Pub Date : 2022-04-01DOI: 10.1108/ebhrm-06-2021-0119
Aarif Mohd Sheikh
PurposeThis research study examines the impact of leader humility (LH) on team effectiveness (TE) via the mediating mechanism of leader-member exchange (LMX). It also proposes employee satisfaction (ES) as a moderating variable in the relationship between LH and TE.Design/methodology/approachThis study examines relationships among the study variables in the Indian context, using a sample of 589 employees serving the banking sector in Jammu and Kashmir, India. The data analysis was carried out via confirmatory factor analysis and structural equation modeling.FindingsThe results showed a significant positive influence of LH on TE. The results also posit a partial mediating effect of LMX on LH and TE interplay, and ES acts as a moderator between LH and TE. Thus, the results supported the hypothesized moderated mediation model and suggested implications for theory and practice. Further, the potential limitations and future directions are placed at the end.Research limitations/implicationsOrganizational implications include that organizations should develop attractive organizational mechanisms to ensure better LMX and ES for enhancing employee effectiveness. Besides, organizations should attract and retain effective and humble leaders; and leaders should use humble attitude and behavior in dealing with employees, eventually ensuring higher TE.Originality/valueThis study tested LMX and job satisfaction as intervening variables in the relationship between LH and TE in the Indian context; the framework under context has received scarce research attention. The results suggest that organizations that focus on producing humble leaders succeed in enhancing and maintaining higher organizational effectiveness.
{"title":"Leader humility and team effectiveness: a moderated mediation model of leader-member exchange and employee satisfaction","authors":"Aarif Mohd Sheikh","doi":"10.1108/ebhrm-06-2021-0119","DOIUrl":"https://doi.org/10.1108/ebhrm-06-2021-0119","url":null,"abstract":"PurposeThis research study examines the impact of leader humility (LH) on team effectiveness (TE) via the mediating mechanism of leader-member exchange (LMX). It also proposes employee satisfaction (ES) as a moderating variable in the relationship between LH and TE.Design/methodology/approachThis study examines relationships among the study variables in the Indian context, using a sample of 589 employees serving the banking sector in Jammu and Kashmir, India. The data analysis was carried out via confirmatory factor analysis and structural equation modeling.FindingsThe results showed a significant positive influence of LH on TE. The results also posit a partial mediating effect of LMX on LH and TE interplay, and ES acts as a moderator between LH and TE. Thus, the results supported the hypothesized moderated mediation model and suggested implications for theory and practice. Further, the potential limitations and future directions are placed at the end.Research limitations/implicationsOrganizational implications include that organizations should develop attractive organizational mechanisms to ensure better LMX and ES for enhancing employee effectiveness. Besides, organizations should attract and retain effective and humble leaders; and leaders should use humble attitude and behavior in dealing with employees, eventually ensuring higher TE.Originality/valueThis study tested LMX and job satisfaction as intervening variables in the relationship between LH and TE in the Indian context; the framework under context has received scarce research attention. The results suggest that organizations that focus on producing humble leaders succeed in enhancing and maintaining higher organizational effectiveness.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42317320","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 : 2022-03-18DOI: 10.1108/ebhrm-07-2021-0143
Francisca Omama Koranteng, Faisal Iddris, Gabriel Dwomoh
PurposeThis study aims to explore the moderating role of organizational culture in the relationship between organizational leadership and organizational culture in the banking sector.Design/methodology/approachThe sample comprised of 331 full-time bank employees in the Ashanti region of Ghana. The reliability and validity of the data were tested using confirmatory factor analysis, with structural equation modeling as the main means of analysis, run using SMART-PLS in the data analysis.FindingsThe study concluded that all four leadership styles (transformational, transactional, servant and sustainable leadership styles) had a positive effect on banks' efficiency. Organizational culture also had a direct positive effect on banks' efficiency in Ghana. The study concludes that organizational culture positively moderated the relationship between organizational leadership and organizational efficiency in the banking industry. This implies organizational culture strengthens the relationship between organizational leadership and organizational efficiency in the banking industry.Research limitations/implications– A limitation of this study was to consider organizational culture as a composite variable, instead of considering the effects of the individual dimensions (clan culture, adhocracy culture, hierarchy culture and market culture). Although using the composite variable was not theoretically wrong, each of the four dimensions had unique characteristics and may influence organizational outcomes differently, and should have been considered.Practical implicationsTo achieve strategic organizational outcomes, leaders are to comprehend the various leaderships styles and how they could be transformed to influence organizational outcomes.Originality/valuePast studies have paid limited attention to the interaction between organizational leadership and organizational culture, and how this affects organizational efficiency.
{"title":"Assessing the moderating role of organizational culture in the relationship between organizational leadership and organizational efficiency in the banking sector","authors":"Francisca Omama Koranteng, Faisal Iddris, Gabriel Dwomoh","doi":"10.1108/ebhrm-07-2021-0143","DOIUrl":"https://doi.org/10.1108/ebhrm-07-2021-0143","url":null,"abstract":"PurposeThis study aims to explore the moderating role of organizational culture in the relationship between organizational leadership and organizational culture in the banking sector.Design/methodology/approachThe sample comprised of 331 full-time bank employees in the Ashanti region of Ghana. The reliability and validity of the data were tested using confirmatory factor analysis, with structural equation modeling as the main means of analysis, run using SMART-PLS in the data analysis.FindingsThe study concluded that all four leadership styles (transformational, transactional, servant and sustainable leadership styles) had a positive effect on banks' efficiency. Organizational culture also had a direct positive effect on banks' efficiency in Ghana. The study concludes that organizational culture positively moderated the relationship between organizational leadership and organizational efficiency in the banking industry. This implies organizational culture strengthens the relationship between organizational leadership and organizational efficiency in the banking industry.Research limitations/implications– A limitation of this study was to consider organizational culture as a composite variable, instead of considering the effects of the individual dimensions (clan culture, adhocracy culture, hierarchy culture and market culture). Although using the composite variable was not theoretically wrong, each of the four dimensions had unique characteristics and may influence organizational outcomes differently, and should have been considered.Practical implicationsTo achieve strategic organizational outcomes, leaders are to comprehend the various leaderships styles and how they could be transformed to influence organizational outcomes.Originality/valuePast studies have paid limited attention to the interaction between organizational leadership and organizational culture, and how this affects organizational efficiency.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2022-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44789413","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 : 2022-03-14DOI: 10.1108/ebhrm-01-2021-0001
Manli Gu, Chee Meng Tan, Yee Sen Ho, Li Liu
PurposeThis study aims to demonstrate how national culture, as measured using the Hofstede’s cultural dimensions, moderates the relationship between work–family conflict (WFC) and individual-level subjective well-being (SWB).Design/methodology/approachUsing a two-level hierarchical linear model, this study analysed data from the “Family and Changing Gender Roles IV” survey from the International Social Survey Programme’s (ISSP). A total of 33,044 participants across 41 countries in 2012 were interviewed, but this investigation was limited to 23,277 individuals across 37 countries when all the necessary variables used in this analysis were accounted for. National cultural indicators (the moderators) were measured using Hofstede's cultural dimensions, which are individualism–collectivism, masculinity–femininity, uncertainty avoidance and indulgence–restraint.FindingsThis study presented two main results. Firstly, although family-to-work conflict has an overall negative impact on SWB, this negativity is stronger among participants from individualistic cultures. Secondly, just like family-to-work conflict, work-to-family interference has an adverse impact on workers’ well-being as well, though this effect is more prominent in indulgent cultures.Originality/valueThis paper is novel on two accounts. Firstly, it is one of the few articles that investigates the impact of WFC on SWB using a large multi-country dataset, which allows us to generalize results across multiple cultures. This is unlike many papers in the literature that presented findings from single-country sources, which contextualizes outcomes to a single nation. Secondly, to the best of the authors’ knowledge, the article is the first in examining the role played by the Hofstede’s indulgence–restraint dimension in moderating the effect of WFC and SWB.
目的本研究旨在通过Hofstede’s文化维度来考察民族文化如何调节工作家庭冲突(WFC)与个人主观幸福感(SWB)之间的关系。本研究采用两级层次线性模型，分析了来自国际社会调查计划(ISSP)的“家庭与性别角色变化IV”调查的数据。2012年，共有41个国家的33044名参与者接受了采访，但当分析中使用的所有必要变量都被考虑在内时，这次调查仅限于37个国家的23277人。国家文化指标(调节因子)使用Hofstede的文化维度进行测量，即个人主义-集体主义，男性气质-女性气质，不确定性避免和放纵-克制。研究结果本研究提出了两个主要结果。首先，尽管家庭与工作的冲突总体上对主观幸福感有负面影响，但这种负面影响在个人主义文化的参与者中更为强烈。其次，就像家庭对工作的冲突一样，工作对家庭的干扰也会对员工的幸福感产生不利影响，尽管这种影响在放纵的文化中更为突出。这篇论文的新颖之处在于两个方面。首先，这是少数几篇使用大型多国数据集研究WFC对SWB影响的文章之一，这使我们能够在多种文化中概括结果。这与文献中的许多论文不同，这些论文提出了来自单一国家的研究结果，将结果置于单一国家的背景下。其次，据作者所知，这篇文章是第一个研究Hofstede ' s indulgence-restraint维度在调节WFC和SWB效应中的作用的文章。
{"title":"Work–family conflict and happiness: the moderating role of national culture","authors":"Manli Gu, Chee Meng Tan, Yee Sen Ho, Li Liu","doi":"10.1108/ebhrm-01-2021-0001","DOIUrl":"https://doi.org/10.1108/ebhrm-01-2021-0001","url":null,"abstract":"PurposeThis study aims to demonstrate how national culture, as measured using the Hofstede’s cultural dimensions, moderates the relationship between work–family conflict (WFC) and individual-level subjective well-being (SWB).Design/methodology/approachUsing a two-level hierarchical linear model, this study analysed data from the “Family and Changing Gender Roles IV” survey from the International Social Survey Programme’s (ISSP). A total of 33,044 participants across 41 countries in 2012 were interviewed, but this investigation was limited to 23,277 individuals across 37 countries when all the necessary variables used in this analysis were accounted for. National cultural indicators (the moderators) were measured using Hofstede's cultural dimensions, which are individualism–collectivism, masculinity–femininity, uncertainty avoidance and indulgence–restraint.FindingsThis study presented two main results. Firstly, although family-to-work conflict has an overall negative impact on SWB, this negativity is stronger among participants from individualistic cultures. Secondly, just like family-to-work conflict, work-to-family interference has an adverse impact on workers’ well-being as well, though this effect is more prominent in indulgent cultures.Originality/valueThis paper is novel on two accounts. Firstly, it is one of the few articles that investigates the impact of WFC on SWB using a large multi-country dataset, which allows us to generalize results across multiple cultures. This is unlike many papers in the literature that presented findings from single-country sources, which contextualizes outcomes to a single nation. Secondly, to the best of the authors’ knowledge, the article is the first in examining the role played by the Hofstede’s indulgence–restraint dimension in moderating the effect of WFC and SWB.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2022-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43519086","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 : 2022-03-11DOI: 10.1108/ebhrm-08-2020-0111
S. Sultana, Md Shariful Alam Khandakar
PurposeThe main purpose of the study is to identify the relationship between human resource management (HRM) practices and impersonal trust. The study focuses on five HRM practices, namely training, fair reward and promotion opportunity, employment security and performance appraisal and impact of those on impersonal trust.Design/methodology/approachData for the study have been collected from 384 front line service provider female employees of 39 private commercial banks through non-probability judgmental sampling technique and analyzed by applying structural equation modeling-partial least square (SEM-PLS) method.FindingsThe findings of the study reveals that all the five HRM practices, namely training, fair reward and promotion opportunity, employment security and performance appraisal, are positively and significantly related with impersonal trust.Originality/valuePrivate commercial banks in Bangladesh are rapidly growing and facing huge competition to improve the competitive advantage of employees. Impersonal trust of employees is required for achieving competitive advantage. Due to the lack of research and scanty of knowledge in that field, the study offers a new avenue of existing knowledge to the stakeholders and researchers on how to develop impersonal trust with necessary recommendations.
{"title":"Do human resource management practices boost up employees' impersonal trust? Evidence from the banking sector of Bangladesh","authors":"S. Sultana, Md Shariful Alam Khandakar","doi":"10.1108/ebhrm-08-2020-0111","DOIUrl":"https://doi.org/10.1108/ebhrm-08-2020-0111","url":null,"abstract":"PurposeThe main purpose of the study is to identify the relationship between human resource management (HRM) practices and impersonal trust. The study focuses on five HRM practices, namely training, fair reward and promotion opportunity, employment security and performance appraisal and impact of those on impersonal trust.Design/methodology/approachData for the study have been collected from 384 front line service provider female employees of 39 private commercial banks through non-probability judgmental sampling technique and analyzed by applying structural equation modeling-partial least square (SEM-PLS) method.FindingsThe findings of the study reveals that all the five HRM practices, namely training, fair reward and promotion opportunity, employment security and performance appraisal, are positively and significantly related with impersonal trust.Originality/valuePrivate commercial banks in Bangladesh are rapidly growing and facing huge competition to improve the competitive advantage of employees. Impersonal trust of employees is required for achieving competitive advantage. Due to the lack of research and scanty of knowledge in that field, the study offers a new avenue of existing knowledge to the stakeholders and researchers on how to develop impersonal trust with necessary recommendations.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2022-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43872718","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 : 2022-02-10DOI: 10.1108/ebhrm-08-2020-0107
Swati Tripathi, D. Tripathi
PurposeThe purpose of this paper is to inspect the influence of organizational climate on the social desirability of political behaviour of employees. It also examines perception of politics and perceived behavioural choice as the underlying mechanisms that mediate the relationship between organizational climate and social desirability of political tactics. Finally, the paper studies the influence of desirability of politics on frequency of use of political tactics.Design/methodology/approachThe study uses data (n = 234) collected from a large public sector organization in India. The inter-relationships are tested empirically using structural equation modelling.FindingsThe findings suggest that organizational climate significantly influences the social desirability of political tactics such that positive climate leads to lower social desirability of political tactics. Also, perception of politics and perceived behavioural choice mediate the relationship between organizational climate and desirability of political tactics. Finally, the social desirability of political tactics positively and significantly influences frequency of political tactics used.Research limitations/implicationsBecause of the nature of the study, generalization must be made with caution since it has been conducted in an Indian public sector organization, and errors due to measurement method could be present. The study provides a better understanding of the relationship between organizational climate and political behaviour and clarifies the mediating role of perception of politics and behavioural choices. It also elucidates the need for organizations to accept the active role of employees in determining the nature of workplace politics.Originality/valueThe study establishes political perceptions and perceived behavioural choice as important mediators between climate and political behaviour, fostering in-depth research into the environmental aspects of public sector organizations. It also establishes employees as autonomous members of the organization who make political choices by taking into account their organizational contexts, a concept much newer to highly formalized and codified public sector organizations.
{"title":"Organizational climate and organizational politics: understanding the role of employees using parallel mediation","authors":"Swati Tripathi, D. Tripathi","doi":"10.1108/ebhrm-08-2020-0107","DOIUrl":"https://doi.org/10.1108/ebhrm-08-2020-0107","url":null,"abstract":"PurposeThe purpose of this paper is to inspect the influence of organizational climate on the social desirability of political behaviour of employees. It also examines perception of politics and perceived behavioural choice as the underlying mechanisms that mediate the relationship between organizational climate and social desirability of political tactics. Finally, the paper studies the influence of desirability of politics on frequency of use of political tactics.Design/methodology/approachThe study uses data (n = 234) collected from a large public sector organization in India. The inter-relationships are tested empirically using structural equation modelling.FindingsThe findings suggest that organizational climate significantly influences the social desirability of political tactics such that positive climate leads to lower social desirability of political tactics. Also, perception of politics and perceived behavioural choice mediate the relationship between organizational climate and desirability of political tactics. Finally, the social desirability of political tactics positively and significantly influences frequency of political tactics used.Research limitations/implicationsBecause of the nature of the study, generalization must be made with caution since it has been conducted in an Indian public sector organization, and errors due to measurement method could be present. The study provides a better understanding of the relationship between organizational climate and political behaviour and clarifies the mediating role of perception of politics and behavioural choices. It also elucidates the need for organizations to accept the active role of employees in determining the nature of workplace politics.Originality/valueThe study establishes political perceptions and perceived behavioural choice as important mediators between climate and political behaviour, fostering in-depth research into the environmental aspects of public sector organizations. It also establishes employees as autonomous members of the organization who make political choices by taking into account their organizational contexts, a concept much newer to highly formalized and codified public sector organizations.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2022-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49139964","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 : 2022-02-07DOI: 10.1108/ebhrm-03-2021-0033
A. Maria, Heru Yulianto, Dyah Palupiningtyas, Heri Usodo
PurposeThis study aims to determine the effect of transformational leadership and creative self-efficacy (CSE) on employee creativity. In addition, this study will also discuss the role of CSE as a mediator in the relationship between transformational leadership and employee creativity, and the role of proactive personality as a moderator in the relationship between CSE and employee creativity.Design/methodology/approachThe research samples were 102 supervisors and 876 employees from 102 small and medium-sized enterprises (SMEs) engaged in the food processing industry in three major cities in Central Java, Indonesia, namely Semarang, Salatiga and Surakarta. SPSS 22 was used to test the research hypothesis using hierarchical regression analysis.FindingsThe results showed that CSE mediated the relationship between transformational leadership and employee creativity. In addition, the results also showed that proactive personality acted as a moderator for CSE and employee creativity.Research limitations/implicationsThis study has several limitations. First, that the sample size is limited only to food processing SMEs. Second, questionnaires were self-reported by respondents. Self-reporting may not always result in reliable and accurate responses. Lastly, this study uses a cross-sectional research design.Practical implicationsThis study presents strong theoretical and managerial implications that can be used by food processing SMEs to evaluate the consequences of transformational leadership, proactive personality, and CSE on employee creativity.Originality/valueThis study adds to the existing literature by describing the relationship between transformational leadership, CSE, proactive personality and employee creativity in a comprehensive manner.
{"title":"Relationship between transformational leadership, proactive personality, creative self-efficacy and employee creativity at food processing SMEs in Indonesia","authors":"A. Maria, Heru Yulianto, Dyah Palupiningtyas, Heri Usodo","doi":"10.1108/ebhrm-03-2021-0033","DOIUrl":"https://doi.org/10.1108/ebhrm-03-2021-0033","url":null,"abstract":"PurposeThis study aims to determine the effect of transformational leadership and creative self-efficacy (CSE) on employee creativity. In addition, this study will also discuss the role of CSE as a mediator in the relationship between transformational leadership and employee creativity, and the role of proactive personality as a moderator in the relationship between CSE and employee creativity.Design/methodology/approachThe research samples were 102 supervisors and 876 employees from 102 small and medium-sized enterprises (SMEs) engaged in the food processing industry in three major cities in Central Java, Indonesia, namely Semarang, Salatiga and Surakarta. SPSS 22 was used to test the research hypothesis using hierarchical regression analysis.FindingsThe results showed that CSE mediated the relationship between transformational leadership and employee creativity. In addition, the results also showed that proactive personality acted as a moderator for CSE and employee creativity.Research limitations/implicationsThis study has several limitations. First, that the sample size is limited only to food processing SMEs. Second, questionnaires were self-reported by respondents. Self-reporting may not always result in reliable and accurate responses. Lastly, this study uses a cross-sectional research design.Practical implicationsThis study presents strong theoretical and managerial implications that can be used by food processing SMEs to evaluate the consequences of transformational leadership, proactive personality, and CSE on employee creativity.Originality/valueThis study adds to the existing literature by describing the relationship between transformational leadership, CSE, proactive personality and employee creativity in a comprehensive manner.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2022-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49346579","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 : 2022-01-27DOI: 10.1108/ebhrm-05-2021-0091
Heather M. Clarke, Kara A. Arnold
PurposeThere is a dearth of human resource management (HRM) literature examining the generalizability of research employing undergraduate student participants. The purpose of this study is to conduct an experiment to compare the job applicant evaluations and hiring decisions of undergraduate student participants with those of working adults with hiring experience.Design/methodology/approachThis study employed a between-person 2 × 2 × 4 experimental design: participant group (undergraduate students or working adults with hiring experience) × job gender-type (male typed or female typed) × job applicant (heterosexual female, lesbian female, heterosexual male or gay male). Participants read descriptions of a job and a job applicant and then evaluated the applicant.FindingsThe results supported a moderated mediation model where participant group moderated the interaction of applicant gender and job gender-type in predicting perceptions of competence, which in turn predicted perceptions of person-job fit, likeability and respect-worthiness, which then predicted hiring decisions. Undergraduate student participants, but not working adults with hiring experience, evaluated female applicants applying for a male-typed job in a manner consistent with gender stereotypes and were less likely to hire the female applicant than the male applicant.Originality/valueTo inform HRM practice, research must reflect real-world decision-making. The literature on the roles of gender stereotypes and bias in hiring, and other important HRM decisions, relies heavily on undergraduate student participants. Findings of this study suggest a need to further examine whether those studies can be generalized to working adults actually making those decisions.
{"title":"Are undergraduate students good proxies for HRM professionals? A comparison of responses in a hiring decision study","authors":"Heather M. Clarke, Kara A. Arnold","doi":"10.1108/ebhrm-05-2021-0091","DOIUrl":"https://doi.org/10.1108/ebhrm-05-2021-0091","url":null,"abstract":"PurposeThere is a dearth of human resource management (HRM) literature examining the generalizability of research employing undergraduate student participants. The purpose of this study is to conduct an experiment to compare the job applicant evaluations and hiring decisions of undergraduate student participants with those of working adults with hiring experience.Design/methodology/approachThis study employed a between-person 2 × 2 × 4 experimental design: participant group (undergraduate students or working adults with hiring experience) × job gender-type (male typed or female typed) × job applicant (heterosexual female, lesbian female, heterosexual male or gay male). Participants read descriptions of a job and a job applicant and then evaluated the applicant.FindingsThe results supported a moderated mediation model where participant group moderated the interaction of applicant gender and job gender-type in predicting perceptions of competence, which in turn predicted perceptions of person-job fit, likeability and respect-worthiness, which then predicted hiring decisions. Undergraduate student participants, but not working adults with hiring experience, evaluated female applicants applying for a male-typed job in a manner consistent with gender stereotypes and were less likely to hire the female applicant than the male applicant.Originality/valueTo inform HRM practice, research must reflect real-world decision-making. The literature on the roles of gender stereotypes and bias in hiring, and other important HRM decisions, relies heavily on undergraduate student participants. Findings of this study suggest a need to further examine whether those studies can be generalized to working adults actually making those decisions.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2022-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44474596","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-31DOI: 10.1108/ebhrm-02-2021-0020
Muhammad Awais Khan
PurposeBuilding on self-determination theory, this study empirically examined the influence of entrepreneurial leadership (EL) style on employee innovative behavior (EIB) in the context of software development firms located in the twin cities of Pakistan (Rawalpindi and Islamabad).Design/methodology/approachFor the present study, an employee survey (online questionnaire) was used for data collection. The data were collected through an adopted questionnaire by using emails and messaging applications. Structural Equation Modeling (PLS-SEM) was used to analyze data collected from 245 respondents.FindingsThe findings of this study delineate that entrepreneurial leadership positively and significantly influences employee innovative behavior. Moreover, the relationship between entrepreneurial leadership and employee innovative behavior was partially mediated by employee epistemic curiosity (EC) and creative process engagement (CPE). The sequential mediation by the employee epistemic curiosity and creative process engagement between the link of entrepreneurial leadership and employee innovative behavior was also confirmed.Practical implicationsIn innovation-intensive organizations like software development firms, entrepreneurial leadership style can foster employee innovative behavior that is critical for organizational innovation success. This study provides information to the strategic leaders on how leadership behaviors can drive employee innovative behavior, particularly in the context of software development companies.Originality/valueThis study is an attempt to extend the scarce literature on the mechanisms through which leadership styles impact employee innovative behavior. Specifically, the mediating roles of employee epistemic curiosity and creative process engagement have been explored through a self-determination perspective.
{"title":"Entrepreneurial leadership and employee innovative behavior in the software development firms: do employees' epistemic curiosity and creative process engagement matter?","authors":"Muhammad Awais Khan","doi":"10.1108/ebhrm-02-2021-0020","DOIUrl":"https://doi.org/10.1108/ebhrm-02-2021-0020","url":null,"abstract":"PurposeBuilding on self-determination theory, this study empirically examined the influence of entrepreneurial leadership (EL) style on employee innovative behavior (EIB) in the context of software development firms located in the twin cities of Pakistan (Rawalpindi and Islamabad).Design/methodology/approachFor the present study, an employee survey (online questionnaire) was used for data collection. The data were collected through an adopted questionnaire by using emails and messaging applications. Structural Equation Modeling (PLS-SEM) was used to analyze data collected from 245 respondents.FindingsThe findings of this study delineate that entrepreneurial leadership positively and significantly influences employee innovative behavior. Moreover, the relationship between entrepreneurial leadership and employee innovative behavior was partially mediated by employee epistemic curiosity (EC) and creative process engagement (CPE). The sequential mediation by the employee epistemic curiosity and creative process engagement between the link of entrepreneurial leadership and employee innovative behavior was also confirmed.Practical implicationsIn innovation-intensive organizations like software development firms, entrepreneurial leadership style can foster employee innovative behavior that is critical for organizational innovation success. This study provides information to the strategic leaders on how leadership behaviors can drive employee innovative behavior, particularly in the context of software development companies.Originality/valueThis study is an attempt to extend the scarce literature on the mechanisms through which leadership styles impact employee innovative behavior. Specifically, the mediating roles of employee epistemic curiosity and creative process engagement have been explored through a self-determination perspective.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2021-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47095173","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-21DOI: 10.1108/ebhrm-01-2021-0004
Sabia Singh, G. Randhawa
PurposeThe purpose of this study is to examine the impact of organizational cynicism (OCyn) on organizational citizenship behavior (OCB) among bank employees with a focus on the role of work alienation (WA) as a potential mediator.Design/methodology/approachUsing standardized questionnaire, data were collected from 381 employees working in the banking sector of Punjab, a northern state of India. Statistical techniques such as hierarchical multiple regression and confirmatory factor analysis along with PROCESS macro were used for data analysis.FindingsResults reveal that OCyn has a significant negative effect on OCB. Further, WA is found to be significantly partially mediating the relationship between the aforementioned constructs.Research limitations/implicationsThis study pertains to a single sector i.e., banking sector restricting the generalizability to other industrial and vocational settings. Further, it may be difficult to draw any causal inferences as the research design adopted for this study is cross-sectional in nature.Practical implicationsIn order to promote OCBs among bank employees, the formation of negative workplace attitudes such as OCyn and WA needs to be regulated. This can be achieved through improving communications network, encouraging participative decision-making activities, conducting psychological counseling and stress management training sessions.Originality/valueThis study is one of the scarce empirical research works that have substantiated the direct impact along with the indirect impact of OCyn (through work alienation) on OCB among bank employees.
{"title":"Good soldier syndrome. Do organizational cynicism and work alienation matter?","authors":"Sabia Singh, G. Randhawa","doi":"10.1108/ebhrm-01-2021-0004","DOIUrl":"https://doi.org/10.1108/ebhrm-01-2021-0004","url":null,"abstract":"PurposeThe purpose of this study is to examine the impact of organizational cynicism (OCyn) on organizational citizenship behavior (OCB) among bank employees with a focus on the role of work alienation (WA) as a potential mediator.Design/methodology/approachUsing standardized questionnaire, data were collected from 381 employees working in the banking sector of Punjab, a northern state of India. Statistical techniques such as hierarchical multiple regression and confirmatory factor analysis along with PROCESS macro were used for data analysis.FindingsResults reveal that OCyn has a significant negative effect on OCB. Further, WA is found to be significantly partially mediating the relationship between the aforementioned constructs.Research limitations/implicationsThis study pertains to a single sector i.e., banking sector restricting the generalizability to other industrial and vocational settings. Further, it may be difficult to draw any causal inferences as the research design adopted for this study is cross-sectional in nature.Practical implicationsIn order to promote OCBs among bank employees, the formation of negative workplace attitudes such as OCyn and WA needs to be regulated. This can be achieved through improving communications network, encouraging participative decision-making activities, conducting psychological counseling and stress management training sessions.Originality/valueThis study is one of the scarce empirical research works that have substantiated the direct impact along with the indirect impact of OCyn (through work alienation) on OCB among bank employees.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2021-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46896458","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-03DOI: 10.1108/ebhrm-07-2021-0132
J. Haar
PurposeJob burnout is a popular topic for researchers and a pressing issue for employees and employers. However, the most popular measure has become widely critiqued, and a new construct – the Burnout Assessment Tool (BAT) – has been offered as a better way to assess burnout.Design/methodology/approachThe study uses data from 1,022 employees across a wide range of occupations, sectors and industries. Confirmatory factor analysis (CFA) and odds ratio calculations are explored.FindingsThe present psychometric properties of the BAT construct are supported. Overall, 11.1% of employees met the high burnt-out risk threshold. Determinants of burnt-out risk were explored, with significant findings from high perceptions of organizational support, large firm-size, young age and long work hours found. No gender differences. The odds ratio provides greater insights into the risks associated with factors, especially working 55+ hours/week, which resulted in 580% higher risk of burnt-out risk.Research limitations/implicationsThe findings highlight the danger of burnt-out risk and provide a useful benchmark for those exploring the burnt-out risk rate.Originality/valueThe BAT has not been tested in New Zealand across a sample of employees. Given the large size and breadth of employees, this provides useful generalizability to the BAT-NZ. The determinants tested here are all unique to the literature and provide new insights.
{"title":"Burnt to a crisp? Understanding drivers of burnout amongst New Zealand workers","authors":"J. Haar","doi":"10.1108/ebhrm-07-2021-0132","DOIUrl":"https://doi.org/10.1108/ebhrm-07-2021-0132","url":null,"abstract":"PurposeJob burnout is a popular topic for researchers and a pressing issue for employees and employers. However, the most popular measure has become widely critiqued, and a new construct – the Burnout Assessment Tool (BAT) – has been offered as a better way to assess burnout.Design/methodology/approachThe study uses data from 1,022 employees across a wide range of occupations, sectors and industries. Confirmatory factor analysis (CFA) and odds ratio calculations are explored.FindingsThe present psychometric properties of the BAT construct are supported. Overall, 11.1% of employees met the high burnt-out risk threshold. Determinants of burnt-out risk were explored, with significant findings from high perceptions of organizational support, large firm-size, young age and long work hours found. No gender differences. The odds ratio provides greater insights into the risks associated with factors, especially working 55+ hours/week, which resulted in 580% higher risk of burnt-out risk.Research limitations/implicationsThe findings highlight the danger of burnt-out risk and provide a useful benchmark for those exploring the burnt-out risk rate.Originality/valueThe BAT has not been tested in New Zealand across a sample of employees. Given the large size and breadth of employees, this provides useful generalizability to the BAT-NZ. The determinants tested here are all unique to the literature and provide new insights.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":" ","pages":""},"PeriodicalIF":1.6,"publicationDate":"2021-12-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46784046","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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