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The study aims to summarize the 20 years of literature published in takaful between 2000 and 2019 and propose some key areas as the directions for future research.
Abstract
Purpose
The study aims to summarize the 20 years of literature published in takaful between 2000 and 2019 and propose some key areas as the directions for future research.
Design/methodology/approach
The present study utilizes the systematic method of reviewing the literature. The SCOPUS database has been accessed, and 96 articles have been accounted for the analysis. The articles are grouped in their exclusive themes, such as consumer behavior, financial and nonfinancial performance, takaful models, human resources and governance.
Findings
Takaful research has widely covered marketing, finance, human resource, governance and stresses on its legal issues. Both qualitative and quantitative methodologies have been employed. The research gaps have been classified based on the respective areas. Large share of current body of takaful literature consists of the studies related to the application of behavioural theories to examine the behavioural intention to take up takaful services.
Originality/value
The study enriches the literature of takaful by reviewing articles according to their respective themes, thereby contributing to the significant findings missing from existing literature surveys.
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Bhawna, Sanjeev Kumar Sharma and Prashant Kumar Gautam
This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC…
Abstract
Purpose
This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.
Design/methodology/approach
The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.
Findings
The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.
Practical implications
These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.
Originality/value
The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.
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Krzysztof Borodako, Jadwiga Berbeka, Michał Rudnicki and Mariusz Łapczyński
This work aims to determine how innovation orientation (IO), built from six dimensions (strategic, structural-process, human resources, technological, organizational culture and…
Abstract
Purpose
This work aims to determine how innovation orientation (IO), built from six dimensions (strategic, structural-process, human resources, technological, organizational culture and market) affects organizational performance (OP) with the inclusion of knowledge management (KM) as a mediator and technological readiness (TR) as a moderator in the model.
Design/methodology/approach
Questionnaires completed by business service companies were analyzed using multiple regression analysis (path analysis), including the mediating variable (KM) and moderating variable (TR). The construct was validated with positive outcomes.
Findings
Of the eight hypotheses, six were supported. The study results show that strategic, technological, organizational culture and market dimensions of IO positively influence KM. On the other hand, KM plays an important role as a mediator in supporting the relationship between the four dimensions of IO and performance. Moreover, TR, as a moderator, positively affects the relationship between KM and OP.
Originality/value
The study is the first to explore the relationship between six dimensions of IO and KM in business service sector. Furthermore, this study provides evidence that TR can be beneficial for companies with respect to effective KM, which leads to the better performance.
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Paola Bellis, Daniel Trabucchi, Tommaso Buganza and Roberto Verganti
The coronavirus disease 2019 (COVID-19) pandemic has led to a global digitalization of organizational activities: the pandemic forced people and organizations to profoundly review…
Abstract
Purpose
The coronavirus disease 2019 (COVID-19) pandemic has led to a global digitalization of organizational activities: the pandemic forced people and organizations to profoundly review values, purposes and norms. However, the research on how digital technologies impact human relationships and interactions at work results fragmented. Still, the importance of understanding which behaviors and norms enhance social interactions and organizational performances in digital environments remains critical, especially after COVID-19 advent. Therefore, this study explores how human relationships change in a wholly digital environment and what to expect for the new normal.
Design/methodology/approach
The study first explores the research gap through a systematic literature review to clearly understand what emerged so far. Second, through semi-structured interviews and a focus group, an empirical analysis was conducted.
Findings
Findings suggest that both work and emotional dimensions are crucial to nurturing human relationships in a digital environment. More precisely, the study unveils the need for innovative leaders to review their approaches to communication and the work experience and consider the emotional dimension in terms of community purpose and individual well-being, while identifying rituals as an overlapping tool. Finally, the authors propose a parallelism between these results and the agile revolution to inspire leaders to rethink their leadership and behaviors getting closer to the agile approach, which may represent a valuable way to rethink human relations in our professional environment.
Originality/value
The paper sheds light on an ongoing phenomenon that touches the lives of each organizational actor. The two-step structure hopes to provide both a structured base of the knowledge developed to date, proposing a systematic view of what has been studied since the outbreak of the pandemic to date and to provide insights for future developments.
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The purpose of this paper is to analyze the conceptual framework about human resources downsizing and restructuring and how organizations of the public sector can do that…
Abstract
Purpose
The purpose of this paper is to analyze the conceptual framework about human resources downsizing and restructuring and how organizations of the public sector can do that effectively and efficiently. These facts drive to the conclusion that the implementation of early retirement incentives requires the most elaborate planning and execution to be effective, predictable and safe in the long term.
Design/methodology/approach
This paper adopts an analytical, descriptive methodology approach to describe the basic features of the data by using the descriptive research design. Data have been collected through different sources, which include secondary data, to introduce the theoretical literature of the subject as books, journals, articles, published working papers and referred previous studies related to the same subject.
Findings
Downsizing process is a deliberate administrative process that includes, but is not limited to, workforce reduction and is primarily aimed at achieving efficiency in public organizations. The definition of workforce downsizing may be narrowed to reducing the number of workers, or more likely to refer to general efforts to restructuring human resources in public organizations, Early Retirement Incentive Programs (ERIP) represents a viable alternative for organizations seeking to reduce staff. For the ERIP to be successful, the program coordinator must understand the business objectives and goals that the organization is trying to obtain.
Originality/value
Human resources strategies concerning downsizing public administration workforce should be more appropriate to those who leave the organization and those who stay at work, reducing the negative psychological, administrative and economical effects. This could be achieved through a strategy called early retirement incentive programs.
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Marie Molitor and Maarten Renkema
This paper investigates effective human-robot collaboration (HRC) and presents implications for Human Resource Management (HRM). A brief review of current literature on HRM in the…
Abstract
This paper investigates effective human-robot collaboration (HRC) and presents implications for Human Resource Management (HRM). A brief review of current literature on HRM in the smart industry context showed that there is limited research on HRC in hybrid teams and even less on effective management of these teams. This book chapter addresses this issue by investigating factors affecting intention to collaborate with a robot by conducting a vignette study. We hypothesized that six technology acceptance factors, performance expectancy, trust, effort expectancy, social support, organizational support and computer anxiety would significantly affect a users' intention to collaborate with a robot. Furthermore, we hypothesized a moderating effect of a particular HR system, either productivity-based or collaborative. Using a sample of 96 participants, this study tested the effect of the aforementioned factors on a users' intention to collaborate with the robot. Findings show that performance expectancy, organizational support and computer anxiety significantly affect the intention to collaborate with a robot. A significant moderating effect of a particular HR system was not found. Our findings expand the current technology acceptance models in the context of HRC. HRM can support effective HRC by a combination of comprehensive training and education, empowerment and incentives supported by an appropriate HR system.
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Fred Mear and Richard A. Werner
This paper contributes to the theory of the relationship between human resource management (HRM) and innovation at small- to medium-sized enterprises (SMEs) by conducting a…
Abstract
Purpose
This paper contributes to the theory of the relationship between human resource management (HRM) and innovation at small- to medium-sized enterprises (SMEs) by conducting a conceptual analysis of the question why Germany boasts by far the highest number of “Hidden Champion” SMEs. This is done by case studies from the army and public financial management of aid disbursal in developing countries. Implications for HRM at SMEs are discussed.
Design/methodology/approach
Conceptual analysis using case studies.
Findings
Contributing towards filling the gap concerning theoretical underpinnings of the link between HRM and innovation, we suggest that interdisciplinary work from relevant organisational case studies indicates that the concept of institutional design to provide motivational incentives may be relevant, especially concerning high performance systems with bundles of HRM practices. Specifically, the fundamental principle of subsidiarity is found to be important.
Research limitations/implications
The research is broadly applicable to organisations of all kinds, as the diverse case studies indicate. We point towards tentative implications for the firms that account for the majority of the work force, namely SMEs, and among them the most successful ones, the so-called “Hidden Champions”.
Practical implications
HR managers can improve motivation, performance and innovation by decentralising decision-making as far as possible, while ensuring the overall organisational goals are well understood and shared, and resources are dedicated to train and educate staff. Additionally, the conception of rank-order competitions complements the institutional design.
Social implications
Greater productivity and material performance as well as greater job satisfaction via larger autonomy and decision-making power on the local level can be achieved by the application of subsidiarity as key HRM configuration. This can be employed at SMEs, as discussed, but also other organisations. Further, the principle of subsidiarity and the greater emphasis on staff training and education may help reduce inequality.
Originality/value
Our paper contributes towards filling the gap in the literature on the link between HRM and innovation, by identifying the role of subsidiarity. We introduce an interdisciplinary perspective, with contributions from economics and psychology, among others. We also contribute to the history of HRM.
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Tingting Huang, Yilin Pan, Kai Zhu and Xinyuan Chen
This paper aims to study the impact of human resource heterogeneity on firms’ cash-holding policies.
Abstract
Purpose
This paper aims to study the impact of human resource heterogeneity on firms’ cash-holding policies.
Design/methodology/approach
The authors construct a proxy for human resource heterogeneity using the dissimilarity in employees’ skill structure between the firm and its peers in the same industry.
Findings
The authors report evidence that firms with heterogeneous human resources hold more cash than other firms. This effect is more pronounced in labor-intensive firms and firms more susceptible to hold-up by employees, i.e. firms located in regions with more labor disputes and firms surrounded by more external employment opportunities. In addition, the authors demonstrate that high cash holdings triggered by human resource heterogeneity reduce the scale and efficiency of firms’ capital investment.
Originality/value
This study highlights the role of human resource heterogeneity in determining firms’ cash policies. This paper adds to the understanding of labor adjustment costs within the firm and provides insights into firms’ cash-holding decisions.
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Thang Dang, Thai Tri Dung, Vu Thi Phuong and Tran Dinh Vinh
The purpose of this paper is to estimate the effects of human resource management (HRM) practices on firm outcomes at the firm level in Vietnam.
Abstract
Purpose
The purpose of this paper is to estimate the effects of human resource management (HRM) practices on firm outcomes at the firm level in Vietnam.
Design/methodology/approach
The paper employs a fixed-effects framework for the estimation using a panel sample of manufacturing firms from small- and medium-sized enterprise surveys between 2009 and 2013.
Findings
The paper finds that, on average, a firm that provides the training for new workers gains roughly 13.7, 10 and 14.9 percent higher in output value per worker, value added per worker and gross profit per worker, respectively, than the counterpart. Moreover, an additional ten-day training duration for new employees on average leads to a 4.1 percent increase in output value per worker, a 3.0 percent rise in value added per worker and a 3.0 percent growth in gross profit per worker. The paper also uncovers that a marginal 10 percent of HRM spending results in about 2 and 1.6 percent rises in output value per worker and value added per worker, respectively.
Originality/value
Using the case of Vietnam, this paper shows the important roles of HRM practices in explaining firm outcomes.
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Muhammad Ishtiaq Ishaq, Huma Sarwar, Simona Franzoni and Ofelia Palermo
Considering the significance of the human resource management (HRM) and corporate social responsibility (CSR) relationship, the aim of this research is twofold: first is to…
Abstract
Purpose
Considering the significance of the human resource management (HRM) and corporate social responsibility (CSR) relationship, the aim of this research is twofold: first is to measure the cultural differences between HRM, CSR and sustainable performance relationship (study 1) and second is to identify the how HRM instigates CSR and sustainable performance (study 2) in the hospitality industry of UK and Pakistan.
Design/methodology/approach
A mixed-method approach was used to collect the qualitative and quantitative data from upscale hotels. In Study 1, a multi-respondent and time-lagged strategy was employed to collect the data from 162 Pakistani and 290 UK upscale hotels. In Study 2, in-depth semi-structured interviews were conducted to understand the HRM–CSR–performance nexus.
Findings
The results of Study 1 highlight the significant cultural differences in the relationships of HRM–CSR–performance, while Study 2 explains that ethical culture, shared objectives, transparency, training and development, and economic incentives are the factors that push the employees to take part in CSR-related activities and attaining higher sustainable performance.
Originality/value
This study addresses the debate on the difference between cross-cultural studies related to implementing Western theories in shaping, developing and implementing business strategies, including CSR, HRM and sustainable performance in an Asian context.
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