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1 – 10 of 491This study aims to integrate the componential model of creativity and innovation with a participative safety perspective to investigate the association between autonomy support…
Abstract
Purpose
This study aims to integrate the componential model of creativity and innovation with a participative safety perspective to investigate the association between autonomy support and innovation as well as the organizational factors that strengthen this association. Specifically, the study suggests that autonomy support is more effective in fostering innovation in organizations characterized by higher levels of trust, strong organizational fairness and effective communication.
Design/methodology/approach
The proposed hypotheses were investigated using moderated mediation models with panel data collected over four waves.
Findings
This study found that autonomy support positively contributes to organizational innovation. Moderation analyses demonstrated that trust, perceptions of fairness and communication strengthen the effect of autonomy support on innovation.
Originality/value
This study is the first to demonstrate the moderating roles of various organizational contexts (i.e. trust, fairness perception and communication) in the association between autonomy support and innovation and to investigate the role of trust as a mediating moderator.
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Wan Noor Azreen Wan Mohamad Nordin, Nurul Liyana Mohd Kamil and VGR Chandran Govindaraju
This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with…
Abstract
Purpose
This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors.
Design/methodology/approach
Using a multilevel approach, data was collected from 409 public service employees across 39 departments.
Findings
The findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement.
Originality/value
This study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.
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Muhammad Zeshan, Shahid Rasool, Christian Di Prima and Alberto Ferraris
This paper aims to explain and determine the effect of rewards on employees’ autonomy by investigating the mediating effect of enabling controls on their relationship.
Abstract
Purpose
This paper aims to explain and determine the effect of rewards on employees’ autonomy by investigating the mediating effect of enabling controls on their relationship.
Design/methodology/approach
A three-wave survey strategy has been used to collect data from the alumni of a French business school. Structural equation modelling has been used for measures validating and hypotheses testing.
Findings
The study reveals a positive relationship between rewards and autonomy, mediated by enabling controls.
Practical implications
The study guides the process of administrating rewards to employees in a way that maximizes their autonomy, highlighting the crucial role of supervisors through enabling controls.
Originality/value
The study strives to create consensus regarding the long-existing debate on the effect of rewards on employees’ autonomy with the help of organizational theory literature. By considering the role of enabling controls, it provides a unique, cohesive framework to illustrate the intertwined relationship between the constructs.
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Karynne L. Turner, Alberto Monti and Maria Carmela Annosi
Recent reports show that knowledge-based sectors contribute significantly to the global economy and underscore the importance of innovation. Innovation in both products and…
Abstract
Purpose
Recent reports show that knowledge-based sectors contribute significantly to the global economy and underscore the importance of innovation. Innovation in both products and processes is vital to maintaining competitiveness. Self-managing teams, emphasizing autonomy and limiting the role of management, have been viewed as a solution to encourage innovation. However, management's efforts to coordinate and align employees with the organization's interests can inadvertently stifle innovation. Achieving the appropriate balance between granting employees autonomy and retaining managerial involvement is paramount, creating a paradox known as the control-autonomy dilemma. This article highlights the importance of perceived managerial support to strike the appropriate balance.
Design/methodology/approach
Practitioner paper
Findings
To address the control-autonomy dilemma, organizational practices that balance management control and employee autonomy are crucial. These include input practices that emphasize skill development and/or output practices that set clear goals. With self-rule, maintaining perceived managerial support becomes harder. Without it, employees may hesitate to engage in innovative behaviors. While not needing constant supervision, employees do need to have the perception that their managers provide essential resources and motivation for their work.
Originality/value
This paper is the first to highlight how the level of perceived managerial support (PMS) will differ due to the nature of the organizational practices and the type of innovation.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
A study from of 373 employees in Dubai’s banking industry concluded that the key predictors of employee motivation, job autonomy and turnover were continuous performance management (CPM) factors. The research also identified the mediation effects of employee motivation and job autonomy between CPM and turnover intention.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Debolina Dutta, Chaitali Vedak and Anasha Kannan Poyil
The COVID-19 pandemic found deliberate and idiosyncratic adoption of telecommuting and other flexibility practices across industries. With the pandemic waning, many organizations…
Abstract
Purpose
The COVID-19 pandemic found deliberate and idiosyncratic adoption of telecommuting and other flexibility practices across industries. With the pandemic waning, many organizations adopted various models for employee work locations. Based on Self-Determination Theory and Social Comparison Theory, the authors examine the impact of the dissonance between employee preference for their work location and enforced work location norms and its impact on general well-being and organizational commitment.
Design/methodology/approach
The authors’ empirical study is based on a sample of 881 respondents across multiple industries in India over six months of the COVID pandemic. The authors use PLS-SEM for data analysis to examine the model and the moderating influence of individual resilience on control at work.
Findings
The authors find that increased dissonance between work locations reduces general well-being, control and work. Further, higher individual resilience reduces the impact of this dissonance on control at work.
Practical implications
The study informs policy and practices that choice of work location is important for employees to feel a higher sense of control, impacting their affective commitment and general well-being. While implementation of policies across an organization for varying job roles and complexities presents a challenge, practitioners may ignore this need of employees at their peril, as employees are likely to demonstrate lower well-being, engagement and organizational commitment and eventually leave.
Originality/value
This study is significant as it provides relevant scholarship based on the COVID-19 pandemic, guiding practice on future ways of working. This study further supports the impact of an individual's sense of control on where work is done. The authors build a strong theoretical foundation to justify the impact of the lack of autonomy in the emerging working norms on employees' general well-being and organizational commitment.
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Mahdi Vesal, Ali Gohary and Mohammad H. Rahmati
This paper aims to examine the impacts of financial and nonfinancial incentives on the development of employee work motivation and knowledge sharing in the postpandemic…
Abstract
Purpose
This paper aims to examine the impacts of financial and nonfinancial incentives on the development of employee work motivation and knowledge sharing in the postpandemic environment. The paper further investigates the role of transformational leadership as a moderator in enhancing the relationship between work motivation and knowledge sharing.
Design/methodology/approach
Adopting a quantitative approach, the study uses data collected from multiple informants, specifically senior managers, in Nepalese manufacturing and service business-to-business (B2B) firms.
Findings
Contrary to prior research, the results reveal that nonfinancial incentives have a stronger impact on work motivation in the postpandemic era. This enhanced work motivation, in turn, contributes to knowledge sharing, with transformational leadership further strengthening the relationship.
Practical implications
The findings suggest that B2B firms should consider moving toward leveraging nonfinancial incentives to motivate employees to develop knowledge sharing initiatives, especially in challenging circumstances such as those experienced in the postpandemic era. In addition, it is recommended that chief executive officers adopt a transformational leadership style to facilitate effective knowledge sharing within their firms.
Originality/value
In a developing economy and amid the challenges of the global pandemic, there has been limited research exploring the possible effects that financial and nonfinancial incentives could have on work motivation and knowledge sharing. This research bridges this gap by providing a fresh perspective on work motivation and knowledge management in B2B firms, contributing novel insights to the literature.
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Nurul Liyana Mohd Kamil, Anas Mahmoud Salem Abukhalifa, Anis Eliyana and Andika Setia Pratama
The study sought to investigate how servant leadership affects employees' organisational citizenship and innovative behaviour by emphasising the mediation role of psychological…
Abstract
Purpose
The study sought to investigate how servant leadership affects employees' organisational citizenship and innovative behaviour by emphasising the mediation role of psychological empowerment. Relying on social exchange and self-determination theories, the present research examined the associations between these key elements in organisational dynamics.
Design/methodology/approach
Two waves of data were obtained from 325 supervisor-subordinate dyads working for 15 nonprofit organisations.
Findings
The results uncovered a significant and positive connection between leaders with a strong servant mindset and employees' organisational citizenship and innovative behaviour. Psychological empowerment was found to serve as a mediator in the anticipated correlations. Cultivating leaders with an enduring servant attitude was found to significantly boost employees' organisational citizenship and innovation, supported by improved psychological empowerment.
Originality/value
This study is distinctive as it fills a gap in research on the relationships between servant leadership, psychological empowerment and work outcomes in the global nonprofit sector, particularly in the Eastern context. This disposition, when given the opportunity, will contribute to strengthening working productivity.
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Peter Lindeberg, Minna Saunila, Pia Lappalainen, Juhani Ukko and Hannu Rantanen
Work environments are undergoing a transition and COVID-19 accelerated this change. Prior studies have associated various physical, digital and social work environment elements…
Abstract
Purpose
Work environments are undergoing a transition and COVID-19 accelerated this change. Prior studies have associated various physical, digital and social work environment elements with occupational well-being. However, holistic approaches to the social work environment to compare the effects of the different elements have received less attention. The purpose of this study is to examine the relationship of various social work environment elements with hybrid worker well-being. The findings help organizations design their work environments and cultures for the post-COVID era.
Design/methodology/approach
The study builds on a quantitative survey with 1,057 respondents. The respondents were randomly selected, the answers were anonymous and the results were based on regression analysis.
Findings
The analysis indicated that working methods and practices, leadership and management practices, organizational communality and social interaction associate with hybrid worker well-being. Organizational values, reward systems and organizational structures yield no association with hybrid worker well-being.
Originality/value
The value of this paper is in that it investigates elements of the social work environment, presents a research model that examines the relationship of social work environment elements with hybrid worker well-being and provides new empirical data on their implications in a comparative manner.
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Vindhya Weeratunga, Deborah Blackman, Fiona Buick and Anthony Cotton
The purpose of this paper is to improve the understanding of the applicability of employee engagement theories in a South Asian country, Sri Lanka, and determine whether…
Abstract
Purpose
The purpose of this paper is to improve the understanding of the applicability of employee engagement theories in a South Asian country, Sri Lanka, and determine whether engagement theories are universally applicable beyond the Western countries in which they have been developed and tested.
Design/methodology/approach
A heterogeneous sample of 451 private-sector employees in Sri Lanka was used. A mixed-method design was adopted; quantitative findings were compared with previous studies conducted in Western countries, and qualitative findings enabled a more nuanced understanding of employee engagement in the Sri Lankan context.
Findings
Despite cultural differences between Sri Lanka and Western countries, the antecedents of engagement did not manifest differently in a consistent way. Combined results suggest that the different manifestations of engagement in Sri Lanka cannot be attributed solely to cultural variance.
Research limitations/implications
The authors used cross-sectional data and tested only four antecedents of engagement.
Practical implications
This study highlights the importance of multinational organisations' awareness of how employee engagement manifests across different contexts and going beyond cultural adaptation when developing context-specific engagement strategies.
Originality/value
This is among the first studies on an Asian country to examine whether cultural differences impact the antecedents of engagement to empirically test Kahn's (1990) theory of engagement and the motivational process of the job demands-resources theory in a single study and to use a heterogeneous sample and mixed-methods design. The authors challenge the centrality of national culture as a determinant of employee engagement and highlight the importance of considering other contextual factors when examining employee engagement in different countries.
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