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1 – 10 of over 5000In the wake of the COVID-19 pandemic organisations are adapting to a new environment of global talent shortages, economic uncertainty and geo-political turmoil. As an outcome, the…
Abstract
Purpose
In the wake of the COVID-19 pandemic organisations are adapting to a new environment of global talent shortages, economic uncertainty and geo-political turmoil. As an outcome, the organisational strategies of digital transformation and remote working have been accelerated in the race to boost innovation, competitivity and attract staff. This has led to the rise of two new organisational dynamics: the increase of virtual teams (VTs) and focus on widespread work automation. However, despite the rise of these two related phenomena, literature does not connect them as one research area, and there is a gap in the understanding of the new employee wellbeing needs they form and how to respond to them. This paper aims to bridge this gap through a systematic literature across these areas.
Design/methodology/approach
This paper conducts a systematic literature review across the areas of leadership, VTs and automation over the past three years.
Findings
In this review, a number of newly arising employee wellbeing needs are identified such as fear of job displacement, a lack of self-efficacy and social cohesion, poor relationships with leaders and more. In addition, this paper recommends three fundamental research gaps to be addressed by future studies: 1. How to build and cultivate the new leadership skills needed to support VTs and workplace automation? 2. How to design work in a way that caters for employee wellbeing needs when operating in VTs or hybrid teams and working on or with workplace automation? 3. How to design work in a way that builds and emphasises the new employee skillsets to support augmentation and solves for the new employee wellbeing needs experienced by workplace automation?
Originality/value
This paper provides a novel contribution to literature by centralising current schools of thought across the cross-disciplinary themes and synthesising literature to recommend new wellbeing and leadership skills for organisations to focus on, alongside producing a new research agenda for scholars to focus.
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This paper aims to construct a new turnover theory to explain and predict employee voluntary turnover in a more in-depth and comprehensive way.
Abstract
Purpose
This paper aims to construct a new turnover theory to explain and predict employee voluntary turnover in a more in-depth and comprehensive way.
Design/methodology/approach
Based on the literature review and theoretical analysis, this paper constructs a new turnover theory called the psychological goal system driving theory of employee turnover.
Findings
The psychological goal system driving theory of employee turnover advocates that there are psychological goals in the individual psychological world that point to the future and seek self-realization, and that there is a synergistic or competitive relationship among different psychological goals, and thus forming a psychological goal system and the dominant goals (including single goal or goal group) that exist in it; the individual’s dominant goals are the source of motivation, which initiate and organize the individual’s cognition and behavior; when the dominant psychological goals are difficult to achieve or destroyed in the original organization, they will produce continuous negative emotions and drive the individual to choose new and suitable job opportunities to realize themselves. Therefore, the dominant psychological goal is the organizer and driver of the employee turnover behavior, and when they are threatened, they will drive individuals to actively terminate the employment relationship with the current organization to better promote or protect their own realization process and sustainable growth.
Originality/value
This paper constructs a new turnover theory based on the self-organization goal system theory of motivation and personality.
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Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation…
Abstract
Purpose
Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.
Design/methodology/approach
Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.
Findings
This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.
Originality/value
Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.
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Fatemeh S. Shahmehr, Amrik Sohal and Seyed Mohammad Sadegh Khaksar
This study aims to explore how not-for-profit organisations (NFPs) adopt service innovation and improve their employee resilience capabilities as a response to environmental…
Abstract
Purpose
This study aims to explore how not-for-profit organisations (NFPs) adopt service innovation and improve their employee resilience capabilities as a response to environmental changes arising from marketisation of public services.
Design/methodology/approach
Using a multiple case-study research design, this study involved 32 interviews with frontline employees working in a not-for-profit care-providing organisation.
Findings
This study finds that the development of absorptive capacity can facilitate service innovation adoption in NFPs and improve employee resilience in times of transition.
Originality/value
This study offers theoretical insights on service innovation, absorptive capacity and employee resilience in NFPs. It makes practical recommendations that will enable NFPs to help frontline employees better adopt service innovation practices in business models endorsed by the private sector.
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Fadoua Benhamza Hlihel, Youness Chater and Abderrazak Boumane
Competencies are significant predictors of employee outcome. Nowadays, new technologies are changing maintenance processes and workflow. The role of employees and their…
Abstract
Purpose
Competencies are significant predictors of employee outcome. Nowadays, new technologies are changing maintenance processes and workflow. The role of employees and their competencies will therefore undergo decisive changes in the future. Therefore, a well-designed competency model for maintenance departments is important. The purpose of this paper is to develop a maintenance 4.0 competency model applicable to all industrial sectors by adapting it to the specificities of each sector.
Design/methodology/approach
The research methods consist of a comprehensive literature review on the main characteristics of the competency model and the individual competencies needed for the maintenance 4.0 employees. Interviews were conducted in order to validate and prioritize the required competencies for maintenance 4.0 employees identified in the literature.
Findings
The maintenance 4.0 competency model combines the required competencies in maintenance 4.0 and crosses the three hierarchical levels: managers, engineers and technicians. These competencies are organized in terms of four categories: technical, personal, social and methodological. In addition, a degree of importance for each competency is assigned as very important, moderately important and slightly important. As a result, this study identified the essential competencies for maintenance 4.0 stakeholders, where 12 competencies are considered very important for maintenance 4.0 technicians, 19 for engineers and 18 for managers.
Research limitations/implications
This work has some limitations. First, although the articles related to competencies and their classification were selected very carefully, it is difficult to eliminate the probability of overlooking publications. Second, the limitation of the study is based on the difficulty of implementing the model in a case study, given that a minority of industrial companies have implemented maintenance 4.0 technologies in Morocco.
Practical implications
This work has practical implications for both individuals and institutions (companies and academies) to cope with new competency requirements in maintenance 4.0. Organizations can use the model in the recruitment process and for the identification of training needs. The results of the research will also contribute to identifying the scope of competencies of the maintenance 4.0 actors (engineer, manager and technician), which, in practice, contributes to the creation of requirements for the candidates applying for a job in the maintenance department. Additionally, educational institutions should make the necessary changes to their curricula to suitably prepare students for the required maintenance 4.0 competencies.
Social implications
The social implications of the article result from the contribution to the development of maintenance competencies. Individuals can use this model for their own personal development. Furthermore, companies can use this model to define job profiles for vacancies in M4.0. Therefore, using the model for training program implementation has a positive effect on employee job satisfaction and employees ’morale.
Originality/value
This research develops a novel maintenance 4.0 competency model by categorizing the maintenance workforce into three hierarchical levels: managers, engineers and technicians. In addition, the competency requirement is prioritized to three degrees: very important, moderately important and slightly important. According to the previous studies conducted on maintenance 4.0 and employees' competencies, this study revealed that no research has developed a competency model for maintenance 4.0. Hence, this model is unique, generic and integrative since it presents the most relevant competencies for the three hierarchical levels. Moreover, this work combines the results of the literature review and the experts' returns. This model can be useful in the recruitment of new maintenance employees, the evaluation of their performance and the identification of training needs to cope with new changes in maintenance competencies.
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Marija Cimbaljević, Dunja Demirović Bajrami, Sanja Kovačić, Vanja Pavluković, Uglješa Stankov and Miroslav Vujičić
The technology readiness and acceptance model were mostly employed as theoretical bases to analyze tourist behaviors of adoption of innovative technologies that are part of the…
Abstract
Purpose
The technology readiness and acceptance model were mostly employed as theoretical bases to analyze tourist behaviors of adoption of innovative technologies that are part of the smart tourism offer. This study attention now turns to the field of smart tourism human resource management and tries to establish a model to explain the relationship between general dimensions of personality with systematic specific dimensions toward ICT acceptance.
Design/methodology/approach
The authors adopted the TRAM model as a way to better understand and evaluate the causal relationships between the personality dimensions, factors of perception, attitudes and behavior of users regarding the acceptance and use of innovative technologies. Based on the empirical data of 478 employees operating in tourist organizations, travel agencies and hotels, the authors employed regression analysis as the basic method for examining the research hypotheses and causal relationships between variables in the presented model.
Findings
The analysis revealed that employees in the tourism sector are inclined to adopt new technology, and that technological readiness has an impact on attitudes and intentions toward the use of technologies. Moreover, the results show that the path between the dimensions of technological readiness and intention to use technologies is to a certain extent mediated through perceived ease of use and perceived usefulness.
Originality/value
This research is among the first empirical studies that examine technology readiness and adoption in the context of smart tourism development. Besides the findings extend the literature on the mediating effect of perceived usefulness and perceived ease of use between technology readiness index and technology acceptance behavior.
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Lea Iaia, Monica Fait, Alessia Munnia, Federica Cavallo and Elbano De Nuccio
This study aims to explore human–machine interactions in the process of adopting artificial intelligence (AI) based on the principles of Taylorism and digital Taylorism to…
Abstract
Purpose
This study aims to explore human–machine interactions in the process of adopting artificial intelligence (AI) based on the principles of Taylorism and digital Taylorism to validate these principles in postmodern management.
Design/methodology/approach
The topic has been investigated by means of a case study based on the current experience of Carrozzeria Basile, a body shop born in Turin in 1970.
Findings
The Carrozzeria Basile’s approach is rooted in scientific management concepts, and its digital evolution is aimed at centring humans, investigating human–machine interactions and how to take advantage of both of these.
Research limitations/implications
The research contributes to both Taylorism management and the literature on human–machine interactions. A unique case study represents a first step in comprehending the phenomenon but could also represent a limit for the study.
Practical implications
Practical implications refer to the scientific path to facilitate the implementation and adoption of emerging technologies in the organisational process, including employee engagement and continuous employee training.
Originality/value
The research focuses on human–machine interactions in the process of adopting AI in the automation process. Its novelty also relies on the comprehension of the needed path to facilitate these interactions and stimulate a collaborative and positive approach. The study fills the literature gap investigating the interactions between humans and machines beginning with their historical roots, from Taylorism to digital Taylorism, in relation to an empirical scenario.
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Amani Fathi Jamal, Sam El Nemar and Georgia Sakka
This research explores the link between job redesign and skilling in three Lebanese service provider industries, aiming to understand how these factors affect organizational…
Abstract
Purpose
This research explores the link between job redesign and skilling in three Lebanese service provider industries, aiming to understand how these factors affect organizational agility, a crucial factor for efficiency and effectiveness and promote long-term interventions through job redesign, upskilling and reskilling.
Design/methodology/approach
This study employed two surveys, one for personnel (employees) and one for human aid managers (HR managers). These surveys collected data from 384 employees and 67 HR managers. The study utilized a work design questionnaire (WDQ), skilling application evaluation and the change acceptance model and testing to evaluate job redesign, skilling application effectiveness, technology acceptance and change readiness.
Findings
It was revealed that there is a significant and positive relationship between job redesign and the application of skilling programs. This relationship was shown to enhance organizational agility, with a particular focus on employees' technology acceptance and readiness for change. The integrated framework that combines job redesign, upskilling and reskilling was empirically tested and found to enable organizations to build their agility. The study also identified challenges and offered solutions for implementation, emphasizing the importance of employee responsiveness.
Practical implications
This research emphasizes the need for organizations to adapt job designs and enhance employee skills to enhance organizational agility, recommending a structured approach that combines job redesign and skill development efforts.
Originality/value
This research integrates job redesign, upskilling and reskilling in Lebanese service provider industries, contributing to organizational change and workforce development. It emphasizes technology acceptance and readiness for change.
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Joseph Blasi, Adria Scharf and Douglas Kruse
This viewpoint will present some statistical information about employee ownership in the US and interpret and analyze this information in order to address the barriers question…
Abstract
Purpose
This viewpoint will present some statistical information about employee ownership in the US and interpret and analyze this information in order to address the barriers question using material from qualitative interviews that the authors have conducted over the last ten years with practitioners in the field. There have been few actual empirical studies that sort out the different barriers to employee ownership. The authors have chosen to focus on employee stock ownership plan (ESOP) in the US because this is the principal example from which people could learn from, and the high prevalence of ESOPs plays an important role in the US. This overview will present interpretations of these interviews with conceptual arguments that cannot always be supported with either overwhelming empirical studies or arguments that conclusively eliminate one or other explanation. This is an initial attempt to bring some comprehensive treatment and data to this incipient discussion. This is based on an interpretive analysis of qualitative interviews without quantification or social survey methods used for measurement. The advantage of this approach is that it lays out a completely different level of analysis of the barriers to employee ownership in the US that is “closer to the ground” and more based in the views of front-line practitioners who are actually implementing it.
Design/methodology/approach
Analysis and interpretation of qualitative interviews.
Findings
The list of barriers that has been identified is not exhaustive. The preliminary conclusions are that (not necessarily in this order) limitations of investment banking models, poor supportive infrastructure, complexity and cost and regulatory issues, the lack of support by political parties and social movements, the sale of companies due to financial considerations and legal complexities and lack of clarity and resistance by Federal agencies are major barriers in the US. Various sectors of Wall Street has been amenable to employee ownership with the proper government and private sector support. What is needed now is a series of quantitative surveys and qualitative interviews of retiring business owners in closely held companies and of CEOs and CFOs in stock market companies in order to gauge the barriers that they believe are blocking their own action in the employee share ownership area. The Rutgers Institute for the Study of Employee Ownership and Profit Sharing is working on such a research agenda at this time. In addition, with the future size of the US employee ownership sector at stake, a more intensive one-year interview project would make sense in order to present these different explanations to key actors and practitioners and ask them to provide evidence to prove or disprove the relevance of the different barriers.
Research limitations/implications
Empirical research which can resolve which barriers are more important than others is presented, when possible; however, studies that provide metrics to compare different barriers are not available and need to be carried out.
Practical implications
Other countries considering employee ownership policies can learn from the US experience. US policymakers and legislators can learn from an original, recent discussion of barriers.
Social implications
If employee ownership sectors are to be developed, a careful discussion of barriers is most relevant.
Originality/value
Original document by the authors based on original interviews.
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Elena Adriana Biea, Elena Dinu, Andreea Bunica and Loredana Jerdea
Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the…
Abstract
Purpose
Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the recruitment procedures used by these companies. As the vast majority of studies concentrate on larger organizations, they may not accurately reflect the challenges faced by smaller-sized entities to profoundly and accurately comprehend their recruitment procedures. In addition, the use of technology in recruitment has grown in importance in today’s quickly evolving business environment, particularly in light of the COVID-19 pandemic footprint. This study aims to examine the recruitment procedures used by SMEs and how they have been compelled to adjust to different extents to these technological improvements by the effects of the aforementioned epidemic.
Design/methodology/approach
With the aim to investigate the current recruitment practices in SMEs and the extent to which digital technologies are embraced by these companies within human resources (HR) procedures, this research relied on interviews with SMEs representatives. The qualitative methods used provided access to relevant data and insights, as they allowed close interactions with top managers and CEOs of ten companies from various sectors. Thus, the research results draw a vivid and reliable image of the procedures and practices used by small and medium-sized companies to attract, select and retain their staff.
Findings
This study’s findings are of increased interest to HR professionals, recruiters and managers in SMEs, who aim to attract and retain the best talent and optimize their recruitment strategies in a rapidly changing business environment, enabled by technological advancements. Effective HR recruitment procedures adapted to the specific needs of small and medium-sized companies can lead to several benefits for the organization, including improved employee selection, reduced turnover and increased organizational productivity.
Research limitations/implications
Although the interviews examined here encompass recruitment techniques from SMEs in a variety of industries, the results’ generalizability is limited by the sample size and geography. Furthermore, the findings’ dependability is dependent on the accuracy of the data provided by the respondents.
Practical implications
This investigation confirms some of the theoretical underpinnings which point to the lack of formalized structures and procedures in the recruitment process in SMEs, which enjoy more flexibility in managing HR processes. In addition, the results reinforce the arguments indicating an adjustment between HR strategies or policies and organizational goals in smaller enterprises which adapt faster to changes in the market. Moreover, it becomes apparent that there is a relationship between the quality of job descriptions and the successful fit in attracting the right candidates for the open positions. Furthermore, digital technologies offer opportunities for expanding the recruiters’ reach to a wider audience and also support the selection stage, thus increasing the chances of finding suitable staff. As the need to shift from traditional recruitment to e-recruitment in SMEs has been highlighted in the literature, the qualitative research revealed that this need was driven on the one hand by the COVID-19 pandemic when these companies successfully adapted and implemented new online methods of recruiting, but also by the lack of skilled labor, leading to the expansion of recruitment to other parts of the country or even to other countries.
Social implications
With regard to the proportion of men and women used in small and medium-sized companies, there is a clear need to involve and train more women in the predominantly male-dominated industrial and IT sectors. From this point of view, companies tend to devote more interest to integrating communities of women in these industries, as well as in key management positions. Another point of interest that the study highlights is the fact that SMEs have started to get creative with the benefits package they propose to candidates and focus on remote work, hybrid office–home working, or seasonal work to offer future employees a better work–life balance.
Originality/value
The added value of this investigation is filling the gaps in the current literature concerning recruitment procedures currently used by SMEs, the challenges they face and the solutions they advanced to solve them. Furthermore, SMEs often drive innovation and competition in the market and play a crucial role in the supply chain of larger companies, providing them with the goods and services they need to operate and supporting the availability and reliability of products from larger companies. They are often the driving force behind revitalizing local economies and creating new employment opportunities. Consequently, the underlying significance of this study is rooted in the need to modernize and simultaneously improve HR recruitment procedures through the integration of technology and a focus on innovation.
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