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1 – 10 of 18Marta Juchnowicz, Hanna Kinowska and Hubert Gąsiński
The literature currently offers only fragmentary insights into the research on the relationship between employee emotions and human resource management (HRM). Therefore, further…
Abstract
Purpose
The literature currently offers only fragmentary insights into the research on the relationship between employee emotions and human resource management (HRM). Therefore, further research is essential to bridge this knowledge gap. Our study aims to identify the mediating effects of positive employee emotions and exhaustion in the relationship between HRM and employee engagement.
Design/methodology/approach
Drawing on the literature review findings, a conceptual model was formulated to illustrate the relationship between HRM, employee emotions and engagement. A confirmatory analysis was conducted using structural equation modelling (SEM CFA) on a sample of 1,000 employees to validate the proposed model. The data were collected in 2021, with a particular emphasis on exploring the indirect influence of HRM on engagement through positive employee emotions and exhaustion.
Findings
The quantitative research aimed to test a model depicting the relationship between HRM and employee emotions. The findings indicate the robust effect of HRM on positive employee emotions and exhaustion. The authors observed significant variation in the level of impact depending on the size of the organisation (stronger in large firms) and the sector (stronger in the public sector).
Originality/value
The study bridges the gap in our understanding of the link between HRM and employee emotions. It would be advisable to further explore the specific impact of individual HRM practices on both positive and negative employee emotions. It is worth extending the scope of future research to explore components of the investigated constructs as well as mediators and moderators of the relationship between HRM and employee emotions.
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Indu Nath Jha, Durba Pal and Subhadip Sarkar
In the dynamic landscape of the modern business world, the pursuit of employee well-being and satisfaction with life (SWL) has gained prominence. Yet, few studies exist on SWL…
Abstract
Purpose
In the dynamic landscape of the modern business world, the pursuit of employee well-being and satisfaction with life (SWL) has gained prominence. Yet, few studies exist on SWL among Indian working professionals. This study aims to investigate the impact of inclusive leadership (IL) on the employees’ SWL. Moreover, employing a mediation approach, the study also reveals the mediating role of workplace inclusion (WI) and career satisfaction (CS) in the relationship between IL and SWL.
Design/methodology/approach
The study involves a cross-sectional quantitative approach, drawing upon a sample of 279 professionals belonging to the Indian IT sector by administering standardized questionnaires. Data were analyzed using PLS through SmartPLS4.0 software.
Findings
The findings reveal a fully complementary mediating role of WI and CS in the IL–SWL relationship, supporting the hypothesized mediation model.
Research limitations/implications
This finding implies that leaders, with their inclusive behavior, can significantly influence employees’ SWL when accompanied by a sense of inclusiveness and CS among employees. The study offers valuable insights for organizations and leaders seeking to enhance employee satisfaction in the IT sector, emphasizing the significance of career-focused and inclusive practices in the workplace through leadership to promote a fulfilling workplace.
Originality/value
This study represents a pioneering effort to integrate the relationship between IL and SWL within the Indian context, going beyond the existing literature on WI and SWL. Additionally, the research model explores the influence of WI and CS in the IL–SWL relationship, a novel approach that has not been previously investigated.
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Peter Nilsson and Maria Gustavsson
Staff shortages in the healthcare sector increase the competition for qualified staff. A magnet hospital is intended to attract, and retain healthcare professionals. This article…
Abstract
Purpose
Staff shortages in the healthcare sector increase the competition for qualified staff. A magnet hospital is intended to attract, and retain healthcare professionals. This article aims to investigate the challenges related to implementation of a magnet hospital model, and given these challenges, to analyse the interplay between different organisational levels in a Swedish hospital.
Design/methodology/approach
The data collection followed the implementation of a magnet hospital model and consisted of 14 meeting observations, 31 interviews and 13 document analyses.
Findings
The model implementation was driven by a top-down approach, with accompanying bottom-up activities, involving healthcare professionals, to ensure adaption to the hospital’s conditions at different organisational levels. The findings revealed that the model was more appealing to top management, seeking a standardised solution to attract and retain nurses. Clinic managers preferred tailor-made solutions for managing their employee resourcing challenges. Difficulties in translating and contextualising the model to the hospital’s conditions created challenges at every organisational level. Some were contained within a level while others spread to the organisational level below and turned into something else.
Originality/value
Apart from unique empirical material depicting the implementation of a magnet hospital model as an effort to attract and retain healthcare professionals, the value of this study lies in the attention given to the challenges that arise when responsibility for implementing a management model is shifted from top management to change agents tasked with facilitating and executing the organisational change.
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Emanuela Caracuzzo, Andrea Caputo, Antonino Callea, Claudio Giovanni Cortese and Flavio Urbini
Playful work design (PWD) is a set of proactive strategies implementing fun and self-challenge at work to actively create better work conditions. Following the job…
Abstract
Purpose
Playful work design (PWD) is a set of proactive strategies implementing fun and self-challenge at work to actively create better work conditions. Following the job demands-resources theory, this study aims to investigate the effects of PWD’s dimensions – i.e. “designing fun” and “designing competition” – on task and contextual performance (Study 1) and on the dimensions of organizational citizenship behaviors (OCBs) – i.e. altruism, conscientiousness and civic virtue (Study 2). Furthermore, the present research investigates the mediating role of work engagement (WE) for both studies.
Design/methodology/approach
Two samples of 339 and 141 Italian workers participated by filling in a self-report questionnaire. Measuring models and hypotheses have been tested by structural equation models.
Findings
Results suggest that WE partially mediates the relationship of the “designing competition” subdimension of PWD with task and contextual performance (Study 1) and with conscientiousness and civic virtue of OCBs, while “designing fun” shows a positive direct relationship only with altruism (Study 2).
Originality/value
This paper contributes to expanding knowledge about PWD’s effectiveness in facilitating performance and positive behaviors. Furthermore, it disentangles the different effects of PWD’s dimensions on performance. In light of the results, both employees and managers should be aware of the beneficial consequences of introducing fun and self-competitiveness when completing their own work activities.
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Kyung Nam Kim, Jia Wang and Peter Williams
In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’…
Abstract
Purpose
In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development.
Design/methodology/approach
The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy.
Findings
This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers.
Originality/value
This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.
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This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Abstract
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Findings
The seasonal tourism industry is seeking employees to undertake further training at their own expense, but without guaranteed work this is proving hard to encourage and utilize.
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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Michael Pittman, Sangwon (Sean) Jung and Susan Elizabeth Gordon
This study aims to examine the sequential effects of work–personal conflict (WPC) and work environment (WE) on turnover intention (TI) with a focus on generational differences in…
Abstract
Purpose
This study aims to examine the sequential effects of work–personal conflict (WPC) and work environment (WE) on turnover intention (TI) with a focus on generational differences in the restaurant context.
Design/methodology/approach
To test the two-model approach, this study uses a moderated mediation analysis based on developed scenarios for survey questionnaires completion by participants.
Findings
The results found that WE and personal–work conflict each have a unique sequential effect on TI. However, younger generations perceived external conflicts to affect their personal lives more than older generations. For older generations, external conflict affecting personal life had caused higher intentions to quit their jobs.
Originality/value
The study provides the unique contribution of studying the sequential effects of WPC and WE on TI. Furthermore, this study helps to fill the gap of generational research by testing generational perceptions of these relationships.
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William E. Donald, Beatrice I.J.M. Van der Heijden and Graham Manville
By adopting a Social Exchange Theory (SET) lens, this paper aims to integrate the often-fragmented literature streams of Vocational Behavior (VB), Career Development (CD), and…
Abstract
Purpose
By adopting a Social Exchange Theory (SET) lens, this paper aims to integrate the often-fragmented literature streams of Vocational Behavior (VB), Career Development (CD), and Human Resource Management (HRM) to offer a conceptual model for framing sustainable careers.
Design/methodology/approach
A conceptual approach is taken whereby eight propositions are developed to integrate the fragmented literature streams of VB, CD, and HRM.
Findings
We posit that external factors and career counseling moderate the positive relationship between employability capital and self-perceived employability. We also argue that self-perceived employability is positively associated with career success and that career crafting moderates this relationship. Finally, we propose that career success is positively associated with a sustainable career, which, in turn, is positively associated with a sustainable organization.
Practical implications
The practical contribution comes from informing VB, CD, and HRM policies and practices to maximize sustainable outcomes for individuals and organizations. The paper concludes with recommendations for future research.
Originality/value
The theoretical contribution comes from integrating the three literature streams to offer a conceptual model as the basis for further interdisciplinary collaborations.
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Nunzia Nappo, Damiano Fiorillo and Giuseppe Lubrano Lavadera
There is extensive literature on the determinants of job tenure insecurity. However, very little is known about the individual drivers of labour market insecurity. Additionally…
Abstract
Purpose
There is extensive literature on the determinants of job tenure insecurity. However, very little is known about the individual drivers of labour market insecurity. Additionally, while a piece of literature shows that volunteering improves workers' income, no study considers volunteering as an activity which could help workers to feel more confident about their perception of labour market insecurity if they lost or resigned their jobs. Therefore, purpose of this paper is to study whether workers who volunteer are less likely to perceive labour market insecurity.
Design/methodology/approach
The paper employs data from the sixth European working conditions survey which provides a great deal of information on working conditions. For the empirical investigation, probit model as well as robustness analysis have been implemented.
Findings
Results show that employees who do voluntary activities have a greater likelihood of declaring perceived labour market insecurity, which is nearly 3 percentage points lower, than employees who do not volunteer. Findings suggest that governments need to improve the relationship between for-profit and non-profit sectors to encourage volunteering.
Originality/value
This is the first study which considers volunteering as an activity which could help workers to feel more confident about their perception of “labour market insecurity”. Most of the studies on “labour market insecurity” do not focus on the workers individual characteristics but mainly on the labour markets institutional characteristics and welfare regimes differences.
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Inga-Britt Gustafsson, Lars Wallin, Ulrika Winblad and Mio Fredriksson
A local healthcare organisation providing healthcare to 288,000 residents in Sweden struggled with a longstanding budget deficit. Several attempts to overcome the demanding…
Abstract
Purpose
A local healthcare organisation providing healthcare to 288,000 residents in Sweden struggled with a longstanding budget deficit. Several attempts to overcome the demanding financial situation have failed. A decommissioning programme was launched, and two years later, an evaluation indicated positive outcomes. The aim of this study was to explore factors politicians and public servants perceived as enablers to the successful implementation of the programme.
Design/methodology/approach
A deductive content analysis approach using a framework of factors facilitating successful implementation of decommissioning decisions was applied to analyse interviews with 18 informants.
Findings
Important factors were: (1) a review report contributing to the clarity of evidence, which (2) made the clarity of the rationale for change undeniable and (3) strengthened the political support for change. Additional factors were: (4) the strength of executive leadership, (5) the strength of clinical leadership supported by (6) the quality of project management and (7) a cultural and behavioural change seen as an important outcome for the path forward. A way to maximise the potential for a successful implementation of a large-scale decommissioning programme is to build a shared vision and a collaboration grounded in convincing evidence. Include public servants with a clinical background in the executive leadership team to contribute with legitimacy, competence, and trust in the decommissioning programme’s intention.
Originality/value
The paper addresses the limited knowledge of best practices in decommissioning processes and contributes empirical knowledge from a successful case.
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