Pub Date : 2023-05-15DOI: 10.1108/joepp-05-2022-0106
Jyoti Kushwaha, Pankaj Singh, Aparna Sharma
PurposeThis study intends to recognize and prioritize the work-family balance (WFB) enablers for working sole mothers by employing total interpretive structural modelling (TISM) and “Matrice-d’impacts-croisés-multiplication-appliqués-à-un-classment” method (MICMAC).Design/methodology/approachThis paper utilizes the integrated approach in two stages. In initial stage, strategic literature review and expert mining technique have been conducted to recognize and validate WFB enablers. In subsequent stage, TISM has been applied to observe the contextual relationships among WFB enablers in the direction to construct a TISM-based structural model. Furthermore, MICMAC technique has been employed to categorize the WFB enablers based on their driver and dependence power.FindingsThis paper has identified novel 13 key enablers of WFB among working sole mothers and constructed a unique TISM-based hierarchical model. Moreover, WFB enablers have been categorized into four clusters using MICMAC analysis. In the developed TISM model, working sole mother-related WFB personal enablers are primarily at the upper level, family-related WFB enablers are in the center and work-related WFB enablers are in the lowest level.Practical implicationsThe developed framework on WFB enablers among working sole mothers can provide a resolution to difficulties faced by sole mothers in managing WFB by providing a pathway to enhance their performance by improving the organizational effectiveness through improving WFB policies.Originality/valueBased on the best of authors' awareness, this study first incorporates the TISM-MICMAC technique to recognize and prioritize the WFB enablers for working sole mothers.
{"title":"Modelling the enablers of work-family balance among working single mothers integrating expert-mining and TISM-MICMAC","authors":"Jyoti Kushwaha, Pankaj Singh, Aparna Sharma","doi":"10.1108/joepp-05-2022-0106","DOIUrl":"https://doi.org/10.1108/joepp-05-2022-0106","url":null,"abstract":"PurposeThis study intends to recognize and prioritize the work-family balance (WFB) enablers for working sole mothers by employing total interpretive structural modelling (TISM) and “Matrice-d’impacts-croisés-multiplication-appliqués-à-un-classment” method (MICMAC).Design/methodology/approachThis paper utilizes the integrated approach in two stages. In initial stage, strategic literature review and expert mining technique have been conducted to recognize and validate WFB enablers. In subsequent stage, TISM has been applied to observe the contextual relationships among WFB enablers in the direction to construct a TISM-based structural model. Furthermore, MICMAC technique has been employed to categorize the WFB enablers based on their driver and dependence power.FindingsThis paper has identified novel 13 key enablers of WFB among working sole mothers and constructed a unique TISM-based hierarchical model. Moreover, WFB enablers have been categorized into four clusters using MICMAC analysis. In the developed TISM model, working sole mother-related WFB personal enablers are primarily at the upper level, family-related WFB enablers are in the center and work-related WFB enablers are in the lowest level.Practical implicationsThe developed framework on WFB enablers among working sole mothers can provide a resolution to difficulties faced by sole mothers in managing WFB by providing a pathway to enhance their performance by improving the organizational effectiveness through improving WFB policies.Originality/valueBased on the best of authors' awareness, this study first incorporates the TISM-MICMAC technique to recognize and prioritize the WFB enablers for working sole mothers.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73930571","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 : 2023-05-04DOI: 10.1108/joepp-03-2022-0055
Merel T. Feenstra-Verschure, D. Kooij, C. Freese, Mandy E. G. van der Velde, Evgenia I. Lysova
PurposeThe purpose of this paper is to conceptualize job immobility concepts, e.g. staying in an unsatisfying job and perceiving limited opportunities to move and apply for another job. The existing literature on this situation of job immobility in which the employee is experiencing stuckness in the job is scattered across research domains, limited in scope and existing constructs are not clearly defined or operationalized.Design/methodology/approachIn this conceptual paper, the authors propose the construct “locked at the job,” by reviewing and building on the job immobility literature and the theory of control and self-regulation.FindingsThis study defines the concept that consists of two dimensions as feeling dissatisfied in the current job and inactivity due to perceived limited job opportunities. This study proposes a conceptual model of antecedents and consequences of locked at the job, based on the person-environment fit theory.Practical implicationsThis conceptual paper allows value to be added in practice by the conceptualization of locked at the job, in addition to providing a preview with respect to conceptual causes and consequences of this phenomenon.Originality/valueResearch on this job immobility phenomenon is scattered across different research domains, limited in scope and the concept has not been clearly defined or operationalized.
{"title":"Building on job immobility concepts: a conceptual model and future research agenda on “locked at the job”","authors":"Merel T. Feenstra-Verschure, D. Kooij, C. Freese, Mandy E. G. van der Velde, Evgenia I. Lysova","doi":"10.1108/joepp-03-2022-0055","DOIUrl":"https://doi.org/10.1108/joepp-03-2022-0055","url":null,"abstract":"PurposeThe purpose of this paper is to conceptualize job immobility concepts, e.g. staying in an unsatisfying job and perceiving limited opportunities to move and apply for another job. The existing literature on this situation of job immobility in which the employee is experiencing stuckness in the job is scattered across research domains, limited in scope and existing constructs are not clearly defined or operationalized.Design/methodology/approachIn this conceptual paper, the authors propose the construct “locked at the job,” by reviewing and building on the job immobility literature and the theory of control and self-regulation.FindingsThis study defines the concept that consists of two dimensions as feeling dissatisfied in the current job and inactivity due to perceived limited job opportunities. This study proposes a conceptual model of antecedents and consequences of locked at the job, based on the person-environment fit theory.Practical implicationsThis conceptual paper allows value to be added in practice by the conceptualization of locked at the job, in addition to providing a preview with respect to conceptual causes and consequences of this phenomenon.Originality/valueResearch on this job immobility phenomenon is scattered across different research domains, limited in scope and the concept has not been clearly defined or operationalized.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78038179","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 : 2023-04-25DOI: 10.1108/joepp-11-2022-0346
Hoang Thi Kim Quy, M. Tran, Tien Minh Dinh
PurposeThe present study aims to explore the linkages among transformational leadership, workplace spirituality and frontline employee (FLE) service recovery performance in the aviation service industry. The resilience of individuals was taken as a mediator for the associations between transformational leadership as well as workplace spirituality and frontline employee's service recovery performance. The hypothesized research model was examined by integrating the principles of COR theory and the SDT perspective on psychological needs.Design/methodology/approachThe research model was evaluated via partial least squares (PLS). In particular, SmartPLS 3.0 software was utilized to examine anticipated correlations through a poll of 371 air service provider frontline employees.FindingsResults demonstrated that transformational leadership had a positive impact on both service recovery performance and spirituality in the workplace. The positive connection between workplace spirituality and service recovery performance was also supported. Further, the mediating role of an employee's resilience in these relationships was established. The paper provides a significant contribution with both theoretical and practical implications.Practical implicationsThe present research also provides some practical implications for the aviation industry. Since the aviation industry is a high-contact service industry, aviation frontline employees play a crucial role in service recovery strategies. Thus, air service providers need to provide these employees with ample resources to effectively handle service failures. Moreover, the service recovery performance of air service providers may benefit from the hiring of managers with strong transformational leadership styles. Therefore, these providers should take leadership style into account when recruiting, promoting and training supervisors. Managers should, among other activities, implement transformational leadership approaches, such as inspiring and motivating, establishing a supportive organizational climate, paying attention to employees' needs and engaging in active listening.Originality/valueThe current study contributes to the stream of research on SRP and the role of transformational leadership, workplace spirituality and resilience in service recovery in particular. Furthermore, by integrating the COR and SDT theories, the current study gives more real-world proof of the importance of leadership for organizations.
{"title":"How transformational leadership, workplace spirituality and resilience enhance the service recovery performance of FLEs: a theoretical integration of COR theory and SDT","authors":"Hoang Thi Kim Quy, M. Tran, Tien Minh Dinh","doi":"10.1108/joepp-11-2022-0346","DOIUrl":"https://doi.org/10.1108/joepp-11-2022-0346","url":null,"abstract":"PurposeThe present study aims to explore the linkages among transformational leadership, workplace spirituality and frontline employee (FLE) service recovery performance in the aviation service industry. The resilience of individuals was taken as a mediator for the associations between transformational leadership as well as workplace spirituality and frontline employee's service recovery performance. The hypothesized research model was examined by integrating the principles of COR theory and the SDT perspective on psychological needs.Design/methodology/approachThe research model was evaluated via partial least squares (PLS). In particular, SmartPLS 3.0 software was utilized to examine anticipated correlations through a poll of 371 air service provider frontline employees.FindingsResults demonstrated that transformational leadership had a positive impact on both service recovery performance and spirituality in the workplace. The positive connection between workplace spirituality and service recovery performance was also supported. Further, the mediating role of an employee's resilience in these relationships was established. The paper provides a significant contribution with both theoretical and practical implications.Practical implicationsThe present research also provides some practical implications for the aviation industry. Since the aviation industry is a high-contact service industry, aviation frontline employees play a crucial role in service recovery strategies. Thus, air service providers need to provide these employees with ample resources to effectively handle service failures. Moreover, the service recovery performance of air service providers may benefit from the hiring of managers with strong transformational leadership styles. Therefore, these providers should take leadership style into account when recruiting, promoting and training supervisors. Managers should, among other activities, implement transformational leadership approaches, such as inspiring and motivating, establishing a supportive organizational climate, paying attention to employees' needs and engaging in active listening.Originality/valueThe current study contributes to the stream of research on SRP and the role of transformational leadership, workplace spirituality and resilience in service recovery in particular. Furthermore, by integrating the COR and SDT theories, the current study gives more real-world proof of the importance of leadership for organizations.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84848221","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 : 2023-04-11DOI: 10.1108/joepp-11-2022-0315
D. De Clercq, I. Haq, M. U. Azeem
PurposeThis study aims to detail how employees’ experience of distributive injustice may compromise their job performance, with specific attention to how this detrimental process may be explained in part by their beliefs about organization-level underperformance and moderated by their own psychological entitlement.Design/methodology/approachThe research hypotheses were tested with three-round, time-lagged data collected among employees and their supervisors.FindingsA critical channel through which employees’ perceptions that their organization’s reward system is unfair translates into thwarted job performance is a conviction that their organization does not meet its own performance targets. As a mediator, such organizational underperformance beliefs have particularly salient effects on employees who believe they are more deserving than others.Practical implicationsThis study gives HR managers insights into how they can reduce the danger that unfair reward practices escalate into a reduced propensity by employees to complete their job tasks diligently. HR managers should make employees aware of their possible entitlement and discourage them from expecting that things always must go their way.Originality/valueThis research unpacks the connection between distributive injustice and job performance, by delineating the unique roles of two pertinent factors (organizational underperformance beliefs and psychological entitlement) in this connection.
{"title":"Unfair rewards, poorly performing organizations and perceptions of deservingness as explanations of diminished job performance","authors":"D. De Clercq, I. Haq, M. U. Azeem","doi":"10.1108/joepp-11-2022-0315","DOIUrl":"https://doi.org/10.1108/joepp-11-2022-0315","url":null,"abstract":"PurposeThis study aims to detail how employees’ experience of distributive injustice may compromise their job performance, with specific attention to how this detrimental process may be explained in part by their beliefs about organization-level underperformance and moderated by their own psychological entitlement.Design/methodology/approachThe research hypotheses were tested with three-round, time-lagged data collected among employees and their supervisors.FindingsA critical channel through which employees’ perceptions that their organization’s reward system is unfair translates into thwarted job performance is a conviction that their organization does not meet its own performance targets. As a mediator, such organizational underperformance beliefs have particularly salient effects on employees who believe they are more deserving than others.Practical implicationsThis study gives HR managers insights into how they can reduce the danger that unfair reward practices escalate into a reduced propensity by employees to complete their job tasks diligently. HR managers should make employees aware of their possible entitlement and discourage them from expecting that things always must go their way.Originality/valueThis research unpacks the connection between distributive injustice and job performance, by delineating the unique roles of two pertinent factors (organizational underperformance beliefs and psychological entitlement) in this connection.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86634065","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 : 2023-03-27DOI: 10.1108/joepp-08-2022-0237
M. Nyathi, R. Kekwaletswe
PurposeThe purpose of this paper is to examine whether employee outcomes of employee performance and job satisfaction mediate and enhance the effect of e-HRM usage on organizational performance.Design/methodology/approachData were collected through a survey involving 35 organizations using e-HRM systems. A partially mixed sequential dominant status explanatory design was used for the study. A stratified convenience sampling technique was used for the quantitative phase of the study. A purposive sampling technique was employed for the qualitative phase. A structural equation modelling technique with the use of the process macro approach was used to analyse collected data.FindingsThere is a positive relationship between e-HRM usage and employee outcomes. Employee performance and job satisfaction mediate the effect of e-HRM usage on organizational performance. Employee performance and job satisfaction are contextual variables that characterize effective e-HRM configurations.Practical implicationsOrganizations should invest in employee outcomes in order to maximize the potential of e-HRM. The e-HRM configurations characterized by a multiplicity of dimensions are more likely to add to organizational value creation. The deployment of e-HRM systems should be preceded by high levels of employee performance and job satisfaction, for organizational success.Originality/valueThe study contributes to a growing body of knowledge on dimensions, which characterize effective e-HRM configurations, yielding organizational success. Employee performance and job satisfaction should be added to the characteristics of effective e-HRM configurations.
{"title":"Electronic human resource management (e-HRM) configuration for organizational success: inclusion of employee outcomes as contextual variables","authors":"M. Nyathi, R. Kekwaletswe","doi":"10.1108/joepp-08-2022-0237","DOIUrl":"https://doi.org/10.1108/joepp-08-2022-0237","url":null,"abstract":"PurposeThe purpose of this paper is to examine whether employee outcomes of employee performance and job satisfaction mediate and enhance the effect of e-HRM usage on organizational performance.Design/methodology/approachData were collected through a survey involving 35 organizations using e-HRM systems. A partially mixed sequential dominant status explanatory design was used for the study. A stratified convenience sampling technique was used for the quantitative phase of the study. A purposive sampling technique was employed for the qualitative phase. A structural equation modelling technique with the use of the process macro approach was used to analyse collected data.FindingsThere is a positive relationship between e-HRM usage and employee outcomes. Employee performance and job satisfaction mediate the effect of e-HRM usage on organizational performance. Employee performance and job satisfaction are contextual variables that characterize effective e-HRM configurations.Practical implicationsOrganizations should invest in employee outcomes in order to maximize the potential of e-HRM. The e-HRM configurations characterized by a multiplicity of dimensions are more likely to add to organizational value creation. The deployment of e-HRM systems should be preceded by high levels of employee performance and job satisfaction, for organizational success.Originality/valueThe study contributes to a growing body of knowledge on dimensions, which characterize effective e-HRM configurations, yielding organizational success. Employee performance and job satisfaction should be added to the characteristics of effective e-HRM configurations.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87359225","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 : 2023-03-23DOI: 10.1108/joepp-07-2022-0218
Abdulah Bajaba, Saleh Bajaba, Abdullah S. Alsabban
PurposeThe purpose of this paper is to examine the mediating role of organizational identification (OI) and the moderating role of adaptive personality (AP) between exploitative leadership (EL) and constructive voice (CV) relationship.Design/methodology/approachThis study samples 154 full-time employees from Saudi Arabia and records their self-reported responses to closed-ended items in the survey. Hierarchical regression and PROCESS Macro are used for the analysis.FindingsUtilizing social identity theory and social exchange theory, the authors demonstrate EL adversely affect CV through OI. AP also moderates EL-OI relationships. The indirect effects of EL on CV via OI are moderated by AP. In other words, adaptive employees are more likely to neutralize the adverse effects of such exploitation by adapting to the situation.Practical implicationsHuman resource professionals and organizations must identify indicators of EL when evaluating job candidates. Organizations should also adopt communication systems that encourage employees to report any misconduct. Finally, organizations should speak out against exploitative leaders and educate their employees on ethics.Originality/valueThe originality is in extending the nomological network of EL to incorporate reduced employee OI and constructive deviance. It also discusses how adaptive employees mitigate exploitative behavior's negative effects.
{"title":"Exploitative leadership and constructive voice: the role of employee adaptive personality and organizational identification","authors":"Abdulah Bajaba, Saleh Bajaba, Abdullah S. Alsabban","doi":"10.1108/joepp-07-2022-0218","DOIUrl":"https://doi.org/10.1108/joepp-07-2022-0218","url":null,"abstract":"PurposeThe purpose of this paper is to examine the mediating role of organizational identification (OI) and the moderating role of adaptive personality (AP) between exploitative leadership (EL) and constructive voice (CV) relationship.Design/methodology/approachThis study samples 154 full-time employees from Saudi Arabia and records their self-reported responses to closed-ended items in the survey. Hierarchical regression and PROCESS Macro are used for the analysis.FindingsUtilizing social identity theory and social exchange theory, the authors demonstrate EL adversely affect CV through OI. AP also moderates EL-OI relationships. The indirect effects of EL on CV via OI are moderated by AP. In other words, adaptive employees are more likely to neutralize the adverse effects of such exploitation by adapting to the situation.Practical implicationsHuman resource professionals and organizations must identify indicators of EL when evaluating job candidates. Organizations should also adopt communication systems that encourage employees to report any misconduct. Finally, organizations should speak out against exploitative leaders and educate their employees on ethics.Originality/valueThe originality is in extending the nomological network of EL to incorporate reduced employee OI and constructive deviance. It also discusses how adaptive employees mitigate exploitative behavior's negative effects.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75047726","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 : 2023-03-14DOI: 10.1108/joepp-03-2022-0066
R. Bauwens, Mieke Audenaert, Adelien Decramer
PurposeDespite increasing attention to employee development, past research has mostly studied performance management systems (PMSs) in relation to task-related behaviors compared to proactive behaviors. Accordingly, this study addresses the relation between PMSs and innovative work behavior (IWB).Design/methodology/approachBuilding on signaling theory and human resource management (HRM) system strength research, the authors designed a factorial survey experiment (n = 444) to examine whether PMSs stimulate IWB under different configurations of distinctiveness, consistency and consensus, as well as in the presence of transformational leadership.FindingsResults show that only strong PMSs foster IWB (high distinctiveness, high consistency and high consensus [HHH]). Additional analyses reveal that the individual meta-features of PMS consistency and consensus can also stimulate innovation. Transformational leadership reinforced the relationship between PMS consensus and IWB relationship, but not the relationships of the other meta-features.Practical implicationsThe study’s findings suggest that organizations wishing to unlock employees' innovative potential should design PMSs that are visible, comprehensible and relevant. To further reap the innovative gains of employees, organizations could also invest in the coherent and fair application of planning, feedback and evaluation throughout the organization and ensure organizational stakeholders agree on the approach to PMSs.Originality/valueThe study’s findings show that PMS can also inspire proactivity in employees, in the form of IWB and suggest that particular leadership behaviors can complement certain PMS meta-features, and simultaneously also compete with PMS strength, suggesting the whole (i.e. PMS strength) is more than the sum of the parts (i.e. PMS meta-features).
{"title":"Performance management systems, innovative work behavior and the role of transformational leadership: an experimental approach","authors":"R. Bauwens, Mieke Audenaert, Adelien Decramer","doi":"10.1108/joepp-03-2022-0066","DOIUrl":"https://doi.org/10.1108/joepp-03-2022-0066","url":null,"abstract":"PurposeDespite increasing attention to employee development, past research has mostly studied performance management systems (PMSs) in relation to task-related behaviors compared to proactive behaviors. Accordingly, this study addresses the relation between PMSs and innovative work behavior (IWB).Design/methodology/approachBuilding on signaling theory and human resource management (HRM) system strength research, the authors designed a factorial survey experiment (n = 444) to examine whether PMSs stimulate IWB under different configurations of distinctiveness, consistency and consensus, as well as in the presence of transformational leadership.FindingsResults show that only strong PMSs foster IWB (high distinctiveness, high consistency and high consensus [HHH]). Additional analyses reveal that the individual meta-features of PMS consistency and consensus can also stimulate innovation. Transformational leadership reinforced the relationship between PMS consensus and IWB relationship, but not the relationships of the other meta-features.Practical implicationsThe study’s findings suggest that organizations wishing to unlock employees' innovative potential should design PMSs that are visible, comprehensible and relevant. To further reap the innovative gains of employees, organizations could also invest in the coherent and fair application of planning, feedback and evaluation throughout the organization and ensure organizational stakeholders agree on the approach to PMSs.Originality/valueThe study’s findings show that PMS can also inspire proactivity in employees, in the form of IWB and suggest that particular leadership behaviors can complement certain PMS meta-features, and simultaneously also compete with PMS strength, suggesting the whole (i.e. PMS strength) is more than the sum of the parts (i.e. PMS meta-features).","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80634207","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 : 2023-03-07DOI: 10.1108/joepp-05-2022-0103
Anjali Dutta, S. Rangnekar
PurposeWhat motivates employees to show concern for their team or in-group members, and why is it vital to prefer teamwork and receive support from co-workers at the workplace? Given the significance of social relations in the workplace and drawing from social exchange theory, the present study seeks to examine the association between personal interaction with concern for team members by identifying preference for teamwork and co-worker support (CWS) mediating the relationship.Design/methodology/approachThe data of 261 collected from employees working in varying public and private sector Indian enterprises were analyzed using confirmatory factor analysis, Structural Equation Modelling (SEM) and Hayes PROCESS macro to investigate the multiple mediation analysis.FindingsThe findings showed a positive relationship between personal interaction and concern for the team member, which elaborates that increasing personal interaction among employees tends to display concern for their team members. Moreover, teamwork preference and CWS mediated the relationship, demonstrating that preferring teamwork and receiving support from co-workers, the propensity to concern for team members is influenced by personal interaction.Practical implicationsThis research pinpoints how personal interaction among members may develop a feeling of belongingness, leading to concern for their team members. With the inclusion of employees in teamwork and creating a cordial work environment, employees prefer working in groups and teams; they may feel responsible for their group and its members, ultimately helping improve the organization's human capital.Originality/valueThis study contributes to the employee and organizational development by unveiling how employees may develop cordial social relationships through personal interaction, preferring teamwork and CWS.
{"title":"Promoting concern for team members in Indian enterprises through personal interaction: mediating through a preference for teamwork and co-worker support","authors":"Anjali Dutta, S. Rangnekar","doi":"10.1108/joepp-05-2022-0103","DOIUrl":"https://doi.org/10.1108/joepp-05-2022-0103","url":null,"abstract":"PurposeWhat motivates employees to show concern for their team or in-group members, and why is it vital to prefer teamwork and receive support from co-workers at the workplace? Given the significance of social relations in the workplace and drawing from social exchange theory, the present study seeks to examine the association between personal interaction with concern for team members by identifying preference for teamwork and co-worker support (CWS) mediating the relationship.Design/methodology/approachThe data of 261 collected from employees working in varying public and private sector Indian enterprises were analyzed using confirmatory factor analysis, Structural Equation Modelling (SEM) and Hayes PROCESS macro to investigate the multiple mediation analysis.FindingsThe findings showed a positive relationship between personal interaction and concern for the team member, which elaborates that increasing personal interaction among employees tends to display concern for their team members. Moreover, teamwork preference and CWS mediated the relationship, demonstrating that preferring teamwork and receiving support from co-workers, the propensity to concern for team members is influenced by personal interaction.Practical implicationsThis research pinpoints how personal interaction among members may develop a feeling of belongingness, leading to concern for their team members. With the inclusion of employees in teamwork and creating a cordial work environment, employees prefer working in groups and teams; they may feel responsible for their group and its members, ultimately helping improve the organization's human capital.Originality/valueThis study contributes to the employee and organizational development by unveiling how employees may develop cordial social relationships through personal interaction, preferring teamwork and CWS.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77831470","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 : 2023-02-16DOI: 10.1108/joepp-02-2022-0020
Amlan Haque, Sardana Islam Khan
PurposeLimited empirical research has been conducted on the mediational influence of employees' intent to quit (IQ) and strategic human resource management (SHRM) to examine meaningfulness in work (MW) and job satisfaction (JS). Applying the psychological contract theory (PCT), this paper aims to explore the relationships among SHRM, IQ, MW, and JS; and the mediational influence of IQ on the relationship between SHRM and MW.Design/methodology/approachThis paper examines a proposed hypothesised model with a two-stage technique of structural equation modelling, including four propositions. A web-based survey including a pilot test was directed to collect data targeting a sample of 200 full time Bangladeshi employees.FindingsThe results indicate that SHRM has significant effects on employees' IQ and MW, and IQ has a partial mediational impact on the direct relationship between SHRM and MW. Moreover, employees' IQ on MW was negative, and MW on JS was significantly positive among Bangladeshi employees.Practical implicationsThis paper suggests that organisations aiming higher MW and JS should encourage SHRM and align their HRM functions accordingly. Furthermore, the implications of the study results can help organisations and HR managers to recognise the adverse effects of IQ on MW and the effective implementation of SHRM for higher MW and JS.Originality/valueDespite the significant relationship between HRM and employee motivation, limited empirical research has been conducted on the mediational influence of IQ from PCT. Therefore, this paper examines the unique mediational role of IQ on the relationship between SHRM and MW, which has not been utterly observed from a developing nation's employee perspective.
{"title":"Promoting meaningfulness in work for higher job satisfaction: will intent to quit make trouble for business managers?","authors":"Amlan Haque, Sardana Islam Khan","doi":"10.1108/joepp-02-2022-0020","DOIUrl":"https://doi.org/10.1108/joepp-02-2022-0020","url":null,"abstract":"PurposeLimited empirical research has been conducted on the mediational influence of employees' intent to quit (IQ) and strategic human resource management (SHRM) to examine meaningfulness in work (MW) and job satisfaction (JS). Applying the psychological contract theory (PCT), this paper aims to explore the relationships among SHRM, IQ, MW, and JS; and the mediational influence of IQ on the relationship between SHRM and MW.Design/methodology/approachThis paper examines a proposed hypothesised model with a two-stage technique of structural equation modelling, including four propositions. A web-based survey including a pilot test was directed to collect data targeting a sample of 200 full time Bangladeshi employees.FindingsThe results indicate that SHRM has significant effects on employees' IQ and MW, and IQ has a partial mediational impact on the direct relationship between SHRM and MW. Moreover, employees' IQ on MW was negative, and MW on JS was significantly positive among Bangladeshi employees.Practical implicationsThis paper suggests that organisations aiming higher MW and JS should encourage SHRM and align their HRM functions accordingly. Furthermore, the implications of the study results can help organisations and HR managers to recognise the adverse effects of IQ on MW and the effective implementation of SHRM for higher MW and JS.Originality/valueDespite the significant relationship between HRM and employee motivation, limited empirical research has been conducted on the mediational influence of IQ from PCT. Therefore, this paper examines the unique mediational role of IQ on the relationship between SHRM and MW, which has not been utterly observed from a developing nation's employee perspective.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78890325","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 : 2023-02-14DOI: 10.1108/joepp-07-2021-0185
K. K. Mihelič, Nada Zupan, Ajda Merkuž
PurposeAt the dawn of a new decade, as ever more corporations are pursuing sustainable working conditions and advocating employee well-being, employees are increasingly tending to feel fatigued and drained by their work, which compromises their performance. Drawing on the job demands–resources model and social acceleration debate, the authors test a moderated mediation model. Specifically, the authors hypothesise that unreasonable tasks raise perceptions of emotional exhaustion when the pace of work is increased and investigate the moderating role of psychological detachment.Design/methodology/approachThis study used a sample of 245 employees from Europe, all knowledge workers, to test the hypotheses.FindingsApart from unreasonable tasks being directly related with emotional exhaustion, this relationship was mediated by the perceived work pace. In addition, the authors establish psychological detachment as a relevant moderator for the mediating effect.Practical implicationsManagers and HR practitioners are equipped with a better understanding of the effects of an increasing speed of work, the conditions leading to it and the individual and organizational resources that may help to create healthy and meaningful job positions, which facilitate employee efficiency.Originality/valueOur study expands the literature on contemporary stressors and adds to what is known about the ‘dark side’ of job demands that affect the organizational bottom-line, as well as the resource-based mechanism that can buffer the negative effects.
{"title":"I feel the need – the need for speed! Unreasonable tasks, work pace, psychological detachment and emotional exhaustion","authors":"K. K. Mihelič, Nada Zupan, Ajda Merkuž","doi":"10.1108/joepp-07-2021-0185","DOIUrl":"https://doi.org/10.1108/joepp-07-2021-0185","url":null,"abstract":"PurposeAt the dawn of a new decade, as ever more corporations are pursuing sustainable working conditions and advocating employee well-being, employees are increasingly tending to feel fatigued and drained by their work, which compromises their performance. Drawing on the job demands–resources model and social acceleration debate, the authors test a moderated mediation model. Specifically, the authors hypothesise that unreasonable tasks raise perceptions of emotional exhaustion when the pace of work is increased and investigate the moderating role of psychological detachment.Design/methodology/approachThis study used a sample of 245 employees from Europe, all knowledge workers, to test the hypotheses.FindingsApart from unreasonable tasks being directly related with emotional exhaustion, this relationship was mediated by the perceived work pace. In addition, the authors establish psychological detachment as a relevant moderator for the mediating effect.Practical implicationsManagers and HR practitioners are equipped with a better understanding of the effects of an increasing speed of work, the conditions leading to it and the individual and organizational resources that may help to create healthy and meaningful job positions, which facilitate employee efficiency.Originality/valueOur study expands the literature on contemporary stressors and adds to what is known about the ‘dark side’ of job demands that affect the organizational bottom-line, as well as the resource-based mechanism that can buffer the negative effects.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78555162","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：