Search results

1 – 10 of over 11000
Article
Publication date: 15 February 2024

Aiman Niazi, Muhammad Imran Qureshi, Mehwish Iftikhar and Asifa Obaid

In light of the widely acknowledged significance of GHRM practices, this study improves comprehension pertaining to GHRM practices and employee workplace outcome relationships…

Abstract

Purpose

In light of the widely acknowledged significance of GHRM practices, this study improves comprehension pertaining to GHRM practices and employee workplace outcome relationships. Drawing on the conservation of resource (COR) theory, the association between GHRM practices and employee workplace outcomes, namely green commitment and thriving at work, was explored, with a specific focus on the mediating role of organizational pride.

Design/methodology/approach

A quantitative research design was adopted, and data was collected through a multistage sampling technique, yielding a sample of 255 employees working in six textile manufacturing organizations in Pakistan, all of which held the ISO 14001 certification. The model was tested using Partial Least Square Structural Equation Modeling (PLS-SEM).

Findings

The findings of this study reveal a significant link between GHRM practices and organizational pride. Moreover, organizational pride was found to mediate the relationship between GHRM practices and thriving at work while partially mediating the relationship between GHRM practices and green commitment.

Research limitations/implications

The outcomes of this study have implications for organizations seeking to enhance sustainability and employee well-being by adopting GHRM practices. Specifically, fostering a sense of organizational pride can further enhance thriving at work and green commitment among employees.

Originality/value

The findings contribute to the existing literature by highlighting the positive impact of GHRM practices on employee workplace outcomes and the importance of organizational pride as a mediating mechanism.

Details

Employee Relations: The International Journal, vol. 46 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 14 March 2016

Marta Mas-Machuca, Jasmina Berbegal-Mirabent and Ines Alegre

The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance the…

16751

Abstract

Purpose

The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance the present paper takes into consideration two relevant antecedents: supervisor support and job autonomy; and explores their link with organizational pride and job satisfaction.

Design/methodology/approach

To verify the hypothesis, a questionnaire survey was used to collect data in a Spanish pharmaceutical organization; 374 responses were obtained. Structural equation modeling was used for the data analysis.

Findings

Data confirms the relationship between the analyzed constructs. The results support the hypothesized relationships of supervisor work-life balance support and autonomy with employee work-life balance. In addition, employee work-life balance is positively related with organizational pride and job satisfaction.

Practical implications

This study provides a useful measurement model that employers and employees can use to evaluate and improve work-life balance through job autonomy and supervisor support. Companies should pay attention to employee work-life balance to enhance organizational pride and job satisfaction. The research tries to help companies to more effectively use their human capital resources.

Originality/value

The paper addresses gaps in the current literature in work-life, organizational pride and job satisfaction. The results may serve as the criteria for managers to better enhance employee job satisfaction in organizations.

Details

Journal of Managerial Psychology, vol. 31 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 11 March 2014

Tobias Kraemer and Matthias H.J. Gouthier

Personnel turnover entails considerable costs and is a major problem for the call center industry. By modifying the job demands-resources model, this study aims to examine how…

4471

Abstract

Purpose

Personnel turnover entails considerable costs and is a major problem for the call center industry. By modifying the job demands-resources model, this study aims to examine how emotional exhaustion and organizational pride affect turnover intentions. In addition, it investigates how emotional exhaustion and organizational pride are formed by job demands and job resources and how gender and organizational tenure moderate the model.

Design/methodology/approach

The paper surveyed 252 call center agents and tested the research hypotheses with component-based structural equation modeling. Two multi-group analyses clarify the proposed moderating effects of gender and organizational tenure.

Findings

Emotional exhaustion and organizational pride essentially determine turnover intentions. Organizational pride, which has received little attention in related research, plays a central role. Two job demands and three job resources strongly influence emotional exhaustion and organizational pride, respectively. Gender and organizational tenure moderate several effects.

Research limitations/implications

This study is based on a sample of call center agents from three different call centers in one country. Therefore, the generalizability of the findings has to be tested. Furthermore, the paper examines turnover intentions, which are good predictors of turnover behavior. Nevertheless, further research should investigate the relationship between the variables and actual turnover. Moreover, the model included six different job determinants. Future research should test the proposed model with other job demands and resources.

Practical implications

Emotional exhaustion and organizational pride substantially affect turnover intentions. Call center managers should protect employees from emotional exhaustion and enhance organizational pride, using specific job demands and resources. This study shows how the importance of certain variables differs for various groups of employees.

Originality/value

This study is the first to examine how certain job resource foster organizational pride and how organizational pride affects voluntary employee turnover in call centers. Further, the study demonstrates that the socio-demographic variables gender and organizational tenure moderate the creation of emotional exhaustion and organizational pride, which together explain a large amount of the variance in turnover intentions among call center agents.

Details

Journal of Service Management, vol. 25 no. 1
Type: Research Article
ISSN: 1757-5818

Keywords

Article
Publication date: 11 October 2011

Matthias H.J. Gouthier and Miriam Rhein

Organizational pride of service employees presents a vital, but mostly unexplored, factor for business success. In detail, two kinds of organizational pride exist. First, service…

7846

Abstract

Purpose

Organizational pride of service employees presents a vital, but mostly unexplored, factor for business success. In detail, two kinds of organizational pride exist. First, service employees can experience short, persistent affective emotions of pride based on the perception of a successful event related to the organization. Second, employees can have a cognitive and durable attitude of pride resulting from the general perception of the organization. Prior research neglects not only to analyze empirically the relationship between emotional organizational pride and attitudinal organizational pride, but also to examine positive effects from them. The objective of this paper is to investigate the relationship and the effects of the two kinds of organizational pride with commitment to customer service, creativity and turnover intention.

Design/methodology/approach

The first study is an exploratory pre‐study and deals with spontaneous impressions of 53 customer consultants regarding their emotional and attitudinal organizational pride. Data used for the main study were collected through an online panel provider. A sample of 733 service employees was generated and structural equation modeling was applied to test the hypotheses.

Findings

Results from the main study suggest that there is a strong relationship between emotional organizational pride and attitudinal organizational pride. Whereas the former has a direct, positive effect on commitment to customer service and creativity, the latter directly influences commitment to customer service and turnover intention. An indirect effect on creativity was also found.

Research limitations/implications

To reduce the complexity of the model, no moderating variables were integrated. In a subsequent step, it is important to analyze empirically the drivers and conduct a longitudinal analysis to test the relationship between the two kinds of organizational pride and their effects over time.

Practical implications

The measurement and management of organizational pride are vital sources for improving service behaviors; they represent new challenges for service‐oriented human resource management.

Originality/value

The paper is novel for three reasons. First, the affective events theory (AET) is advanced by additional substantial relationships. Second, links between the two kinds of organizational pride are analyzed for the first time. Finally, the paper suggests empirical evidence for the positive effects of the two kinds of organizational pride.

Article
Publication date: 19 September 2019

Zahid Hameed, Ikram Ullah Khan, Tahir Islam, Zaryab Sheikh and Safeer Ullah Khan

The purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts directed toward…

1429

Abstract

Purpose

The purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts directed toward external stakeholders of the firm) and internal CSR activities (efforts directed toward employees) on employees’ organizational citizenship behaviors toward the environment (OCBE) via organizational pride. The authors also examine the moderating role of perceived organizational support (POS) between CSR and organizational pride.

Design/methodology/approach

A total of 324 questionnaires were collected from the hospitality industry of Pakistan.

Findings

The results of this research revealed that dimensions of CSR (external and internal) have a positive influence on organizational pride. Also, organizational pride is found as an underlying mediating mechanism between the relationship of CSR and OCBE. The results also indicated that a higher level of POS strengthens the relationship between CSR and organizational pride.

Practical implications

The findings are limited to only hospitality industry. Organizations can enhance employees’ sense of pride through CSR activities, which subsequently enhance employees OCBE. The findings also suggested that organizational pride contains intrinsic motivation that can help employees to enhance their OCBE.

Originality/value

This research suggests that organizational pride and POS are important factors which influence the relationship between CSR and OCBE. Further, it also empirically tests this model in a developing country context.

Details

South Asian Journal of Business Studies, vol. 8 no. 3
Type: Research Article
ISSN: 2398-628X

Keywords

Article
Publication date: 24 March 2020

Omar Durrah, Kamaal Allil, Moaz Gharib and Souzan Hannawi

This empirical study aims to explore the impact of two facets of organizational pride (namely, emotional and attitudinal) on employee creativity in petrochemical companies in the…

1059

Abstract

Purpose

This empirical study aims to explore the impact of two facets of organizational pride (namely, emotional and attitudinal) on employee creativity in petrochemical companies in the Sultanate of Oman.

Design/methodology/approach

Using a simple random sample technique, data were collected using a questionnaire from 278 respondents working in five major petrochemical organizations operating in Oman. Data were examined using structural equation modeling.

Findings

The findings revealed that attitudinal organizational pride is the only dimension of organizational pride that has a direct significant positive effect on creativity, while emotional pride does not affect creativity.

Research limitations/implications

The current study is considered among the pioneering studies in its contextual field. However, despite its importance, it has several limitations. First, this study is limited to the petrochemical sector. Second, the study is limited to two variables: organizational pride and creativity. Last, this study examined creativity as one variable.

Practical implications

Attitudinal organizational pride directly affects employee creativity. Petrochemical managers should consider and enhance attitudinal organizational pride.

Originality/value

This study contributes to the literature investigating the attitudinal and emotional aspects as facets of organizational pride in relation to employee creativity, and it is the first to do so in the context of the Sultanate of Oman.

Details

European Journal of Innovation Management, vol. 24 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 21 July 2022

Sandra Castro-González, Belén Bande and Guadalupe Vila-Vázquez

The purpose of this study is understanding how companies can improve sales force performance is a key issue. Despite this, the study of the impact that corporate social…

Abstract

Purpose

The purpose of this study is understanding how companies can improve sales force performance is a key issue. Despite this, the study of the impact that corporate social responsibility (CSR) practices might have on salespeople’s performance has been neglected in the sales literature.

Design/methodology/approach

Using data provided by 176 salesperson–supervisor dyads and through structural equation modeling and conditional process analysis, empirical evidence confirms the hypotheses.

Findings

Certainly, the findings confirm that salespeople’s performance is influenced by their CSR perception, not directly but through their pride and organizational commitment. Furthermore, the results improve when considering the intervention of a responsible leader. The paper also identifies the management implications and makes some recommendations for upcoming studies.

Originality/value

This paper contributes to fill this gap by examining the effect of salespeople’s CSR perception on their job performance through organizational pride and organizational commitment. Additionally, it is suggested that the exercise of responsible leadership by the supervisor strengthens the previous indirect relationship, moderating the influence of salesperson’s organizational pride on their commitment.

Details

Social Responsibility Journal, vol. 19 no. 6
Type: Research Article
ISSN: 1747-1117

Keywords

Article
Publication date: 6 November 2017

Muhammad Kashif, Anna Zarkada and Ramayah Thurasamy

The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The service…

1950

Abstract

Purpose

The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The service organizations, in an effort to control employee turnover, are striving hard but have failed. There are a wide variety of studies that address employee turnover but the research which encapsulates a combined effect of perceived justice and organizational pride to study exhaustion-turnover path are almost scant. The purpose of this paper is to explore the effects of customer aggression on the frontline food service managers’ emotional exhaustion and turnover intentions. The mitigating effects of perceived distributive justice and emotional organizational pride are also investigated.

Design/methodology/approach

Survey data were collected from 250 frontline employees of global fast food chain outlets located in the city of Lahore, Pakistan. The data were analyzed using structural equation modeling by AMOS.

Findings

The customer aggression is found to influence emotional exhaustion which in turn reduces job satisfaction and increases turnover intentions among frontline food service managers. The mitigating effects of distributive justice on the customer aggression to emotional exhaustion path and of emotional organizational pride on the job satisfaction to turnover intentions path are confirmed.

Practical implications

The results reveal importance of maintaining a supportive and justice-oriented organizational culture. Rewarding frontliners, celebrating the organizational successes that build pride, and acknowledging the emotional burden misbehaving customers place on employees are identified as shields to guard against employee dissatisfaction and turnover.

Originality/value

The turnover intentions resulting from the emotional exhaustion caused by customer aggression in the global fast food industry is studied for the first time. Furthermore, the inclusion of distributive justice and emotional organizational pride as cognitive and affective factors that reduce the effects of customer aggression on frontliners is unique to this study.

Details

Personnel Review, vol. 46 no. 8
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 7 February 2024

Chrisalena Athanasiadou, Georgios Theriou and Dimitrios Chatzoudes

This study aims to examine how corporate social responsibility (CSR) affected the attitudes and behaviors of employees in the European aviation industry amidst the COVID-19…

Abstract

Purpose

This study aims to examine how corporate social responsibility (CSR) affected the attitudes and behaviors of employees in the European aviation industry amidst the COVID-19 pandemic and to explore any moderating effect of empathetic leadership.

Design/methodology/approach

Based on the social identity and social exchange theories, a research model was developed and tested against empirical data collected from employees of the European aviation industry, in 2021. Structural equation modeling and regression analyses were used for testing the hypothesized causal relationships.

Findings

Perceived CSR is directly related to work engagement and indirectly associated with work engagement and job insecurity via organizational pride. The presence of an empathetic leader does not intensify the effects of perceptions of CSR on organizational pride. Work engagement, in turn, impacts organizational citizenship behavior, while no such effect of job insecurity is supported.

Originality/value

This study provides insight into the underlying mechanisms via which CSR affects employees during a crisis. It, also, has significant implications on human resources management within the industries severely affected by the pandemic.

Details

International Journal of Organization Theory & Behavior, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1093-4537

Keywords

Article
Publication date: 5 September 2016

Irene Tsachouridi and Irene Nikandrou

The purpose of this paper is to examine the direct and indirect effect of perceived organizational virtuousness (POV) on organizational spontaneity. The assumed indirect effect is…

Abstract

Purpose

The purpose of this paper is to examine the direct and indirect effect of perceived organizational virtuousness (POV) on organizational spontaneity. The assumed indirect effect is investigated through the social identity perspective. As such, organizational identification, pride and respect are examined as mediators of the POV-spontaneity relationship.

Design/methodology/approach

To test the hypotheses the authors conducted two studies. First, the authors conducted an experimental study with 136 participants in which the authors investigated the role of organizational identification as mediator of the examined relationship. Second, the authors conducted a field study in which 572 employees working in various organizations participated. In this study, pride and respect were incorporated as first-step mediators explaining serially (indirectly) the relationship between the independent and the dependent variable through organizational identification.

Findings

The findings of the experimental study indicate that organizational identification mediates the positive relationship between POV and organizational spontaneity. The results of the field study indicate that pride and respect serially mediate the examined relationship through organizational identification.

Practical implications

The study accumulates further evidence that treating employees with care and respect can bring benefits to organizations. Perceiving organizational virtuousness makes employees identify with their organization and view organizational successes as their own. Thus, they become more willing to benefit the organization.

Originality/value

This study is unique to the literature by being the first to examine the relationship between POV and organizational spontaneity through social identity processes.

Details

Personnel Review, vol. 45 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

1 – 10 of over 11000