Pub Date : 2023-09-15DOI: 10.1108/joepp-11-2022-0328
Mohammad Nisar Khattak, Moyassar Zuhair Al-Taie, Ifzal Ahmed, Noor Muhammad
Purpose This study aims to investigate the effect of servant leadership on employee organizational identification and career satisfaction through the mediating lens of leader-member-exchange (LMX). Furthermore, this study also examines whether perceived organizational support (POS) strengthens the positive effect of servant leadership on LMX and subsequently, on employee organizational identification and career satisfaction. Design/methodology/approach Survey data were collected from 314 respondents working in hotels in United States of America (USA). Structural equation modeling (SEM), hierarchical moderation analysis and bootstrapping were used to test the study hypotheses. Findings Servant leadership was found to positively influence employee organizational identification and career satisfaction. Further, analysis revealed that LMX partially mediated the positive relationship between servant leadership and employee career satisfaction and fully mediated the positive relationship between servant leadership and organizational identification. However, although POS moderated the indirect relationship between servant leadership and employee’ career satisfaction, it did not moderate the indirect relationships between servant leadership and organizational identification. Practical implications This study provides insight into the nexus of servant leadership and organizational support in hospitality industry to foster the employee organizational identification and career satisfaction which are extremely needed for competitive advantage in hotel industry. Originality/value This study addresses recent calls for future researchers to investigate the important of servant leadership in the hospitality industry.
{"title":"Interplay between servant leadership, leader-member-exchange and perceived organizational support: a moderated mediation model","authors":"Mohammad Nisar Khattak, Moyassar Zuhair Al-Taie, Ifzal Ahmed, Noor Muhammad","doi":"10.1108/joepp-11-2022-0328","DOIUrl":"https://doi.org/10.1108/joepp-11-2022-0328","url":null,"abstract":"Purpose This study aims to investigate the effect of servant leadership on employee organizational identification and career satisfaction through the mediating lens of leader-member-exchange (LMX). Furthermore, this study also examines whether perceived organizational support (POS) strengthens the positive effect of servant leadership on LMX and subsequently, on employee organizational identification and career satisfaction. Design/methodology/approach Survey data were collected from 314 respondents working in hotels in United States of America (USA). Structural equation modeling (SEM), hierarchical moderation analysis and bootstrapping were used to test the study hypotheses. Findings Servant leadership was found to positively influence employee organizational identification and career satisfaction. Further, analysis revealed that LMX partially mediated the positive relationship between servant leadership and employee career satisfaction and fully mediated the positive relationship between servant leadership and organizational identification. However, although POS moderated the indirect relationship between servant leadership and employee’ career satisfaction, it did not moderate the indirect relationships between servant leadership and organizational identification. Practical implications This study provides insight into the nexus of servant leadership and organizational support in hospitality industry to foster the employee organizational identification and career satisfaction which are extremely needed for competitive advantage in hotel industry. Originality/value This study addresses recent calls for future researchers to investigate the important of servant leadership in the hospitality industry.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135354306","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 : 2023-09-05DOI: 10.1108/joepp-09-2022-0278
D. Valizade, Hugh Cook, Chris Forde, Robert MacKenzie
PurposeThe paper aims to explore the role of union strategic influence on the adoption of High Performance Work Systems (HPWS) in organisations and examines how the effects of job security and then in turn the industrial relations climate, mediate this relationship in a serial manner.Design/methodology/approachThe research analyses an original quantitative survey of union negotiators and representatives in 382 workplaces in England. The analysis employs structural equation modelling techniques to examine the relationships between union influence, job security, industrial relations climate and HPWS.FindingsUnion strategic influence has a positive effect on the take up of HPWS in unionised workplaces. Job security and the industrial relations climate demonstrate a serial mediation effect between union strategic influence and the take up of HPWS: union strategic influence has a positive effect on job security, which in turn positively impacts the industrial relations climate, thereby increasing the likelihood of the adoption of HPWS. The findings for the industrial relations climate are particularly strong.Practical implicationsFindings suggest that organisations will benefit from focussing on the development of positive industrial relations, where unions have genuine strategic influence, because this maximises the likelihood that HPWS can be adopted and sustained.Originality/valueThe paper provides a novel focus on the take up of HPWS within unionised workplaces. It focusses on the role of union strategic influence and the mediating effects of job security and the industrial relations climate, which are contextual factors that have been underexplored in the HPWS literature to date.
{"title":"Do union strategic influence, job security and the industrial relations climate matter for the adoption of high performance work systems?","authors":"D. Valizade, Hugh Cook, Chris Forde, Robert MacKenzie","doi":"10.1108/joepp-09-2022-0278","DOIUrl":"https://doi.org/10.1108/joepp-09-2022-0278","url":null,"abstract":"PurposeThe paper aims to explore the role of union strategic influence on the adoption of High Performance Work Systems (HPWS) in organisations and examines how the effects of job security and then in turn the industrial relations climate, mediate this relationship in a serial manner.Design/methodology/approachThe research analyses an original quantitative survey of union negotiators and representatives in 382 workplaces in England. The analysis employs structural equation modelling techniques to examine the relationships between union influence, job security, industrial relations climate and HPWS.FindingsUnion strategic influence has a positive effect on the take up of HPWS in unionised workplaces. Job security and the industrial relations climate demonstrate a serial mediation effect between union strategic influence and the take up of HPWS: union strategic influence has a positive effect on job security, which in turn positively impacts the industrial relations climate, thereby increasing the likelihood of the adoption of HPWS. The findings for the industrial relations climate are particularly strong.Practical implicationsFindings suggest that organisations will benefit from focussing on the development of positive industrial relations, where unions have genuine strategic influence, because this maximises the likelihood that HPWS can be adopted and sustained.Originality/valueThe paper provides a novel focus on the take up of HPWS within unionised workplaces. It focusses on the role of union strategic influence and the mediating effects of job security and the industrial relations climate, which are contextual factors that have been underexplored in the HPWS literature to date.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79500665","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 : 2023-08-01DOI: 10.1108/joepp-05-2023-0174
Karishma Trivedi, Kailash B. L. Srivastava
PurposeThe study examines the effect of human and social capital-supporting human resource (HR) practices and structural capital-supporting culture on innovativeness and the mediating role of knowledge management (KM) processes in the knowledge-intensive Indian IT sector.Design/methodology/approachUsing a quantitative approach, the authors collected data from 387 employees in 30 IT organizations via a questionnaire survey. The authors analyzed data using structural equational modeling using AMOS 26.FindingsThe results indicate complete mediation of KM processes between human capital-HR (HCHRP), social capital HR (SCHRP), bureaucratic culture (BOC) space and innovativeness. KM processes partially mediated the effect of innovative-competitive culture (IOC) on innovativeness. KM processes have a robust predictive capacity for innovativeness, suggesting that human capital-supporting HR and innovative-competitive culture significantly contribute to KM Processes and innovativeness, respectively.Practical implicationsThis study provides practical insights to HR and knowledge managers to leverage their HR practices and organizational culture for improving innovation performance in KISO.Originality/valueThe paper adds to the intellectual capital and KM literature by exploring the mediating role of the KM process in the underlying mechanism suggesting that intellectual capital can enhance HR and culture, leveraging a firm's knowledge resources for innovativeness. It fills a research gap by providing original evidence based on primary data collected from India's IT sector.
{"title":"The impact of intellectual capital-enhancing HR practices and culture on innovativeness—mediating role of knowledge management processes","authors":"Karishma Trivedi, Kailash B. L. Srivastava","doi":"10.1108/joepp-05-2023-0174","DOIUrl":"https://doi.org/10.1108/joepp-05-2023-0174","url":null,"abstract":"PurposeThe study examines the effect of human and social capital-supporting human resource (HR) practices and structural capital-supporting culture on innovativeness and the mediating role of knowledge management (KM) processes in the knowledge-intensive Indian IT sector.Design/methodology/approachUsing a quantitative approach, the authors collected data from 387 employees in 30 IT organizations via a questionnaire survey. The authors analyzed data using structural equational modeling using AMOS 26.FindingsThe results indicate complete mediation of KM processes between human capital-HR (HCHRP), social capital HR (SCHRP), bureaucratic culture (BOC) space and innovativeness. KM processes partially mediated the effect of innovative-competitive culture (IOC) on innovativeness. KM processes have a robust predictive capacity for innovativeness, suggesting that human capital-supporting HR and innovative-competitive culture significantly contribute to KM Processes and innovativeness, respectively.Practical implicationsThis study provides practical insights to HR and knowledge managers to leverage their HR practices and organizational culture for improving innovation performance in KISO.Originality/valueThe paper adds to the intellectual capital and KM literature by exploring the mediating role of the KM process in the underlying mechanism suggesting that intellectual capital can enhance HR and culture, leveraging a firm's knowledge resources for innovativeness. It fills a research gap by providing original evidence based on primary data collected from India's IT sector.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80214448","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 : 2023-07-31DOI: 10.1108/joepp-06-2022-0145
W. Farhan, I. Chaudhry, Jamil Razmak, G. E. El Refae
PurposeThe importance of modeling digital leadership in quickly digitizing countries, like the United Arab Emirates (UAE), is inevitable for building leadership capabilities to lead, engage and motivate remote employees in the digital environment. Using Blake and Mouton Grid, the current study examines the behavioral approach used by the leaders from both public and private sectors while managing their workforce digitally in the period of the pandemic, when 70% of the workforce worked remotely for the first-time in the region.Design/methodology/approachAn online survey was conducted by the managerial employees working in different firms using self-administered questionnaires and adopting the snowball sampling technique. In total, 476 respondents participated in the study from both the Emirates of Abu Dhabi and Dubai.FindingsThe analysis using IBM SPSS and Smart PLS software reported that 9 out of 10 leaders positioned their digital leadership style well above the middle-of-the-road management style (5,5) oriented towards team management (9,9); with 7 out of 9 displaying high team management leadership style, while managing remote workers. However, millennials displayed higher task orientation when compared to generation-x leaders, who concentrated more on their relations with the workers.Practical implicationsThe findings have implications for practitioners in technology driven regions. Also the results highlighting the task-oriented approach of millennials digital leaders have implication for owners and board of directors of the firms that seniority is not the only credible approach for leadership positions.Originality/valueThe study reveals the behavioral styles beneficial for digital leaders to develop their leadership capabilities and increase their effectiveness while managing the workforce digitally. Black Mountain Grid and its two-dimensional leadership matrix has been found to be a useful conceptual approach for understanding digital leadership behaviors, and based on study findings, recommendations have been provided to effectively improve its utilization for leading teams. The findings have implications for practitioners in technology driven regions as well as digital leadership field scholars.
{"title":"Leaders’ behavioral approach in the digital era: task vs relationship","authors":"W. Farhan, I. Chaudhry, Jamil Razmak, G. E. El Refae","doi":"10.1108/joepp-06-2022-0145","DOIUrl":"https://doi.org/10.1108/joepp-06-2022-0145","url":null,"abstract":"PurposeThe importance of modeling digital leadership in quickly digitizing countries, like the United Arab Emirates (UAE), is inevitable for building leadership capabilities to lead, engage and motivate remote employees in the digital environment. Using Blake and Mouton Grid, the current study examines the behavioral approach used by the leaders from both public and private sectors while managing their workforce digitally in the period of the pandemic, when 70% of the workforce worked remotely for the first-time in the region.Design/methodology/approachAn online survey was conducted by the managerial employees working in different firms using self-administered questionnaires and adopting the snowball sampling technique. In total, 476 respondents participated in the study from both the Emirates of Abu Dhabi and Dubai.FindingsThe analysis using IBM SPSS and Smart PLS software reported that 9 out of 10 leaders positioned their digital leadership style well above the middle-of-the-road management style (5,5) oriented towards team management (9,9); with 7 out of 9 displaying high team management leadership style, while managing remote workers. However, millennials displayed higher task orientation when compared to generation-x leaders, who concentrated more on their relations with the workers.Practical implicationsThe findings have implications for practitioners in technology driven regions. Also the results highlighting the task-oriented approach of millennials digital leaders have implication for owners and board of directors of the firms that seniority is not the only credible approach for leadership positions.Originality/valueThe study reveals the behavioral styles beneficial for digital leaders to develop their leadership capabilities and increase their effectiveness while managing the workforce digitally. Black Mountain Grid and its two-dimensional leadership matrix has been found to be a useful conceptual approach for understanding digital leadership behaviors, and based on study findings, recommendations have been provided to effectively improve its utilization for leading teams. The findings have implications for practitioners in technology driven regions as well as digital leadership field scholars.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82903276","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 : 2023-07-10DOI: 10.1108/joepp-09-2022-0270
Xavier Parent-Rocheleau, Kathleen Bentein, Gilles Simard, Michel Tremblay
PurposeThis study sought to test two competing sets of hypotheses derived from two different theoretical perspectives regarding (1) the effects of leader–follower similarity and dissimilarity in psychological resilience on the follower's absenteeism in times of organizational crisis and (2) the moderating effect of relational demography (gender and age similarity) in these relationships.Design/methodology/approachPolynomial regression and response surface analysis were performed using data from 510 followers and 149 supervisors in a financial firm in Canada.FindingsThe results overall support the similarity–attraction perspective, but not the resource complementarity perspective. Dissimilarity in resilience was predictive of followers' absenteeism, and similarity in surface-level conditions (gender and age) attenuates the relational burdens triggered by resilience discrepancy.Practical implicationsThe findings reiterate the importance of developing employees' resilience, while shedding light on the importance for managers of being aware of their potential misalignment with subordinates resilience.Originality/valueThe results (1) suggest that it is the actual (di)similarity with the leader, rather than leader's degree of resilience, that shapes followers' absenteeism and (2) add nuance to the resilience literature.
{"title":"Leader–follower (dis)similarity in resilience, relational demography and absenteeism: a test of two competing perspectives","authors":"Xavier Parent-Rocheleau, Kathleen Bentein, Gilles Simard, Michel Tremblay","doi":"10.1108/joepp-09-2022-0270","DOIUrl":"https://doi.org/10.1108/joepp-09-2022-0270","url":null,"abstract":"PurposeThis study sought to test two competing sets of hypotheses derived from two different theoretical perspectives regarding (1) the effects of leader–follower similarity and dissimilarity in psychological resilience on the follower's absenteeism in times of organizational crisis and (2) the moderating effect of relational demography (gender and age similarity) in these relationships.Design/methodology/approachPolynomial regression and response surface analysis were performed using data from 510 followers and 149 supervisors in a financial firm in Canada.FindingsThe results overall support the similarity–attraction perspective, but not the resource complementarity perspective. Dissimilarity in resilience was predictive of followers' absenteeism, and similarity in surface-level conditions (gender and age) attenuates the relational burdens triggered by resilience discrepancy.Practical implicationsThe findings reiterate the importance of developing employees' resilience, while shedding light on the importance for managers of being aware of their potential misalignment with subordinates resilience.Originality/valueThe results (1) suggest that it is the actual (di)similarity with the leader, rather than leader's degree of resilience, that shapes followers' absenteeism and (2) add nuance to the resilience literature.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83840926","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 : 2023-07-06DOI: 10.1108/joepp-05-2022-0120
Parul Malik
PurposeDrawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.Design/methodology/approachA nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.FindingsThe study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.Practical implicationsThe study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.Originality/valueThis paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.
{"title":"Individual-focused transformational leadership and change-oriented organizational citizenship behavior: mediating and moderating mechanisms of job crafting and employee resilience","authors":"Parul Malik","doi":"10.1108/joepp-05-2022-0120","DOIUrl":"https://doi.org/10.1108/joepp-05-2022-0120","url":null,"abstract":"PurposeDrawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.Design/methodology/approachA nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.FindingsThe study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.Practical implicationsThe study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.Originality/valueThis paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86126167","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 : 2023-07-04DOI: 10.1108/joepp-02-2023-0059
Asif Khan, A. Khan, Tazeem Ali Shah, Mohammad Nisar Khattak, Rawan Abukhait
PurposeUsing Pakistan's public sector higher education institutions as the study site, this study aims to empirically substantiate, under the theoretical underpinnings of job enrichment theory (Hackman and Oldham, 1976) and Maslow's (1943) theory of the hierarchy of needs, the impact of flexible work practices (FWPs), on employee work engagement and organizational attractiveness, with the mediating lens of work life enrichment.Design/methodology/approachField data were collected at five higher education institutions located in the Islamabad Capital Territory (ICT) of Pakistan, using the convenience sampling technique and analyzed under the quantitative research paradigm.FindingsThis study substantiates with an empirical evidence that flexible work practices (FWPs) have a significant positive impact on both employee work engagement and organizational attractiveness. Markedly, the study findings reveal that the said impact is significantly stronger than that of sabbaticals. Furthermore, the study reveals that the positive relationship is mediated by work life enrichment, signaling its significance in understanding FWP's such impact on employee work engagement and organizational attractiveness.Practical implicationsThe study findings provide significant implications for academia, practitioners, and policymakers, in evidence-based recommendations for higher education institutions to design and implement FWPs that are effective in enhancing employee work engagement and organizational attractiveness, and, in turn, leading to improved organizational performance.Originality/valueThis research study provides a novel contribution to the existing literature by exploring the combined impact of flexible work practices on employee work engagement and organizational attractiveness in the peculiar context of Pakistan's public sector higher education institutions. Additionally, the study's focus on the mediating role of work life enrichment further adds to its novelty.
目的本研究以巴基斯坦公立高等教育机构为研究对象，在工作丰富化理论(Hackman and Oldham, 1976)和马斯洛(Maslow, 1943)需求层次理论的理论基础下，以工作生活丰富化为中介，实证证明弹性工作实践(FWPs)对员工工作投入和组织吸引力的影响。设计/方法/方法在巴基斯坦伊斯兰堡首都地区(ICT)的五所高等教育机构收集实地数据，采用便利抽样技术，并在定量研究范式下进行分析。研究结果表明，弹性工作制对员工工作投入度和组织吸引力均有显著的正向影响。值得注意的是，研究结果显示，上述影响明显强于公休。此外，研究还发现，工作生活丰富性对员工工作投入和组织吸引力的正向影响具有中介作用，这对于理解FWP对员工工作投入和组织吸引力的影响具有重要意义。研究结果为学术界、从业者和政策制定者提供了重要的启示，为高等教育机构设计和实施FWPs提供了基于证据的建议，这些建议有效地提高了员工的工作参与度和组织的吸引力，从而提高了组织的绩效。原创性/价值本研究在巴基斯坦公立高等教育机构的特殊背景下，通过探索灵活工作实践对员工工作投入和组织吸引力的综合影响，为现有文献提供了新颖的贡献。此外，这项研究对工作生活丰富性的中介作用的关注进一步增加了它的新颖性。
{"title":"Management's internal governance policies on flexible work practices and the mediating lens of work life enrichment – Outcome for employee work engagement and organizational attractiveness","authors":"Asif Khan, A. Khan, Tazeem Ali Shah, Mohammad Nisar Khattak, Rawan Abukhait","doi":"10.1108/joepp-02-2023-0059","DOIUrl":"https://doi.org/10.1108/joepp-02-2023-0059","url":null,"abstract":"PurposeUsing Pakistan's public sector higher education institutions as the study site, this study aims to empirically substantiate, under the theoretical underpinnings of job enrichment theory (Hackman and Oldham, 1976) and Maslow's (1943) theory of the hierarchy of needs, the impact of flexible work practices (FWPs), on employee work engagement and organizational attractiveness, with the mediating lens of work life enrichment.Design/methodology/approachField data were collected at five higher education institutions located in the Islamabad Capital Territory (ICT) of Pakistan, using the convenience sampling technique and analyzed under the quantitative research paradigm.FindingsThis study substantiates with an empirical evidence that flexible work practices (FWPs) have a significant positive impact on both employee work engagement and organizational attractiveness. Markedly, the study findings reveal that the said impact is significantly stronger than that of sabbaticals. Furthermore, the study reveals that the positive relationship is mediated by work life enrichment, signaling its significance in understanding FWP's such impact on employee work engagement and organizational attractiveness.Practical implicationsThe study findings provide significant implications for academia, practitioners, and policymakers, in evidence-based recommendations for higher education institutions to design and implement FWPs that are effective in enhancing employee work engagement and organizational attractiveness, and, in turn, leading to improved organizational performance.Originality/valueThis research study provides a novel contribution to the existing literature by exploring the combined impact of flexible work practices on employee work engagement and organizational attractiveness in the peculiar context of Pakistan's public sector higher education institutions. Additionally, the study's focus on the mediating role of work life enrichment further adds to its novelty.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85061794","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 : 2023-06-27DOI: 10.1108/joepp-02-2023-0055
D. Dutta, Chaitali Vedak, Anasha Kannan Poyil
PurposeThe COVID-19 pandemic found deliberate and idiosyncratic adoption of telecommuting and other flexibility practices across industries. With the pandemic waning, many organizations adopted various models for employee work locations. Based on Self-Determination Theory and Social Comparison Theory, the authors examine the impact of the dissonance between employee preference for their work location and enforced work location norms and its impact on general well-being and organizational commitment.Design/methodology/approachThe authors’ empirical study is based on a sample of 881 respondents across multiple industries in India over six months of the COVID pandemic. The authors use PLS-SEM for data analysis to examine the model and the moderating influence of individual resilience on control at work.FindingsThe authors find that increased dissonance between work locations reduces general well-being, control and work. Further, higher individual resilience reduces the impact of this dissonance on control at work.Practical implicationsThe study informs policy and practices that choice of work location is important for employees to feel a higher sense of control, impacting their affective commitment and general well-being. While implementation of policies across an organization for varying job roles and complexities presents a challenge, practitioners may ignore this need of employees at their peril, as employees are likely to demonstrate lower well-being, engagement and organizational commitment and eventually leave.Originality/valueThis study is significant as it provides relevant scholarship based on the COVID-19 pandemic, guiding practice on future ways of working. This study further supports the impact of an individual's sense of control on where work is done. The authors build a strong theoretical foundation to justify the impact of the lack of autonomy in the emerging working norms on employees' general well-being and organizational commitment.
{"title":"“I am the captain of my soul!” choosing where to work: impact on general well-being and organizational commitment","authors":"D. Dutta, Chaitali Vedak, Anasha Kannan Poyil","doi":"10.1108/joepp-02-2023-0055","DOIUrl":"https://doi.org/10.1108/joepp-02-2023-0055","url":null,"abstract":"PurposeThe COVID-19 pandemic found deliberate and idiosyncratic adoption of telecommuting and other flexibility practices across industries. With the pandemic waning, many organizations adopted various models for employee work locations. Based on Self-Determination Theory and Social Comparison Theory, the authors examine the impact of the dissonance between employee preference for their work location and enforced work location norms and its impact on general well-being and organizational commitment.Design/methodology/approachThe authors’ empirical study is based on a sample of 881 respondents across multiple industries in India over six months of the COVID pandemic. The authors use PLS-SEM for data analysis to examine the model and the moderating influence of individual resilience on control at work.FindingsThe authors find that increased dissonance between work locations reduces general well-being, control and work. Further, higher individual resilience reduces the impact of this dissonance on control at work.Practical implicationsThe study informs policy and practices that choice of work location is important for employees to feel a higher sense of control, impacting their affective commitment and general well-being. While implementation of policies across an organization for varying job roles and complexities presents a challenge, practitioners may ignore this need of employees at their peril, as employees are likely to demonstrate lower well-being, engagement and organizational commitment and eventually leave.Originality/valueThis study is significant as it provides relevant scholarship based on the COVID-19 pandemic, guiding practice on future ways of working. This study further supports the impact of an individual's sense of control on where work is done. The authors build a strong theoretical foundation to justify the impact of the lack of autonomy in the emerging working norms on employees' general well-being and organizational commitment.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72974670","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 : 2023-06-19DOI: 10.1108/joepp-01-2022-0005
Catherine Warren, Amy Wax, Gino Galvez, Kelly-Anne Van Geffen, Michelle V. Zernick
PurposeCurrent events such as the #metoo and #timesup movements have ushered in an era of heightened awareness of sexist organizational climate. Increasingly, supporters have called for top-down changes, demanding that organizations embrace a culture of accountability. Accordingly, the current study proposed and investigated the concept of benevolently sexist organizational climate and explored the impact on women's state self-esteem, while testing for the potential moderating effects of power and gender.Design/methodology/approachThe current experimental study utilized a video video-based manipulation to introduce benevolently sexist organizational climate with a 2 (content of communication) x 2 (gender of communicator) x 2 (status of communicator) between-subjects design. The hypotheses were tested using an analysis of variance moderation model, based on a sample of 652 women.FindingsResults indicated a significant two-way interaction between benevolently sexist organizational climate and power on self-esteem. Specifically, results suggested that benevolently sexist organizational climates have a greater negative impact on women's self-esteem when a supervisor communicates the information on the climate as opposed to a coworker.Practical implicationsBenevolently sexist climate had a deleterious impact on women's organizational outcomes especially when communicated by a supervisor. These findings can be used for guidance on the development of training and interventions targeted at mitigating the prevalence of benevolently sexist workplace climate.Originality/valueThis study was the first to propose the concept of a benevolently sexist organizational climate. Additionally, the study demonstrated the negative impact of a benevolently sexist organizational climate on women's state self-esteem providing important implications for organizations. Further theoretical and practical implications are discussed.
{"title":"The impact of a benevolently sexist organizational climate on individual self-esteem: an exploration of the moderating impact of dyadic communication","authors":"Catherine Warren, Amy Wax, Gino Galvez, Kelly-Anne Van Geffen, Michelle V. Zernick","doi":"10.1108/joepp-01-2022-0005","DOIUrl":"https://doi.org/10.1108/joepp-01-2022-0005","url":null,"abstract":"PurposeCurrent events such as the #metoo and #timesup movements have ushered in an era of heightened awareness of sexist organizational climate. Increasingly, supporters have called for top-down changes, demanding that organizations embrace a culture of accountability. Accordingly, the current study proposed and investigated the concept of benevolently sexist organizational climate and explored the impact on women's state self-esteem, while testing for the potential moderating effects of power and gender.Design/methodology/approachThe current experimental study utilized a video video-based manipulation to introduce benevolently sexist organizational climate with a 2 (content of communication) x 2 (gender of communicator) x 2 (status of communicator) between-subjects design. The hypotheses were tested using an analysis of variance moderation model, based on a sample of 652 women.FindingsResults indicated a significant two-way interaction between benevolently sexist organizational climate and power on self-esteem. Specifically, results suggested that benevolently sexist organizational climates have a greater negative impact on women's self-esteem when a supervisor communicates the information on the climate as opposed to a coworker.Practical implicationsBenevolently sexist climate had a deleterious impact on women's organizational outcomes especially when communicated by a supervisor. These findings can be used for guidance on the development of training and interventions targeted at mitigating the prevalence of benevolently sexist workplace climate.Originality/valueThis study was the first to propose the concept of a benevolently sexist organizational climate. Additionally, the study demonstrated the negative impact of a benevolently sexist organizational climate on women's state self-esteem providing important implications for organizations. Further theoretical and practical implications are discussed.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89534696","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 : 2023-06-16DOI: 10.1108/joepp-06-2022-0167
Parinda Doshi, Priti Nigam
PurposeThe paper validates a framework using the media synchronicity theory (MST) to study the effect of Social Media Use at Work (SMUW) on the performance “Work Performance” (WP) of the employee. For this, the study initially observed the effect of SMUW on shared vision (SV), network ties (NT), and trust (TRUST) on the knowledge transfer (KT) and the effect of all (SV, NT, TRUST and KT) on the WP of the employees.Design/methodology/approachA survey method was used to collect responses from 157 employees working at middle and lower-level managerial positions in the chemical companies of India. The data analysis uses variance-based, partial least square SEM, which has established a relationship between the constructs.FindingsThe results found a significant effect of SMUW on the WP of the employees. It was observed that the SV and TRUST can be significantly improved with the help of SMUW, contributing to the KT and simultaneously affecting the WP of the employees.Practical implicationsThe study has examined the positive and significant effect of SMUW on the employees' SV, NT and TRUST. Improving SV, NT and trust (dimension of social capital) through social media allows employees to transfer more knowledge. An increase in KT among the employees further positively affected the individual and group performance within the organization. SV positively affected the employee's WP, but NT and trust negatively affected the WP. The research thus provides useful insight to the managers for effective use of social media in the workplace.Originality/valueThe study used MST to understand the effect of the use of social media in the workplace. The study is kind of first in the Indian context which has examined the effect of employees at managerial level in chemical companies, and thus contributes to the existing literature on social networks/social media from the organizational context.
目的运用媒体同步性理论(media synchronicity theory, MST)验证了一个研究工作中社交媒体使用(Social media Use at Work, SMUW)对员工绩效“工作绩效”(Work performance, WP)影响的框架。为此，本研究初步观察了SMUW对共同愿景(SV)、网络联系(NT)和信任(trust)对知识转移(KT)的影响，以及所有(SV、NT、trust和KT)对员工知识转移(WP)的影响。设计/方法/方法采用问卷调查的方法收集了157名在印度化工公司担任中低层管理职位的员工的反馈。数据分析使用基于方差的偏最小二乘扫描电镜，它建立了结构之间的关系。研究结果发现，中小企业员工的工作效率与中小企业员工的工作效率有显著的关系。我们观察到，在SMUW的帮助下，SV和TRUST可以显著提高，促进了KT，同时影响了员工的WP。实践意义本研究考察了SMUW对员工SV、NT和信任的正向显著影响。通过社交媒体提高SV、NT和信任(社会资本维度)，可以让员工传递更多的知识。员工KT水平的提高进一步对组织内部的个人和团体绩效产生积极影响。SV正向影响员工的工作效率，而NT和信任负向影响员工的工作效率。因此，该研究为管理者在工作场所有效使用社交媒体提供了有用的见解。独创性/价值该研究使用MST来了解工作场所使用社交媒体的影响。这项研究是印度背景下的第一个研究，它研究了化学公司管理层员工的影响，从而从组织背景下为现有的社交网络/社交媒体文献做出了贡献。
{"title":"Effect of social media on employee's work performance","authors":"Parinda Doshi, Priti Nigam","doi":"10.1108/joepp-06-2022-0167","DOIUrl":"https://doi.org/10.1108/joepp-06-2022-0167","url":null,"abstract":"PurposeThe paper validates a framework using the media synchronicity theory (MST) to study the effect of Social Media Use at Work (SMUW) on the performance “Work Performance” (WP) of the employee. For this, the study initially observed the effect of SMUW on shared vision (SV), network ties (NT), and trust (TRUST) on the knowledge transfer (KT) and the effect of all (SV, NT, TRUST and KT) on the WP of the employees.Design/methodology/approachA survey method was used to collect responses from 157 employees working at middle and lower-level managerial positions in the chemical companies of India. The data analysis uses variance-based, partial least square SEM, which has established a relationship between the constructs.FindingsThe results found a significant effect of SMUW on the WP of the employees. It was observed that the SV and TRUST can be significantly improved with the help of SMUW, contributing to the KT and simultaneously affecting the WP of the employees.Practical implicationsThe study has examined the positive and significant effect of SMUW on the employees' SV, NT and TRUST. Improving SV, NT and trust (dimension of social capital) through social media allows employees to transfer more knowledge. An increase in KT among the employees further positively affected the individual and group performance within the organization. SV positively affected the employee's WP, but NT and trust negatively affected the WP. The research thus provides useful insight to the managers for effective use of social media in the workplace.Originality/valueThe study used MST to understand the effect of the use of social media in the workplace. The study is kind of first in the Indian context which has examined the effect of employees at managerial level in chemical companies, and thus contributes to the existing literature on social networks/social media from the organizational context.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85114510","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}
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：