Search results

This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to mixed results regarding the effects of multidisciplinarity on research performance, this study explores how human resource management (HRM) practices may moderate this link.

The authors built a model based on the theoretical arguments and empirical evidence found in the review of diversity and HRM literature. The authors also performed a quantitative study based on a sample of scholars in the field of management. Different econometric estimations were used to test the proposed model.

The results of this empirical analysis suggest that multidisciplinary research has a non-linear effect on research performance. Certain HRM practices, such as development and collaboration, moderated the curvilinear relationship between multidisciplinarity and performance, displacing the optimum to allow higher performance at higher levels of multidisciplinary research.

The paper provides advances on previous works studying the curvilinear relationship between multidisciplinarity and the researchers' performance, confirming that multidisciplinarity is beneficial up to a threshold beyond which these benefits are attenuated. In addition, the findings shed light on important issues related to team-oriented HRM practices associated with the outcomes of multidisciplinary research.

Based on social exchange theory and social identification theory, I investigated how employee organizational identification affects the effectiveness of commitment-based human resource (HR) practices. I focused on employee attitudes (job satisfaction) and behaviors (proactive knowledge seeking) as HR practices’ outcomes.

Using a structural equation modeling analytical approach, I tested the hypotheses with data from a web-based cross-sectional survey of 208 specialists and engineers of manufacturing subsidiaries in Poland.

Results showed that the positive relationship between commitment-based-HR practices and job satisfaction is weakened for employees strongly identified with the organization. Simultaneously, the connection between seeking knowledge and job satisfaction is stronger and more important for people who identify moderately to strongly.

The study limitations regard mainly its cross-sectional design and single cultural and industrial context.

From the managerial perspective, the study suggests that to enhance proactive employee behavior, companies need to increase employee organizational identification and ensure that employees have a positive perception of the implemented HR practices.

The study contributes to the ongoing discussion on whether individual contingencies affect the effectiveness of commitment-based HR practices in the form of individual attitudinal and behavioral outcomes. The findings revealed that the contingent effect of organizational identification depends on the type of individual outcomes, suggesting that the strength of organizational identification affects how employees decide to reciprocate the organization’s attention and investment.

This paper aims to explore the relationship between owner-manager or leader’s ambidextrous leadership style and its effect on human resource management (HRM) practices, contextual ambidexterity and knowledge-intensive small- and medium-enterprises (SMEs) strategic agility.

This study presents an in-depth qualitative case study analysis of two knowledge-intensive SMEs from India’s information technology and health-care products industry serving a range of global clients. Using the theoretical lenses of empowerment-focused HRM practices, ambidextrous leaders, contextual ambidexterity and strategic agility, semi-structured interview data of leaders, managers and employees of the case organizations were analysed. Through a two-staged analytical process, we abductively developed a novel conceptual framework at the intersection of the above theoretical lenses.

The findings suggest that the knowledge-intensive SME’s strategic agility, ambidexterity and empowerment-focussed HRM approach was influenced by the owner-manager or leader’s ambidextrous leadership style and their philosophy towards managing people and had a positive impact in creating a culture of trust, participation, risk-taking and openness, and led to delivering innovative products and services as well as several positive employee-level outcomes.

Recent literature reviews on HRM In SMEs highlight several gaps, including the impact of owner-manager or leader’s philosophy of managing people in shaping HRM practices and employee outcomes. This paper thus adds to the existing literature on HRM and knowledge-intensive SMEs.

With increasing globalization, the importance of referring to cross-cultural contexts is also amplifying in the contemporary era. The models, framework and dimensions devoted to such situations are increasingly mannered in practice today. With due consideration derivation to the input manner, an organization’s performance is also taken aside for its increasing marginality. The following study aims to examine the American multinational oil and gas company operating in Kuwait's oil sector to evaluate the respect. The branch has a total of 600 employees, which were all included in the data collection phase. Hence, the results derived with cumulative aspects of leadership, power distance and organizational value as their impact on human resource management (HRM) functions.

Through the quantitative approach of a self-adapted questionnaire, 101 responses were collected, and through SPSS Version 22, results were discreet.

The results reverted with the manual that the cultural dimension of Hofstede, i.e. power distance, did not have an apparent impact on the HRM functions. Whilst leadership and organizational values had their dissolved set of effects on HRM functions of the chosen firm. However, HRM functions were apparent enough to have its impact upon leadership, power distance (PD) and organizational value accumulated. Opening to the opportunities where in the future studies, a greater extent of population as well as variables could be considered for a better impact.

The Major limitation of the study is related to the number of respondents as the research was conducted solely for the chosen branch of this private oil and gas firm in Kuwait, which makes its results limited and narrowed in the analysis phase. Moreover, the methodology selection did not do justice to the resulting research’s agenda, which was restricted due to the pandemic’s situation. Where with a better and respective methodology approach, better results could be attached.

The rationale of research refers to the gap concerning theoretical aspects within a field of business. As for the resulting study, in a cross-cultural management setting, the relevancy and implication of HRM functions concerning their transparency have not been explored. Globally, in different industries, the, study of similar nature has been conducted but has not examined, the fossil fuel industry particularly, which would be the focal point of this research.

Organizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations.

The authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections.

This research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being.

Although the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility.

CSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first.

This study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management.

The originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors empirically articulate how CHR may be practically implemented as an elaborated humanistic synthesis for corporations.

Drawing on the ability-motivation-opportunity model, this study investigates how gender-inclusive human resource management practices and overall fairness perception promote the career progression of female employees via psychological empowerment.

Partial least structural equation modelling (PLS-SEM) was applied to two-waves data collected from 308 respondents from Pakistan to confirm hypotheses.

Findings suggest that gender-inclusive HRM practices substantially affect female employees' psychological empowerment and career progression. Psychological empowerment is a mediating mechanism that explains the effect of gender-inclusive HRM practices on female employees' career progression. Finally, overall fairness perception further amplifies the effect of gender-inclusive HRM practices on psychological empowerment and career progression.

The study provides evidence to policymakers that organizations may promote psychological empowerment and career progression of female employees by implementing gender-inclusive HRM practices and promoting overall fairness perception.

This study contributes to achieving the SDGs by examining the impact of gender-inclusive HRM practices and overall fairness perception on female employees' psychological empowerment and career progression. Specifically, it aligns with “Goal 5 - achieve gender equality and empower all women and girls” and “Goal 8 - promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all”.

This study aims to address this unexplored influence of international assignment types on the development, transfer and utilization of career capital by assigned repatriates from host to home country. In response to existing literature gap, it aligns with the need for qualitative case studies that delve into threats to the self-reinforcement of repatriates' career capital.

By mean of a qualitative case study, this paper deepens understanding of linkages and processes in career capital development and clarify the interplay between individual interpretations of career actions and the organizational context in which they unfold. Nineteen qualitative interviews with assigned repatriates explored the impact of exposure to new career contexts.

This study provides valuable insights into the complex dynamics of career capital development and transfer during international assignments. It elucidates the impact of career context on assigned repatriates' career capital, emphasizing challenges in career capital generation, dispersion and absorption within multinational enterprises. It contributes to understanding the complexities of (new) managerial capacity development by revealing varied effects that international assignments can exert on individuals' immediate competencies and career capital.

If the assigned expatriate/repatriate’s understanding of the firm’s assignment motive, and their own motive (understanding/reason) for the assignment corresponds then expectations of outcomes can be better managed. Organizations otherwise run the risk of perpetuating inequities in the career development opportunities of employees.

Studies on career capital emphasize its qualities or examine different globally mobile employee types. Yet there's a gap in understanding how the type of assignment impacts career capital development, transfer and utilization. This research fills this void by investigating the international transfer of career capital from host to home country specifically for assigned repatriates.

This study aims to investigate which resources and sources of support are related to employee adaptability to work-related change during the COVID-19 pandemic, with implications for human resource management (HRM).

The authors analysed a survey of 1,619 employees working in architectural practice and allied fields in Australia in 2020.

Drawing on conservation of resources (COR) theory, the authors asked whether workers would be more adaptable to change during COVID-19 if they were able to draw on a combination or bundle of supports, known as resource caravans. Hierarchical multiple regression and relative importance analysis showed that confidence in personal support networks during the pandemic was the most important predictor assisting workers to adapt to change, followed by concrete (practical, technical) organizational support for remote work. No evidence was found to corroborate this study's hypotheses that these resources provide support in bundles, challenging the notion of resource caravans in this research context.

The authors argue that COR theory has been too broadly applied to the workplace and that boundary conditions should apply to its emphasis on resource caravans. In practical terms, HRM supports to promote employee adaptability should be carefully targeted in extreme circumstances such as the COVID-19 pandemic.

This paper investigates the development of moralised business ideologies (MBIs) amongst sustainable banks as they navigate social and environmental business prospects.

Empirical evidence is drawn from top-management-level interviews with 16 UK-based small and medium-sized banks that specialise in financing social and environmental projects.

MBIs have emerged in the literature review and empirical data analysis as a new concept taken on by sustainable banks with roots closer to sustainability such as ethical practices, moralised values, sustainable business models and ecological standards. The results confirm that MBIs help banking institutions create a more sustained positive impact in terms of social and environmental business opportunities.

This paper offers novel evidence on the intersection between banking and MBIs, with a focus on social, sustainability and environmental considerations.

Continuous performance management is an emerging global phenomenon adopted by the human resources management discipline that is decentralizing the way performance management is traditionally executed within organizations. This study aims to examine the impact of continuous performance management (CPM) on turnover intention in the banking sector in Dubai and to identify the mediating roles of employee motivation and job autonomy.

The study used surveys to collect primary data from 375 employees at 15 banks operating in Dubai to explore the relationships among CPM, employee motivation, turnover intention, as well as perceived job autonomy. Through a robust analytical methodology that included exploratory factor analysis and confirmatory factor analysis, multiple regression and parallel mediation analysis using the Hayes process macro, not only were the factor structures validated, but the relationships between the constructs were also uncovered. This comprehensive research process helped the present study delve into the depths of the study’s subject matter, thereby enhancing the value of the study to the extant literature which given the multicultural orientation, further contributed to the comprehensiveness of the conceptual relationship between the variables.

From the findings, the current study concludes that the key predictors of employee motivation, job autonomy and turnover intention in the banking sector among employees were CPM factors. In addition, based on the findings from the Hays process macro parallel mediation analysis, the current study identified the mediation effect of employee motivation and job autonomy between CPM and turnover intention. With the confirmation of all the research hypotheses, the output from this study is valuable to HR academicians and practitioners seeking to understand CPM and how to implement performance management drivers for the purpose of employee development and retention.

This paper’s originality lies in its examination of the burgeoning trend of CPM within the unique context of the GCC banking sector, a sector-specific focus that offers fresh insights into the adoption and impact of CPM in a regional context.