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1 – 10 of 15Meera Peethambaran and Mohammad Faraz Naim
This paper aims to examine the relationship between empowering leadership and the holistic well-being construct, i.e. flourishing-at-work.
Abstract
Purpose
This paper aims to examine the relationship between empowering leadership and the holistic well-being construct, i.e. flourishing-at-work.
Design/methodology/approach
On the basis of an extensive review of literature and using conservation of resource (COR) theory and self-determination theory (SDT), this study proposes a conceptual framework with employee work passion (EWP) as a link connecting empowering leadership and flourishing-at-work.
Findings
Empowering leadership has the ability to enhance EWP and thereby increase the overall well-being of employees (flourishing). Moreover, the study demonstrates that EWP serves as a potential mechanism connecting empowering leadership and flourishing-at-work.
Research limitations/implications
Being a conceptual paper, the proposed framework lacks empirical validation.
Practical implications
Organizations should focus on leaders with empowering behaviours and strive towards increasing EWP.
Originality/value
To the best of the authors’ knowledge, this is the first study to propose the role of EWP as a possible conceptual link between empowering leadership and employee flourishing-at-work. This paper emphasizes the importance of flourishing-at-work in the current climate of rising mental tensions among employees, which leads to adverse organizational outcomes.
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Mohammad Faraz Naim and Usha Lenka
This paper aims to examine the relationship between workplace use of social media, collaboration and Gen Y employees’ engagement.
Abstract
Purpose
This paper aims to examine the relationship between workplace use of social media, collaboration and Gen Y employees’ engagement.
Design/methodology/approach
A sample of 209 Indian Gen Y employees from information technology industry participated in the survey. Structural equation modelling is used to test the research hypotheses.
Findings
Findings reveal that social media has a significant positive effect on collaboration, which leads to Gen Y employees’ perceived learning, in turn impacting Gen Y employees’ engagement.
Research limitations/implications
Findings suggest a social media-enabled approach of collaboration to satisfy Gen Y employees’ perceived learning leading to their engagement. However, this study only examines the employees’ perspective; it will be prudent to examine management perspective as well in future studies.
Practical implications
Organisations must integrate social media into their talent management strategy.
Originality/value
This study contributes to the literature in human resources pertaining to social media as an asset to promote collaboration and develops a linkage between social media and Gen Y employees’ engagement via perceived learning.
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The purpose of this paper is to illustrate existing learning and development (L&D) practices of an Indian HR consulting firm.
Abstract
Purpose
The purpose of this paper is to illustrate existing learning and development (L&D) practices of an Indian HR consulting firm.
Design/methodology/approach
Structured interviews were conducted with 24 delivery managers to collect primary data and then content was analysed to develop the case study.
Findings
Mentoring, cross-training, knowledge sharing, job rotation, eLearning and social media–enabled learning tools are instrumental in executing L&D strategy of the case company.
Research limitations/implications
The author recognises the scope of this study is limited to the HR consulting sector in India, and it lacks empirical investigation.
Practical implications
Organisations must implement a holistic L&D strategy.
Originality/value
It is one of the first studies to explore L&D practices in the context of Indian HR consulting sector.
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Mohammad Faraz Naim, Sumbul Fatima and Mohd Suhail
After a thorough analysis of the case, students will be able to do the following: understand the building blocks of incentive structure in an organizational setting. Review the…
Abstract
Learning outcomes
After a thorough analysis of the case, students will be able to do the following: understand the building blocks of incentive structure in an organizational setting. Review the existing incentive structure at WINFORT. Develop effective incentive approaches to motivate employees at workplace. Illustrate the importance of performance management review to motivate employees.
Case overview/synopsis
The case explores the motivational state of a talent acquisition executive or talent scout working for a staffing firm, WINFORT Services in New Delhi, India. The two main characters in the cast are Helena Stacy, the Lead Talent Scout at WINFORT and Sofia Williams, the Talent scout. There was a meeting conducted between Helena and Sofia regarding the latter’s performance review held annually. However, to Sofia’s surprise, she could to get any salary hike this time as she failed to achieve her given targets. This led to a serious altercation between the two and resulted in Sofia started thinking of looking for alternate job opportunities.
Complexity academic level
The case is suitable for any postgraduate course, in particular MBA or MBA executive development program on human resource management, talent management, compensation and benefits, and as a module on motivation in organizational behavior.
Subject code
CSS 6: Human Resource Management.
Supplementary materials
In addition, there are more resources available to augment the understanding of the business operations of staffing firms in India. Interested instructors and students are advised to go through these resources to better understand the routine operations of a staffing organization. https://talentcorner.in/how-recruitment-industry-generates-wealth/ https://wowidea.in/how-recruitment-agencies-in-india-works/ https://www.michaelpage.be/about-us/our-recruitment-process?fbclid=iwar0ftzztbzm5afvdwv_oyvp1f1p8zgpuflrbt8z6yg9zakm5c0kaoaom6ha
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Mohit Yadav and Mohammad Faraz Naim
Inspired by India’s focus in the 11th and 12th Five Year Plans on fulfilling the surging energy needs, the purpose of this paper is to capture the Quality of work life (QWL) in…
Abstract
Purpose
Inspired by India’s focus in the 11th and 12th Five Year Plans on fulfilling the surging energy needs, the purpose of this paper is to capture the Quality of work life (QWL) in the Indian power sector.
Design/methodology/approach
QWL measured with seven dimensions was validated with CFA, and the χ2 difference test based on the Bonferroni method (Simes, 1986) was used for discriminant validity. Individual processes were analyzed with correlation analysis and ANOVA. The influencers of QWL in three processes were compared with standardized coefficients and model fit indices.
Findings
Freedom from work-related stress, salary, relationship with work colleagues, job security and communication and job satisfaction positively influenced QWL. Supervisor support was not found to influence QWL, while job involvement was found to negatively influence QWL.
Research limitations/implications
The scope of this study is limited to India, however, and results may not generalize to other countries. Hence, future studies should replicate the study in power sector or allied manufacturing sector in different cultural settings. Another limitation lies in its relatively small sample size; therefore, generalizability of the results may be restricted.
Practical implications
The findings provide useful information to assist HR managers in improving the QWL among Indian power sector employees.
Originality/value
The study is one of the first studies to date to empirically examine the QWL among Indian power sector employees.
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Mohammad Faraz Naim and Usha Lenka
The present study aims to explore knowledge sharing to evoke affective commitment of Gen Y employees through competency development.
Abstract
Purpose
The present study aims to explore knowledge sharing to evoke affective commitment of Gen Y employees through competency development.
Design/methodology/approach
The research uses cross-sectional survey to collect primary data. A questionnaire is developed based on extensive review of literature. A sample was obtained from Gen Y employees (born between 1980 and 2000) working in software organizations in India. In total, 582 completely filled, usable questionnaires were obtained.
Findings
Results indicate that knowledge sharing has a positive effect on competency development of Gen Y employees, which in turn, positively predicts affective commitment. Furthermore, this would result in the enhancement of employee competencies and eventually, the generation of affective commitment.
Research limitations/implications
This study was limited to the software development professionals working in Indian organizations Therefore, researchers should test the research model further in other industries preferably in a different country.
Practical implications
The more knowledge assets are shared in the organization, the higher the enhancement of employee competencies will become. To evoke emotional attachment of Gen Y employees, an organization must implement learning and development interventions
Originality/value
This study contributes to knowledge management literature, particularly knowledge sharing by exploring its possible linkage with employee attitudinal outcomes through empirical data. This also happens to be an empirical study to investigate Gen Y employees’ commitment in Indian context.
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Mohammad Faraz Naim and Adnan Ozyilmaz
Based on the theoretical underpinnings of the theory of work adjustment and social exchange framework, the authors contend that an employee's trust in management (TIM) will…
Abstract
Purpose
Based on the theoretical underpinnings of the theory of work adjustment and social exchange framework, the authors contend that an employee's trust in management (TIM) will interact with the flourishing-at-work (FAW) to predict turnover intentions (TIs). Specifically, the authors assumed that FAW will have a stronger negative effect on TIs, given the greater degree of TIM.
Design/methodology/approach
Leveraging a cross-sectional survey design and data gathered from 587 IT professionals working in India, the findings revealed that FAW negatively predicted TIs. More importantly, TIM accentuates or moderates the negative relationship between FAW and TIs.
Findings
Specifically, TIM was found to have a significant moderating effect on the relationship between (1) psychological well-being (PWB) and TIs, (2) social well-being and TIs. Interestingly, a nonsignificant moderating effect was observed on the relationship between emotional well-being (EWB) and TIs.
Research limitations/implications
The research findings of this study might be context-specific as the IT industry in India generally has high attrition, so obviously, a higher TIs is expected from IT professionals. Therefore, future studies should explore a different industry may be manufacturing and so on, to test the current study's research framework.
Practical implications
These are highly important contributions to the extant scholarship on FAW, as the study offers new wisdom into how FAW influences TIs under the contingent effect of TIM.
Originality/value
This is the first of its kind study to explore the moderating role of TIM on the link between FAW and employees' TIs.
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Mohammad Faraz Naim and Usha Lenka
The purpose of this paper is to present a conceptual framework of development, commitment, and retention of Generation Y employees.
Abstract
Purpose
The purpose of this paper is to present a conceptual framework of development, commitment, and retention of Generation Y employees.
Design/methodology/approach
Based on a review of existing literature and using social exchange and social constructivist approach, this study presents a conceptual framework with mentoring, strategic leadership, social media, and knowledge sharing as its key constructs to retain Generation Y employees.
Findings
Mentoring, strategic leadership, social media, and knowledge sharing have a great potential to foster competency development. Competency development is critical to evoke affective commitment of Generation Y employees, which in turn results in intention to stay forth.
Research limitations/implications
The proposed conceptual framework should be empirically validated in the future research.
Practical implications
Organisations should incorporate mentoring, strategic leadership, social media, and knowledge sharing into their talent management strategy for Generation Y employees. Competency development then in turn evokes commitment of Generation Y employees, leading to intention to stay forth. The framework suggests an approach for generation-specific retention strategy.
Originality/value
This is one of the first studies to propose a holistic framework to retain Generation Y employees. This paper adds a new dimension to the talent management literature by focusing on young generation employees.
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Mohammad Faraz Naim and Usha Lenka
The purpose of this paper is to examine the talent management (TM) system in an Indian IT organisation.
Abstract
Purpose
The purpose of this paper is to examine the talent management (TM) system in an Indian IT organisation.
Design/methodology/approach
Structured interviews were conducted to collect primary data and then content was analysed to develop the case study.
Findings
Recruitment, talent development, knowledge management, social media, performance management, and rewards are the main practices associated with TM.
Research limitations/implications
The authors acknowledge that the scope of the study is limited to the IT sector and the study is not empirically tested.
Practical implications
HR managers should embrace the practices of TM of the case organisation to effectively manage their workforce.
Originality/value
This is a first study to unravel TM in the Indian IT industry context.
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Mohammad Faraz Naim, Shikha Sahai and Varun Elembilassery
Organizational success in a dynamic environment demands leadership and agility. The extant literature on employee agility needs more empirical evidence and appropriate theoretical…
Abstract
Purpose
Organizational success in a dynamic environment demands leadership and agility. The extant literature on employee agility needs more empirical evidence and appropriate theoretical explanations. This study aims to contribute to the literature by bringing empirical evidence to understand the intervening mechanisms through which empowering leadership influences employee agility and to suggest alternate theoretical explanations.
Design/methodology/approach
The mediating role of knowledge-sharing behavior and psychological safety is examined using quantitative data from a sample of 924 employees working in India's information technology industry.
Findings
Findings reveal that empowering leadership contributes to psychological safety at the workplace, promoting employees' knowledge-sharing behavior and leading to employee agility. The findings are globally relevant and theoretically consistent.
Research limitations/implications
The phenomenon is explained in two ways. Firstly, by combining the structural empowerment and motivation perspectives, and secondly, by combining the conservation of resources and social exchange perspectives.
Practical implications
The findings imply that psychological safety and knowledge-sharing behavior can be used as leading indicators to prepare the organization for success in a dynamic and volatile environment.
Originality/value
This study is one of the earliest attempts to explain the mediating mechanism between empowering leadership and employee agility using serial multiple mediations. Further, this study combines different theoretical perspectives to present the findings more logically.
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