Pub Date : 2023-11-01DOI: 10.1108/ebhrm-03-2023-0070
Fabian O. Ugwu, Lawrence E. Ugwu, Fidelis O. Okpata, Ike E. Onyishi
Purpose This study investigated whether job resources (i.e. strengths use support, career self-management and person–job [PJ] fit) moderate the relationship between perceived involvement in a career accident (PICA) and work engagement. Design/methodology/approach The study adopted a time-lagged design ( N = 398; 69% male), and data were collected at two-point of measurements among Nigerian university academics. Findings Results of the present study indicated that employees with higher PICA scores reported low work engagement. Strength use support had significant direct positive main effects on employee work engagement and also produced a significant moderation effect between PICA and work engagement. Career self-management (CSM) was positively related to employee work engagement. The moderation effect of CSM on the relationship between PICA and work engagement was also significant. Results of the present study further indicated that P-J fit was related positively to work engagement and also moderated the negative relationship between PICA and work engagement. Originality/value Dearth of employment opportunities has led individuals to choose their career by chance, but empirical studies that validate this assertion are lacking. Few available studies on career accident were exclusively conducted in Western European contexts. The current study therefore deepens the understanding of career accident and work engagement in a neglected context such as Nigeria.
{"title":"Do employees involved in career accidents experience greater work engagement? The moderating role of job resources","authors":"Fabian O. Ugwu, Lawrence E. Ugwu, Fidelis O. Okpata, Ike E. Onyishi","doi":"10.1108/ebhrm-03-2023-0070","DOIUrl":"https://doi.org/10.1108/ebhrm-03-2023-0070","url":null,"abstract":"Purpose This study investigated whether job resources (i.e. strengths use support, career self-management and person–job [PJ] fit) moderate the relationship between perceived involvement in a career accident (PICA) and work engagement. Design/methodology/approach The study adopted a time-lagged design ( N = 398; 69% male), and data were collected at two-point of measurements among Nigerian university academics. Findings Results of the present study indicated that employees with higher PICA scores reported low work engagement. Strength use support had significant direct positive main effects on employee work engagement and also produced a significant moderation effect between PICA and work engagement. Career self-management (CSM) was positively related to employee work engagement. The moderation effect of CSM on the relationship between PICA and work engagement was also significant. Results of the present study further indicated that P-J fit was related positively to work engagement and also moderated the negative relationship between PICA and work engagement. Originality/value Dearth of employment opportunities has led individuals to choose their career by chance, but empirical studies that validate this assertion are lacking. Few available studies on career accident were exclusively conducted in Western European contexts. The current study therefore deepens the understanding of career accident and work engagement in a neglected context such as Nigeria.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":"43 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135161046","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 : 2023-10-13DOI: 10.1108/ebhrm-01-2023-0008
Fatima Majeed, Junaid Ul haq
Purpose Healthy employees are assets for organizations, especially in service organizations. This study considered variables that lead to psychological, life and workplace well-being for hotel employees. A comprehensive model is proposed for which Job Demand–Resource (JD-R) theory provides theoretical support. Design/methodology/approach Data from four hundred and five hotel employees were collected to observe the individual and organizational factors that directly and indirectly result in three types of well-being: workplace, psychological and life. Findings Results provide significant positive direct and indirect effects of individual characteristics (personal cynicism and job stress) on psychological, life and workplace well-being. Similarly, organizational characteristics (organizational values and job characteristics) showed positive direct and indirect effects on life and workplace well-being. Originality/value The findings provide a strong recommendation for managers to focus on individual- and organizational-level factors that enhance the well-being of employees.
{"title":"Healthy employees are assets: a structural model based on individual and organizational characteristics for hotel employee well-being","authors":"Fatima Majeed, Junaid Ul haq","doi":"10.1108/ebhrm-01-2023-0008","DOIUrl":"https://doi.org/10.1108/ebhrm-01-2023-0008","url":null,"abstract":"Purpose Healthy employees are assets for organizations, especially in service organizations. This study considered variables that lead to psychological, life and workplace well-being for hotel employees. A comprehensive model is proposed for which Job Demand–Resource (JD-R) theory provides theoretical support. Design/methodology/approach Data from four hundred and five hotel employees were collected to observe the individual and organizational factors that directly and indirectly result in three types of well-being: workplace, psychological and life. Findings Results provide significant positive direct and indirect effects of individual characteristics (personal cynicism and job stress) on psychological, life and workplace well-being. Similarly, organizational characteristics (organizational values and job characteristics) showed positive direct and indirect effects on life and workplace well-being. Originality/value The findings provide a strong recommendation for managers to focus on individual- and organizational-level factors that enhance the well-being of employees.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135804914","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 : 2023-10-09DOI: 10.1108/ebhrm-09-2022-0233
Khahan Na-Nan
Purpose The purpose of this study was to test the moderating effects of positive thinking (PT) on the relationship between job stress (JS) and turnover intention (TI). Design/methodology/approach The study was based on a questionnaire distributed among 275 employees at a convenience store business. The validity and reliability of the questionnaire were tested before the data were collected, and hierarchical regression analysis was used to test the moderating effects. Findings JS had negative effects on employee TI with statistical significance, while PT functioned to moderate the relationship between JS and employee TI with statistical significance. Research limitations/implications The moderating effects of PT among employees in the convenience store business were explained clearly. This research supports and expands the broaden-and-build theory in explaining the effects of PT or attitudes to help employees cope with problems and obstacles, create new things and perceive problems as challenges to be overcome. Practical implications Managers with an awareness of PT can help employees lower JS, increase organizational commitment and improve employees' PT to reduce the turnover rate. Originality/value This study contributes to the literature about organizational behavior and human resource management in dealing with job turnover by clarifying the moderating effects of PT on the relationship between JS and TI.
{"title":"The moderating effects of positive thinking on the relationship between job stress and turnover intention","authors":"Khahan Na-Nan","doi":"10.1108/ebhrm-09-2022-0233","DOIUrl":"https://doi.org/10.1108/ebhrm-09-2022-0233","url":null,"abstract":"Purpose The purpose of this study was to test the moderating effects of positive thinking (PT) on the relationship between job stress (JS) and turnover intention (TI). Design/methodology/approach The study was based on a questionnaire distributed among 275 employees at a convenience store business. The validity and reliability of the questionnaire were tested before the data were collected, and hierarchical regression analysis was used to test the moderating effects. Findings JS had negative effects on employee TI with statistical significance, while PT functioned to moderate the relationship between JS and employee TI with statistical significance. Research limitations/implications The moderating effects of PT among employees in the convenience store business were explained clearly. This research supports and expands the broaden-and-build theory in explaining the effects of PT or attitudes to help employees cope with problems and obstacles, create new things and perceive problems as challenges to be overcome. Practical implications Managers with an awareness of PT can help employees lower JS, increase organizational commitment and improve employees' PT to reduce the turnover rate. Originality/value This study contributes to the literature about organizational behavior and human resource management in dealing with job turnover by clarifying the moderating effects of PT on the relationship between JS and TI.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135044203","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}
Purpose The study proposes to empirically test a model that illustrates how identical elements (IEs), transfer design and trainer performance as training predictors affect trainees' motivation to improve work through learning (MTIWL) and training transfer (TT) in the Indian context. Design/methodology/approach An online survey was conducted to validate the study model. The quantitative data collected from 360 executives and managers were analyzed using the covariance-based structural equation modeling (CB-SEM) technique. Findings The study finds that trainees' MTIWL has a full mediation impact between transfer design, trainer performance and TT. However, a partial mediating impact of MTIWL was found between IEs and TT. Originality/value This is the first study that empirically explores the mediating mechanism of MTIWL between IEs, transfer design, trainer performance and TT. This study extends the current understanding of trainees' MTIWL that links the cumulative influence of training predictors to TT.
{"title":"Extending training predictors link with training transfer through mediation of motivation","authors":"Yasmin Yaqub, Tanusree Dutta, Arun Kumar Singh, Abhaya Ranjan Srivastava","doi":"10.1108/ebhrm-08-2022-0188","DOIUrl":"https://doi.org/10.1108/ebhrm-08-2022-0188","url":null,"abstract":"Purpose The study proposes to empirically test a model that illustrates how identical elements (IEs), transfer design and trainer performance as training predictors affect trainees' motivation to improve work through learning (MTIWL) and training transfer (TT) in the Indian context. Design/methodology/approach An online survey was conducted to validate the study model. The quantitative data collected from 360 executives and managers were analyzed using the covariance-based structural equation modeling (CB-SEM) technique. Findings The study finds that trainees' MTIWL has a full mediation impact between transfer design, trainer performance and TT. However, a partial mediating impact of MTIWL was found between IEs and TT. Originality/value This is the first study that empirically explores the mediating mechanism of MTIWL between IEs, transfer design, trainer performance and TT. This study extends the current understanding of trainees' MTIWL that links the cumulative influence of training predictors to TT.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135132985","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}
PurposeThe purpose of this paper is to study the role of psychosocial safety climate (PSC) on job satisfaction and emotional exhaustion among employees and to examine the mediating role of effort–reward imbalance (ERI) in this relationship.Design/methodology/approachThis study investigated a mediation model with ERI explaining the relationship between PSC and the outcome variables using a sample of 441 employees of information technology (IT) organizations in India. The data were analyzed using structural equation modeling (SEM) techniques with LISREL (linear structural relations) 8.72 software.FindingsThe results suggest that PSC significantly influences the employees' experiences of job satisfaction and emotional exhaustion. Also, ERI was demonstrated as a significant intervening construct with full mediation of the PSC–emotional exhaustion relationship and partial mediation of the PSC–job satisfaction relationship.Research limitations/implicationsThe study provides substantial results and arguments to encourage organizational-level commitment for psychosocial risk management through distributive fairness and reciprocity in the form of ERI to foster positive attitudes and prevent negative health and psychological outcomes. The cross-sectional nature of the study limits generalizability but contributes to the literature on work stress in a developing country's context.Originality/valueThe study demonstrates how employee outcomes like job satisfaction and emotional exhaustion often result from their perceptions of inequity and imbalance at the workplace. Further, the study builds a strong case for helping organizations contribute to the United Nations (UN) 2030 sustainability goals by empirically establishing the crucial role of top management's commitment and prioritization of employee psychosocial health and safety for designing primary stress-management initiatives for sustainable psychosocial risk prevention and management.
{"title":"Role of psychosocial safety climate in job satisfaction and emotional exhaustion: mediating role of effort–reward imbalance","authors":"Padma Tripathi, Pushpendra Priyadarshi, Pankaj Kumar, Sushil Kumar","doi":"10.1108/ebhrm-03-2023-0049","DOIUrl":"https://doi.org/10.1108/ebhrm-03-2023-0049","url":null,"abstract":"PurposeThe purpose of this paper is to study the role of psychosocial safety climate (PSC) on job satisfaction and emotional exhaustion among employees and to examine the mediating role of effort–reward imbalance (ERI) in this relationship.Design/methodology/approachThis study investigated a mediation model with ERI explaining the relationship between PSC and the outcome variables using a sample of 441 employees of information technology (IT) organizations in India. The data were analyzed using structural equation modeling (SEM) techniques with LISREL (linear structural relations) 8.72 software.FindingsThe results suggest that PSC significantly influences the employees' experiences of job satisfaction and emotional exhaustion. Also, ERI was demonstrated as a significant intervening construct with full mediation of the PSC–emotional exhaustion relationship and partial mediation of the PSC–job satisfaction relationship.Research limitations/implicationsThe study provides substantial results and arguments to encourage organizational-level commitment for psychosocial risk management through distributive fairness and reciprocity in the form of ERI to foster positive attitudes and prevent negative health and psychological outcomes. The cross-sectional nature of the study limits generalizability but contributes to the literature on work stress in a developing country's context.Originality/valueThe study demonstrates how employee outcomes like job satisfaction and emotional exhaustion often result from their perceptions of inequity and imbalance at the workplace. Further, the study builds a strong case for helping organizations contribute to the United Nations (UN) 2030 sustainability goals by empirically establishing the crucial role of top management's commitment and prioritization of employee psychosocial health and safety for designing primary stress-management initiatives for sustainable psychosocial risk prevention and management.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136010962","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 : 2023-09-22DOI: 10.1108/ebhrm-04-2023-0083
Phong Ba Le, Sy Van Ha
Purpose Given the important role of knowledge resource for firms to pursuit innovation, this paper aims to investigate the influence of knowledge-based human resource management (HRM) practices on innovation performance through the mediating roles of tacit and explicit knowledge sharing (KS). This study also explores the potential moderating role of perceived organizational supports (POSs) in fostering the KS–innovation relationship of firms in the developing and emerging markets. Design/methodology/approach The relationship among the latent variables is empirically examined through 289 employees from 118 manufacturing and service firms. Confirmatory factor analysis and structural equation modeling were performed to validate the constructs and estimate the regression coefficients of relationships. Findings The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and innovation performance. It highlights the important role of POSs in stimulating the influence of KS behaviors on innovation performance. Research limitations/implications Future research should investigate the impact of knowledge-based HRM practices on specific forms of innovation via the mediating effects of knowledge management processes to bring better understanding on the importance of knowledge resources in pursuing innovation competence. Originality/value The paper significantly contributes to enhancing understanding of the antecedent role of knowledge-based HRM practices in fostering KS behaviors and innovation performance under the moderating effects of POSs. Generally, it advances the body of comprehension of knowledge-based resources and innovation theory.
{"title":"Impacts of knowledge-based HRM, knowledge sharing and perceived organizational supports on innovation performance: a moderated-mediation analysis","authors":"Phong Ba Le, Sy Van Ha","doi":"10.1108/ebhrm-04-2023-0083","DOIUrl":"https://doi.org/10.1108/ebhrm-04-2023-0083","url":null,"abstract":"Purpose Given the important role of knowledge resource for firms to pursuit innovation, this paper aims to investigate the influence of knowledge-based human resource management (HRM) practices on innovation performance through the mediating roles of tacit and explicit knowledge sharing (KS). This study also explores the potential moderating role of perceived organizational supports (POSs) in fostering the KS–innovation relationship of firms in the developing and emerging markets. Design/methodology/approach The relationship among the latent variables is empirically examined through 289 employees from 118 manufacturing and service firms. Confirmatory factor analysis and structural equation modeling were performed to validate the constructs and estimate the regression coefficients of relationships. Findings The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and innovation performance. It highlights the important role of POSs in stimulating the influence of KS behaviors on innovation performance. Research limitations/implications Future research should investigate the impact of knowledge-based HRM practices on specific forms of innovation via the mediating effects of knowledge management processes to bring better understanding on the importance of knowledge resources in pursuing innovation competence. Originality/value The paper significantly contributes to enhancing understanding of the antecedent role of knowledge-based HRM practices in fostering KS behaviors and innovation performance under the moderating effects of POSs. Generally, it advances the body of comprehension of knowledge-based resources and innovation theory.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136010960","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}
Purpose This study addresses a central research question: Does employees' personal initiative, with a benevolent political will, lead to career growth prospects in a work environment replete with perceived organizational politics? Drawing upon self-determination, signalling, and social cognitive theories, the authors examine how perceptions of organizational politics operate to limit the influence of benevolent political will – induced personal initiative on career growth prospects. Design/methodology/approach This research adopts a quantitative research design. This multi-wave, multi-sample and multi-source investigation includes 730 subordinate-supervisor dyads from India's information technology, education and manufacturing companies. The sample comprises 236 full-time faculty members from higher educational institutions and 496 mid-level managers from technical and service departments of information technology and manufacturing companies. Findings The results indicate that benevolent political will is significantly related to career growth prospects. In addition, perceptions of organizational politics shows a crossover interaction effect. The findings reveal that the indirect relationship between benevolent political will and career growth prospects changed significantly from those with a low perception of organizational politics to significantly negative among those perceiving organizational politics as high. Practical implications This study provides several implications for practice regarding personal initiative, benevolent political will and perceptions of organizational politics. Originality/value The significant contributions of this study are to provide new insights into the relationship between benevolent political will and career growth prospects and to unravel the paradoxical nature of the personal initiative phenomenon.
{"title":"The personal initiative paradox: why benevolent political will decreases career growth prospects in a political environment?","authors":"Roopa Modem, Sethumadhavan Lakshmi Narayanan, Murugan Pattusamy, Nandan Prabhu","doi":"10.1108/ebhrm-08-2022-0204","DOIUrl":"https://doi.org/10.1108/ebhrm-08-2022-0204","url":null,"abstract":"Purpose This study addresses a central research question: Does employees' personal initiative, with a benevolent political will, lead to career growth prospects in a work environment replete with perceived organizational politics? Drawing upon self-determination, signalling, and social cognitive theories, the authors examine how perceptions of organizational politics operate to limit the influence of benevolent political will – induced personal initiative on career growth prospects. Design/methodology/approach This research adopts a quantitative research design. This multi-wave, multi-sample and multi-source investigation includes 730 subordinate-supervisor dyads from India's information technology, education and manufacturing companies. The sample comprises 236 full-time faculty members from higher educational institutions and 496 mid-level managers from technical and service departments of information technology and manufacturing companies. Findings The results indicate that benevolent political will is significantly related to career growth prospects. In addition, perceptions of organizational politics shows a crossover interaction effect. The findings reveal that the indirect relationship between benevolent political will and career growth prospects changed significantly from those with a low perception of organizational politics to significantly negative among those perceiving organizational politics as high. Practical implications This study provides several implications for practice regarding personal initiative, benevolent political will and perceptions of organizational politics. Originality/value The significant contributions of this study are to provide new insights into the relationship between benevolent political will and career growth prospects and to unravel the paradoxical nature of the personal initiative phenomenon.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135824863","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 : 2023-09-11DOI: 10.1108/ebhrm-03-2022-0070
Sarah McCallum, J. Haar, Barbara Myers
PurposeOrganizational climates reflect employee perceptions of the way organizational culture is actualized and most studies explore one or two climates only. The present study uses a positive organizational behavior approach and conservation of resources theory to explore a global positive climate (GPC) encompassing five climates: perceive organizational support, psychosocial safety climate, organizational mindfulness, worthy work and inclusion climate. The GPC is used to predict employee engagement and job satisfaction, with psychological capital as a mediator. Beyond this, high performance work systems (HPWS) are included as a moderator of GPC to test the potential way HR practices might interact with positive climates to achieve superior outcomes.Design/methodology/approachA large sample (n = 1,007) of New Zealand workers across a wide range of occupations and industries. Confirmatory factor analysis (CFA) of the data was used and moderated mediation tests were conducted.FindingsGPC is significantly related to psychological capital, employee engagement and job satisfaction, and while psychological capital also predicts the outcomes, and has some mediation effects on GPC influence, GPC remains significant. HPWS is significantly related to psychological capital only and interacts with GPC leading to the highest psychological capital and employee engagement. Significant moderated mediation effects are found, with the indirect effect of GPC increasing as HPWS increase.Research limitations/implicationsThis research is important because it provides empirical evidence around a GPC and shows how organizations and HRM managers can enhance key employee attitudes through building a strong climate and providing important HR practices.Originality/valueBeyond unique effects from GPC, the findings provide useful theoretical insights toward conservation of resources theory.
{"title":"Enhancing the employee experience: exploring a global positive climate to influence key employee outcomes","authors":"Sarah McCallum, J. Haar, Barbara Myers","doi":"10.1108/ebhrm-03-2022-0070","DOIUrl":"https://doi.org/10.1108/ebhrm-03-2022-0070","url":null,"abstract":"PurposeOrganizational climates reflect employee perceptions of the way organizational culture is actualized and most studies explore one or two climates only. The present study uses a positive organizational behavior approach and conservation of resources theory to explore a global positive climate (GPC) encompassing five climates: perceive organizational support, psychosocial safety climate, organizational mindfulness, worthy work and inclusion climate. The GPC is used to predict employee engagement and job satisfaction, with psychological capital as a mediator. Beyond this, high performance work systems (HPWS) are included as a moderator of GPC to test the potential way HR practices might interact with positive climates to achieve superior outcomes.Design/methodology/approachA large sample (n = 1,007) of New Zealand workers across a wide range of occupations and industries. Confirmatory factor analysis (CFA) of the data was used and moderated mediation tests were conducted.FindingsGPC is significantly related to psychological capital, employee engagement and job satisfaction, and while psychological capital also predicts the outcomes, and has some mediation effects on GPC influence, GPC remains significant. HPWS is significantly related to psychological capital only and interacts with GPC leading to the highest psychological capital and employee engagement. Significant moderated mediation effects are found, with the indirect effect of GPC increasing as HPWS increase.Research limitations/implicationsThis research is important because it provides empirical evidence around a GPC and shows how organizations and HRM managers can enhance key employee attitudes through building a strong climate and providing important HR practices.Originality/valueBeyond unique effects from GPC, the findings provide useful theoretical insights toward conservation of resources theory.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2023-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48561354","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 : 2023-09-07DOI: 10.1108/ebhrm-10-2022-0252
Graeme Ditchburn, Rachel Evangeline Koh
PurposeCOVID-19 forced organizations to implement protective measures changing how employees worked; however, empirical evidence is needed to explore how employees responded. This study examines the impact of COVID-19-related organizational changes in Singapore on employees’ perceptions of work pressure, stress and mental well-being (MWB) and the mediating role of resilience.Design/methodology/approachThis study used a cross-sectional, anonymous online survey of 157 full-time employees who had worked for at least one year.FindingsThe results found that work pressure and stress had increased, and MWB had declined. Resilience acted as a buffer against increases in work pressure and stress while promoting the maintenance of MWB. Resilience significantly mediated the relationship between stress and MWB.Research limitations/implicationsThe study does not allow for an assessment of causality but infers possible, albeit probable, casual relationships. Furthermore, stress and well-being could be influenced by a multitude of factors beyond organizational change. Future research should seek to account for additional factors and establish the generalisability of the findings beyond Singapore.Practical implicationsThis study supports the engagement of resilience-based interventions to improve employees’ MWB during pandemic related organizational change.Social implicationsPolicies that promote work-life balance, positive interpersonal relations and staying connected are some of the ways employers can bolster MWB and work-life balance to support employees who are engaged in remote work.Originality/valueGiven the unique context of COVID-19, this study allows for a better understanding of how a novel worldwide pandemic has transformed employees' experience of work and its associated impacts.
{"title":"Workplace pressure, employee stress, mental well-being and resilience in response to COVID-19 in Singapore","authors":"Graeme Ditchburn, Rachel Evangeline Koh","doi":"10.1108/ebhrm-10-2022-0252","DOIUrl":"https://doi.org/10.1108/ebhrm-10-2022-0252","url":null,"abstract":"PurposeCOVID-19 forced organizations to implement protective measures changing how employees worked; however, empirical evidence is needed to explore how employees responded. This study examines the impact of COVID-19-related organizational changes in Singapore on employees’ perceptions of work pressure, stress and mental well-being (MWB) and the mediating role of resilience.Design/methodology/approachThis study used a cross-sectional, anonymous online survey of 157 full-time employees who had worked for at least one year.FindingsThe results found that work pressure and stress had increased, and MWB had declined. Resilience acted as a buffer against increases in work pressure and stress while promoting the maintenance of MWB. Resilience significantly mediated the relationship between stress and MWB.Research limitations/implicationsThe study does not allow for an assessment of causality but infers possible, albeit probable, casual relationships. Furthermore, stress and well-being could be influenced by a multitude of factors beyond organizational change. Future research should seek to account for additional factors and establish the generalisability of the findings beyond Singapore.Practical implicationsThis study supports the engagement of resilience-based interventions to improve employees’ MWB during pandemic related organizational change.Social implicationsPolicies that promote work-life balance, positive interpersonal relations and staying connected are some of the ways employers can bolster MWB and work-life balance to support employees who are engaged in remote work.Originality/valueGiven the unique context of COVID-19, this study allows for a better understanding of how a novel worldwide pandemic has transformed employees' experience of work and its associated impacts.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2023-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41455580","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 : 2023-09-06DOI: 10.1108/ebhrm-07-2022-0175
H. Shahidi, K. A. M. Ali, F. Idris
PurposeThe idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.Design/methodology/approachThe sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.FindingsResults indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).Research limitations/implicationsThe first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.Practical implicationsAs Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).Social implicationsAs Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organization
目的将积极幽默作为一种管理工具的想法在学术界和组织中都越来越受欢迎。本文的目的是测试在不同感知文化（等级文化、家族文化、市场文化和临时政治文化）的组织中，主管对积极幽默的使用是否会影响员工的角色内和角色外表现。设计/方法/方法样本包括意大利巴勒莫公立医院的317名临床和非临床员工。假设使用结构方程模型进行检验。研究结果表明，主管积极幽默与角色内员工和角色外绩效有直接关系。此外，主管积极幽默对组织文化与角色内和角色外绩效之间的关系具有调节作用。上司幽默的调节作用对个体的角色外表现或组织公民对个体的行为（OCBI）有更大的影响；消极或不适应的幽默不包括在内。另一个限制是社会（国家）组织文化在我们的构建中的作用。据称，与其他组织文化相比，国家组织文化的特定组成部分更为重要，并且与其他组织相比，一些国家组织文化对组织某一部分的绩效更为重要（Nazarian et al.，2017）。霍夫斯泰德最初提出的民族文化的四个维度：权力距离、个人主义、不确定性回避和男性气质/女性气质可以分别分析，以调查每个变量在研究结构中的作用。实际含义正如罗梅罗和克鲁特里斯（2006）所提到的，组织可以建立“幽默培训研讨会”，让主管和团队成员意识到幽默在工作场所的好处。例如，可以讨论适当的幽默类型、欣赏幽默的性别和道德差异，以及幽默风格与特定组织结果的匹配等主题。为了理解和应用公共组织中适当的组织文化，了解哪些类型的文化鼓励员工在角色/额外角色中的表现是有益的。本研究比较了特定主导文化对组织目标的影响。然而，一种解决方案并不适合所有人。有时，管理者不可避免地会在没有注意到其他变量的情况下追随行业趋势（Mason，2007）。社会含义正如Romero和Crutricks（2006）所提到的，组织可以举办“幽默培训研讨会”，让主管和团队成员意识到幽默在工作场所的好处。例如，可以讨论适当的幽默类型、欣赏幽默的性别和道德差异，以及幽默风格与特定组织结果的匹配等主题。独创性/价值本文提供的证据表明，主管幽默会使员工在角色内和角色外表现更好。
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