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1 – 10 of over 4000Cameron Sumlin, Mauro J. J. De Oliveira, Richard Conde and Kenneth W. Green
The purpose of this study is to determine whether the implementation of a performance management system comprising some traditional management practices (management process and…
Abstract
Purpose
The purpose of this study is to determine whether the implementation of a performance management system comprising some traditional management practices (management process and organizational behavior modification) lead to an ethical organizational environment and improved employee performance.
Design/methodology/approach
A structural model is theorized and assessed using data from samples of full-time employees in the USA and Brazil. Partial least squares–structural equation modeling is used.
Findings
The findings of this study suggest that management process and organizational behavior modification directly and positively impact the ethical environment, and the ethical environment directly and positively impacts employee performance. The management process and organizational behavior modification indirectly impact employee performance through an ethical environment.
Research limitations/implications
Although this theorized model was tested and provided significant results for implementing the management practices suggested, it is strongly recommended that other random data samples be used to analyze the theorized model and assess to reconfirm the results. In addition, incorporating the ethical environment construct within a larger model that includes other potential antecedents, such as management principles, and other potential outcomes, such as organizational commitment, job satisfaction and workplace optimism, is recommended.
Practical implications
This study provides management practitioners with empirical evidence that implementing a performance management system consisting of the management process and organizational behavior modification will enhance both the ethical environment and organizational trust, which, in turn, will lead to improved individual employee performance. Based on the theoretically and statistically supported framework, managers can improve the performance of their subordinates. The results further support the assertions that managers must implement the management process along with organizational behavior modifications to improve employee performance through an ethical environment and organizational trust
Social implications
The general conclusion from this study is that good management practices in the form of the management process and organizational behavior modification are inherently ethical. Furthermore, when implemented and consistently maintained by managers, these practices will result in an organizational environment that supports ethical behavior and engenders a high level of trust. The results of this study demonstrate a significant contribution to the existing literature, in that good management is tied, in fact, directly to ethics and trust.
Originality/value
The results provide evidence that good management in the form of the management process and organizational behavior modification yields both a positive ethical environment and improved employee performance. Practitioners are provided with evidence that reaffirms the need to define expectations for employees and to provide the necessary resources and positive reinforcement to fulfill the expectations. This study is one of the first to directly assess the impact of traditional management practices on an ethical environment.
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Juhari Noor Faezah, M.Y. Yusliza, T. Ramayah, Adriano Alves Teixeira and Abdur Rachman Alkaf
The present work investigated the effect of corporate social responsibility and top management support on employee ecological behaviour (EEB) with the mediating role of green…
Abstract
Purpose
The present work investigated the effect of corporate social responsibility and top management support on employee ecological behaviour (EEB) with the mediating role of green culture and green commitment. Social identity theory (SIT) was used to describe the association between green culture, green commitment and EEB. Further, a conceptual model that summarises the interaction between perceived corporate social responsibility, top management support, green commitment, green culture and the adoption of ecological behaviour was developed.
Design/methodology/approach
The paper opted for a quantitative design using convenience sampling by collecting the data through a structured questionnaire gathered from 308 academics working in five Malaysian higher education institutions.
Findings
Corporate social responsibility and top management support positively influence green culture and commitment. Moreover, green commitment positively influenced EEB and fully mediated the relationship between corporate social responsibility and EEB and between top management support and EEB.
Research limitations/implications
The academic staff of universities was the target population of this research. Nevertheless, universities have a diverse population with complex activities that can affect the implementation of a sustainable workplace within the campus. Future research should also examine non-academic staff, including administrative, technical and operational staff, due to different employees' perceptions.
Originality/value
As far as the authors know, this is the first study to assign the mediator role to green culture in a relationship between top management support and EEB amongst academic staff in the Malaysian context. Future research should consider other intervening variables that influence adopting ecological behaviour.
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Drawing on the knowledge-based view and social exchange theory, this study aims to examine how top management support relates both directly and indirectly to employee creativity…
Abstract
Purpose
Drawing on the knowledge-based view and social exchange theory, this study aims to examine how top management support relates both directly and indirectly to employee creativity through knowledge management processes (acquisition and sharing) and absorptive capacity.
Design/methodology/approach
Data were collected from 284 academics and researchers working in research centres in Iraq’s public universities to assess their perceptions of management support, knowledge management, absorptive capacity and creativity.
Findings
Performing structural equation modelling with AMOS, positive relationships were identified between top management support, knowledge management processes, absorptive capacity and employee creativity. The study findings emphasise the pivotal role of top management support in creating an environment that fosters knowledge acquisition and sharing, and enhancing absorptive capacity, in turn, amplifying employee creativity. Empirical evidence confirming the salient role of knowledge management and absorptive capacity in strengthening employee creativity in the context of Iraqi academia and researchers is presented.
Originality/value
The study shows that knowledge management processes and absorptive capacity mediate the influence of top management support on employee creativity. The premise of absorptive capacity is the individual’s ability to identify, accumulate and assimilate relevant knowledge from external sources and commercialise the gained knowledge.
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Yidan Huang, Heyao Yu, Amit Sharma and Ziang Zhang
This study aims to examine the relation between error management culture and restaurant employee promotive and prohibitive voices. Drawing on socially desirable responding theory…
Abstract
Purpose
This study aims to examine the relation between error management culture and restaurant employee promotive and prohibitive voices. Drawing on socially desirable responding theory, the authors also propose a dual-mediation mechanism underlying the impact of error management culture on employee voice: psychological empowerment, as the agentic motive, and psychological safety, as the communal motive.
Design/methodology/approach
The authors recruited 223 participants working in 37 restaurants in China for the two-wave surveys with a one-week interval. The authors use a multilevel modeling paradigm to test the study hypotheses.
Findings
This research examines a multilevel model suggesting that error management culture can boost employee promotive voice and prohibitive voice via the mechanisms of psychological safety and empowerment. In addition, the results suggest that psychological empowerment (vs psychological safety) has a strong mediation effect between error management culture and promotive voice, but the authors find no difference in mediating effects between error management culture and prohibitive voice.
Practical implications
Restaurants can encourage employee voice by developing and maintaining an error management culture. Organizations can also consider motivating employees from both agentic and communal perspectives. Moreover, managers should focus more on empowering employees in areas characterized by Confucianism or collectivism.
Originality/value
The current research adds to the voice literature by identifying an organizational cultural antecedent of employee voice–error management culture. Agentic and communal motives are two motivational paths of employee voice. It also extends the social desirability theory by highlighting the role of the agentic motive in the Chinese restaurant context.
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Natasha Khalil, Siti Noorfairus Che Abdullah, Siti Norsazlina Haron and Md Yusof Hamid
The survival of hotel business in maintaining market competitiveness depends on the constant improvement of the quality of hotel facilities and services. The key to sustain hotel…
Abstract
Purpose
The survival of hotel business in maintaining market competitiveness depends on the constant improvement of the quality of hotel facilities and services. The key to sustain hotel business is lean on the adaptability of the hotel management team towards current lifestyle trends and its surrounding context in fulfilling customer satisfaction. Because of hotel operating service complexity, the hotel contributes a higher impact on environmental degradation in performing their daily activities. Therefore, hoteliers need to determine sustainable strategies to minimize environmental impact and at the same time be able to provide satisfaction to their customers. However, green initiatives require a proactive action by the organizational management engaging both employees and guests in the environmental management process. Thus, this paper aims to review the concept of green practices, the implementation of green practices from the stakeholders’ perspectives (manager, employee and customers) in the hotel industry, the performance impact from the green practices on the sustainability pillars and to further develop a conceptual green practice to sustainable hotel operations and performance impact.
Design/methodology/approach
This paper identified relevant empirical research that published in the recent 10 years from January 2012 to December 2021. The articles are searched through reputable databases such as Emerald, Elsevier and Taylor and Francis. The obtained data were screened preliminarily from 108 research papers. The post-screening process has finalized a total of 57 articles as the findings for this paper, where the themes were delineated to the attributes that need to implemented by the stakeholder in hotels industry, that is, manager’s perspectives, employee’s perspectives and customer’s perspectives.
Findings
The findings of this paper revealed that there are 27 attributes of green practices and initiatives for sustainable hotel operations from the manager perspectives (10 attributes – Green Marketing Strategy, Green Managerial Attitude, Eco-Innovation Investment, Marketing and Sustainability, Environmental Management Strategy, Green Supply Chain, Green Managerial Awareness, Green Procurement, Green Human Resources and Green Technology), employee perspectives (5 attributes – Employee Green Awareness, Employee Green Training and Educating, Employee Environmental Behaviour, Employee Green Performance and Employee Green Reward) and customer’s perspectives (12 attributes – Customer Perception, Customer Loyalty, Customer Awareness, Customer Behaviour, Customer Trust, Green Supply Chain, Green Value, Green Marketing Strategy, Customer Perceived Value, Service Quality, Brand Image and Hotel Design). All of the attributes are aligned to the performance effectiveness as the major concern in the hotel’s operations and impacted towards the sustainability pillars, environmental performance, economic performance and social performance. Sustainable practice in organization benefits the owners towards sustainable economic, environmental, socio-cultural and legal policy.
Originality/value
This review paper provides key elements of current green practices and sustainable initiatives for the hotel’s operations, as proactive measures. The novelty of the findings is to be able to convey valuable inputs to the relevant stakeholders (hotel’s owner, consultants, designers, maintenance officers, hoteliers, staffs, customers and end-users) in perceiving the elements of green practices into the preliminary planning of the hotel’s design. The review also helps to identify practices and measures to the performance impact to the hotel’s operations.
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Wisanupong Potipiroon and Hataikwan Junthong
Drawing upon conservation of resources (COR) theory, this study aims to examine whether benevolent leadership from top hotel leaders can foster employees' work engagement during…
Abstract
Purpose
Drawing upon conservation of resources (COR) theory, this study aims to examine whether benevolent leadership from top hotel leaders can foster employees' work engagement during COVID-19 via two valued career-related resources, namely organizational career management (OCM) and individual career management (ICM). This study also proposes that the importance of ICM as a resource diminishes when ICM plays a prominent role.
Design/methodology/approach
Survey data were collected from 600 employees in 20 hotels located in a major tourist destination in Thailand during COVID-19. The data were analyzed using latent moderated mediation structural equation modeling (SEM).
Findings
This study found that the relationship between hotel leaders' benevolent leadership and employees' work engagement was mediated by both OCM and ICM. Furthermore, as expected, this study found that the indirect effect of benevolent leadership via OCM was weaker when ICM was high.
Practical implications
This study sheds light on the importance of hotel leaders and career management activities in promoting employees' work engagement. Thus, despite concerns that investing in career management activities might lead employees to manage themselves out of the organization, the current findings indicate otherwise.
Originality/value
Based on the resource-gain perspective, this study contributes to the leadership and hospitality literature by being among the first to show that the influence of benevolent leadership on work engagement occurs through the simultaneous mediating roles of OCM and ICM. Moreover, this study contributes to the current debate about the interactive effects of OCM and ICM.
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Yixuan Zhao, Guangyuan He, Danxia Wei and Shuming Zhao
The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors…
Abstract
Purpose
The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation.
Design/methodology/approach
This study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises.
Findings
The results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process.
Originality/value
This study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.
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Javaid Ahmad Wani and Shabir Ahmad Ganaie
The purpose of this study is to explore the association between select human resource management practices and employee performance in academic libraries in India.
Abstract
Purpose
The purpose of this study is to explore the association between select human resource management practices and employee performance in academic libraries in India.
Design/methodology/approach
The current study uses the quantitative method of research. Partial least squares-structural equation modelling (PLS-SEM) was used to analyse the results. The current study uses a cross-sectional approach by using a convenient sampling method. The sample size of the study was 163, which was adequate for conducting PLS-SEM analysis.
Findings
The study found a significant positive correlation between human resource management practices and employee performance in academic libraries. This suggests that the implementation of effective human resource management practices has a beneficial impact on various aspects of employee performance.
Research limitations/implications
The study’s cross-sectional design may limit the ability to establish causality or determine the direction of the relationship between human resource management practices and employee performance. The study may have limitations regarding the sample size and its representativeness. If the sample is small or limited to specific academic libraries in India, it may not be possible to generalise the findings to a broader population of academic libraries in the country or to libraries in other regions or countries.
Practical implications
The study has practical implications for academic libraries in India. By recognising the significant correlation between human resource management practices and employee performance, libraries can prioritise the implementation of effective human resource management strategies. This includes aligning human resources practices with organisational goals, focusing on employee development and engagement and adopting best practices in recruitment, training and performance management.
Social implications
This study can have broader social implications by promoting a supportive and productive work culture that positively impacts the academic library community.
Originality/value
The paper focuses on a quite important and largely unexplored area of human resource management within the academic libraries sector.
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The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM…
Abstract
Purpose
The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.
Design/methodology/approach
Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.
Findings
The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.
Research limitations/implications
The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.
Practical implications
The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.
Originality/value
By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.
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Ibticem Ben Zammel and Tharwa Najar
Emphasis is placed on knowledge-sharing practices and their influence on the power structure influenced by the technological background of the organization. This paper aims to…
Abstract
Purpose
Emphasis is placed on knowledge-sharing practices and their influence on the power structure influenced by the technological background of the organization. This paper aims to focus on technological skills institutionalized to build organizational technological capital favoring the knowledge-sharing practices. It aims to extend the sociology literature by providing a conceptual background to explain the restructuring initiatives through the stabilizing role of technological capital.
Design/methodology/approach
Two comparative case studies have been conducted: the first study took place in a public company and the second study was carried out in a private company of telecommunication involving a documentary study, an observation and semi-structured interviews.
Findings
The findings in this paper show that the knowledge-sharing practices in the organizational field are stabilized by the technological capital. The technological capital promotes a knowledge management system and plays an important role in restructuring the established power within knowledge intensive organizations.
Practical implications
Chief executive officers are encouraged to promote sharing practices through developing an innovation culture and valuing technological skills. Relevance should be granted to the technological capital, which aligns the restructuring of a learning organization and promotes the knowledge management systems and stabilizes the organizational structure. Organizations should capitalize a set of technological skills as part of their organizational relevant capital.
Originality/value
Based on the practice theory of Bourdieu, this paper lights on the triad relation between knowledge sharing/organizational structure/technological capital through comparing between public/private management modes. A theoretical framework is proposed to overlap the ambiguity of the relation between knowledge and power.
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