional intelligence (EI) and job performance (JP) relationship.Design/methodology/approachThe data have been collected using a structured questionnaire from 527 females working in education, health and IT/BPO sectors across three cities of Punjab, India. A serial multiple-mediated regression has been used to estimate EI's direct and indirect effects on JP mediated through emotional exhaustion and job satisfaction.FindingsThe findings reveal that EI has an indirect positive effect on JP through its influence on emotional exhaustion and job satisfaction in serial. The results also suggest that the control variables (namely age, qualification, experience and income) have a limited effect on EI, JP, emotional exhaustion and job satisfaction of female employees.Practical implicationsThe present study asserts that organizations should seek employees with high EI to have high employee performance. The study assists supervisors and human resource (HR) managers in their different functions like recruitment and selection decisions, training and development activities, and designing high-performance work systems. Enhanced EI will improve mental health and well-being, which further drives positive work behaviors.Originality/valueThis study attempts to examine the EI–JP relationship for working females in more depth. Since the study is based on an Indian sample, it adds to the growing literature on EI and JP of females in the context of non-Western countries. The results are of great value to HR managers and practitioners who aim to develop practices that would increase the performance of females in the workplace.
{"title":"Do emotionally intelligent female employees perform better on the job? A serial mediation model","authors":"Mahima Nanda, G. Randhawa","doi":"10.1108/joepp-12-2020-0238","DOIUrl":"https://doi.org/10.1108/joepp-12-2020-0238","url":null,"abstract":"PurposeThe paper aims to examine the mediating role of emotional exhaustion and job satisfaction in the emotional intelligence (EI) and job performance (JP) relationship.Design/methodology/approachThe data have been collected using a structured questionnaire from 527 females working in education, health and IT/BPO sectors across three cities of Punjab, India. A serial multiple-mediated regression has been used to estimate EI's direct and indirect effects on JP mediated through emotional exhaustion and job satisfaction.FindingsThe findings reveal that EI has an indirect positive effect on JP through its influence on emotional exhaustion and job satisfaction in serial. The results also suggest that the control variables (namely age, qualification, experience and income) have a limited effect on EI, JP, emotional exhaustion and job satisfaction of female employees.Practical implicationsThe present study asserts that organizations should seek employees with high EI to have high employee performance. The study assists supervisors and human resource (HR) managers in their different functions like recruitment and selection decisions, training and development activities, and designing high-performance work systems. Enhanced EI will improve mental health and well-being, which further drives positive work behaviors.Originality/valueThis study attempts to examine the EI–JP relationship for working females in more depth. Since the study is based on an Indian sample, it adds to the growing literature on EI and JP of females in the context of non-Western countries. The results are of great value to HR managers and practitioners who aim to develop practices that would increase the performance of females in the workplace.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87557685","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-12DOI: 10.1108/joepp-08-2020-0156
Rocco Palumbo, Giulia Flamini, L. Gnan, M. Pellegrini, Damiano Petrolo, Mohammad Fakhar Manesh
PurposeLiterature is not consistent in discussing the implications of teleworking on work–life balance (WLB). Even though teleworking may enhance work arrangements’ flexibility, it blurs boundaries between life and work, endangering the individual WLB. The paper intends to illuminate this issue, moving forward our understanding of teleworking’s implications using the Social Exchange Theory framework.Design/methodology/approachSecondary data were collected from Eurofound’s sixth European Working Condition Survey. A large sample of Europeans (n = 16,473) was involved in this study. The authors designed a serial mediation analysis to investigate the direct and indirect effects of teleworking on WLB. The authors included employees’ job motivation and job satisfaction as intervening variables that mediate the relationship between teleworking and WLB.FindingsThe authors found teleworking to negatively affect WLB, putting under stress the teleworkers’ ability to handle the interplay between work and life. However, the serial mediation analysis pointed out that teleworking triggers an improvement of job motivation, which, in turn, boosts job satisfaction. Increased job motivation and job satisfaction nurture positive employees’ perception of WLB.Practical implicationsThe study results invite us to pay attention to the complex interplay between teleworking and WLB, emphasizing the mediating role of job motivation and job satisfaction. As a flexible work arrangement, teleworking may increase the employees’ sense of control over their work, which leads to better perceived WLB. However, confounding the boundaries between work and daily life, it may nourish work-to-life and life-to-work conflicts.Originality/valueThis paper advances what is currently known about teleworking’s implications on WLB, envisioning avenues for further conceptual and empirical developments.
{"title":"Disentangling the implications of teleworking on work–life balance: a serial mediation analysis through motivation and satisfaction","authors":"Rocco Palumbo, Giulia Flamini, L. Gnan, M. Pellegrini, Damiano Petrolo, Mohammad Fakhar Manesh","doi":"10.1108/joepp-08-2020-0156","DOIUrl":"https://doi.org/10.1108/joepp-08-2020-0156","url":null,"abstract":"PurposeLiterature is not consistent in discussing the implications of teleworking on work–life balance (WLB). Even though teleworking may enhance work arrangements’ flexibility, it blurs boundaries between life and work, endangering the individual WLB. The paper intends to illuminate this issue, moving forward our understanding of teleworking’s implications using the Social Exchange Theory framework.Design/methodology/approachSecondary data were collected from Eurofound’s sixth European Working Condition Survey. A large sample of Europeans (n = 16,473) was involved in this study. The authors designed a serial mediation analysis to investigate the direct and indirect effects of teleworking on WLB. The authors included employees’ job motivation and job satisfaction as intervening variables that mediate the relationship between teleworking and WLB.FindingsThe authors found teleworking to negatively affect WLB, putting under stress the teleworkers’ ability to handle the interplay between work and life. However, the serial mediation analysis pointed out that teleworking triggers an improvement of job motivation, which, in turn, boosts job satisfaction. Increased job motivation and job satisfaction nurture positive employees’ perception of WLB.Practical implicationsThe study results invite us to pay attention to the complex interplay between teleworking and WLB, emphasizing the mediating role of job motivation and job satisfaction. As a flexible work arrangement, teleworking may increase the employees’ sense of control over their work, which leads to better perceived WLB. However, confounding the boundaries between work and daily life, it may nourish work-to-life and life-to-work conflicts.Originality/valueThis paper advances what is currently known about teleworking’s implications on WLB, envisioning avenues for further conceptual and empirical developments.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74071046","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-09DOI: 10.1108/joepp-09-2020-0178
Scott Martin, R. Klimoski, Alexandra A. Henderson
PurposeThe purpose of this study was to determine the roles of employee proficiency, adaptivity and proactivity in predicting different aspects of internal service.Design/methodology/approachManagers evaluated 142 professional employees on proficiency, adaptivity and proactivity and about six weeks later 2–3 internal customers evaluated each of the employees on dimensions of internal service, namely reliability (i.e. performing dependably and accurately), assurance (i.e. knowledge, courtesy, and the ability to inspire trust and confidence), responsiveness (i.e. willingness to help customers and provide prompt service) and empathy (i.e. caring and providing individualized attention).FindingsEmployee proficiency and proactivity were the main predictors of delivering reliable services. Employee proficiency was the main predictor for creating a sense of assurance. Employee adaptivity was the main predictor of being viewed as responsive. Employee proactivity was the main predictor for establishing a sense of empathy.Practical implicationsIn a given situation, some aspects of internal service will be more important than others. The results will enable organizations to improve internal service in a more effective and efficient manner by developing interventions that are targeted at the specific dimension of interest.Originality/valueThe authors identified the types of employee behaviors that are likely to be most effective in impacting different aspects of internal service.
{"title":"Improving internal service: identifying the roles of employee proficiency, adaptivity and proactivity","authors":"Scott Martin, R. Klimoski, Alexandra A. Henderson","doi":"10.1108/joepp-09-2020-0178","DOIUrl":"https://doi.org/10.1108/joepp-09-2020-0178","url":null,"abstract":"PurposeThe purpose of this study was to determine the roles of employee proficiency, adaptivity and proactivity in predicting different aspects of internal service.Design/methodology/approachManagers evaluated 142 professional employees on proficiency, adaptivity and proactivity and about six weeks later 2–3 internal customers evaluated each of the employees on dimensions of internal service, namely reliability (i.e. performing dependably and accurately), assurance (i.e. knowledge, courtesy, and the ability to inspire trust and confidence), responsiveness (i.e. willingness to help customers and provide prompt service) and empathy (i.e. caring and providing individualized attention).FindingsEmployee proficiency and proactivity were the main predictors of delivering reliable services. Employee proficiency was the main predictor for creating a sense of assurance. Employee adaptivity was the main predictor of being viewed as responsive. Employee proactivity was the main predictor for establishing a sense of empathy.Practical implicationsIn a given situation, some aspects of internal service will be more important than others. The results will enable organizations to improve internal service in a more effective and efficient manner by developing interventions that are targeted at the specific dimension of interest.Originality/valueThe authors identified the types of employee behaviors that are likely to be most effective in impacting different aspects of internal service.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89889380","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-29DOI: 10.1108/joepp-12-2020-0253
A. Saks, Jamie A. Gruman, Qian Zhang
PurposeEmployee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much less attention has been given to organization engagement, which is a distinct but related target of employee engagement. In this paper, we review the research on organization engagement and identify how it has been measured, its antecedents and consequences and how it compares to job engagement.Design/methodology/approachThis paper provides a narrative review of 40 studies that have measured organization engagement. Most of these studies have been published in the last five years, and they come from 20 different countries. The majority of studies also measured job or work engagement.FindingsMost studies used Saks' (2006) measure of organization engagement. Many antecedents have been found to be related to organization engagement; however, those most often studied and consistently related to organization engagement are organizational-related resources such as perceived organizational support (POS), justice perceptions, corporate social responsibility (CSR), organizational structural factors, organizational climate and HR practices. Organization engagement has been found to be positively related to job satisfaction, organizational commitment, organizational citizenship behavior (OCB), job performance and organizational performance and negatively related to intention to quit. Organization engagement has also been found to partially or fully mediate the relationship between antecedents and consequences. In comparison to job engagement, organization engagement scores tend to be lower, and there are meaningful differences in the antecedents and consequences of organization engagement and job engagement. A number of studies found that organization engagement was more strongly related to several of the consequences than job engagement.Practical implicationsThe results of this review indicate that organization engagement is as important if not more important than job engagement when it comes to its relationship to some of the consequences of employee engagement. Organizations should include a measure of organization engagement in employee surveys and focus on improving organization engagement by providing a supportive work environment, ensuring that employees have positive perceptions of justice, increasing CSR initiatives, providing a variety of human resources (HR) practices and improving organizational climate.Originality/valueThis paper provides the first comprehensive review of research on organization engagement and offers a new model of the antecedents and consequences of organization engagement and compares organization engagement to job engagement.
{"title":"Organization engagement: a review and comparison to job engagement","authors":"A. Saks, Jamie A. Gruman, Qian Zhang","doi":"10.1108/joepp-12-2020-0253","DOIUrl":"https://doi.org/10.1108/joepp-12-2020-0253","url":null,"abstract":"PurposeEmployee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much less attention has been given to organization engagement, which is a distinct but related target of employee engagement. In this paper, we review the research on organization engagement and identify how it has been measured, its antecedents and consequences and how it compares to job engagement.Design/methodology/approachThis paper provides a narrative review of 40 studies that have measured organization engagement. Most of these studies have been published in the last five years, and they come from 20 different countries. The majority of studies also measured job or work engagement.FindingsMost studies used Saks' (2006) measure of organization engagement. Many antecedents have been found to be related to organization engagement; however, those most often studied and consistently related to organization engagement are organizational-related resources such as perceived organizational support (POS), justice perceptions, corporate social responsibility (CSR), organizational structural factors, organizational climate and HR practices. Organization engagement has been found to be positively related to job satisfaction, organizational commitment, organizational citizenship behavior (OCB), job performance and organizational performance and negatively related to intention to quit. Organization engagement has also been found to partially or fully mediate the relationship between antecedents and consequences. In comparison to job engagement, organization engagement scores tend to be lower, and there are meaningful differences in the antecedents and consequences of organization engagement and job engagement. A number of studies found that organization engagement was more strongly related to several of the consequences than job engagement.Practical implicationsThe results of this review indicate that organization engagement is as important if not more important than job engagement when it comes to its relationship to some of the consequences of employee engagement. Organizations should include a measure of organization engagement in employee surveys and focus on improving organization engagement by providing a supportive work environment, ensuring that employees have positive perceptions of justice, increasing CSR initiatives, providing a variety of human resources (HR) practices and improving organizational climate.Originality/valueThis paper provides the first comprehensive review of research on organization engagement and offers a new model of the antecedents and consequences of organization engagement and compares organization engagement to job engagement.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74131107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-16DOI: 10.1108/joepp-01-2021-0012
J. K, G. Ranjit
PurposeThe purpose of this paper is to propose and empirically test a model that examines psychological ownership as an intervening variable between organizational justice and organizational citizenship behaviour drawing on the social exchange theory, equity theory and event mediated model.Design/methodology/approachThe study was based on a cross-sectional research design, with a sample of 301 full-time employees from various information technology organizations in India. Amos software was used to test the validity of the hypothesised model, and PROCESS macro was used to test the mediation of psychological ownership.FindingsThe findings showed that organizational justice impacted both psychological ownership and organizational citizenship behaviour. Furthermore, psychological ownership impacted the organizational citizenship behaviour of employees. The key finding of this study is the partial mediation of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.Practical implicationsBesides enriching the organizational behaviour literature, the findings of the study offer valuable messages to the organizational leaders in creating sustained competitive advantage through employee behaviours like organizational citizenship behaviour and psychological ownership.Originality/valueEven though the literature reports the impact of organizational justice on organizational citizenship behaviour, the majority of this research is based on a western context. There is little research work done to examine the direct relationship between these variables in a non-western context, especially in an emerging economy like India. This study bridges this research gap and enriches the literature by elucidating how organizational justice impacts organizational citizenship behaviour by evincing the mediating mechanism of psychological ownership. Moreover, this is one of the primary studies that explore the mediating role of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.
{"title":"Organizational justice and organizational citizenship behaviour: the mediating role of psychological ownership","authors":"J. K, G. Ranjit","doi":"10.1108/joepp-01-2021-0012","DOIUrl":"https://doi.org/10.1108/joepp-01-2021-0012","url":null,"abstract":"PurposeThe purpose of this paper is to propose and empirically test a model that examines psychological ownership as an intervening variable between organizational justice and organizational citizenship behaviour drawing on the social exchange theory, equity theory and event mediated model.Design/methodology/approachThe study was based on a cross-sectional research design, with a sample of 301 full-time employees from various information technology organizations in India. Amos software was used to test the validity of the hypothesised model, and PROCESS macro was used to test the mediation of psychological ownership.FindingsThe findings showed that organizational justice impacted both psychological ownership and organizational citizenship behaviour. Furthermore, psychological ownership impacted the organizational citizenship behaviour of employees. The key finding of this study is the partial mediation of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.Practical implicationsBesides enriching the organizational behaviour literature, the findings of the study offer valuable messages to the organizational leaders in creating sustained competitive advantage through employee behaviours like organizational citizenship behaviour and psychological ownership.Originality/valueEven though the literature reports the impact of organizational justice on organizational citizenship behaviour, the majority of this research is based on a western context. There is little research work done to examine the direct relationship between these variables in a non-western context, especially in an emerging economy like India. This study bridges this research gap and enriches the literature by elucidating how organizational justice impacts organizational citizenship behaviour by evincing the mediating mechanism of psychological ownership. Moreover, this is one of the primary studies that explore the mediating role of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82198024","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1108/joepp-09-2020-0186
Anushree Karani, P. Trivedi, H. Thanki
PurposeThe purpose of the current research is to examine the impact of psychological contract fulfillment on work outcomes i.e. organizational commitment and job satisfaction during the COVID-19 pandemic. It also aims to check the mediating role of co-worker support and work engagement on organizational outcomes.Design/methodology/approachThe current study has adopted a quantitative approach and a cross-sectional research design has been used with a snowball sampling technique. Data were collected via a structured questionnaire through Google Docs from 926 respondents working at different capacities in the service sector. The study includes those respondents who are working from home during the COVID-19 pandemic situation. The hypotheses were tested using structural equation modeling (SEM).FindingsResults indicated that psychological contract fulfillment was positively impacting work outcomes i.e. organizational commitment and job satisfaction. Co-worker support and work engagement positively mediated the relationship between psychological contract fulfillment and work outcomes during the COVID-19 pandemic situation. Multi-group analysis proved that there was a difference in opinion regarding the impact of psychological contract fulfillment on organizational commitment and job satisfaction amongst males and females.Originality/valueThe novel contribution of the study is integrating social exchange theory, organization support theory and social information processing theory during the pandemic situation. The results highlighted meticulous empirical evidence, which answers the question as to how the met expectations cause an advantageous effect on the employees as well as the organizations in this COVID-19 pandemic situation.
{"title":"Psychological contract and work outcomes during COVID-19 pandemic","authors":"Anushree Karani, P. Trivedi, H. Thanki","doi":"10.1108/joepp-09-2020-0186","DOIUrl":"https://doi.org/10.1108/joepp-09-2020-0186","url":null,"abstract":"PurposeThe purpose of the current research is to examine the impact of psychological contract fulfillment on work outcomes i.e. organizational commitment and job satisfaction during the COVID-19 pandemic. It also aims to check the mediating role of co-worker support and work engagement on organizational outcomes.Design/methodology/approachThe current study has adopted a quantitative approach and a cross-sectional research design has been used with a snowball sampling technique. Data were collected via a structured questionnaire through Google Docs from 926 respondents working at different capacities in the service sector. The study includes those respondents who are working from home during the COVID-19 pandemic situation. The hypotheses were tested using structural equation modeling (SEM).FindingsResults indicated that psychological contract fulfillment was positively impacting work outcomes i.e. organizational commitment and job satisfaction. Co-worker support and work engagement positively mediated the relationship between psychological contract fulfillment and work outcomes during the COVID-19 pandemic situation. Multi-group analysis proved that there was a difference in opinion regarding the impact of psychological contract fulfillment on organizational commitment and job satisfaction amongst males and females.Originality/valueThe novel contribution of the study is integrating social exchange theory, organization support theory and social information processing theory during the pandemic situation. The results highlighted meticulous empirical evidence, which answers the question as to how the met expectations cause an advantageous effect on the employees as well as the organizations in this COVID-19 pandemic situation.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74410491","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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