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Article
Publication date: 13 May 2019

Ram Shankar Uraon and Manish Gupta

The purpose of this paper is to examine the effect of human resource development (HRD) practices on perceived operational and market performances in the software companies in…

1429

Abstract

Purpose

The purpose of this paper is to examine the effect of human resource development (HRD) practices on perceived operational and market performances in the software companies in India, and also the mediating effect of operational performance in the relationship between HRD practices and market performance.

Design/methodology/approach

Data were collected from 516 professionals working in 37 software companies in India. Partial least square (PLS) was used to test the proposed structural equation model.

Findings

The findings reveal that the HRD practices significantly affect market performance. However, operational performance, as a mediator, was found to have a crucial role in transferring the effects of HRD practices to market performance.

Research limitations/implications

The findings of this study are in line with the theory of HRD which suggests a positive relationship between HRD and organizational performance.

Practical implications

The results suggest that to enhance the market performance, organizations need to enhance operational performance by meticulously designing and implementing the series of HRD practices.

Originality/value

This study is one of its kind to overcome the limitations of earlier studies to examine the effect of comprehensive dimensions of HRD on operational and market performance.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 1
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 10 November 2020

Ram Shankar Uraon and Manish Gupta

This paper has two main purposes. One purpose is to examine the mediating role of affective commitment in the relationship between psychological climate and contextual and task…

Abstract

Purpose

This paper has two main purposes. One purpose is to examine the mediating role of affective commitment in the relationship between psychological climate and contextual and task performance. Another purpose is to conceptualize and measure the psychological climate.

Design/methodology/approach

Data were analyzed using a sample of 514 employees working in 12 public sector companies in India. Partial least squares (PLS) technique was used to test the proposed research framework.

Findings

The results of this study revealed that affective commitment has a mediating role in the relationship between psychological climate and contextual performance as well as between psychological climate task performance.

Research limitations/implications

The findings of this study augment the theory of psychological climate by suggesting that individuals perceiving high a psychological climate are likely to have the high affective commitment that ultimately leads to higher performance.

Practical implications

Public sector companies are encouraged to provide a favorable psychological climate that can emotionally commit the employees to perform well.

Originality/value

This study is one of its kinds to overcome the limitations of the earlier studies such as in examining the effect of higher-order psychological climate on task and contextual performances.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 9 no. 3
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 23 April 2024

Ram Shankar Uraon and Ravikumar Kumarasamy

The paper aims to examine the effect of justice perceptions of performance appraisal (JPPA) practices (i.e. distributive, procedural, informational and interpersonal justice) on…

Abstract

Purpose

The paper aims to examine the effect of justice perceptions of performance appraisal (JPPA) practices (i.e. distributive, procedural, informational and interpersonal justice) on organizational citizenship behavior (OCB) and affective commitment (AC) and the effect of AC on OCB. Further, it investigates the mediating role of AC in the relationship between JPPA practices and OCB. Moreover, this study examines the moderating effect of job level on the relationship between JPPA practices and OCB.

Design/methodology/approach

The data were collected using a self-reported structured questionnaire. A total of 650 questionnaires were distributed among the employees of 50 information technology (IT) companies in India, and 503 samples were obtained. The conceptual framework was tested using the partial least squares structural equation modeling (PLS-SEM) method, and the moderating effect was tested using process macro.

Findings

The findings of this study reveal that the JPPA practices positively affect OCB and AC and AC affects OCB. Further, AC partially mediates this relationship between JPPA practices and OCB. Furthermore, the direct effect of JPPA practices on OCB happens to be strengthened when the job level decreases, thus confirming the moderating role of job level.

Research limitations/implications

The findings of this study augment the social exchange theory (SET) by suggesting that individuals perceiving justice or fairness in performance appraisal practices are likely to have a greater AC that ultimately engages employees in OCB.

Practical implications

This study will be helpful for human resource practitioners in IT companies who are responsible for the fairness of performance appraisal practices and expect their employees to be emotionally attached to the organization and engaged in OCB.

Originality/value

The study adds to the body of knowledge of how justice in performance appraisal practices links to OCB through AC and moderates by job level in an emerging economy in Asia.

Details

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

Keywords

Article
Publication date: 26 January 2024

Ram Shankar Uraon and Ravikumar Kumarasamy

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job…

1158

Abstract

Purpose

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Design/methodology/approach

A total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.

Findings

This study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.

Research limitations/implications

The findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Practical implications

This study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.

Originality/value

This study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Details

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

Keywords

Article
Publication date: 30 May 2023

Ram Shankar Uraon, Anshu Chauhan, Rashmi Bharati and Kritika Sahu

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it…

Abstract

Purpose

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.

Design/methodology/approach

Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.

Findings

The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.

Practical implications

The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.

Originality/value

There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 4
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 16 November 2023

Ram Shankar Uraon, Rashmi Bharati, Kritika Sahu and Anshu Chauhan

This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the…

Abstract

Purpose

This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the mediating effect of team efficacy in the relationship between two dimensions of agile work practices and team creativity.

Design/methodology/approach

The data were collected from 563 professionals working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized model.

Findings

The results demonstrate that agile taskwork and agile teamwork positively impact team creativity and team efficacy, and team efficacy positively impacts team creativity. Furthermore, team efficacy partially mediates the impact of agile taskwork and agile teamwork on team creativity.

Practical implications

This study shows the importance of agile work practices and team efficacy to enhance team creativity. The research offers managers strategies to boost team creativity.

Originality/value

There is a dearth of research examining the distinct effects of agile taskwork and agile teamwork on team efficacy and team creativity. Also, this study is one of its kind that examines the mediating mechanisms that explain the effect of agile taskwork and agile teamwork on team creativity.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 11 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

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