Pub Date : 2019-09-18DOI: 10.1108/jchrm-10-2018-0021
Hao Jiao, Yupei Wang, Minjia Liu
Purpose The purpose of this study is to explore how the influence of the social network of the members of top management teams affects the firms’ innovation performance through organizational learning in cultural and creative industries in China. Design/methodology/approach Based on cultural and creative industries, this paper focuses on how the social network of members of top management teams affects innovation through organizational learning. Using upper Echelon theory and social capital theory, the paper puts forward the relationship between the top management team’s social network, organizational learning and innovation performance. Findings Drawing on the paradigm of organizational strategy duality (input-process-output), this paper constructs the conceptual model of “relational network – organizational learning − innovative performance” and attempts to reveal the relationship between the network, represented by the senior management network and organizational learning, and the mechanism behind their role in innovation performance. Finally, future research prospects are explored. Research limitations/implications Based on the analysis of the internal mechanism between the top management team network, organizational learning and innovation performance, the influence mechanism framework for the cultural and creative industries’ executive team social network on enterprise innovation is finally obtained, which provides theoretical guidance and a practical operation path for enterprise management innovation. Originality/value This research makes a theoretical contribution to the duality of organizational strategy and provides a practical operation path for enterprises to build a social network, and thereby promote innovation capabilities.
{"title":"The effect of the social network of the top management team on innovation in cultural and creative industries","authors":"Hao Jiao, Yupei Wang, Minjia Liu","doi":"10.1108/jchrm-10-2018-0021","DOIUrl":"https://doi.org/10.1108/jchrm-10-2018-0021","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to explore how the influence of the social network of the members of top management teams affects the firms’ innovation performance through organizational learning in cultural and creative industries in China.\u0000\u0000\u0000Design/methodology/approach\u0000Based on cultural and creative industries, this paper focuses on how the social network of members of top management teams affects innovation through organizational learning. Using upper Echelon theory and social capital theory, the paper puts forward the relationship between the top management team’s social network, organizational learning and innovation performance.\u0000\u0000\u0000Findings\u0000Drawing on the paradigm of organizational strategy duality (input-process-output), this paper constructs the conceptual model of “relational network – organizational learning − innovative performance” and attempts to reveal the relationship between the network, represented by the senior management network and organizational learning, and the mechanism behind their role in innovation performance. Finally, future research prospects are explored.\u0000\u0000\u0000Research limitations/implications\u0000Based on the analysis of the internal mechanism between the top management team network, organizational learning and innovation performance, the influence mechanism framework for the cultural and creative industries’ executive team social network on enterprise innovation is finally obtained, which provides theoretical guidance and a practical operation path for enterprise management innovation.\u0000\u0000\u0000Originality/value\u0000This research makes a theoretical contribution to the duality of organizational strategy and provides a practical operation path for enterprises to build a social network, and thereby promote innovation capabilities.\u0000","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":" ","pages":""},"PeriodicalIF":1.0,"publicationDate":"2019-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/jchrm-10-2018-0021","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47239636","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 : 2018-10-08DOI: 10.1108/JCHRM-07-2017-0017
Klaas Szierbowski-Seibel
Purpose This paper aims to separately consider studies from the three major economies, the USA, Europe and China, to illustrate differences and similarities. A comparison of these three clusters allows the author to conclude that the US human resource management (HRM) model was adopted by European and, subsequently, Chinese organizations through the mechanism of mimetic isomorphism. In addition, the majority of studies have confirmed that certain HR procedures have a positive impact on organizational performance. Design/methodology/approach The essay reviews and reappraises existing empirical studies in the field of HRM and organizational performance. Findings As European organizations adopted HRM configurations and the notion that HR should play a more strategic role from US organizations, the review suggests that Chinese organizations are now imitating US and European HRM. In all summarized studies, there is robust empirical evidence that the HR function is able to directly add value and improve organizational performance. Originality/value The study compares Chinese to Western HR functions and examines the effectiveness of strategic HRM by evaluating the existing research. At a minimum, in response to the title of the manuscript and the question, “do Chinese organizations adopt appropriate HRM policies?”, the general answer is yes. Given the mechanism of mimetic isomorphism, it can be assumed that Chinese organizations adopt the most efficient HR configurations from Western organizations. The summarized studies also support the prediction that subsidiaries of Western multinational organizations accelerate the development of the Chinese HR functions.
{"title":"Strategic human resource management and its impact on performance – do Chinese organizations adopt appropriate HRM policies?","authors":"Klaas Szierbowski-Seibel","doi":"10.1108/JCHRM-07-2017-0017","DOIUrl":"https://doi.org/10.1108/JCHRM-07-2017-0017","url":null,"abstract":"\u0000Purpose\u0000This paper aims to separately consider studies from the three major economies, the USA, Europe and China, to illustrate differences and similarities. A comparison of these three clusters allows the author to conclude that the US human resource management (HRM) model was adopted by European and, subsequently, Chinese organizations through the mechanism of mimetic isomorphism. In addition, the majority of studies have confirmed that certain HR procedures have a positive impact on organizational performance.\u0000\u0000\u0000Design/methodology/approach\u0000The essay reviews and reappraises existing empirical studies in the field of HRM and organizational performance.\u0000\u0000\u0000Findings\u0000As European organizations adopted HRM configurations and the notion that HR should play a more strategic role from US organizations, the review suggests that Chinese organizations are now imitating US and European HRM. In all summarized studies, there is robust empirical evidence that the HR function is able to directly add value and improve organizational performance.\u0000\u0000\u0000Originality/value\u0000The study compares Chinese to Western HR functions and examines the effectiveness of strategic HRM by evaluating the existing research. At a minimum, in response to the title of the manuscript and the question, “do Chinese organizations adopt appropriate HRM policies?”, the general answer is yes. Given the mechanism of mimetic isomorphism, it can be assumed that Chinese organizations adopt the most efficient HR configurations from Western organizations. The summarized studies also support the prediction that subsidiaries of Western multinational organizations accelerate the development of the Chinese HR functions.\u0000","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":" ","pages":""},"PeriodicalIF":1.0,"publicationDate":"2018-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-07-2017-0017","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48057964","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 : 2018-10-08DOI: 10.1108/jchrm-12-2017-0030
Hongxia Li, Xiugang Yang
Purpose The argument that work engagement enhances job performance has gained wide acceptance among practitioners and human resources management literature. There is consensus in management literature that job crafting can affect work engagement. The concept of callings from theology has been resurrected in job behavior and continues to garner growing attention from practitioners in recent years. However, few studies examine how and why living a calling influence job crafting and work engagement. The purpose of this paper is to examine the relationships between living a calling, job crafting and work engagement for knowledgeable employees through questionnaires. Design/methodology/approach The part-time MBA students were asked to reflect on present jobs. In total, 390 effective questionnaires were collected from part-time MBA students of four universities in Chongqing, China for finance, administration, manufacturing, service, technology, medication, education and others. Results were analyzed using SPSS and Amos. The measurement scale is given in Appendix. Findings First, the author explicitly proposes and validates the direct relationship between living a calling and job crafting. Second, this study confirms that crafting challenging job demands are significant to vigor subdimension and dedication subdimension of work engagement, whereas crafting challenging job demands not significant to absorption subdimension of work engagement. Third, this study indicates that crafting hindering job demands are nonsignificant to vigor, dedication and absorption about three subdimensions of work engagement. Fourth, this study showed living a calling can enhance work engagement for employees. Fifth, this study finds three groups (eight items) of mediation effect between living a calling, job crafting and work engagement. Practical implications These insights may help managers to focus on living a calling and encourage beneficial job crafting behaviors in China. The sample is original and has the potential to contribute to debate on work life balance and particularly the meaning of work/careers in China. Social implications This study is an interesting revisit to the old workplace sociology and organizational psychology which has become somewhat neglected these days. Originality/value This study has provided insight in the relationships between living a calling, job crafting and work engagement.
{"title":"When a calling is living","authors":"Hongxia Li, Xiugang Yang","doi":"10.1108/jchrm-12-2017-0030","DOIUrl":"https://doi.org/10.1108/jchrm-12-2017-0030","url":null,"abstract":"\u0000Purpose\u0000The argument that work engagement enhances job performance has gained wide acceptance among practitioners and human resources management literature. There is consensus in management literature that job crafting can affect work engagement. The concept of callings from theology has been resurrected in job behavior and continues to garner growing attention from practitioners in recent years. However, few studies examine how and why living a calling influence job crafting and work engagement. The purpose of this paper is to examine the relationships between living a calling, job crafting and work engagement for knowledgeable employees through questionnaires.\u0000\u0000\u0000Design/methodology/approach\u0000The part-time MBA students were asked to reflect on present jobs. In total, 390 effective questionnaires were collected from part-time MBA students of four universities in Chongqing, China for finance, administration, manufacturing, service, technology, medication, education and others. Results were analyzed using SPSS and Amos. The measurement scale is given in Appendix.\u0000\u0000\u0000Findings\u0000First, the author explicitly proposes and validates the direct relationship between living a calling and job crafting. Second, this study confirms that crafting challenging job demands are significant to vigor subdimension and dedication subdimension of work engagement, whereas crafting challenging job demands not significant to absorption subdimension of work engagement. Third, this study indicates that crafting hindering job demands are nonsignificant to vigor, dedication and absorption about three subdimensions of work engagement. Fourth, this study showed living a calling can enhance work engagement for employees. Fifth, this study finds three groups (eight items) of mediation effect between living a calling, job crafting and work engagement.\u0000\u0000\u0000Practical implications\u0000These insights may help managers to focus on living a calling and encourage beneficial job crafting behaviors in China. The sample is original and has the potential to contribute to debate on work life balance and particularly the meaning of work/careers in China.\u0000\u0000\u0000Social implications\u0000This study is an interesting revisit to the old workplace sociology and organizational psychology which has become somewhat neglected these days.\u0000\u0000\u0000Originality/value\u0000This study has provided insight in the relationships between living a calling, job crafting and work engagement.\u0000","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"1 1","pages":""},"PeriodicalIF":1.0,"publicationDate":"2018-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/jchrm-12-2017-0030","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45763390","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 : 2018-08-21DOI: 10.1108/JCHRM-01-2018-0002
I. Shahzad, Muhammad Farrukh, N. Ahmed, Li Lin, Nagina Kanwal
Purpose The purpose of this paper is to investigate the antecedents of psychological empowerment among bank managers in Beijing, China. Specifically, it aims at investigating the impact of transformational leadership, organization structure and job characteristics on psychological empowerment among banking professionals. Design/methodology/approach Questionnaires were distributed to bank managers in Beijing which were randomly selected through the cluster sampling technique. PLS-SEM was used for analysis to testify the hypotheses. Findings Statistical results showed; transformational leadership, organization structure and job characteristics were directly and positively related to psychological empowerment. Originality/value The proposed model is essential in providing guideline for the development of employees. These recommendations can be adopted by the organizational trainers and human resource personnel for the betterment of their organization.
{"title":"The role of transformational leadership style, organizational structure and job characteristics in developing psychological empowerment among banking professionals","authors":"I. Shahzad, Muhammad Farrukh, N. Ahmed, Li Lin, Nagina Kanwal","doi":"10.1108/JCHRM-01-2018-0002","DOIUrl":"https://doi.org/10.1108/JCHRM-01-2018-0002","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to investigate the antecedents of psychological empowerment among bank managers in Beijing, China. Specifically, it aims at investigating the impact of transformational leadership, organization structure and job characteristics on psychological empowerment among banking professionals.\u0000\u0000\u0000Design/methodology/approach\u0000Questionnaires were distributed to bank managers in Beijing which were randomly selected through the cluster sampling technique. PLS-SEM was used for analysis to testify the hypotheses.\u0000\u0000\u0000Findings\u0000Statistical results showed; transformational leadership, organization structure and job characteristics were directly and positively related to psychological empowerment.\u0000\u0000\u0000Originality/value\u0000The proposed model is essential in providing guideline for the development of employees. These recommendations can be adopted by the organizational trainers and human resource personnel for the betterment of their organization.\u0000","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":" ","pages":""},"PeriodicalIF":1.0,"publicationDate":"2018-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-01-2018-0002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46439359","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 : 2018-05-14DOI: 10.1108/JCHRM-09-2017-0022
Louis Tze-Ngai Vong, H. Ngan, P. C. Lo
The purpose of this paper is to investigate the moderating influence of organizational climate in the relationship between job stress and intent to stay.,This study has used a non-probability sampling design for data collection. A semi-structured questionnaire has been prepared and a street survey has been carried out at popular public places in Macau.,This study shows that stressful employees working in organizations characterized by unsupportive organizational climate had far less desire to stay with the organization than those working in organizations with supportive organizational climate.,Street intercept survey is a technique of convenience sampling. This makes it difficult to generalize the study’s findings to the entire population.,Few studies to date have paid attention to the influence of organizational climate between job stress and intent to stay. The multi-industry context from which the data are collected suggests that the results and findings are useful to managers and practitioners from across a broad range of business sectors.
{"title":"Does organizational climate moderate the relationship between job stress and intent to stay","authors":"Louis Tze-Ngai Vong, H. Ngan, P. C. Lo","doi":"10.1108/JCHRM-09-2017-0022","DOIUrl":"https://doi.org/10.1108/JCHRM-09-2017-0022","url":null,"abstract":"The purpose of this paper is to investigate the moderating influence of organizational climate in the relationship between job stress and intent to stay.,This study has used a non-probability sampling design for data collection. A semi-structured questionnaire has been prepared and a street survey has been carried out at popular public places in Macau.,This study shows that stressful employees working in organizations characterized by unsupportive organizational climate had far less desire to stay with the organization than those working in organizations with supportive organizational climate.,Street intercept survey is a technique of convenience sampling. This makes it difficult to generalize the study’s findings to the entire population.,Few studies to date have paid attention to the influence of organizational climate between job stress and intent to stay. The multi-industry context from which the data are collected suggests that the results and findings are useful to managers and practitioners from across a broad range of business sectors.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"9 1","pages":"2-20"},"PeriodicalIF":1.0,"publicationDate":"2018-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-09-2017-0022","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49182683","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 : 2018-05-14DOI: 10.1108/JCHRM-05-2017-0009
E. Snape, A. Chan
This paper aims to evaluate the suggestion that the antecedents of union commitment and participation may differ between foreign-invested enterprises (FIEs) and state-owned enterprises (SOEs) in China based on the view that SOE unions will focus more strongly on the traditional dual role, emphasising on managerial functions and employee welfare.,The paper is based on employee surveys in two enterprises in Shanghai, one FIE and one SOE. Employee attitudes towards the union and enterprise were measured using a self-completion questionnaire, and data were analysed using structural equation modelling.,Findings suggest that pro-union attitudes were more salient in the FIE context. In contrast, SOE workers’ allegiance to the union appeared to be a less reflection of pro-union attitudes and was more narrowly instrumental.,The findings suggest that FIEs workers’ union allegiances are more likely to reflect a pro-union orientation, with SOE workers more likely to see their union allegiances in narrowly instrumental terms. In FIEs, with a profit-oriented and privately managed enterprise, union allegiances may be closer to those of Western market economies, whilst in SOEs, the “dual role” model persists, with unions a service provider rather than an independent employee representative.,The findings in this paper provide an initial test of the potential differences in the antecedents of union commitment and participation across FIEs and SOEs. Future research is needed to build on these findings, in particular, adopting multi-enterprise study designs across different enterprise types.
{"title":"Union commitment and participation in China: does enterprise type matter?","authors":"E. Snape, A. Chan","doi":"10.1108/JCHRM-05-2017-0009","DOIUrl":"https://doi.org/10.1108/JCHRM-05-2017-0009","url":null,"abstract":"This paper aims to evaluate the suggestion that the antecedents of union commitment and participation may differ between foreign-invested enterprises (FIEs) and state-owned enterprises (SOEs) in China based on the view that SOE unions will focus more strongly on the traditional dual role, emphasising on managerial functions and employee welfare.,The paper is based on employee surveys in two enterprises in Shanghai, one FIE and one SOE. Employee attitudes towards the union and enterprise were measured using a self-completion questionnaire, and data were analysed using structural equation modelling.,Findings suggest that pro-union attitudes were more salient in the FIE context. In contrast, SOE workers’ allegiance to the union appeared to be a less reflection of pro-union attitudes and was more narrowly instrumental.,The findings suggest that FIEs workers’ union allegiances are more likely to reflect a pro-union orientation, with SOE workers more likely to see their union allegiances in narrowly instrumental terms. In FIEs, with a profit-oriented and privately managed enterprise, union allegiances may be closer to those of Western market economies, whilst in SOEs, the “dual role” model persists, with unions a service provider rather than an independent employee representative.,The findings in this paper provide an initial test of the potential differences in the antecedents of union commitment and participation across FIEs and SOEs. Future research is needed to build on these findings, in particular, adopting multi-enterprise study designs across different enterprise types.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"9 1","pages":"45-59"},"PeriodicalIF":1.0,"publicationDate":"2018-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-05-2017-0009","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46737498","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 : 2018-05-01DOI: 10.1108/JCHRM-07-2017-0014
Yucheng Zhang, S. Frenkel
Purpose This paper aims to analyse two ways in which Chinese workers attempt to resist unjust treatment: exit through quitting and voice via collective action. This is in the context of rapid economic growth, rising economic inequality (Lu and Gao, 2011; Qin et al., 2009; Reed, 2012) and escalating industrial conflict (Pringle, 2011). Design/methodology/approach A model is developed and hypotheses formulated in the light of qualitative data analysis that included archival data, workplace observation and interviews with employees and managers at a large factory. A mediated chain model was tested based on a survey of 234 semi-skilled and skilled manual workers and 353 service employees employed in the same city in Western China. Findings Organisational identification and organisational cynicism were found to mediate the relationship between interactional justice and the two outcomes, intention to quit and collective opposition. Originality/value The authors’ interpretation of these relationships challenge previous research by showing that social identification is a more powerful explanation than social exchange in accounting for variations in these two outcomes. Implications are drawn for human resource theory and practice.
本文旨在分析中国工人试图抵制不公正待遇的两种方式:通过辞职退出和通过集体行动发声。这是在经济快速增长，经济不平等加剧的背景下(Lu and Gao, 2011;秦等，2009;Reed, 2012)和不断升级的产业冲突(Pringle, 2011)。设计/方法/方法根据定性数据分析，包括档案数据、工作场所观察和对大型工厂员工和经理的采访，开发了一个模型并制定了假设。以西部某市234名半熟练、熟练体力劳动者和353名服务业从业人员为调查对象，检验中介链模型。发现组织认同和组织犬儒主义在互动公正与离职意向和集体反对两项结果之间起中介作用。作者对这些关系的解释挑战了之前的研究，表明在解释这两种结果的变化时，社会认同比社会交换更有力。为人力资源理论和实践提供了启示。
{"title":"Chinese workers’ responses to justice: quitting, collective action or both?","authors":"Yucheng Zhang, S. Frenkel","doi":"10.1108/JCHRM-07-2017-0014","DOIUrl":"https://doi.org/10.1108/JCHRM-07-2017-0014","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to analyse two ways in which Chinese workers attempt to resist unjust treatment: exit through quitting and voice via collective action. This is in the context of rapid economic growth, rising economic inequality (Lu and Gao, 2011; Qin et al., 2009; Reed, 2012) and escalating industrial conflict (Pringle, 2011). \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000A model is developed and hypotheses formulated in the light of qualitative data analysis that included archival data, workplace observation and interviews with employees and managers at a large factory. A mediated chain model was tested based on a survey of 234 semi-skilled and skilled manual workers and 353 service employees employed in the same city in Western China. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Organisational identification and organisational cynicism were found to mediate the relationship between interactional justice and the two outcomes, intention to quit and collective opposition. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000The authors’ interpretation of these relationships challenge previous research by showing that social identification is a more powerful explanation than social exchange in accounting for variations in these two outcomes. Implications are drawn for human resource theory and practice.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":"9 1","pages":"21-44"},"PeriodicalIF":1.0,"publicationDate":"2018-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-07-2017-0014","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47995353","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 : 2017-11-24DOI: 10.1108/JCHRM-03-2017-0005
Xue Wu, A. Shie
Purpose Drawing on the conservation of resources theory, this study aims to apply the emotional labour concept to illustrate about the relationship between customer orientation (CO) and job burnout, further demonstrating how the relationship is established in the hospitality industry. This study intends to find that emotional intelligence moderates the relationship between CO and emotional labour. Design/methodology/approach The study uses descriptive statistical analysis and reliability analysis. Then, the study uses confirmatory factor analyses to ensure the model fit and discriminant validity of the measures. Finally, the hypothesised relationship model is tested and analysed via regression analysis. Findings The study finds three dimensions of emotional labour all partially mediated the relationship between CO and job burnout. Meanwhile, the study finds that emotional intelligence would moderate the relationship between CO and three dimensions of emotional labour. Research limitations/implications First, the respondents in this study come from five-star hotels in Beijing, China. As the results of this study are based on a sample of Chinese five-star hotel employees, the selection of a single service setting and a single country may raise concerns for the issue of generalisability. Thus, the findings of this study may not generalise to other hospitality contexts, other cultures or other times; research in other settings, geographical areas or times might yield different results. Practical implications High employee job burnout is a thorny problem in the hospitality industry, so it is a great challenge for hospitality management to solve high employee job burnout. As a personality resource, CO will decrease job burnout. Emotional labour is a common issue in hospitality. The study intends to explore the lived experiences of the frontline employees in hospitality industry to explain the role of CO directives on employee job burnout in an emotional labour perspective. The results give suggestions for the hospitality management. Social implications After reviewing of relevant literature, two research gaps are found. First, despite the amount of research showing a negative relationship between CO and job burnout, remarkably little is known about how these relationships are established. Second, a more important gap lies in overlooking the emotional nature of hospitality service work. The results of the study can fill the theoretical gap. Originality/value First, the recruitment and selection of frontline employees should incorporate an assessment of the level of CO. Second, hospitality management should teach and train the employees about the proper control of emotional labour. Third, the recruitment and selection of frontline employees should incorporate an assessment of the level of emotional intelligence; meanwhile, it is necessary
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Pub Date : 2017-11-24DOI: 10.1108/JCHRM-06-2017-0012
U. Talat, Kirk Chang
Purpose The purpose of this study is to examine employee imagination and implications for entrepreneurs of China. In 2015, the European Group of Organization Studies released a call for papers highlighting poor knowledge of employee imagination in organizations. To address this need, the current study hypothesizes employee imagination consisting of seven conditions common to the organizational experience of Chinese Entrepreneurs. Design/methodology/approach The current paper reviews the Chinese enterprising context. Cases from China are used to illustrate the effects of proposed conditions and their value for entrepreneurs and innovators in businesses undergoing change. Findings Employee imagination underpins and conditions how Chinese employees make sense of their organizations and better understand the process of organizational change. From the viewpoint of human resource management, emphasis on coaching and developing imagination enables businesses to stay competitive and adapt to environmental demands such as lack of information, too much information or the need for new information. Research limitations/implications The proposed conditions apply to the Chinese context; however, their application to wider contexts is suggested and requires attention. Practical implications Employee imagination was found to be a powerful tool, which facilitates the process of organizational change management. Originality/value Theoretically, the research adds new insights to knowledge of a poorly understood organizational behavior topic – employee imagination. Practically, the research findings provide mangers with knowledge of conditions, which could be adopted as powerful tools in facilitating organizational change management.
本研究的目的是探讨员工想象力及其对中国企业家的启示。2015年，欧洲组织研究小组(European Group of Organization Studies)发布了一项论文征集活动，以突出组织中对员工想象力的缺乏了解。为了解决这一需求，本研究假设员工想象力由中国企业家组织经验中常见的七个条件组成。本论文回顾了中国企业的背景。来自中国的案例被用来说明所提出的条件的影响及其对处于变革中的企业的企业家和创新者的价值。员工想象力是中国员工理解组织和更好地理解组织变革过程的基础和条件。从人力资源管理的角度来看，重视培训和发展想象力使企业保持竞争力，并适应环境的需求，如缺乏信息，信息过多或需要新的信息。研究局限/启示建议的条件适用于中国的环境;然而，建议将其应用于更广泛的背景，需要引起注意。研究发现，员工想象力是促进组织变革管理过程的有力工具。从理论上讲，该研究为一个鲜为人知的组织行为主题——员工想象力——的知识提供了新的见解。实际上，研究结果为管理者提供了条件知识，可以作为促进组织变革管理的有力工具。
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Pub Date : 2017-10-09DOI: 10.1108/JCHRM-06-2015-0012
Ting Ren, Ruolian Fang, Zhen Yang
Purpose This paper aims to investigate the impact of pay-for-performance (PFP) perception and pay level satisfaction on work attitudes (job satisfaction, turnover intention and affective commitment) and extra-role behaviors (discretionary effort and interpersonal helping), and further, how three aspects of conditional factors – intrinsic motivation, leader–member exchange (LMX) and perceived organizational support (POS) – moderate the main-effect relationships. Design/methodology/approach The study was conducted at a Chinese private-owned company in the beauty industry, and a survey was conducted with the frontline employees in each office, asking information about their perceptions and attitudes toward the PFP scheme implemented in the company, work attitudes and performance, individual characteristics and their perceptions of group and organizational characteristics. Findings Results show that PFP perception and pay level satisfaction are significant predictors of work attitudes and extra-role behaviors. Further, depending on the specific work outcome examined, the three conditioning factors are found to strengthen the hypothesized main-effect relationships. The findings of the study have important theoretical and practical implications for the implementation of PFP schemes in organizations. Originality/value The findings contribute to the scholarship on PFP schemes in two ways. First, the findings show that PFP perception and pay level satisfaction are important for understanding employee work attitudes and extra-role behaviors. Second, the investigation of the moderating roles that intrinsic motivation, LMX and POS play in the relationships of PFP perception and pay level satisfaction with the work outcomes provides evidence to the limited understanding about the conditions that may strengthen or weaken the effectiveness of PFP schemes.
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