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1 – 10 of 597Dirk De Clercq, Tasneem Fatima and Bushra Khan
This research seeks to unpack a relevant, hitherto overlooked connection between employees' perception that family incivility is undermining their work and their displays of…
Abstract
Purpose
This research seeks to unpack a relevant, hitherto overlooked connection between employees' perception that family incivility is undermining their work and their displays of submissive behavior. The authors predict and test a mediating role of employees' work alienation beliefs and a moderating role of their ego resilience in this connection.
Design/methodology/approach
The research hypotheses were tested with survey data collected in three rounds, separated by three weeks each, among employees who work in the education sector in Pakistan. The statistical analyses relied on the PROCESS macro, which supports the simultaneous estimation of the direct, mediation and moderated mediation effects that underpin the proposed theoretical framework.
Findings
An important reason that victims of disrespectful treatment at home fail to fight for their rights at work is that they develop parallel beliefs of being disconnected from work. This intermediary role of work alienation beliefs is less prominent though when employees can rely on their personal resource of ego resilience.
Practical implications
For human resource (HR) managers, this research offers a critical explanation, related to a sense of being estranged from work, for why family-induced work hardships might cause employees to exhibit subservient behaviors at work. It further reveals how this process can be contained if employees have the capability to adapt flexibly to different situations.
Originality/value
This study contributes to extant research by explicating how and when family-induced work hardships might escalate into work responses that mirror employees' experiences at home.
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This study focuses on owner-managers’ paternalism and its effects on human resource management (HRM) in micro, small and medium enterprises (MSMEs) during COVID-19 pandemic. It…
Abstract
Purpose
This study focuses on owner-managers’ paternalism and its effects on human resource management (HRM) in micro, small and medium enterprises (MSMEs) during COVID-19 pandemic. It aims to describe and discuss how owner-managers paternalism enhanced the sustainability of exemplary MSMEs.
Design/methodology/approach
A qualitative approach employing Heideggerian interpretive phenomenological methodology was used. Data were collected from 30 exemplary MSME restaurants using non-participant observation, document analysis and in-depth interviews with a purposive sample of 75 key informants: 30 owner-managers and 45 of their employees in 10 Thai tourist provinces over three time periods. Verbatim transcripts were coded using template analysis to generate distilled data summaries.
Findings
Four HRM themes were identified: (1) staffing, (2) development, (3) performance management and (4) compensation. A proposed model was suggested to understand how owner-managers’ paternalism affects four HRM practices. Owner-managers use their authority, combined with high levels of benevolence and morality, through supportiveness and kindness for employees to meet both their work and personal needs. Specifically, their employees repay them through performance and loyalty. This reciprocal relationship positively impacts employers, employees and MSMEs.
Research limitations/implications
The generalization of the study's outcomes is limited by the sample size and study methodology. The findings propose alternative HRM practices for Thai restaurants, therefore, generalization to all types of MSMEs and all areas of the world is not possible. In future research, it would be useful to consider a mixed-methods approach using large samples of MSMEs across the country or in other countries. Some small HR issues that were noted in this study, such as using the horoscope, astrology and zodiac as hiring tools, could be studied further. Future studies should explore the main thrust and relationship established between owner-managers and employees to drive MSMEs' performance.
Practical implications
The findings may be used as guidelines for creating a deep bond between employers and employees to strengthen MSMEs and foster sustainability.
Social implications
Important for instilling HRM practices in MSMEs. This paper provides policy implications for governments, relevant public agencies and other developing countries. They need to put forward for consideration of new strategies for migrant policy, in order to solve the shortage of labor in MSMEs. A well-considered policy could increase employee well-being during crises by bringing supportive strategies together.
Originality/value
This study expands knowledge of the effects of paternalism on HRM practices in shaping employer and employee relationships through social exchange theory (SET).
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Atiya Yasmeen, Muhammad Mumtaz Khan and Syed Saad Ahmed
The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention.
Abstract
Purpose
The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention.
Design/methodology/approach
Using a self-administer survey design, data were collected from 229 nursing workforce employed in hospitals located in Karachi.
Findings
The research findings show that abusive supervision has a considerably positive influence on turnover intention. The findings also show that abusive supervision negatively affects nurses' leadership identification and organizational identification. Leadership identification and organizational identification were found to be negatively related to nurses' turnover intention. Finally, leadership identification and organizational identification were found to parallelly mediate the relationship between abusive supervision and turnover intention.
Originality/value
This study helped uncover the previously unknown parallel mediating mechanism of organizational identification and leadership identification. Additionally, abusive supervision was found to negatively affect employees' leadership identification.
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Emma Clarke, Katharina Näswall, Jennifer Wong, Fleur Pawsey and Sanna Malinen
The anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all…
Abstract
Purpose
The anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all organizations, especially those that operate in high-demand working environments, to support the well-being of staff throughout the change process.
Design/methodology/approach
Research on how employees respond to the organizational change of relocating to a new work space is limited. To fill this gap in the research, we present a case study examining the well-being of clinical and health care employees before and after a disruptive change: relocation in workplace facilities. In addition, factors that enabled successful change in this high-stress, high-demand working environment were investigated. Interviews were conducted with 20 participants before the relocation and 11 participants after relocation. Following an inductive approach, data were analyzed using thematic analysis to identify key themes.
Findings
Our findings suggest that a supportive team, inclusive leadership and a psychologically safe environment, may buffer negative employee well-being outcomes during disruptive organizational change.
Originality/value
This research contributes to the literature on successful organizational change in health care by highlighting the resources which support well-being throughout the change process and enabling the successful transition to a new facility.
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Ha Minh Nguyen and Luan Vinh Nguyen
This study examines the effects of employer attractiveness (EA) on employee engagement (EE) and employee performance (EP).
Abstract
Purpose
This study examines the effects of employer attractiveness (EA) on employee engagement (EE) and employee performance (EP).
Design/methodology/approach
Mixed method. The analytical technique is the Partial Least Squares Structural Equation Modeling through survey questionnaires collected from 937 respondents as employees from 37 enterprises in Vietnam.
Findings
EA has a positive impact on EE and EP factors. However, EE has no statistically significant impact on EP.
Practical implications
This study helps managers build solutions toward retaining talent and improving EP through the strategy of building EA. Concurrently, this study guides the important factors to build an effective EA.
Originality/value
This study explores the relationship between three factors: EA, EE and EP. This has added a new research direction of EA to existing employees. In addition, the study results provide a new perspective on the relationship between EE and EP.
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Ali Raza, Muhammad Ishtiaq Ishaq, Dima R. Jamali, Haleema Zia and Narjes Haj-Salem
This study aims to assess the direct impact of workplace hazing and the indirect impact via moral disengagement on organizational deviance behavior and negative word-of-mouth…
Abstract
Purpose
This study aims to assess the direct impact of workplace hazing and the indirect impact via moral disengagement on organizational deviance behavior and negative word-of-mouth (WOM) communication in the hospitality industry of Pakistan. This research also addresses the significance of psychological (resilience) and social factors (friendship prevalence) as moderators of the relationship between workplace hazing and moral disengagement.
Design/methodology/approach
Using a multirespondent strategy, the data was collected from 319 newcomers employed in the Pakistani hospitality industry and analyzed using structural equation modeling.
Findings
The results reveal that workplace hazing increases moral disengagement, organizational deviance and negative WOM communication. Moreover, various psychological factors can significantly decrease and mediate the negative influence of workplace hazing on moral disengagement.
Practical implications
The managers should explicitly and formally handle the workplace hazing issues like harassment and bullying to build a positive working environment for newcomers.
Originality/value
This study addresses a gap in determining the significance of workplace hazing and its impact on moral disengagement, organizational deviance and negative WOM communication. Also, this study contributes to the literature by examining either social or psychological factors that play an important role in dampening the negative impact of workplace hazing.
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Lerato Aghimien, Clinton Ohis Aigbavboa and Douglas Aghimien
The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less…
Abstract
The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.
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Munir A. Abbasi, Azlan Amran, Noor e Sahar and Chia Yon Lim
This study aims to investigate the effects of both internal and external corporate social irresponsibility (CSI) on organizational workplace deviant behaviours (OWDB) by using…
Abstract
Purpose
This study aims to investigate the effects of both internal and external corporate social irresponsibility (CSI) on organizational workplace deviant behaviours (OWDB) by using social cognitive theory. The study also explores the role of moral disengagement as a mediator in this relationship.
Design/methodology/approach
Data was collected from a sample of 321 individuals employed in the textile industry of Pakistan. The study used partial least square-structural equation modelling (PLS-SEM) to estimate the relationships within the model.
Findings
The findings indicate that both internal and external CSI have a positive impact on moral disengagement. Secondly, moral disengagement drives OWDB positively. Thirdly, moral disengagement is a significant mediator that mediates between both internal and external CSI and OWDB positively.
Practical implications
This research offers novel perspectives to organizational leaders, highlighting the significance of addressing CSI in conjunction with sustainability endeavours. It is imperative for business managers to prioritize the morality of their employees.
Originality/value
This study’s novelty lies in its confirmation of the mediating role of moral disengagement in the relationship between internal and external CSI and OWDB.
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Junwei Zhang, Kun Xie, Yajun Zhang and Yongqi Wang
The substantial cost of employee cyberloafing to organizations calls for research into exploring the factors that influence such behavior. Drawing upon social cognitive theory…
Abstract
Purpose
The substantial cost of employee cyberloafing to organizations calls for research into exploring the factors that influence such behavior. Drawing upon social cognitive theory, the authors develop a theoretical model that unpacks when and why leader forgiveness induces employee cyberloafing. Specifically, the authors identify moral disengagement as a linking mechanism and employee empathic concern as a key boundary condition in the association between leader forgiveness and employee cyberloafing behaviors.
Design/methodology/approach
The authors conducted multilevel analyses to examine the authors' hypotheses by utilizing a sample of 71 supervisors and 306 direct reports.
Findings
Results showed that leader forgiveness encouraged employee cyberloafing via moral disengagement among employees with low empathic concern, whereas the indirect effect was not present among those with high empathic concern.
Originality/value
The authors contribute to the literature on cyberloafing and leader forgiveness. First, this study extends the cyberloafing research by considering leader forgiveness as an enabler, challenging the dominant notion that positive leader behaviors (e.g. leader mindfulness) constrain employee cyberloafing while negative leader behaviors (e.g. abusive supervision) elicit it. Second, although past studies have predominantly concentrated on the positive outcomes of forgiveness, the current research contributes to the balanced and comprehensive understanding of leader forgiveness by linking leader forgiveness with employee cyberloafing.
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Shengxian Yu, Shanshi Liu, Xiaoxiao Gong, Wenzhu Lu and Chang-e Liu
Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the…
Abstract
Purpose
Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the moderation role of regulatory focus in the relationship between perceived deviance tolerance and employee innovative behavior.
Design/methodology/approach
A questionnaire study with 181 employees from a state-owned communications technology company in China was conducted through a two-wave survey, with a one-month lagged design. The model is tested through confirmatory factor analysis, correlation analysis and PROCESS bootstrapping program in SPSS24.0 and AMOS22.0 software.
Findings
This study confirms that perceived deviance tolerance is positively related to innovative behavior, while cognitive crafting mediates the relationship between perceived deviance tolerance and innovative behavior. Furthermore, the promotion focus positively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher promotion focus enhances the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior. The prevention focus negatively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher prevention focus weakens the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior.
Practical implications
Organizations need to establish a tolerant and inclusive management system and create a harmonious working atmosphere to provide a platform basis to inspire the innovative behavior of employees. Also, regulatory focus variables are suggested to be considered in organizational human resource management processes (e.g. recruitment and training) to improve organizational person–job fit.
Originality/value
The primary contribution of this study is to confirm that perceived deviance tolerance has a positive impact on innovation behavior and thereby providing a new perspective to understand the impact effect of perceived deviance tolerance. Another contribution the study explores the mechanisms and boundary conditions of perceived deviance tolerance on innovative behavior fills the theoretical gap of perceived deviance tolerance.
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