Search results
1 – 10 of over 4000This article overviews some key contributions to service research from the organizational behavior/human resource management (OB/HRM) discipline with its strong focus on the role…
Abstract
Purpose
This article overviews some key contributions to service research from the organizational behavior/human resource management (OB/HRM) discipline with its strong focus on the role of employees. This focus complements the Marketing discipline’s heavy emphasis on customers, largely true of service research, overall.
Design/methodology/approach
Ten OB/HRM frameworks/perspectives are applied to analyzing the roles of people (with a focus on employees and modest consideration of customers as “partial” employees who co-create value) in a service organization context. Also, commentary is offered on how the frameworks relate to six key themes in contemporary service research and/or practice. The article concludes with five reflections on the role and status of employees in service research—past, present and future.
Findings
Employee roles in evolving service contexts; participation role readiness of both employees and customers; role stress in participating customers; an employee “empowered state of mind”; an emphasis on internal service quality; “strong” HRM systems link individual HRM practices to firm performance; service-profit chain with links to well-being of employees and customers; a sociotechnical system theory lens on organizational frontlines (OF); service climate as an exemplar of interdisciplinary research; emotional labor in both employees and customers; the Human Experience (HX); specification of employee experience (EX).
Originality/value
Service remains very much about people who still guide organizational design, develop service strategy, place new service technologies and even still serve customers. Also, a people and organization-based competitive advantage is tough to copy, thus possessing sustainability, unlike with imitable technology.
Details
Keywords
Alemayehu Molla, Victor Gekara, Stan Karanasios and Darryn Snell
Information technology (IT) personnels’ technical, business and behavioral skills are critical enablers for generating IT value. In an increasingly digitalized working environment…
Abstract
Purpose
Information technology (IT) personnels’ technical, business and behavioral skills are critical enablers for generating IT value. In an increasingly digitalized working environment where non-IT employees participate in digital innovations, a focus on IT personnels’ skills only doesn’t meet researchers’ need for a framework to study digital skills and managers’ need to address digital skills challenges across an enterprise’s workforce. Nevertheless, the digital skills topic is complicated by conceptual ambiguity and a lack of theoretically derived and empirically validated model. The purpose of this study is to address this problem.
Design/methodology/approach
Theoretically, this study draws on human capital (HC) and resource-based view (RBV) theories. Empirically, it follows mixed method combining interviews and a survey.
Findings
The digital skills construct is a multidimensional second order reflective construct. While its development is influenced by an organization’s commitment and exposure to digitalization, it influences the value organizations obtain from digitalization.
Research limitations/implications
This study conceptualizes the digital skills construct, identifying technology agnostic subdimensions that are meaningful beyond a particular digital domain [information and communication technology (ICT), information, Internet, Inter of Things (IoT)] and establishing a valid measure. Other researchers can improve both the indicators of the existing four conceptually distinct and managerially recognizable workplace digital skills dimensions as well as testing new ones.
Practical implications
Managers can use the instrument to assess the extent to which their non-IT workforces are equipped with digital skills and get strategic insights for specific interventions such as upskilling or buying in skills.
Originality/value
The main theoretical contribution of the paper is the conceptualization and validation of the digital skills construct for the non-IT workforce. Furthermore, we provide a theoretical framework to explain the factors that could influence the development of digital skills and demonstrate the impact that digital skills have on selected digitalization value indicators. This contribution provides the foundation for investigating the drivers, outcomes and the relationship of digital skills to other constructs such as digital transformation, innovation and firm performance.
Details
Keywords
Abeer F. Alkhwaldi, Buthina Alobidyeen, Amir A. Abdulmuhsin and Manaf Al-Okaily
This paper aims to propose a user adoption model of human resource information system (HRIS) in the Jordanian public sector by integrating the task technology fit (TTF) model and…
Abstract
Purpose
This paper aims to propose a user adoption model of human resource information system (HRIS) in the Jordanian public sector by integrating the task technology fit (TTF) model and the unified theory of acceptance and usage of technology (UTAUT).
Design/methodology/approach
Using a quantitative approach, survey data were collected using an online survey from employees working in four different public organizations in Jordan, and structural equation modelling has been used to validate the research model.
Findings
The study found that among the constructs of the UTAUT model performance expectancy, social influence and facilitating condition have a significant effect on users’ behavioural intention to adopt HRIS. Furthermore, the results also reveal that effort expectancy has an insignificant effect on adoption behaviour. The findings also show that all TTF hypotheses were supported by the data collected. Both task characteristics and technology characteristics have a significant effect on the TTF construct, which further determines users’ adoption behaviour.
Originality/value
These findings contribute to the extant academic literature and have practical implications, improving the understanding of the HRIS adoption and use in public sector organizations.
Details
Keywords
Jia-Min Li, Tung-Ju Wu, Yenchun Jim Wu and Mark Goh
This study aims to systematically map the state of work on human–machine collaboration in organizations using bibliometric analysis.
Abstract
Purpose
This study aims to systematically map the state of work on human–machine collaboration in organizations using bibliometric analysis.
Design/methodology/approach
The authors used a systematic literature review to survey 111 articles on human–machine collaboration published in leading journals to categorize the theories used and to construct a framework of human–machine collaboration in organizations. A bibliometric analysis is applied to statistically evaluate the published materials and measure the influence of the publications using co-citation, coupling and keyword analyses.
Findings
The results inform that the research on human–machine collaboration in the organizational field is targeted at four aspects: performance, innovation, human resource management and information technology (IT).
Originality/value
This work is the first exploratory piece to assess the extent and depth of research on human–machine collaboration.
Details
Keywords
Amani Fathi Jamal, Sam El Nemar and Georgia Sakka
This research explores the link between job redesign and skilling in three Lebanese service provider industries, aiming to understand how these factors affect organizational…
Abstract
Purpose
This research explores the link between job redesign and skilling in three Lebanese service provider industries, aiming to understand how these factors affect organizational agility, a crucial factor for efficiency and effectiveness and promote long-term interventions through job redesign, upskilling and reskilling.
Design/methodology/approach
This study employed two surveys, one for personnel (employees) and one for human aid managers (HR managers). These surveys collected data from 384 employees and 67 HR managers. The study utilized a work design questionnaire (WDQ), skilling application evaluation and the change acceptance model and testing to evaluate job redesign, skilling application effectiveness, technology acceptance and change readiness.
Findings
It was revealed that there is a significant and positive relationship between job redesign and the application of skilling programs. This relationship was shown to enhance organizational agility, with a particular focus on employees' technology acceptance and readiness for change. The integrated framework that combines job redesign, upskilling and reskilling was empirically tested and found to enable organizations to build their agility. The study also identified challenges and offered solutions for implementation, emphasizing the importance of employee responsiveness.
Practical implications
This research emphasizes the need for organizations to adapt job designs and enhance employee skills to enhance organizational agility, recommending a structured approach that combines job redesign and skill development efforts.
Originality/value
This research integrates job redesign, upskilling and reskilling in Lebanese service provider industries, contributing to organizational change and workforce development. It emphasizes technology acceptance and readiness for change.
Details
Keywords
Lerato Aghimien, Clinton Ohis Aigbavboa and Douglas Aghimien
The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less…
Abstract
The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.
Details
Keywords
Lerato Aghimien, Clinton Ohis Aigbavboa and Douglas Aghimien
The construction workforce plays a crucial role in the successful delivery of any construction project and, eventually, the performance of any construction organisation…
Abstract
The construction workforce plays a crucial role in the successful delivery of any construction project and, eventually, the performance of any construction organisation. Effectively managing these workforces becomes crucial. However, past studies have shown that workforce management within the construction industry has been on the back foot, with workers being seen as resources required to deliver construction projects. This situation begs the need for a construction workforce management model that can be tailored to an organisation’s situation and adopted to manage workers and improve organisational performance effectively. To this end, this chapter reviewed existing workforce management theories, models, and practices to develop a suitable approach towards managing the construction workforce. Ultimately, a strategic workforce management with a classical view using a soft workforce management approach that embraces employees’ empowerment and development through trust was proposed. Five major practices that best suit the soft workforce management approach were identified as key constructs in the proposed construction workforce management model.
Details
Keywords
Ximing Yin, Fei Li, Jin Chen and Yuedi Zhai
University–industry (UI) collaboration is essential for knowledge and technology exchange between higher education institutions and industries, enabling enterprises to accelerate…
Abstract
Purpose
University–industry (UI) collaboration is essential for knowledge and technology exchange between higher education institutions and industries, enabling enterprises to accelerate innovation. However, few studies have investigated the collaborative innovation mechanism through which UI collaboration can enhance the accumulation of firms' intellectual capital (IC) and how this, in turn, affects their innovation-driven development.
Design/methodology/approach
Drawing from the knowledge management and collaborative innovation theory, this research proposes a theoretical framework of the inter-organization relationship between enterprises and universities to investigate the influence mechanism of UI collaboration, including academic engagement and commercialization, on corporate performance as well as the mediating role of IC by employing survey that covers 177 UI collaborations.
Findings
Empirical results show that human capital and relational capital fully mediate the relationship between academic engagement UI collaboration and corporate economic performance, while human capital partially mediates the relationship between commercialization UI collaboration and corporate economic performance. Additionally, structural capital and relational capital partially mediate the relationship between academic engagement and corporate innovation performance, while structural capital fully mediates the relationship between commercialization and corporate innovation performance.
Originality/value
This study empirically investigates how academic engagement and commercialization impact corporate performance (i.e. innovation dimension or economic dimension). It uncovers this relationship's underlying mechanism by documenting the IC's mediating impact.
Details
Keywords
Dorothea Kossyva, Georgios Theriou, Vassilis Aggelidis and Lazaros Sarigiannidis
This study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource…
Abstract
Purpose
This study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource management (HRM) and employee turnover. Toward this end, drawing on the conservation of resources and job demands–resources theories, a three-dimensional model is examined, which includes the relationship between HRM, knowledge management (KM) and change management (CM), as well as their relationship with employee engagement and employee turnover intention.
Design/methodology/approach
The proposed research model has been studied with a sample of 168 talented employees in over six European countries, using a quantitative approach, involving the structural equation modeling method. All data were gathered by a multidimensional questionnaire via prolific, an academic crowdsourcing platform.
Findings
Results indicated that knowledge-intensive services firms may achieve higher talent retention through the interaction of HRM with KM and CM practices, which may lead to enhanced employee engagement.
Research limitations/implications
Possible limitations of the study include the relatively small sample size, the self-rate questions for the collection of data and the use of cross-sectional data.
Practical implications
To retain their talented employees, organizations should identify ways to improve their HRM, CM and KM practices. In addition, HR practitioners ought to include their talented employees in all organizational change and KM processes and create mechanisms that successfully support knowledge acquisition, creation, sharing, retention and codification.
Originality/value
To the best of the authors’ knowledge, this is the first study to examine various factors of retaining talented employees in knowledge-intensive services. Furthermore, the study took place in six European countries, i.e. UK, Poland, Italy, Germany, Portugal and Greece, where the research on talent retention is very limited.
Details