Search results

1 – 10 of over 113000
Book part
Publication date: 12 September 2022

Li Ding

This chapter aims to (1) examine the effect of full-time employees’ STARA awareness on innovative work behavioural intentions in US casual dining restaurants; (2) investigate the…

Abstract

This chapter aims to (1) examine the effect of full-time employees’ STARA awareness on innovative work behavioural intentions in US casual dining restaurants; (2) investigate the mediating roles of employeeschallenge–hindrance appraisals of STARA awareness on the relationship between their STARA awareness and innovative work behavioural intentions; (3) compare the group differences between management employees and non-management employees; and (4) provide recommendations for the casual dining restaurants.

This chapter employed an online survey to collect data from 609 full-time employees in US casual dining restaurants, including 306 management employees and 303 non-management employees. Partial least squares–structural equation modelling was applied for data analysis. The results reveal that the high levels of employees’ STARA awareness raise innovative work behavioural intentions through the mediations of challenge appraisal of STARA awareness.

The proposed conceptual framework and empirical findings in this chapter enrich the literature of cognitive appraisal theory, transactional model and stress, two-dimensional stressor framework, and person-environment fit theory. Employeeschallenge appraisal of STARA awareness makes the job insecurity stressor to drive innovative work behavioural intentions. As STARA adoption deepens in casual dining restaurants, managers need to be aware of full-time employees’ stress and psychological responses towards STARA adoption. Restaurants are suggested to provide employees with adequate resources and support to help employees’ professional competency growth. The capable employees will appraise the job insecurity stressor induced by STARA adoption as an opportunity and be motivated to perform innovatively in the workplace. The casual dining restaurants may enjoy a competitive advantage in the market through value-added innovative activities.

Details

Global Strategic Management in the Service Industry: A Perspective of the New Era
Type: Book
ISBN: 978-1-80117-081-9

Keywords

Article
Publication date: 26 May 2023

Changqing He, Rongrong Teng and Jun Song

This study aims to explore the associations linking employeeschallenge-hindrance appraisals toward artificial intelligence (AI) to service performance while considering the dual…

2269

Abstract

Purpose

This study aims to explore the associations linking employeeschallenge-hindrance appraisals toward artificial intelligence (AI) to service performance while considering the dual mediating roles of job crafting and job insecurity, as well as the moderating role of AI knowledge.

Design/methodology/approach

A survey was administered to a sample of 297 service industry employees. This study examined all the hypotheses with Mplus 8.0.

Findings

This study confirms that challenge appraisal toward AI has an indirect positive influence on service performance via job crafting (motivation process), whereas hindrance appraisal toward AI has an indirect negative influence on service performance via job insecurity (strain process). Meanwhile, AI knowledge, serving as a key personal resource, could strengthen the positive impacts of challenge appraisal toward AI on job crafting and of hindrance appraisal toward AI on job insecurity.

Practical implications

Organizational decision-makers should first survey employees’ appraisals toward AI and then adopt targeted managerial strategies. From the perspective of service industry employees, employees should adopt proactive coping strategies and enrich their knowledge of AI to meet the challenges brought by this technology.

Originality/value

The primary contribution of this study is that we enrich the literature on AI by exploring the dual mediators (i.e. job crafting and job insecurity) through which AI awareness affects service performance. Moreover, this study advances our understanding of when appraisals toward AI influence job outcomes by identifying the moderating role of AI knowledge.

Details

International Journal of Contemporary Hospitality Management, vol. 36 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 19 April 2023

Yufan Shang, Ruonan Zhao and Malika Richards

The purpose of this paper is to investigate the mechanism through which stressors influence job crafting. Based on regulatory focus theory, this study explores the mediating role…

Abstract

Purpose

The purpose of this paper is to investigate the mechanism through which stressors influence job crafting. Based on regulatory focus theory, this study explores the mediating role of work regulatory focus between the challenge-hindrance stressors and approach-avoidance job crafting and the moderating role of trait regulatory focus.

Design/methodology/approach

The authors collected survey data in a northwestern city of China from 578 employees working in the finance, real estate and IT industries. Results were analyzed using Mplus 7.

Findings

The results reveal that challenge stressors have a positive effect on both approach job crafting (i.e. increasing structural job resources, increasing social job resources and increasing challenging job demands) and avoidance job crafting (i.e. decreasing hindering job demands) via work promotion focus. On the other hand, hindrance stressors have a positive effect on only avoidance job crafting via work prevention focus. In addition, trait promotion focus accentuates the influence of challenge-hindrance stressors on work regulatory focus, as well as the indirect effect of challenge-hindrance stressors on approach-avoidance job crafting respectively. Trait prevention focus only weakens the influence of challenge stressors on work promotion focus.

Research limitations/implications

This study unfolds how stressors relate to job crafting. However, the cross-sectional design may limit the causal inferences.

Originality/value

This study provides new insight into the relationship between stressors and job crafting by explicating the motivational mechanism and boundary conditions.

Details

Career Development International, vol. 28 no. 2
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 28 September 2023

Muhammad Ali, Mirit K. Grabarski and Marzena Baker

Neurodiversity refers to a spectrum of neurological differences. Little is known about the benefits and challenges of employing neurodivergent individuals in the retail industry…

Abstract

Purpose

Neurodiversity refers to a spectrum of neurological differences. Little is known about the benefits and challenges of employing neurodivergent individuals in the retail industry and how knowing neurodivergent individuals/neurodiversity practices are linked to benefits/challenges. This study provides these insights using the lenses of the value-in-diversity perspective, stigma theory and intergroup contact theory.

Design/methodology/approach

Data were collected from an online survey of retail supervisors and co-workers from Australia, resulting in 502 responses from various retail organizations.

Findings

The findings indicate that supervisors have higher awareness of neurodiversity and perceived benefits of neurodivergent employees. Knowing neurodivergents was positively associated with perceived benefits and disclosure challenges and negatively associated with equity and inclusion challenges. Neurodiversity practices were positively associated with benefits of neurodivergent employees, negatively associated with disclosure challenges and equity and inclusion challenges in small stores, and positively associated with equity and inclusion challenges in large stores.

Originality/value

Current empirical research on workplace neurodiversity is scarce. This study provides pioneering evidence for awareness of workplace neurodiversity in the retail industry and the impact of knowing neurodivergent employees/neurodiversity practices on benefits and challenges. It differentiates between supervisors' and co-workers’ perceptions, highlighting the importance of exposure to information in reducing stigma.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 43 no. 2
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 9 August 2021

Vernika Agarwal, Kaliyan Mathiyazhagan, Snigdha Malhotra and Tarik Saikouk

Sustainable human resource management highlights the importance of the eighth sustainable development goal, “decent work and economic growth”. Thus, the purpose of this study is…

3236

Abstract

Purpose

Sustainable human resource management highlights the importance of the eighth sustainable development goal, “decent work and economic growth”. Thus, the purpose of this study is to align human resource practices and policies with Industry 4.0 is imperative.

Design/methodology/approach

The authors aimed to identify key challenges of sustainable human resource implementation in view of Industry 4.0 and to analyse these identified challenges by prioritising them for effective Industry 4.0 implementation in an emerging economy such as India. A mixed-methods approach was utilised to prioritise identified challenges. Semi-structured interviews were conducted with experts, academicians and industry mangers. Transcribed interviews were run in NVivo to emerge into broad themes/challenges, which were prioritised using fuzzy best–worst methodology.

Findings

The performance appraisal challenge holds maximum importance, followed by learning and development. This finding signifies the need for instilling job security and continuous learning opportunities for employees amidst all disruption caused by Industry 4.0.

Practical implications

This work enhances the link between sustainability, disruptive technologies and Industry 4.0 to transform economic outlooks, leading to improvement under economic aspects through the adoption of sustainable human resource practices into workplaces and society.

Originality/value

Sustainable human resource management has mostly focused on employee welfare. However, the major challenges of disruption caused by Industry 4.0 have not been addressed in the literature. The upskilling and reskilling requirements due to disruptions by Industry 4.0 range from recruitment to performance appraisal and every facet that relates to an employee's cycle in a company. Hence, there is a need to identify critical challenges for optimum adaptation to upcoming industry demands.

Details

International Journal of Manpower, vol. 43 no. 2
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 1 February 2005

Eleni Stavrou‐Costea

The study aims to examine the human resource management challenges in Southern EU and their effect on organizational performance.

11466

Abstract

Purpose

The study aims to examine the human resource management challenges in Southern EU and their effect on organizational performance.

Design/methodology/approach

First, key challenges were identified in the existing literature. Then, these challenges were matched with those reported most often in the CRANET questionnaire. These challenges were operationalized into current organizational practices, also reported in the questionnaire. Last, t‐tests were used to explore the relationships between organizational effectiveness and the selected human resource management practices representing the challenges.

Findings

Key challenges involved training and development, efficiency and flexibility, and employee relations in all nations explored. Furthermore, practices of the training and development challenge, the employee relations challenge and the efficiency and flexibility challenge are significantly related to organizational productivity in most of Southern EU.

Research limitations/implications

The study used single‐respondent, self‐administered questionnaires. Nevertheless, this study offers fertile ground for further, more in‐depth investigation of challenges and their relation to organizational effectiveness not only in Southern EU but also in other parts of Europe or the world.

Practical implications

Southern EU organizations should employ requisite training, development, flexibility and employee relations practices to achieve excellent organizational performance. Furthermore, governments may create policies to promote the above practices, since, in the long term, achieving organizational excellence will reflect positively on national economies. All these may be facilitated through proactive organizational, national and cross‐national HRD initiatives.

Originality/value

The significance of the present study stems from the fact that none of the existing literature explores the impact of human resource challenges on organizational performance.

Details

Journal of European Industrial Training, vol. 29 no. 2
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 7 August 2018

Alka Rai

The purpose of this paper is to examine how job resources may moderate the relationship of two types of job demands (i.e. challenge and hindrance demands) with employee

1012

Abstract

Purpose

The purpose of this paper is to examine how job resources may moderate the relationship of two types of job demands (i.e. challenge and hindrance demands) with employee engagement. It is hypothesized that job resources can buffer the association of job hindrances with employee engagement while job resources may escalate engagement in the condition of challenge demands.

Design/methodology/approach

The population of the study is Scale-I officers of Indian public sector banks (PSBs). The sample included 608 Junior Management Grade–Scale I officers employed in Indian PSBs.

Findings

Results of the analysis revealed a positive relationship between challenge demands and employee engagement whereas the negative relationship between hindrance demands and employee engagement. Enhancement in the positive conditional effect of challenge demands on employee engagement with the increase in values of the job resources evidenced the boosting role of job resources. Further, condition effect of hindrance demand on employee engagement at different levels of moderator showed that the negative relationship between hindrance demands and employee engagement get weakened with the increase in the level of job resources.

Practical implications

The results highlighted the situations that may foster or thwart engagement of employees. Present findings could be guiding in several ways for designing interventions to enhance employee engagement using job demands and job resources.

Originality/value

This study adds to literature through incorporating challenge–hindrance theorization in propositions of job demands-resources model and by exploring two diverse mechanisms (buffering and boost up) which are elicited after interaction of job resources with challenge and hindrance demands in a diverse way.

Details

International Journal of Sociology and Social Policy, vol. 38 no. 9/10
Type: Research Article
ISSN: 0144-333X

Keywords

Article
Publication date: 18 July 2018

Hongxia Li and Xiugang Yang

The argument that work engagement enhances job performance has gained wide acceptance among practitioners and human resources management literature. There is consensus in…

1073

Abstract

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.

Details

Journal of Chinese Human Resource Management, vol. 9 no. 2
Type: Research Article
ISSN: 2040-8005

Keywords

Article
Publication date: 21 September 2023

Haoju Xie and Xingyu Feng

This study aims to illustrate the mechanisms underlying the effect of stress on flow states in the context of a multilevel organization, in which case employees' perseverative…

Abstract

Purpose

This study aims to illustrate the mechanisms underlying the effect of stress on flow states in the context of a multilevel organization, in which case employees' perseverative cognition and reactions to challenge–hindrance stressors are affected by leader mindfulness.

Design/methodology/approach

Study 1 employed a three-wave time-lag survey, and study 2 conducted a diary study across 10 workdays to replicate the results of study 1. Multilevel structural equation modeling and Monte Carlo simulation were performed using Mplus 8.0 software to test all hypotheses.

Findings

Problem-solving pondering transmits the nonlinear effect of challenge stressors on flow, and affective rumination mediates the negative effect of hindrance stressors on flow. Leader mindfulness amplifies the tendency of followers to ruminate on the positive aspects of challenge stressors, consequently increasing their positive reactions and flow. Although leader mindfulness fails to influence followers to ruminate less on hindrance stressors, it negates the harmful effect of affective rumination on the flow experience.

Originality/value

This study is one of the first to examine the associations between stressor types and flow in the workplace. The authors also develop a new theory that highlights the ability of leader mindfulness to shape subordinates' stress, cognitions and reactions through social modeling and the authors identify the boundaries of its beneficial effects.

Details

Journal of Managerial Psychology, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 13 January 2022

Outi Vanharanta, Matti Vartiainen and Kirsi Polvinen

The study aims to explore job demands experienced by employees and managers in micro-enterprises and small and medium-sized enterprises (SMEs). Drawing on the job demands…

Abstract

Purpose

The study aims to explore job demands experienced by employees and managers in micro-enterprises and small and medium-sized enterprises (SMEs). Drawing on the job demands framework, the study discusses the experienced demands from the perspective of challenges that create opportunities for learning and achievement and hindrances that create obstacles for work. The study builds on the idea that the same demand can be perceived both as a challenge and a hindrance. That approach opens a path to responding to challenges by reformulating working practices and removing hindrances by designing, developing and crafting jobs and tasks.

Design/methodology/approach

The authors analyzed open-ended survey responses (N = 306) to study experienced job demands in 50 micro-enterprises and SMEs, how the perceived demands differ between employees and managers and whether they represent challenge or hindrance demands.

Findings

The authors identified 17 job demand categories most including both challenge and hindrance demands. Time management and prioritization was the most central challenge and hindrance category for both employees and managers. For employees, sales and stakeholder relationships represented the second largest challenge category and communication and information flow was the second largest hindrance category. For managers, the second largest challenge and hindrance categories were organization and management of activities and the fragmentation of work, respectively.

Originality/value

By focusing on employee experience, the achieve a more nuanced understanding of the SME context, which has been dominated by managerial evaluations. The study also advances the discussion on job demands by extending our knowledge of demands that may be experienced both as a challenge and a hindrance.

Details

Journal of Small Business and Enterprise Development, vol. 29 no. 6
Type: Research Article
ISSN: 1462-6004

Keywords

1 – 10 of over 113000