Search results
1 – 10 of 462
The purpose of this paper is to discuss relationships between transformational leadership and job crafting. Using the job demands-resource (JD-R) theory, this study investigates…
Abstract
Purpose
The purpose of this paper is to discuss relationships between transformational leadership and job crafting. Using the job demands-resource (JD-R) theory, this study investigates the mediating role of work engagement in the relationship between transformational leadership and job crafting. The author has also tested the moderating roles of personal values.
Design/methodology/approach
This study is based on data from 450 knowledge workers representing companies of various sizes from the knowledge-intensive business services (KIBS) sector in Poland. The questionnaires were completed using the computer-assisted telephone interview method. The statistical verification of the mediation and moderation analyses was conducted using macro PROCESS (ver. 3.3).
Findings
The findings show that transformational leadership was positively related to job crafting. Statistical analysis also confirmed the research hypothesis that as a personal resource, self-enhancement values moderate relationships between transformational leadership and work engagement, thus strengthening them. The study integrated research on leadership and personal and organisational resources to examine the collective impact of these variables on employee job crafting.
Originality/value
The study is the first to explore the mediating mechanism (through work engagement) between transformational leadership and job crafting in the context of KIBS companies in Poland.
Details
Keywords
Michal Biron, Wendy J. Casper and Sumita Raghuram
The purpose of this study is to offer a model explicating telework as a dynamic process, theorizing that teleworkers continuously adjust – their identities, boundaries and…
Abstract
Purpose
The purpose of this study is to offer a model explicating telework as a dynamic process, theorizing that teleworkers continuously adjust – their identities, boundaries and relationships – to meet their own needs for competence, autonomy and relatedness in their work and nonwork roles.
Design/methodology/approach
This study uses the lens of job crafting to posit changes teleworkers make to enhance work-nonwork balance and job performance, including time-related individual differences to account for contingencies in dynamic adjustments. Finally, this study discusses how feedback from work and nonwork role partners and one’s self-evaluation results in an iterative process of learning to telework over time.
Findings
This model describes how teleworkers craft work and nonwork roles to satisfy needs, enhancing key outcomes and eliciting role partner feedback to further recraft telework.
Research limitations/implications
The propositions can be translated to hypotheses. As such the dynamic model for crafting telework can be used as a basis for empirical studies aimed at understanding how telework adjustment process unfolds.
Practical implications
Intervention studies could focus on teleworkers’ job crafting behavior. Organizations may also offer training to prepare employees to telework and to create conditions under which teleworkers’ job crafting behavior more easily translates into need satisfaction and positive outcomes.
Social implications
Many employees would prefer to work from home, at least partly, when the COVID-19 crisis is over. This model offers a way to facilitate a smooth transition into this work mode while ensuring work nonwork balance and performance.
Originality/value
Most telework research takes a static approach to focus on the work–family interface. This study proffers a dynamic approach suggesting need satisfaction as the mechanism enabling one to combine work and domestic roles and delineating how feedback enables continuous adjustment in professional and personal roles.
Details
Keywords
Danina Mainka, Annika Pestotnik and Sarah Altmann
Whereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly…
Abstract
Purpose
Whereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly structured work. Our study addresses this gap by analyzing the effects of transformational leadership on job crafting and i-deals in blue- and white-collar jobs.
Design/methodology/approach
To test our hypotheses, we surveyed 285 employees (31.9% blue-collar employees and 68.1% white-collar employees) in the German craft industry, using structural equation modeling for data analysis.
Findings
Our results show that transformational leadership is a strong predictor of job crafting and i-deals but that its influence depends on the occupational group. More specifically, the moderating role of the occupational group in the relationship between transformational leadership and job crafting differs regarding job crafting’s dimensions. Concerning i-deals, transformational leadership’s influence on both development and task i-deals is stronger in white-collar jobs than it is in blue-collar jobs.
Practical implications
The study provides new insights into the important role of the work context in which leadership takes place. In particular, these insights can guide leaders in how to manage different occupational groups to engage them in proactive behaviors.
Originality/value
This study is the first to compare the contextual roles of blue- and white-collar jobs with regard to job design. By examining the influence of transformational leadership on job crafting and i-deals in two occupational groups, our study contributes to research on the role of work context in the effectiveness of transformational leadership in encouraging employees to engage in proactive behaviors.
Details
Keywords
The purpose of this paper is to offer a critical examination of industrial relations in Denmark.
Abstract
Purpose
The purpose of this paper is to offer a critical examination of industrial relations in Denmark.
Design/methodology/approach
The approach is based upon available data and a mixture of Marxist theory and systems theory. The theoretical position is discussed in relation to the academic discourses on the main characteristics of Danish industrial relations and provides a review of the foundation and historical development of the Danish system.
Findings
From this basis, it is analysed how the stagnation or decline has taken place in recent years regarding representation of workers’ interest as well as the ability of the Danish system to maintain its key importance when challenged by decentralisation, decreasing union affiliation rates, cuts in unemployment insurance and social dumping due to labour migration.
Originality/value
It is an original paper which offers a critical analysis of the institutional decline and increasing inequality that are the result of the liberalist political-economic hegemony.
Details
Keywords
The study aims to explore strategic employer brand management by combining experiences of multiple organizations. In particular, the purpose is to identify what strategic…
Abstract
Purpose
The study aims to explore strategic employer brand management by combining experiences of multiple organizations. In particular, the purpose is to identify what strategic management processes managers consider relevant to employer brand management for small- and medium-sized enterprises (SMEs).
Design/methodology/approach
This study took an inductive approach, observing a practitioner project in Sweden. The data were gathered during four full-day workshops, where 14 SMEs from different industries were chosen to participate and to actively work their employer brand(ing) activities.
Findings
The results show that organizations have difficulty understanding and comparing employer branding practices, and thus, evaluating their own brand. The major themes show that organizations have two focus points for their employer branding work: building strategic structures (processes) on one hand, and a collective identity that aligns with the brand values, on the other. However, organizations differ in these dimensions, affecting what needs to be done to become successful.
Originality/value
This contributes to the limited knowledge about employer branding, human resources development (HRD) and SMEs. In addition, most of the previous studies have neglected to take into account the differences between organizations, approaching employer branding as a universal process. This paper summarizes different positions for employer brands that affect strategy: the unmanaged, the non-strategic, the impersonal and finally, the co-created. Co-creation can be facilitated with the help of constructive and collaborative HRD. Then, it can be turned into a dynamic capability that builds competitive advantage.
Details
Keywords
Sylwiusz Retowski, Dorota Godlewska-Werner and Rolf van Dick
The study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to…
Abstract
Purpose
The study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to confirm the relationship between identity leadership and various job-related outcomes (i.e., trust in leaders, job satisfaction, work engagement and turnover intentions) among employees from Poland-based organizations. Identity leadership appears to be a universal construct (van Dick, Ciampa, & Liang, 2018) but no one has studied it in Poland so far.
Design/methodology/approach
The sample consisted of 1078 employees collected in two independent subsamples from different organizations located in Northern and Central Poland. We evaluated the ILI’s factorial structure using confirmatory factor analysis.
Findings
The results confirm that the 15-item Polish version of the ILI has a four-dimensional structure with factors representing prototypicality, advancement, entrepreneurship and impresarioship. It showed satisfactory reliability. The identity leadership inventory-short form (four items) also showed a good fit with the data. As expected, the relationships between identity leadership and important work-related outcomes (general level of job satisfaction, work engagement, trust toward the leader and turnover intentions) were also significant.
Originality/value
Despite the cultural specifics of Polish organizations, the research results were generally very similar to those in other countries, confirming the universality of the ILI as shown in the Global Identity Leadership Development project (GILD, see van Dick, Ciampa, & Liang, 2018; van Dick et al., 2021).
Details