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Article
Publication date: 24 October 2023

Sarawut Pathomphatthaphan, Simanchala Das and Lalatendu Kesari Jena

The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee…

141

Abstract

Purpose

The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomesorganisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society.

Design/methodology/approach

The research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models.

Findings

The multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries.

Practical implications

The agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model.

Originality/value

The study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 29 September 2023

Sunil Budhiraja, Mohini Yadav and Neerpal Rathi

Becoming a learning organisation (LO) is an aspiration for every organisation as it offers internal capabilities, a competitive advantage and synergy gains to organisational

126

Abstract

Purpose

Becoming a learning organisation (LO) is an aspiration for every organisation as it offers internal capabilities, a competitive advantage and synergy gains to organisational members. Scholars across the globe have tried to examine the outcomes of LO at various organisational levels. Still, the existing literature is fragmented, and there is no systematic understanding of the multi-level outcomes of LO. Therefore, this study aims to synthesise, analyse and categorise the scientific literature into various levels of outcomes of LO to provide a conceptual framework for use by future researchers and academicians.

Design/methodology/approach

The authors have performed bibliometric analysis using 603 research articles published in Scopus, entailing 1,345 authors from 77 countries, followed by a thematic cluster analysis using bibliographic coupling to understand the current research trends and to recommend a set of broad themes to provide direction for future researchers in this domain.

Findings

The results are largely descriptive and aim to capture a panoramic view of what has been written on the topic so far. The bibliometric analysis was conducted using different means like citation analysis, cluster analysis, and keyword analysis to reveal the most significant publications, notable authors, keywords, current research trends, and future research questions. Further, the bibliographic coupling led to the categorization of the outcomes of LO into the following four clusters (including sub-clusters): (1) Individual level learning outcomes (2) team-level learning outcomes, (3) organisational-wide learning outcomes and (4) inter-organisational learning outcomes.

Practical implications

Managers and practitioners (change agents) expect academicians and researchers to suggest a set of actions that integrates their learning efforts with business performance across diverse sectors and industries. So, future researchers may try and explain the findings of seminal studies identified in the most cited documents, to design choices and trade-offs that may address major hindrances in implementing the construct in true spirit. The researchers may collaborate with practitioners to study the outcomes of LO with a scientific and empirical lens. Finally, the study invites change agents and organisation development (OD) practitioners to document the outcomes of their efforts to create and leverage the outcomes of LO.

Originality/value

Researchers across the world have tried to examine the outcomes of LO at various levels in organisational setting including, measuring capabilities and attitudes at individual level, team capabilities and innovation, and organisational performance and sustainability, but still there is no tested conceptual framework which encompasses the various outcome levels of LO in one frame.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 19 August 2020

Beth G. Chung, Michelle A. Dean and Karen Holcombe Ehrhart

This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and…

1065

Abstract

Purpose

This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.

Design/methodology/approach

Organizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.

Findings

This study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.

Practical implications

Alignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.

Originality/value

This paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.

Details

Personnel Review, vol. 50 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 2 May 2019

Dia Zeglat and Suzi Janbeik

This study aims to explore how employees’ meaningful work is associated with organizational outcomes at public Jordanian universities with the existence of individual work…

1339

Abstract

Purpose

This study aims to explore how employees’ meaningful work is associated with organizational outcomes at public Jordanian universities with the existence of individual work performance as a mediating variable.

Design/methodology/approach

The population of the study was 7,746 administrative staff working at four public Jordanian universities. Questionnaires were distributed to 576 participants. However, only 442 questionnaires were acceptable for further investigation, and these questionnaires were analyzed using SPSS version 22. Several statistical data analysis techniques were used including exploratory factor analysis, Cronbach’s alpha, descriptive analysis and multiple regression. Moreover, Baron and Kenny’s approach was applied to test the hypotheses developed.

Findings

A new dimensionality of variables under investigation emerged at the purification stage using validity and reliability techniques. The findings of the study show that meaningful work has a positive relationship with organizational outcomes. The findings also indicate that individual work performance shows a partial mediating role in the link between meaningful work and organizational outcomes. In addition, the findings imply that any effort to improve individual work performance at public Jordanian universities can help in offering a better understanding of organizational outcomes.

Practical implications

This study recommends that universities focus more on meaningful work and individual work performance programs and practices.

Originality/value

This study provides a framework and understanding of how work meaning and individual work performance relates to organizational outcomes in one model.

Article
Publication date: 12 June 2017

Fathi Mohamed Al Damoe, Kamal Hamid and Mohmad Sharif

Despite the fact that previous studies have identified a possible mediator (organizational climate) in the HRM practices-HR outcomes link, the role of organizational climate as a…

1444

Abstract

Purpose

Despite the fact that previous studies have identified a possible mediator (organizational climate) in the HRM practices-HR outcomes link, the role of organizational climate as a mediator has, however, not been accorded the respect it deserves in the HRM practices-HR outcomes relationship. Moreover, studies on organizational climate are still scarce and have often focused on western organizations. The purpose of this paper, among others, is to examine the direct effect of HRM practices on the HR outcomes within the context of Libyan organizations. It further investigates whether organizational climate mediates the influence of HRM practices on the HR outcomes within the context of Libyan organizations.

Design/methodology/approach

This paper uses multiple regression analysis on a sample of Libyan organizations.

Findings

Regarding the findings, first, the paper finds that organizations that adopt HRM practices, such as performance appraisal, compensation and rewards and HR planning achieve significant HR outcomes. The finding also indicates that recruitment and selection and training and development are not good predictors of HR outcomes in the organization. Finally, the study reveals that the influence of HRM practice dimensions such as performance appraisal, compensation and reward and HRP on organizational performance is mediated by the presence of organizational climate; on the other hand, organizational climate fails to mediate the influence of both recruitment and selection and training and development on the HR outcomes. This study suggests that not all HRM practices are influenced by organizational climate of the organizations in Libya, and this may be due to the present environmental situation in Libya.

Originality/value

The study is deemed as an initial attempt to investigate the mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public organizations. This finding acts as a springboard for further research and a wake-up call to the organizations in Libya to evaluate the importance of organizational climate in achieving HR outcomes in a volatile environment.

Details

Journal of Management Development, vol. 36 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 22 July 2021

Matt C. Howard and Emory Serviss

The authors argue that many core findings are not as established as often assumed in the study of corporate volunteering programs, and they assess this possibility by reporting a…

1067

Abstract

Purpose

The authors argue that many core findings are not as established as often assumed in the study of corporate volunteering programs, and they assess this possibility by reporting a meta-analysis of both organizational and employee participation that includes relations with antecedents and outcomes at both organizational and employee levels.

Design/methodology/approach

The authors perform a meta-analysis of 57 sources, including 30 peer-reviewed articles, 16 theses/dissertations, 8 unpublished manuscripts, 2 conference presentations and 1 book chapter.

Findings

Of the antecedents, organizational size only had a small relation with organizational participation, but the effect of corporate social responsibility orientation was very large on organizational participation. Demographic characteristics as well as personality traits had a small relation with employee participation, whereas the effect of volunteering attitudes was large on employee participation. Of the outcomes, organizational participation did not significantly relate to customer perceptions. Employee participation had nonsignificant or small relations with well-being, commitment, job satisfaction and positive behaviors; however, organizational participation also significantly related to all employee-level outcomes, and the effect was significantly stronger than employee participation for two of four outcomes.

Practical implications

Organizations can better understand the true influence of corporate volunteering programs, aiding their bottom line and employee well-being.

Originality/value

Several commonly assumed antecedents and outcomes do not relate to corporate volunteering participation, and future research should be redirected to more influential effects. The authors’ discussion highlights theories that may be particularly beneficial for the study of corporate volunteering, including social identity theory and role expansion theory.

Details

Journal of Managerial Psychology, vol. 37 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 22 August 2008

Junaidah Hashim, Saodah Wok and Ruziah Ghazali

This paper aims to examine organisational behaviour as a result of emotional contagion experienced by selected members in direct selling companies. Specifically, it seeks to…

2641

Abstract

Purpose

This paper aims to examine organisational behaviour as a result of emotional contagion experienced by selected members in direct selling companies. Specifically, it seeks to investigate how members in a group are affected by the happiness of their high achievers, what factors influence the emotional contagion to occur, and what are the effects of emotional contagion on individual, group and organisation work outcomes.

Design/methodology/approach

The variables studied were emotional contagion, personal characteristics, group outcomes and organisational outcomes. Emotional contagion was measured by self‐report of impulsive acts; while personal characteristics were measured in terms of social desirability, extraversion, locus of control, live accomplishment, materialistic world, susceptibility to interpersonal influence, and self‐esteem. Organisational outcome variables were measured in terms of organisational commitment and organisational culture. Other variables studied were group behaviour, team player, demographic characteristics, and business organisational characteristics. A total of 276 respondents participated in this study.

Findings

It is found that emotional contagion is positively related with personal outcomes. Further findings reveal that emotional contagion has an impact on both the group and the team. The team, as a whole, is influenced not only by the emotional contagion but also by the personal characteristics of the respondents. Emotional contagion is also related to organisational outcomes. Both the group characteristics are positively related with organisational commitment. Emotional contagion is also positively related to organisational culture. Group characteristics are also positively related with organisational culture. It can be postulated that the following relationships exist between emotional contagion, personal outcomes, group outcomes, and organisational outcomes. It is also found that emotional contagion is a very important variable in the light of personal characteristics, group characteristics and organisational characteristics.

Originality/value

The paper focuses on a specific industry in Malaysia – direct selling – where no such study has been conducted in the past.

Details

Direct Marketing: An International Journal, vol. 2 no. 3
Type: Research Article
ISSN: 1750-5933

Keywords

Book part
Publication date: 7 June 2019

Regina M. Taylor, Marshall Schminke, Guillaume Soenen and Maureen L. Ambrose

Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring variables in…

Abstract

Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring variables in the field of behavioral ethics. We provide an example of how this might be accomplished, by building on recent work on organizational support that emphasizes more specific facets of perceived organizational support (POS). We introduce the concept of perceived organizational support for ethics (POS-E) and test its predictive power on a sample of 4,315 employees from manufacturing and technology firms. We find support for our assertions that ethics-specific support is a better predictor of ethics-related outcomes (e.g., pressure to violate ethical standards, preparedness to handle ethical violations) and general support (POS) is a better predictor of more general organizational outcomes (i.e., job satisfaction). Theoretical and practical implications of these results and the importance of moving toward more specific versus general constructs in the field of behavioral ethics are discussed.

Article
Publication date: 25 September 2023

Andrew Sanghyun Lee and Ronald Lynn Jacobs

This study aims to explore relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes in three large…

Abstract

Purpose

This study aims to explore relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes in three large companies in Korea.

Design/methodology/approach

The research was conducted via an online survey in three large firms in Korea. The sample comprised newcomers who had worked for more than six months but less than one year in these firms. The collected data were analyzed using descriptive statistics and structural equation modeling (SEM).

Findings

Derived from SEM, the study’s results confirmed a causal relationship between supervisor’s socialization behaviors and newcomer’s work outcomes, which was fully mediated by newcomer’s socialization outcomes. However, organizational commitment was observed as a mediating variable, not a moderating variable. All types of supervisors’ socialization behaviors were related to newcomers’ socialization outcomes. Providing appropriate feedback, supporting newcomers’ development and improving social relationships were most strongly related to newcomers’ socialization outcomes.

Research limitations/implications

This study proposed a rationale for the potential effectiveness of supervisor socialization behavior training. Related variables such as supervisor training aspects and the effectiveness of supervisor training for newcomers’ organizational socialization could be examined further.

Practical implications

The study offers critical areas to consider when designing training programs focused on supervisors’ socialization behaviors. Human resource development practitioners should be aware of the importance of supervisors’ socialization behaviors for newcomers’ organizational socialization and develop a program to improve all types of supervisors’ socialization behaviors.

Originality/value

New areas of training and development for supervisors can be proposed to improve newcomer organizational socialization and, eventually, to enhance the work outcomes of newcomers.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 21 September 2012

Michael K. Muchiri, Ray W. Cooksey and Fred O. Walumbwa

The purpose of this paper is to examine the separate and combined effects of transformational leadership behaviour and social processes of leadership on key organisational outcomes

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Abstract

Purpose

The purpose of this paper is to examine the separate and combined effects of transformational leadership behaviour and social processes of leadership on key organisational outcomes within Australian local councils.

Design/methodology/approach

A survey research methodology was used to gather quantitative data from employees from nine local councils. Data were analysed using Item clustering analysis for scale construction. Hierarchical multiple regression analysis was employed to test the proposed conceptual framework.

Findings

It was found that transformational leadership predicted performance outcomes, collective efficacy/outcomes expectancies and organisational commitment. Social processes of leadership predicted performance outcomes, collective efficacy/outcomes expectancies and organisational citizenship behaviours.

Practical implications

Results indicate that by practising aspects of transformational leadership such as articulating clear standards and expectations for performance and showing recognition to work unit members for specific task or goal achievements, work unit leaders may establish a foundation that later leads to higher performance outcomes. Furthermore, promoting aspects of social processes of leadership such as communication, enhancing adaptability and resolving uncertainties may lead to greater clarification and subsequent higher performance outcomes.

Originality/value

The paper is one of the first to examine the separate and combined effects of transformational leadership behaviour and social processes of leadership on key organisational outcomes in Australian local councils.

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