Pub Date : 2020-01-01DOI: 10.47297/WSPCHRMWSP2040-800502.20201101
zheng-ting wang, K. Tang
Purpose-The purpose of this study is to put forward specific solutions to the current problems faced by collective negotiation in uncertain situation on the basis of summarizing the main characteristics of collective negotiation in China. Design / Methology/ Approach-Based on the relevant research on collective negotiation of enterprises in China, this paper focuses on the new situation and challenges faced by enterprise collective negotiation under current uncertain situation. By analyzing the main characteristics of collective negotiation mechanism, the paper puts forward the relationship between collective bargaining and human resource management of Chinese enterprises in the uncertain context. Findings-This paper proposes that only by fully combining Chinese characteristics and giving full play to the localization advantages of collective negotiation, can collective negotiation effectively“ land” in uncertain situations, shape a new development situation, and provide an important guarantee for the construction of harmonious labor relations. Research limitations / implications-In view of the influence of uncertain situation, the significance of this paper lies in the need to reconstruct the collective negotiation mechanism of enterprises, adopt innovative ideas to solve the dilemma of collective negotiation in China and alleviate the internal contradictions of enterprises. Originality/value-Through the research of this paper, we can theoretically improve the quality and efficiency of collective negotiation in the current uncertain situation, reduce the occurrence of labor disputes and even social group events, and provide support for the sustainable development of enterprises and employees in special period.
{"title":"Reorientation of Collective Negotiation in Chinese Enterprises amid an Uncertain Context","authors":"zheng-ting wang, K. Tang","doi":"10.47297/WSPCHRMWSP2040-800502.20201101","DOIUrl":"https://doi.org/10.47297/WSPCHRMWSP2040-800502.20201101","url":null,"abstract":"Purpose-The purpose of this study is to put forward specific solutions to the current problems faced by collective negotiation in uncertain situation on the basis of summarizing the main characteristics of collective negotiation in China. Design / Methology/ Approach-Based on the relevant research on collective negotiation of enterprises in China, this paper focuses on the new situation and challenges faced by enterprise collective negotiation under current uncertain situation. By analyzing the main characteristics of collective negotiation mechanism, the paper puts forward the relationship between collective bargaining and human resource management of Chinese enterprises in the uncertain context. Findings-This paper proposes that only by fully combining Chinese characteristics and giving full play to the localization advantages of collective negotiation, can collective negotiation effectively“ land” in uncertain situations, shape a new development situation, and provide an important guarantee for the construction of harmonious labor relations. Research limitations / implications-In view of the influence of uncertain situation, the significance of this paper lies in the need to reconstruct the collective negotiation mechanism of enterprises, adopt innovative ideas to solve the dilemma of collective negotiation in China and alleviate the internal contradictions of enterprises. Originality/value-Through the research of this paper, we can theoretically improve the quality and efficiency of collective negotiation in the current uncertain situation, reduce the occurrence of labor disputes and even social group events, and provide support for the sustainable development of enterprises and employees in special period.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":null,"pages":null},"PeriodicalIF":1.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70818594","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 : 2019-10-14DOI: 10.1108/JCHRM-07-2017-0016
Xinlei Sha, B. Taylor
Purpose This paper aims to investigate how human capital of rural migrant workers is regulated and manipulated at ten petrol stations in one Chinese coastal city. The research is based on ethnographic research with participatory observation at forecourts and interviews with managers and workers. This paper argues that human capital development is inhibited by patterns of discrimination, such as in the treatment of rural migrants in China’s coastal urban areas. Instead, human capital is developed as migrant workers learn to resist management rules by relying on social capital networks. This requires management to confront or acquits some control to workers, which itself may benefit employers in certain circumstances. There has been a tendency towards analysing non-financial capital in positivist frameworks within human resource management (HRM), in which human capital and social capital are seen in terms of their contribution to profits. There has also been a tendency within Chinese HRM to sometimes understand social networks in normative cultural terms, in which Chinese identities as being or seeking harmonies. Design/methodology/approach This paper, based on a qualitative research, shows that a more nuanced approach may be needed, one that understands tensions and countervailing forces. The research is based on ethnographic research with intensive participatory observation at forecourts and interviews with managers and workers. Findings The way human capital can be developed to restrict management prerogative, though this may benefit employer’s interests. Originality/value There has been a tendency towards analysing non-financial capital in positivist frameworks within HRM, in which human capital and social capital are seen in terms of their contribution to profits. There has also been a tendency within Chinese HRM to sometimes understand social networks in normative cultural terms, in which Chinese identities as being or seeking harmonies. This paper shows a more nuanced approach may be needed, one that understands tensions and countervailing forces.
{"title":"Problems of human capital development when employing migrant workers","authors":"Xinlei Sha, B. Taylor","doi":"10.1108/JCHRM-07-2017-0016","DOIUrl":"https://doi.org/10.1108/JCHRM-07-2017-0016","url":null,"abstract":"\u0000Purpose\u0000This paper aims to investigate how human capital of rural migrant workers is regulated and manipulated at ten petrol stations in one Chinese coastal city. The research is based on ethnographic research with participatory observation at forecourts and interviews with managers and workers. This paper argues that human capital development is inhibited by patterns of discrimination, such as in the treatment of rural migrants in China’s coastal urban areas. Instead, human capital is developed as migrant workers learn to resist management rules by relying on social capital networks. This requires management to confront or acquits some control to workers, which itself may benefit employers in certain circumstances. There has been a tendency towards analysing non-financial capital in positivist frameworks within human resource management (HRM), in which human capital and social capital are seen in terms of their contribution to profits. There has also been a tendency within Chinese HRM to sometimes understand social networks in normative cultural terms, in which Chinese identities as being or seeking harmonies.\u0000\u0000\u0000Design/methodology/approach\u0000This paper, based on a qualitative research, shows that a more nuanced approach may be needed, one that understands tensions and countervailing forces. The research is based on ethnographic research with intensive participatory observation at forecourts and interviews with managers and workers.\u0000\u0000\u0000Findings\u0000The way human capital can be developed to restrict management prerogative, though this may benefit employer’s interests.\u0000\u0000\u0000Originality/value\u0000There has been a tendency towards analysing non-financial capital in positivist frameworks within HRM, in which human capital and social capital are seen in terms of their contribution to profits. There has also been a tendency within Chinese HRM to sometimes understand social networks in normative cultural terms, in which Chinese identities as being or seeking harmonies. This paper shows a more nuanced approach may be needed, one that understands tensions and countervailing forces.\u0000","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":null,"pages":null},"PeriodicalIF":1.0,"publicationDate":"2019-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-07-2017-0016","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44837341","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 : 2019-10-14DOI: 10.1108/jchrm-10-2019-042
C. Rowley, Sudhanshu Joshi
{"title":"Editorial","authors":"C. Rowley, Sudhanshu Joshi","doi":"10.1108/jchrm-10-2019-042","DOIUrl":"https://doi.org/10.1108/jchrm-10-2019-042","url":null,"abstract":"","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":null,"pages":null},"PeriodicalIF":1.0,"publicationDate":"2019-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/jchrm-10-2019-042","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46122927","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 : 2019-10-14DOI: 10.1108/jchrm-03-2019-0009
Wenjia Chang-Howe
PurposeThe purpose of this study is to follw the process perspective approach in post-M&A (mergers and acquisitions) integration studies, with a focus on human resource function, to make the research literature relevant to HR integration process up to date.Design/methodology/approachTo the best of the author’s knowledge, limited systematic literature review and study in this interface has previously been published.FindingsTherefore, this conceptual study filled in the research gap by pointing out a clear framework on HR integration in cross-border post-acquisitions, reviewing both the content and process of HR integration. This paper contributes to future research on the HR integration process perspective in theoretical directions.Originality/valueIt addresses the gap in research and opens the avenues for M&A researchers to consider HR as the strategic partner during M&As and to study HR aspects in an integrated process perspective view. This approach complements socialized reviews and it suggests a process perspective on how to dispersed themes and interrelate topics. It provide a clear process perspective helps to develop a concurrent research agenda, which can guide future work in the field.
{"title":"The challenge of HR integration: a review of the M&A HR integration literature","authors":"Wenjia Chang-Howe","doi":"10.1108/jchrm-03-2019-0009","DOIUrl":"https://doi.org/10.1108/jchrm-03-2019-0009","url":null,"abstract":"PurposeThe purpose of this study is to follw the process perspective approach in post-M&A (mergers and acquisitions) integration studies, with a focus on human resource function, to make the research literature relevant to HR integration process up to date.Design/methodology/approachTo the best of the author’s knowledge, limited systematic literature review and study in this interface has previously been published.FindingsTherefore, this conceptual study filled in the research gap by pointing out a clear framework on HR integration in cross-border post-acquisitions, reviewing both the content and process of HR integration. This paper contributes to future research on the HR integration process perspective in theoretical directions.Originality/valueIt addresses the gap in research and opens the avenues for M&A researchers to consider HR as the strategic partner during M&As and to study HR aspects in an integrated process perspective view. This approach complements socialized reviews and it suggests a process perspective on how to dispersed themes and interrelate topics. It provide a clear process perspective helps to develop a concurrent research agenda, which can guide future work in the field.","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":null,"pages":null},"PeriodicalIF":1.0,"publicationDate":"2019-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/jchrm-03-2019-0009","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46695705","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 : 2019-10-14DOI: 10.1108/JCHRM-08-2018-0014
M. Schmitz
Purpose This paper aims to provide insights into current issues, such as changing expectations and needs of blue-collar workers, from both an employee and HR perspective, to provoke further research in the business context on this crucial cohort, as well as broaden the current understanding of Human Resources Management (HRM) measures and incentives implemented by the respective foreign companies. Design/methodology/approach The author conducted semi-structured interviews with 25 Chinese employees of German multinational companies working in the automobile industry located in Shanghai. Among them, 17 were blue-collar workers and 8 were white-collar workers (General Manager or HR Manager). Findings Besides factors attributed to work conditions, all of the work values are located in the individual domain, regarding their level of focus (Facet C according to Lyons et al.). Work values in the growth orientation domain (Facet B according to Lyons et al.) show a mix between context- and growth-oriented factors. However, context-oriented factors are still outnumbering the frequency of growth-oriented ones. Regarding the modality of work values (Facet A), all of the categories (instrumental, social, cognitive and prestige) were reflected in the answers of the blue-collar workers. Research limitations/implications Due to the limited number of interviewees no final statement can be made on how age, education, gender, or other demographics influence certain work values. Additionally, Inglehart and Abramson (1994) also mention other potential explanations for observed differences, such as inflation or unemployment rates, and per capita gross national product which were not discussed in this research. Furthermore, the HR management selected the interview candidates regarding the blue-collar cohort which could indicate biased answers of the interviewees. Practical implications HRM systems (e.g. reward systems or job design) should be adapted to meet the individual preferences of employees and be sensitive toward a potential value change among certain generational cohorts. The findings showed that although pay is still on the mind of the blue-collar worker, career development seems to be even more important for the future blue-collar workforce. Therefore, companies should as well consider non-financial retention strategies in the future. Social implications Due to the talent shortage in China, employee’s ability to assert their interests, wishes and values could be taken to a new level. However, this does not hold true for the (still increasing) flood of migrant workers, often suffering from bad working conditions or discrimination incurred by their hukou status. Although recent changes in the labor regime have taken place (e.g. social insurance reform and labor contract law), the protection of migrant workers still remains insufficient. Originality/value By examining the work values of blue-collar workers, this paper draws meaningful implications
{"title":"Change in China? Taking stock of blue collars’ work values","authors":"M. Schmitz","doi":"10.1108/JCHRM-08-2018-0014","DOIUrl":"https://doi.org/10.1108/JCHRM-08-2018-0014","url":null,"abstract":"\u0000Purpose\u0000This paper aims to provide insights into current issues, such as changing expectations and needs of blue-collar workers, from both an employee and HR perspective, to provoke further research in the business context on this crucial cohort, as well as broaden the current understanding of Human Resources Management (HRM) measures and incentives implemented by the respective foreign companies.\u0000\u0000\u0000Design/methodology/approach\u0000The author conducted semi-structured interviews with 25 Chinese employees of German multinational companies working in the automobile industry located in Shanghai. Among them, 17 were blue-collar workers and 8 were white-collar workers (General Manager or HR Manager).\u0000\u0000\u0000Findings\u0000Besides factors attributed to work conditions, all of the work values are located in the individual domain, regarding their level of focus (Facet C according to Lyons et al.). Work values in the growth orientation domain (Facet B according to Lyons et al.) show a mix between context- and growth-oriented factors. However, context-oriented factors are still outnumbering the frequency of growth-oriented ones. Regarding the modality of work values (Facet A), all of the categories (instrumental, social, cognitive and prestige) were reflected in the answers of the blue-collar workers.\u0000\u0000\u0000Research limitations/implications\u0000Due to the limited number of interviewees no final statement can be made on how age, education, gender, or other demographics influence certain work values. Additionally, Inglehart and Abramson (1994) also mention other potential explanations for observed differences, such as inflation or unemployment rates, and per capita gross national product which were not discussed in this research. Furthermore, the HR management selected the interview candidates regarding the blue-collar cohort which could indicate biased answers of the interviewees.\u0000\u0000\u0000Practical implications\u0000HRM systems (e.g. reward systems or job design) should be adapted to meet the individual preferences of employees and be sensitive toward a potential value change among certain generational cohorts. The findings showed that although pay is still on the mind of the blue-collar worker, career development seems to be even more important for the future blue-collar workforce. Therefore, companies should as well consider non-financial retention strategies in the future.\u0000\u0000\u0000Social implications\u0000Due to the talent shortage in China, employee’s ability to assert their interests, wishes and values could be taken to a new level. However, this does not hold true for the (still increasing) flood of migrant workers, often suffering from bad working conditions or discrimination incurred by their hukou status. Although recent changes in the labor regime have taken place (e.g. social insurance reform and labor contract law), the protection of migrant workers still remains insufficient.\u0000\u0000\u0000Originality/value\u0000By examining the work values of blue-collar workers, this paper draws meaningful implications ","PeriodicalId":54013,"journal":{"name":"Journal of Chinese Human Resources Management","volume":null,"pages":null},"PeriodicalIF":1.0,"publicationDate":"2019-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/JCHRM-08-2018-0014","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44758372","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 : 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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
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