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Article
Publication date: 4 September 2017

Subhash C. Kundu and Kusum Lata

The purpose of the present study is to investigate the mediating effect of organizational engagement in the relationship between supportive work environment (SWE) and…

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Abstract

Purpose

The purpose of the present study is to investigate the mediating effect of organizational engagement in the relationship between supportive work environment (SWE) and employee retention.

Design/methodology/approach

Primary data of 211 respondents from 67 organizations were analysed. Confirmatory factor analysis was used to assess the dimensionality and validity of study variables. Further, the hypothesized model was tested with the help of multiple regression analysis.

Findings

The findings suggest that SWE plays a crucial role in predicting employee retention. Organizational engagement partially mediates the relationship between SWE and employee retention.

Research limitations/implications

The data were limited to the Indian setting and of cross-sectional design only; so, it may not be generalized across the world. Further, the sample size is also comparatively smaller but the results are not affected adversely.

Originality/value

The role of SWE along with organizational engagement is currently under-researched in the Indian context. The present study is an intense effort to analyse the mediating effect of organizational engagement in the relationship between SWE and employee retention.

Details

International Journal of Organizational Analysis, vol. 25 no. 4
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 11 October 2021

Arshinder Singh Chawla, Subhash C. Kundu, Sandeep Kumar, Neha Gahlawat and Homesh Kundu

This study aims to explore the relationship between knowledge management (KM) and firm performance through mediating effects of strategic human resource management (HRM…

Abstract

Purpose

This study aims to explore the relationship between knowledge management (KM) and firm performance through mediating effects of strategic human resource management (HRM) and organizational innovations.

Design/methodology/approach

Usable responses from 638 employees belonging to 230 organizations operating in India were collected via questionnaires. To determine the hypothesized relationships between the study variables, namely, KM capacity, strategic HRM, administrative innovation, technical innovation and firm performance, bootstrapping method via PROCESS was put into use.

Findings

The findings strengthen the notion that effective KM in firms leads to better innovation capabilities and higher firm performance. Further, the study reveals that the effects of KM capacity on firm performance go through a relationship chain (serial mediation) consisting of strategic HRM, administrative innovation and technical innovation.

Practical implications

The results undeniably infer that the effective management of knowledge is critical for leveraging innovations and other performance indicators in organizations. More specifically, it does not only result in enhanced firm performance but also in proper utilization of strategic HR practices for the benefits of employees, with a boost in administrative and technical innovations in organizations.

Originality/value

By confirming several mediation paths through strategic HRM, administrative and technical innovations, this study offers some noteworthy insights in expounding the relationship between KM and firm performance.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 29 October 2018

Neha Gahlawat and Subhash C. Kundu

The purpose of this paper is to establish the effectiveness of socially responsible HRM (SRHRM) on organizational citizenship behavior (OCB) while examining the mediating…

Abstract

Purpose

The purpose of this paper is to establish the effectiveness of socially responsible HRM (SRHRM) on organizational citizenship behavior (OCB) while examining the mediating role of work motivation and job satisfaction.

Design/methodology/approach

Primary data based on 565 respondents belonging to various organizations operating in India were collected and analyzed. Statistical tools like confirmatory factor analysis and bootstrap procedure were used to determine the hypothesized relationships between SRHRM and employee attitudes and behavior.

Findings

Drawing upon social identity perspective, the results have revealed that the employees’ perceptions of SRHRM including legal compliance HRM, employee-oriented HRM, general corporate social responsibility (CSR) facilitation HRM and general CSR conduct are related to higher engagement in extra-role behavior among employees in Indian context. The findings further reveal that this SRHRM–OCB relationship is serially mediated by work motivation and job satisfaction.

Practical implications

The study gives strong indications that managers at both global and local level need to pay high attention to the designing and implementation of the CSR-focused HRM systems in their organizations, as these do not only lead to positive organizational image but also generate positive employee outcomes.

Originality/value

By establishing a multi-step partial mediation model, this study brings new insights in the underlying mechanism existing in the SRHRM–OCB relationship.

Details

Journal of Indian Business Research, vol. 13 no. 1
Type: Research Article
ISSN: 1755-4195

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Article
Publication date: 21 March 2019

Subhash C. Kundu, Archana Mor, Jahanvi Bansal and Sandeep Kumar

The purpose of this paper is to investigate the relationship between diversity management (i.e. diversity-focused human resource (HR) practices related to recruitment and…

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2768

Abstract

Purpose

The purpose of this paper is to investigate the relationship between diversity management (i.e. diversity-focused human resource (HR) practices related to recruitment and selection, training and development, performance appraisal and compensation) and perceived firm performance, and the mediating effect of procedural justice.

Design/methodology/approach

Primary data based on 400 respondents of 162 organizations operating in India were analysed using statistical tools such as factor analysis, analysis of variance (ANOVA) and multiple regression analysis.

Findings

Multiple regression analysis indicated that diversity-focused HR practices had a positive association with perceived firm performance. Further, it was found that procedural justice played a partially mediating in the relationship between diversity-focused HR practices and perceived firm performance.

Research limitations/implications

This paper relied on self-report surveys for data collection, and there laid a possibility of common method variance in the result findings. Hence, future studies should collect data from multiple sources by using multiple methods (e.g. interviews, surveys, peer reports, etc.).

Practical implications

The first implication highlights that senior management’s support is a prerequisite to execute justice-based diversity management processes, which in turn aid in harvesting the true potentials of diversity. Second, organizations should adopt an egalitarian approach while formulating and implementing diversity management initiatives to accentuate the fair and just perceptibility of procedures among employees.

Originality/value

This study sheds new light on the effects of diversity-focused HR practices on firm performance (perceived) in Indian context.

Details

Journal of Asia Business Studies, vol. 13 no. 2
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 19 September 2019

Subhash C. Kundu, Archana Mor, Sandeep Kumar and Jahanvi Bansal

The purpose of this paper is to investigate the relationship between employees’ perceptions of diversity within management levels (i.e. senior management, middle…

Abstract

Purpose

The purpose of this paper is to investigate the relationship between employees’ perceptions of diversity within management levels (i.e. senior management, middle management and lower management levels) and perceived organizational performance. The study also examines differences in perceptions of diversity within different levels of management across nature and ownership forms of organizations.

Design/methodology/approach

Primary data were gathered from a sample of 400 employees from 162 organizations of diverse industries operating in India. Statistical techniques like analysis of variance and stepwise multiple regressions were used to analyze the data.

Findings

Employee perceptions of diversity at the senior, middle and lower management levels of organizations are weakly, most significantly and positively, and negatively related to perceived organizational performance. It has also been found that the perceptions of diversity within different levels of management differ across nature and ownership forms of the organization.

Research limitations/implications

The study relies on self-reported questionnaires as the method of data collection, which can lead to common-method bias. Hence, further studies can collect data by using multiple sources. In addition, future researchers can employ both subjective and objective measures to fetch results that are more valid.

Practical implications

To harvest the benefits of diversity, organization should foster positive perceptions among employees toward diversity.

Originality/value

The study gives new insight into why employees’ perceptions are significant in considering the possible outcomes of diversity.

Details

Journal of Advances in Management Research, vol. 17 no. 1
Type: Research Article
ISSN: 0972-7981

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Article
Publication date: 11 January 2019

Subhash C. Kundu, Sandeep Kumar and Neha Gahlawat

The purpose of this paper is to check the effects of empowering leadership on job performance of employees through the mediation of psychological empowerment.

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3088

Abstract

Purpose

The purpose of this paper is to check the effects of empowering leadership on job performance of employees through the mediation of psychological empowerment.

Design/methodology/approach

Primary data were gathered from 418 Indian banking employees. Statistical techniques like factor analysis, multiple regressions and bootstrapping via PROCESS were used to analyze the data.

Findings

Initially, the results of multiple regression analysis revealed that empowering leadership behaviors have positive influence on psychological empowerment and job performance of subordinates. Further, bootstrap analysis revealed that the individual dimensions of psychological empowerment serially mediate the effects of empowering leadership behaviors on subordinates’ job performance.

Research limitations/implications

The study indicates that the empowering leadership style is not applicable to Western culture only, but it is also very effective in high power distance cultures like of India. The major limitation of the study is that the data have been gathered from a single source. This may lead to common method variance.

Practical implications

In banking context, empowering leadership can improve the performance of employees by means of psychological empowerment. Training should be provided to organizational leaders in banks with special focus on facilitating the empowering behaviors among them.

Originality/value

The research studies on measuring the effects of empowering leadership on job performance through mediation of psychological empowerment are very limited.

Details

Management Research Review, vol. 42 no. 5
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 6 May 2020

Subhash C. Kundu, Archana Mor and Neha Gahlawat

The purpose of this study is to examine the relationship between business strategies (i.e. cost reduction, quality enhancement and innovation strategy) and employees'…

Abstract

Purpose

The purpose of this study is to examine the relationship between business strategies (i.e. cost reduction, quality enhancement and innovation strategy) and employees' intention to leave (ITL), through the mediating role of high-performance work system (HPWS). It also attempts to study variability in the relationship between business strategies, HPWS and employees' ITL on the basis of nature and ownership forms of the firms.

Design/methodology/approach

Primary data based on 573 respondents from 192 organizations operating in India were analysed using structural equation modelling and conditional process modelling.

Findings

This study has revealed that HPWS mediates the relationship between business strategy (specifically innovation and quality-enhancement strategy) and employees' ITL. Findings further indicate that the mediated relationships between quality enhancement and innovation strategy, HPWS and ITL do not vary across nature and ownership forms of the firms.

Practical implications

In context of dynamic business environments in developing countries, the findings provide some important insights in exploring the relevance of strategic human resource management in improving employees' behavioural intentions.

Originality/value

By applying a three dimensional business strategy system (innovation, quality and cost) and by exploring the relevance of several contextual factors, this study attempts to expand the focus of turnover research.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 4
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 6 December 2018

Neha Gahlawat and Subhash C. Kundu

This study aims to examine the adoption and efficacy level of progressive human resource management (HRM) practices in various organizations operating in India.

Abstract

Purpose

This study aims to examine the adoption and efficacy level of progressive human resource management (HRM) practices in various organizations operating in India.

Design/methodology/approach

Primary data based on 615 respondents from 103 domestic firms and 116 foreign multinational corporations (MNCs) operating in India were gathered and analyzed using statistical techniques like t-test, confirmatory factor analysis and structural equation modeling.

Findings

The results reveal that the adoption of progressive HRM practices in form of self-managed teams, flexibility to work flexible hours, use of online mediums to invite applicants, selection of candidates using assessment center and integrity test, performance based incentives, flexible benefits, facility of e-learning and innovative management development programs is positively related to firm performance in Indian context. Using institutional and cultural perspective, the findings have also demonstrated that their exist differences in adoption of progressive HRM practices between foreign MNCs and domestic firms.

Practical implications

Domestic firms in India are needed to learn some important managerial lessons from the foreign MNCs, especially when their adoption of progressive practices results in more increase in firm performance. These are suggested to implement a broad range of innovative HR practices like MNCs to improve growth potential, instead of focusing on two or three practices.

Originality/value

By exploring the differences between domestic and foreign MNCs, this study has offered some key insights on the extent of adoption and operationalization of progressive HRM in current Indian business environment.

Details

International Journal of Organizational Analysis, vol. 27 no. 3
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 24 July 2019

Neha Gahlawat and Subhash C. Kundu

The purpose of this paper is to examine the relationship between participatory HRM and firm performance through a series of mediators.

Abstract

Purpose

The purpose of this paper is to examine the relationship between participatory HRM and firm performance through a series of mediators.

Design/methodology/approach

Primary data were collected from 569 respondents belonging to 207 organizations operating in India. Structural equation modeling and bootstrapping via PROCESS were used to analyze the hypothesized relationships between participatory HRM and firm performance.

Findings

The study has highlighted that participatory HRM in the form of self-managed teams, flexible work arrangements and empowerment results in better organizational climate, heightened affective commitment, reduced intention to leave and enhanced firm performance. Furthermore, it has been established that organizational climate, affective commitment and intention to leave serially mediate the relationship between participatory HRM and firm performance.

Practical implications

The study gives strong indications that adopting bundle of participatory HRM practices is beneficial for generating positive organizational climate, enhanced employee attitudes and superior firm performance.

Originality/value

By establishing serial mediation through organizational climate, affective commitment and employees’ intention to leave, this study brings new insights into the interpretation of underlying mechanism existing between participatory HRM and firm performance, thus uniquely contributes to the HRM and OB literature.

Details

Employee Relations: The International Journal, vol. 41 no. 5
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 13 February 2017

Subhash C. Kundu and Archana Mor

The purpose of this paper is to examine the relationship between employee perceptions of diversity (i.e. significance of diversity and diversity management, and value of…

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10070

Abstract

Purpose

The purpose of this paper is to examine the relationship between employee perceptions of diversity (i.e. significance of diversity and diversity management, and value of diversity practices employed) and perceived organizational performance. It also attempts to examine whether the perceptions of diversity vary among employees from different diversity backgrounds (i.e. across gender and categories) in Indian IT industry.

Design/methodology/approach

Primary data based on 402 respondents were analysed using statistical tools like factor analysis, correlations, analysis of variance, means, grand means, and regression.

Findings

Results indicated that employees irrespective of their diversity backgrounds positively acknowledged diversity and diversity management. However, limited but significant differences were observed among employee perceptions regarding valuing the diversity practices employed based on their diversity backgrounds. Further, employees’ perception of promotion of gender diversity was found to be positively related to perceived organizational performance.

Research limitations/implications

This paper relied on self-report surveys for data collection. Future studies should collect data using multiple methods to avoid common-method bias. As the sample was drawn from India, specifically from IT industry, the conclusions may not be generalized to other industries. Future studies may be conducted across industries covering different cultural settings.

Practical implications

Implications are first, that, in addition to investing in initiatives for promoting diversity, especially gender diversity, organizations need to ensure positive perceptibility of these initiatives by employees. Second, to foster acceptance and effectiveness of gender/diversity initiatives in organizations, managers need to ensure men and majority group employees are part of these initiatives. Third, IT industry needs to reassess their hiring strategies and should design diversity programmes with goals in mind, if not quotas, to hire and retain diverse employees to explore their potential contribution.

Originality/value

Inclusion of employees of Indian IT industry of different categories will definitely add value to the existing knowledge on diversity, management theory, and practice.

Details

Employee Relations, vol. 39 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

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