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1 – 10 of 22Kamarul Zaman Ahmad, Ibrahim Tabche and Mohamed Behery
This study aims to examine the interplay between person–environment fit (PE fit), empowerment and leader–member exchange (LMX) in the United Arab Emirates (UAE).
Abstract
Purpose
This study aims to examine the interplay between person–environment fit (PE fit), empowerment and leader–member exchange (LMX) in the United Arab Emirates (UAE).
Design/methodology/approach
The final sample consisted of 733 respondents collected randomly from various business sectors in the UAE. Data was analysed and tested for moderation using Smart-PLS.
Findings
This study’s results show LMX to be a negative moderator. They reveal that LMX plays a crucial role in the relationship between PE Fit and job satisfaction, particularly when the fit is poor. Moreover, LMX was found to be a significant negative moderator between empowerment and satisfaction, highlighting its importance when empowerment is lacking.
Research limitations/implications
It is important to note that the current study is cross-sectional, which means it cannot establish causation. Only a pure experimental design can provide such conclusive evidence. This limitation should be considered when interpreting the findings.
Practical implications
This research highlights a significant finding in turbulent times when PE fit and empowering practices are often lacking: LMX can play a compensatory role. This insight can be invaluable for human resources managers, offering a practical solution to maintaining employee satisfaction in challenging times.
Social implications
The positive impact of enhanced job satisfaction and improved work relationships extends beyond the organization to stakeholders and society at large.
Originality/value
This research fills a gap in the existing literature by investigating the interaction between the PE fit variable and other variables, such as LMX. This novel approach offers a new perspective for HR managers, potentially enabling them to enhance their strategies for improving employee satisfaction.
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Ibrahim Tabche, Mohamed H. Behery and Kamarul Zaman Bin Ahmad
This paper aims to examine the relation between resonant leadership (RL) and organizational citizenship behaviors while testing for the mediation effects of followers’ resilience…
Abstract
Purpose
This paper aims to examine the relation between resonant leadership (RL) and organizational citizenship behaviors while testing for the mediation effects of followers’ resilience (FR) and gender as a moderating effect, all within the United Arab Emirates (UAE) business environment.
Design/methodology/approach
The paper uses cross-sectional data collected through a questionnaire from 467 employees working at various organizations in the UAE. The data were analyzed using the Statistical Package for the Social Sciences (SPSS) software. The mediating and moderating effects were tested using Preacher and Hayes’s (2008) macro models.
Findings
Results confirmed that RL positively affected employees’ organizational citizenship behaviors (OCBs). It also confirmed the mediating role of FR between RL and organizational citizenship behavior. Gender moderated the relation between RL and OCB but not between RL and FR.
Practical implications
Managers can use RL styles to improve workers’ resilience and OCB of employees, especially females.
Originality/value
It is important to understand the relation between such variables in times of crisis, such as the COVID-19 pandemic, where the relationship between the leadership style of the organizational managers and employees can greatly impact employees’ behaviors and organizational performance.
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Kamarul Zaman Bin Ahmad, Sajjad M. Jasimuddin and Wang Ling Kee
The purpose of this paper is to provide some insights on the interplay of organizational climate and job satisfaction, taking personality traits as a moderator.
Abstract
Purpose
The purpose of this paper is to provide some insights on the interplay of organizational climate and job satisfaction, taking personality traits as a moderator.
Design/methodology/approach
The paper reviews the extant literature from which it develops a theoretical model which is then tested empirically in the Malaysian context, using hierarchical regression methodology.
Findings
The results imply that there are moderating effects of personality traits on the relationship between certain aspects of organizational climate and job satisfaction.
Research limitations/implications
The cross-sectional nature of this study inhibits the testing of causality between the variables. The research model and hypotheses were tested, using data drawn only from companies operating in a single country.
Practical implications
The paper provides valuable information to leaders and managers in understanding which personality works better in the potential casual linkage between organizational climate and overall job satisfaction. This paper also helps practitioners to understand better why the same climate can have different impacts on different people.
Originality/value
It contributes to the conceptualization of the organizational climate by emphasizing Litwin and Stringer’s (1968) dimensions of organizational climate as the important determinants of the job satisfaction. Moreover, it expands the traditional discussion by incorporating the personal traits that moderates the relationship between organizational climate and the job satisfaction.
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Shaikha Ebrahim AlMutawa, Kamarul Zaman Ahmad, Mohamed Hussein Behery and Ibrahim Tabche
The global spread of the COVID-19 pandemic has affected businesses worldwide. Arguably, one of the most affected industries is the hospitality sector, where the world has seen a…
Abstract
Purpose
The global spread of the COVID-19 pandemic has affected businesses worldwide. Arguably, one of the most affected industries is the hospitality sector, where the world has seen a substantial drop in personal and professional travel owing to severe lockdowns, which has particularly harmed the hotel and tourism industries by lowering occupancy and profits. The purpose of this research is to investigate the impact of the COVID-19 epidemic on the emotional and mental well-being of hospitality workers in Dubai, United Arab Emirates.
Design/methodology/approach
A quantitative cross-sectional technique was used, with 517 respondents drawn from Dubai's major hotels.
Findings
Fear of the COVID-19 pandemic was found to be positively connected to employees' emotional weariness, which is then positively related to their intention to leave their organizations.
Practical implications
The paper gives suggestions to managers on how to best deal with their employees, especially the more competent ones, as they are more likely to leave during a pandemic.
Originality/value
Contrary to suggestions in the literature and our predictions, this paper found that self-efficacy positively moderated the relationship between fear of COVID and emotional exhaustion such that workers with high self-efficacy were more prone to emotional exhaustion as a result of their fear of COVID. Furthermore, the results of the research suggest that it is the more competent workers who are more likely to be affected, during a pandemic, and thus their loss is expected to cause greater loss to their organizations.
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Arunprasad P., Chitra Dey, Nivethitha Santhanam and Kamarul Zaman Bin Ahmad
This study aims to examine the effect of strategic human resource management (SHRM) practices on two learning outcomes, learning orientation and learning competence, which past…
Abstract
Purpose
This study aims to examine the effect of strategic human resource management (SHRM) practices on two learning outcomes, learning orientation and learning competence, which past research has seldom examined in the UAE context. SHRM practices consisted of four factors, namely, talent acquisition, learning and development, performance appraisal and developmental pay.
Design/methodology/approach
Primary data was collected from 285 employees from retail outlets operating in Dubai. Partial least squares regression analysis using the tool, SmartPLS, was used to empirically validate the measurement model and test the structural model.
Findings
Findings reveal that SHRM practices talent acquisition, learning and development and developmental pay have a positive association with learning orientation, and learning and development and performance appraisal have a positive association with learning competence of employees. The path coefficient and total effects signify that learning orientation acts as a conduit to pass on the effect of the SHRM practices to learning competence.
Research limitations/implications
The sample considered for the study was from the retail industry. Furthermore, to generalize the findings of this research, cross-national studies should be conducted across various sectors and organizations.
Originality/value
To the best of the authors’ knowledge, this research study is the first of its kind in retail firms in Dubai (UAE) to empirically test the association of SHRM practices with learning outcomes. Retail outlets can implement SHRM practices to improve learning orientation and learning competence in a highly dynamic operating environment such as retail industry.
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Sultan Salem Saeed AlShamsi, Kamarul Zaman Bin Ahmad and Sajjad M. Jasimuddin
This paper aims to examine the mediating effect of work engagement on the relationship between curiosity and innovative work behavior. The context of the study is the initial…
Abstract
Purpose
This paper aims to examine the mediating effect of work engagement on the relationship between curiosity and innovative work behavior. The context of the study is the initial stages of the pandemic starting April 2020, when international travel became restricted.
Design/methodology/approach
Self-administered questionnaires were distributed and collected from 327 respondents of 32 organizations in the aviation industry in the United Arab Emirates (UAE).
Findings
As hypothesized, work engagement is a mediator of the relationship between curiosity and innovative work behavior.
Research limitations/implications
The limited sample size and confinement to the aviation industry in the UAE limit the generalisation of the results.
Practical implications
Managers desirous of improving employees’ innovative work behavior will now understand how employees’ curiosity and exploration can impact innovative work behavior through the employees’ work engagement. Therefore, managers should focus on ensuring how employees’ curiosity and exploration can be created into work engagement, ultimately leading to innovative work behavior.
Originality/value
This research extends the social learning theory by positing that people who have strong traits of curiosity and exploration, will learn from others on how to work more effectively. This will make them more absorbed in their work (work engagement) and subsequently lead to innovative work behavior.
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Lee Huey Yiing and Kamarul Zaman Bin Ahmad
The purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and…
Abstract
Purpose
The purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance in the Malaysian setting.
Design/methodology/approach
Data were gathered from 238 Malaysian UM MBA part‐time students and the researchers' working peers. Data on the respondents' organizational culture and leadership behaviours, and how they affect organizational commitment, job satisfaction and employee performance, were collected using the OCI, leadership behaviour questionnaire, ACS, single global rating for job satisfaction and overall performance questionnaire, respectively. Descriptive statistics were reported, followed by factor analysis, reliability analysis, Pearson correlation and hypotheses testing using hierarchical multiple regression.
Findings
Generally, and with a few exceptions, leadership behaviour was found to be significantly related to organizational commitment, and organizational culture played an important role in moderating this relationship. Organizational commitment was found to be significantly associated with job satisfaction, but not with employee performance. However, only supportive culture influenced the relationship between commitment and satisfaction. Possible causes and implications for managers are discussed.
Originality/value
The paper contributes to the existing pool of knowledge on the relationships between leadership behaviours, organizational culture, organizational commitment, job satisfaction and employee performance. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding of the factors that affect organizations and employees.
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