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1 – 10 of over 9000Soojeen Jang, Yanghon Chung and Hosung Son
This study examines how employee participation in the performance measurement system affects the relationship between authentic leadership and job satisfaction.
Abstract
Purpose
This study examines how employee participation in the performance measurement system affects the relationship between authentic leadership and job satisfaction.
Design/methodology/approach
Survey data for this study were obtained from 322 employees in South Korea. Structural equation modeling and bootstrapping method were applied to test the proposed hypotheses.
Findings
This study first confirmed that authentic leadership positively affects job satisfaction. In addition, the results showed that employees' participation in developing performance measures partially mediated the relationship between authentic leadership and job satisfaction.
Practical implications
The findings imply that employees' participation in developing performance measures, which is promoted by authentic leadership, can be a strategy for enhancing job satisfaction. Therefore, in order to increase employees' job satisfaction, organizations need to promote employee participation in the performance measurement system and develop authenticity in leaders.
Originality/value
Employees' participation in developing performance measures has not been investigated sufficiently from the leadership perspective. This study expands the literature on the influence of employee participation in the performance measurement system on work-related outcomes by demonstrating that employees' participation in developing performance measures partially mediates the effect of authentic leadership on employee job satisfaction.
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Muhammad Zeshan, Olivier de La Villarmois and Shahid Rasool
This paper aims to find out the impact of enabling organizational control on employee affective organizational commitment. Moreover, based on self-determination theory, this paper…
Abstract
Purpose
This paper aims to find out the impact of enabling organizational control on employee affective organizational commitment. Moreover, based on self-determination theory, this paper also explains the process through which this relationship works.
Design/methodology/approach
This paper has adopted an explanatory study using a cross-sectional design. Data was collected from the alumni of a business school in France using a survey strategy. Structural equation modeling has been used to validate the measure and to test the hypotheses.
Findings
The results of this study reveal that there is a positive relationship between enabling organizational controls and employee affective organizational commitment. Moreover, this study also shows that this relationship is mediated by the satisfaction of the need for autonomy.
Practical implications
This study serves as a guide for the management to achieve organizational goals as well as employees’ organizational commitment.
Originality/value
This study enriches the literature in the field of organizational theory by showing the positive effect of enabling organizational control on employees’ affective commitment.
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Muhammad Zeshan, Tahir Masood Qureshi and Irfan Saleem
This paper aims to clarify the relationship between digitalization and the employees’ autonomy. It proposes a positive relationship between digitalization and employees. It…
Abstract
Purpose
This paper aims to clarify the relationship between digitalization and the employees’ autonomy. It proposes a positive relationship between digitalization and employees. It explains why strategic human resource management (HRM) is essential in this relationship. The study aims to solve the control autonomy paradox related to the use of technology in organizations.
Design/methodology/approach
The paper opted for the explanatory study using a cross-sectional design. Responses were received from the alumni of a French business school using the survey strategy. Structural equation modelling has been used to validate the measure and to test the hypotheses.
Findings
The paper provides empirical evidence for the positive relationship between digitalization and employees’ autonomy. It suggests that an enabling control-based HRM system mediates the positive relationship between digitalization and autonomy.
Originality/value
The study enriches the literature in information technology by solving the control autonomy paradox associated with information technology. Moreover, the study also highlights the importance of an enabling control-based HRM system by underlining its role in developing the empowering organizational context.
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Shantanu Shantaram Apte, Abhijit Vasant Chirputkar and Abhijeet Lele
Relative performance evaluation (RPE) is a widely practiced employee appraisal process in the services industry. In a global delivery model, teams are spread across different…
Abstract
Purpose
Relative performance evaluation (RPE) is a widely practiced employee appraisal process in the services industry. In a global delivery model, teams are spread across different geographical locations. The team members work on various tasks under the guidance of different managers and at times under more than one manager for performing the same task. Such complexities make RPE of the team members quite challenging. The paper proposes a methodical step-by-step approach to simplify the evaluation process without compromising on the rigour.
Design/methodology/approach
RPE has followed three different approaches. First is the traditional way, wherein evaluators had a common meeting to discuss and arrive at relative evaluation and ranking of members of the peer group employees. In the second, the number of evaluators and employees in a peer group were split in to 2 subgroups. The evaluators provided independent ratings and rankings. Simple mathematical tool then derived the combined ranking. In the third approach, each evaluator evaluated each employee in the peer group and provided the relative ranking for each employee. Again, mathematical tools provided the final ranking considering inputs from all evaluators. All the three evaluation approaches were analysed through an inter-rater agreement method.
Findings
All the three approaches for evaluation provided similar results giving confidence that less time-consuming methods could be adopted by evaluators without compromising on the rigour of the evaluation. The outcome of the exercise proved effective as the complaints reaching the ombudsmen reduced as compared to the earlier years. Considerable evaluation time was also saved. The study described in this paper is carried out in a non-unionized, Indian private sector services firm. Its effectiveness in other set ups is yet to be tested.
Research limitations/implications
The research is carried out in the Indian Engineering services firm operating in the Knowledge based sector. Though study results are encouraging, the adaptability of methodology across different sectors and geographies is yet to be tested. More broad based studies are needed to evaluate suitability across firms and regions.
Practical implications
Relative evaluation exercise is challenging for evaluators. Although openness in evaluation is desired, it also makes evaluators uncomfortable in appearing to be taking sides or being opposing a candidate's ranking. The proposed approach brings in anonymity to each evaluator without scarifying individual evaluation.
Social implications
The proposed methodology can be deployed across different services industries as the proposed methodology is business domain agnostic. It can be easily ported and tailored to align with an individual organization's evaluation philosophy. The suitability and effectiveness of the method can be studied under various types of firms like manufacturing, private, public, NGO, labour oriented, etc. As the proposed method reduces efforts, the stake holders can focus on understanding the relation between employee performance measurement, employee engagement, and long-term outcomes related to employee performance evaluation.
Originality/value
The proposed employee evaluation method leverages inter-rater reliability and agreement tool as a consensus approach to the relative performance ranking exercise. Such an approach to relative performance ranking is original as no prior studies with such an approach are found in the existing Literature.
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Ester Lisnati Jayadi and Helena Forslund
This study aims to explore how to apply and integrate the performance management (PM) process in humanitarian supply chains (HSCs) among and between humanitarian organizations…
Abstract
Purpose
This study aims to explore how to apply and integrate the performance management (PM) process in humanitarian supply chains (HSCs) among and between humanitarian organizations (HOs) and donors so as to improve cost-efficiency (CE) and lead-time effectiveness (LTE) in the stage of natural disaster preparedness.
Design/methodology/approach
This study adapts and operationalizes a framework for the PM process used in commercial supply chains to assess HSCs. A multiple-case study with two types of actors – six HOs and three donors—is used to describe the applications of the PM process and analyze the level of integration between the actors.
Findings
The activities in the PM process could sometimes be only vaguely described. Both actors emphasized improving CE, with less emphasis on LTE. Both actors have a low level of integration in each PM process activity, decreasing the CE and LTE. Therefore, guidelines for improving the level of PM process integration are provided.
Research limitations/implications
To the best of the authors’ knowledge, this study is one of the first to combine literature on HSCs and PM process integration, thereby contributing to both literature fields. The concrete contribution of this study is a framework for PM process application and integration among and between HOs and donors.
Practical implications
The PM process framework can be used to assess PM process application, as well as current and increased level of integration, to improve CE and LTE. The current applications can also inspire other HOs and donors.
Originality/value
Previous studies indicate the lack of frameworks in the PM domain of HSCs, especially in the stage of natural disaster preparedness.
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Li Lin-Schilstra, Yuntao Bai, Lan Lin and Changwei Mo
Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate…
Abstract
Purpose
Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.
Design/methodology/approach
The authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.
Findings
The authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.
Practical implications
The findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.
Originality/value
In sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.
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Mohammad M. Taamneh, Manaf Al-Okaily, Jamal Daoud Abudoleh, Rokaya Albdareen and Abdallah M. Taamneh
The purpose of this study was to investigate the connection between green human resource management (GHRM) and corporate social responsibility (CSR). In addition, this study also…
Abstract
Purpose
The purpose of this study was to investigate the connection between green human resource management (GHRM) and corporate social responsibility (CSR). In addition, this study also investigates how the impact of GHRM varies depending on the extent of transformational leadership.
Design/methodology/approach
Adopting a quantitative approach, the sample consists of 376 employees who hold leadership positions in the academic body and those who work in human resources units at universities who won the Web Metric Award.
Findings
Results have shown that all GHRM practices were found to have a significant and positive effect on CSR. In addition, the findings revealed that transformational leadership positively moderates the relationship between GHRM and CSR.
Originality/value
The findings of this study contribute to the existing body of knowledge by providing empirical evidence of the positive relationship between GHRM practices, transformational leadership and CSR performance. In addition, the study highlights the moderating influence of transformational leadership on the relationship between GHRM and CSR, suggesting that transformational leadership can increase the efficacy of GHRM practices in promoting CSR outcomes.
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Guilherme Tortorella, Anupama Prashar, Jiju Antony, Roberto Vassolo, Alejandro Mac Cawley, Rodrigo Peimbert Garcia and Daniel Luiz de Mattos Nascimento
This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.
Abstract
Purpose
This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.
Design/methodology/approach
A mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs.
Findings
Findings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results.
Originality/value
This study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events.
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Xiaoying Tang, Mengjun Wang and Hui Li
The purpose of this study is to examine whether service innovation capability can affect firm performance in the architecture, engineering and construction (AEC) context, and, if…
Abstract
Purpose
The purpose of this study is to examine whether service innovation capability can affect firm performance in the architecture, engineering and construction (AEC) context, and, if so, how.
Design/methodology/approach
This study developed a theoretical framework illustrating the performance impacts of service innovation capability through the business model in the AEC sector. An empirical study was conducted to test the hypotheses using 374 valid questionnaires using structure equation model (SEM).
Findings
The results verify that service innovation capability positively influences firm performance mediated by the business model. As to the direct effect, service innovation capability is positively associated with firm performance.
Originality/value
This study highlights how service innovation capability affects performance and reveals the underlying mechanism.
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Ankita Shukla, Loveneet Mishra and Alka Agnihotri
Digital technology has had a massive impact on business management procedures, driving modifications. The goal of this study is to figure out how human resource management (HRM…
Abstract
Digital technology has had a massive impact on business management procedures, driving modifications. The goal of this study is to figure out how human resource management (HRM) in businesses should change as digital technology develops. Via social, mobile, analytic and cloud technology, businesses can monitor and ensure that preconceptions and assumptions inside the organization drive acceptable behaviour. The outcomes of this study reveal that information transformation has influenced jobs growth, labour supply and the composition of corporate talent. Management and control in management of human resources (HR) should give way to empowerment. The goal of the current review is to examine current technological trends in HRM-related enterprises. Peer-reviewed articles from databases like EBSCO, Emerald and Sage publications provide the foundation of the review. Since there are few academic articles on the subject of the study, which covers technology in HRM and cloud in HRM, references from organizational reports have also been incorporated. Utilizing digital technologies in HR will increase organizational performance through decisions involving talent, forecasting workforce requirements and maximizing talent through planning and development. Informed decision-making will also allow HR to assist an organization in achieving corporate objectives. It also makes it possible to manage staff members through hiring, training, job happiness, productivity and task assignment based on qualifications. Additionally, it aids in determining the cause of attrition and locating high-value individuals who are departing.
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