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Article
Publication date: 6 April 2020

Simone Meskelis and J. Lee Whittington

The purpose of this study is to contribute to the understanding of how personality traits and leadership styles impact employee engagement.

Abstract

Purpose

The purpose of this study is to contribute to the understanding of how personality traits and leadership styles impact employee engagement.

Design/methodology/approach

A field study involving a total of 100 participants was conducted to investigate the relationship between honesty–humility, authentic leadership and employee engagement. Hypotheses were tested using correlation and regression analyses.

Findings

The results show that honesty–humility impacts employee engagement and that authentic leadership functions as a substitute for honesty–humility.

Research limitations/implications

Further studies are necessary to examine how honesty–humility interacts with other leadership styles. Further studies can also expand the understanding of this relationship across different cultures.

Practical implications

Employees bring engagement to work through their individual traits but organizations can help create an environment that fosters engagement through positive leadership behavior such as authentic leadership.

Originality/value

This study extends the understanding of the role of individual differences beyond the established Big Five model, by adding the honesty–humility dimension. In addition, the authors examine the moderating effects of authentic leadership on the relationship between honesty–humility and engagement.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 10
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 15 April 2020

Enoch Kusi Asare, J. Lee Whittington and Robert Walsh

Accounting work is characterized by high job demands and tight deadlines. With less task variety, accounting work is susceptible to employee disengagement. This paper aims…

Abstract

Purpose

Accounting work is characterized by high job demands and tight deadlines. With less task variety, accounting work is susceptible to employee disengagement. This paper aims to examine the role of enhanced performance management practices as intervention mechanism to the disengagement among accountants.

Design/methodology/approach

A total of 105 accountants participated in an online survey, answering self and social reports. Hypotheses were tested using regression analyses.

Findings

Enhanced performance management practices promote engagement among accountants. In turn, engagement promotes job satisfaction and affective commitment among accountants.

Research limitations/implications

Further studies are necessary to test the study’s findings. Future research should focus on replicating this study in other settings.

Practical implications

Performance planning and implementation are critical to enhancing accountants’ work attitudes and behaviors.

Originality/value

The accounting literature has consistently addressed negative accounting work outcomes from the perspective of burnout (a negative approach). This paper addresses the issue from the perspective of engagement (a positive approach).

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Book part
Publication date: 25 April 2013

J. Lee Whittington, Victoria McKee, Vicki L. Goodwin and R. Greg Bell

Transformational leadership has been found to positively influence employee attitudes and behaviors. However, research also has shown that a variety of task and…

Abstract

Transformational leadership has been found to positively influence employee attitudes and behaviors. However, research also has shown that a variety of task and motivational factors lead to similar outcomes. Yet, little research has explored the potential interaction of transformational leadership with these other factors. We utilize fuzzy-set/qualitative comparative analysis to explore the ways these factors may interact to produce positive employee outcomes. Specifically, we found that high levels of employee commitment and performance can be achieved in the absence of a transformational leader through various “bundles” of enriched jobs, challenging goals, and high quality leader–follower relationships.

Details

Configurational Theory and Methods in Organizational Research
Type: Book
ISBN: 978-1-78190-778-8

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Article
Publication date: 7 September 2010

J. Lee Whittington and Timothy J. Galpin

Attracting and retaining a talented work force is a strategic imperative. Doing so requires organizations to create an overall context through a set of macro‐level

Abstract

Purpose

Attracting and retaining a talented work force is a strategic imperative. Doing so requires organizations to create an overall context through a set of macro‐level organizational practices we refer to as the HR value chain. However, this organizational context must be supplemented at the micro level through leader behavior, job characteristics, and challenging goals. An evidence‐based integrative model of organizational practices is developed that will lead to a high level of employee engagement.

Design/methodology/approach

The paper addresses several key questions: Do engaged employees perform better than those that are not engaged? How should companies best organize their HR processes at a firm‐wide level to foster employee engagement? What should companies do at an employee level to foster engagement? What is the role of employee to manager trust in employee engagement? A review and summary of existing empirical literature from the areas of employee engagement, human resources, strategy, and leadership was assembled to answer these questions and provide an evidenced‐based set of prescriptions for practicing managers seeking to enhance employee engagement.

Findings

The evidence presented supports seven key engagement principles characterized by: an integrated HR value chain; full‐range leader behaviors incorporating contingent reward and transformational behaviors; job enrichment through variety, significance, and task identity; challenging and specific performance goals; in‐role job performance; extra‐role performance behaviors; and employee trust in their leader.

Originality/value

The content of the paper is useful to executives and managers in firms of various sizes and across industries by: presenting empirically‐based evidence that engaged employees perform better than those that are not engaged; providing pragmatic recommendations regarding how to establish firm‐wide human resources process that foster workforce engagement; providing practical recommendations regarding what companies should do at an employee level to foster engagement; explaining the role of employee to manager trust in employee engagement; providing a bridge across the often decried gap between academic research and the practice of management.

Details

Journal of Business Strategy, vol. 31 no. 5
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 13 July 2012

Timothy Galpin and J. Lee Whittington

The purpose of this article is to show how a previously developed multi‐level model of employee engagement can be leveraged to implement a comprehensive sustainability

Abstract

Purpose

The purpose of this article is to show how a previously developed multi‐level model of employee engagement can be leveraged to implement a comprehensive sustainability strategy. By combining macro‐level (organization‐wide) with micro‐level (manager to employee) leadership practices, management teams can more effectively engage their entire workforce in sustainability endeavors.

Design/methodology/approach

A narrative synthesis approach is used to integrate extant empirical and practitioner literature spanning various disciplines in order to apply a comprehensive model for leading sustainability efforts.

Findings

The path to successful sustainability efforts hinges on both “macro” and “micro” organizational factors. Combining these factors provides management with a powerful approach that engages a workforce in sustainability endeavors, resulting in positive employee‐level and organizational‐level sustainability performance.

Research limitations/implications

If research is reported on in the paper this section must be completed and should include suggestions for future research and any identified limitations in the research process. Applying the engagement model to corporate sustainability efforts is an important advancement in the theoretical sustainability literature. It is applicable to multiple sustainability efforts, and may be applied regardless of the industry or the size of the companies undertaking sustainability initiatives. The model provides guidance for researchers who are seeking to frame their inquiry from a multi‐level perspective and in relation to other disciplines. Future research should focus on the relationship between the different leadership factors identified in the model and sustainability performance.

Practical implications

Despite the observations into what needs to be done around sustainability, many organizations do not quite seem to know how to do it. Therefore, the model presented provides a road map that can be used to structure management's approach to their sustainability endeavors.

Originality/value

A gap exists in both the practitioner and academic literature regarding the development of a model that encompasses the key elements of corporate sustainability efforts from inception to implementation. Moreover, no clear leadership model exists with the expressed purpose of creating the most effective employee engagement during corporate sustainability efforts. In this paper it is demonstrated how a previously developed workforce engagement model can be leveraged to implement a comprehensive sustainability strategy. The multi‐level model provides a foundation for the formulation, implementation and successful execution of sustainability efforts.

Details

Journal of Business Strategy, vol. 33 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 9 July 2018

Alima Aktar and Faizuniah Pangil

The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and…

Abstract

Purpose

The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh.

Design/methodology/approach

The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method.

Findings

This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance.

Originality/value

Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.

Details

International Journal of Sociology and Social Policy, vol. 38 no. 7-8
Type: Research Article
ISSN: 0144-333X

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Book part
Publication date: 25 April 2013

Abstract

Details

Configurational Theory and Methods in Organizational Research
Type: Book
ISBN: 978-1-78190-778-8

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Article
Publication date: 2 February 2015

Timothy Galpin, J. Lee Whitttington and Greg Bell

The purpose of this article is to present a multidisciplinary model that can be used as both a road map for practicing managers to create a sustainability focused culture…

Abstract

Purpose

The purpose of this article is to present a multidisciplinary model that can be used as both a road map for practicing managers to create a sustainability focused culture within their own organizations, and as a guide for future research into the relationship between organizational culture and sustainability.

Design/methodology/approach

A narrative synthesis approach is used to integrate extant empirical and practitioner literature spanning various disciplines to build a comprehensive model, including key propositions, to assist both practitioners and researchers alike. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided.

Findings

Building an organizational infrastructure that fosters a culture of sustainability results in positive employee- and organizational-level sustainability performance.

Research limitations/implications

The model presented is an important advancement in the sustainability literature. It is applicable to various sustainability efforts, and it may be applied regardless of the industry or the size of the companies undertaking sustainability initiatives. The model provides a framework to guide research into the relationship between organizational culture and sustainability. Future research should focus on the relationship between the different organizational factors identified in the model, organizational culture and sustainability performance.

Practical implications

The multidisciplinary model presented can be used as a road map for practicing managers to create a sustainability focused culture within their own organizations.

Originality/value

A gap exists in both the empirical and practitioner literature regarding the development and assessment of the organizational factors that foster a culture of sustainability. Moreover, no clear model exists with the expressed purpose of helping leaders create such a culture, while providing a framework to guide research into the relationship between organizational culture and sustainability. In this paper, a comprehensive model, including key propositions, to assist both practitioners and researchers alike is presented. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided.

Details

Corporate Governance, vol. 15 no. 1
Type: Research Article
ISSN: 1472-0701

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Article
Publication date: 17 June 2019

Kalyan Bhaskar and Bipul Kumar

The purpose of this study is, first, to understand if the firms are displaying integrated approach toward electronic waste management and sustainability and, second, is…

Abstract

Purpose

The purpose of this study is, first, to understand if the firms are displaying integrated approach toward electronic waste management and sustainability and, second, is there a business case for linking e-waste management with sustainable development goals (SDGs) pronounced by the United Nations.

Design/methodology/approach

This study conducts an extensive literature review to gather perspective from multiple disciplines and also carries out content analysis of annual reports/sustainability reports of the firms.

Findings

Bulk consumers have sustainability policies and/or strategies but many of these firms have not linked their e-waste management with their sustainability strategies practices. Also, based on the elaboration of different perspectives, this study provides an integrative framework that suggests focus of a particular perspective on a given SDG and commensurate business approach by the firms to find a synergy between the two.

Research limitations/implications

This study provides a wider perspective on the subject of electronic waste management and its linkage with SDGs to create business case, thus opening up many theoretical avenues.

Practical implications

The policy like extended producers’ responsibility has a clear practical implication in terms of creating reputational capital for the firms by linking electronic waste management and SDGs.

Social implications

The SDG, detailing clean water and sanitation by asking firms not to pollute water bodies by dumping the waste, has clear social implications.

Originality/value

This study is first of its kind to explore the linkage between electronic waste and SDGs to understand the business case. It also throws good insights on whether the firms use integrated approach toward electronic waste management and sustainability.

Details

Journal of Indian Business Research, vol. 11 no. 2
Type: Research Article
ISSN: 1755-4195

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Article
Publication date: 13 January 2020

Divya Tripathi, Pushpendra Priyadarshi, Pankaj Kumar and Sushil Kumar

The purpose of this paper is to take a micro-foundational perspective to identify the effective leadership style and employee work behavior in achieving the goals of…

Abstract

Purpose

The purpose of this paper is to take a micro-foundational perspective to identify the effective leadership style and employee work behavior in achieving the goals of sustainability. It also aims to identify the mechanism through which leaders influence employees’ performance.

Design/methodology/approach

The study draws on existing literature for model creation and proposition development to understand the leadership style and employee behavior that would be effective in achieving sustainability goals.

Findings

In achieving the multifaceted goals of sustainability, servant leadership style is effective in mobilizing the resources and implementing the sustainability strategies among stakeholders. By enhancing interpersonal trust and psychological empowerment, servant leaders positively influence the work role behavior of the employees. Furthermore, the work performance of employees helps in achieving sustainable development.

Research limitations/implications

This study draws on the theory of micro-foundations to establish how individual-level factors help in realizing the macro goal of sustainability. It throws light on the growing need to cultivate micro-level leadership skills and employee behaviors to have effective organizational sustainability performance. It is imperative for the organizations to be socially responsible along with achieving the business goals.

Originality/value

This study responds to the call of studying micro-level actions in the context of sustainable development. It extends the current knowledge by developing a causal model linking leadership and employee performance through interpersonal trust and psychological empowerment. Moreover, it presents testable propositions linking interpersonal trust and psychological empowerment.

Details

International Journal of Organizational Analysis, vol. 28 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

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