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1 – 6 of 6Although strengths use support (SUS) has been shown to facilitate employee strengths use and work engagement, little is known about how senior managers’ SUS affects middle…
Abstract
Purpose
Although strengths use support (SUS) has been shown to facilitate employee strengths use and work engagement, little is known about how senior managers’ SUS affects middle managers’ SUS. The purpose of the present research was to examine the trickle-down effect of SUS from superiors on SUS for subordinates.
Design/methodology/approach
A two-wave questionnaire survey was conducted to collect data from middle managers (n = 228) at a global manufacturing firm in Japan.
Findings
The results of structural equation modeling indicated that (1) SUS from superiors indirectly promoted SUS for subordinates mediated through middle managers’ strength use, and (2) SUS from superiors indirectly promoted SUS for subordinates mediated through middle managers’ strength use, and subsequently through their work engagement.
Research limitations/implications
As the respondents were middle-level managers at a manufacturing firm in Japan and were all Japanese nationals, indigenous culture and traditional work mentality may have affected the results.
Practical implications
To create a supportive learning culture in an organization, human resource (HR) managers need to encourage senior-level managers to provide SUS for middle managers through HR systems such as training, appraisal, and survey feedback.
Originality/value
This study may be the first to clarify how SUS from superiors is linked to SUS for subordinates by identifying the mediating effects of strength use and work engagement, based on the Job-Demand Resources model, the Social Cognitive theory, and the trickle-down effect.
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This study aims to examine the influence of perceived supervisor support (PSS) for strengths use on knowledge sharing (KS) intentions, mediated through work engagement and…
Abstract
Purpose
This study aims to examine the influence of perceived supervisor support (PSS) for strengths use on knowledge sharing (KS) intentions, mediated through work engagement and knowledge self-efficacy, based on the job demand-resources theory and the broaden and build theory.
Design/methodology/approach
Structural equation modeling and bootstrap analyses were performed to examine the research model using data derived from a two-wave questionnaire survey of 162 employees from five health-care organizations.
Findings
The results indicate that PSS for strengths use promoted KS intentions fully mediated through work engagement and subsequently through knowledge self-efficacy. However, there was no direct relationship between PSS for strengths use and KS intention.
Originality/value
The contribution of this research to the literature on KS is to find the effectiveness of a strengths-based approach in promoting KS intentions across boundaries and identifying mediating factors that link PSS for strengths use to KS intentions.
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Although high-performance work systems (HPWS) have been shown to promote employees' proactive behavior, only a limited number of studies have examined this process. This study…
Abstract
Purpose
Although high-performance work systems (HPWS) have been shown to promote employees' proactive behavior, only a limited number of studies have examined this process. This study explores how HPWS promote proactive behavior through learning goal orientation (LGO) and customer-oriented behavior (COB).
Design/methodology/approach
A questionnaire survey was conducted with 279 healthcare workers in nursing homes. Structural equation modeling was conducted to test the hypotheses.
Findings
The results show that HPWS positively influenced proactive behavior through COB and that HPWS positively influenced proactive behavior through LGO and subsequently through COB. The findings indicate that COB is vital in linking HPWS to proactive behavior in healthcare service organizations.
Originality/value
The results suggest that HPWS provide job resources that enable health care workers to take initiatives to change their work environment through performance management, incentive systems and training programs. This study is the first to identify the mediating role of COB in linking HPWS to proactive behavior.
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Although learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents…
Abstract
Purpose
Although learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents. The main purpose of the present research was to examine the effects of role modeling on employee LGO and proactive behavior.
Design/methodology/approach
A two-wave survey was conducted to collect data from medical employees (n = 478) at an acute hospital in Japan.
Findings
The results of structural equation modeling showed that role model proactive behavior promoted employee LGO, mediated through perceived role model LGO; and that perceived role model LGO enhanced employee proactive behavior, mediated through employee LGO.
Research limitations/implications
As the sample was limited to employees in a nursing department at a Japanese hospital, the characteristics of the national culture and occupation may have potentially affected the results.
Practical implications
Proactive employees can act as role models to enhance the level of employees' LGO and proactive behavior in organizations. It is imperative to develop employee role modeling to enhance LGO and proactive behavior.
Originality/value
This study may be the first to identify the influence of role modeling as an antecedent of LGO. The role model may provide employees with job resources to develop their LGO and proactive behaviors.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
High performance work systems can be used to improve the skills and abilities of customer-facing roles in the healthcare system.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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This study aims to qualitatively investigate when and how individuals' paradox mindset influences their individual unlearning.
Abstract
Purpose
This study aims to qualitatively investigate when and how individuals' paradox mindset influences their individual unlearning.
Design/methodology/approach
This study adopted Charmaz's constructivist grounded theory approach based on constructivist ontology and interpretive epistemology. Data were collected through semi-structured interviews with 16 employees of a research company. The employees were asked about their perceptions of their roles and other factors that stimulated them to unlearn in a tension-setting environment.
Findings
This study developed a process model of paradox mindset for enhancing individual unlearning through three relational mechanisms, namely, enabling motivation to unlearn, understanding to unlearn and engaging in the unlearning process. The unlearning process is found to be influenced by paradoxical frames and emotions. Moreover, external factors, such as organizational changes, stimulate the adoption of paradoxical cognition and emotions while resource availability facilitates the unlearning process.
Originality/value
To the best of the author’s knowledge, this study is the first to qualitatively investigate how a paradox mindset facilitates the process of unlearning through relational mechanisms. This model provides a holistic understanding of the cognitive, emotional and motivational processes involved in accepting the tensions of unlearning and promoting the unlearning process. The findings also have implications for research on paradox theory and the management of unlearning tensions at the micro level.
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