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The purpose of this study is to investigate the structural relationship model among narcissism, work centrality, employee engagement and discretionary effort.
Abstract
Purpose
The purpose of this study is to investigate the structural relationship model among narcissism, work centrality, employee engagement and discretionary effort.
Design/methodology/approach
Respecting the quantitative approach, the data were gathered by means of the survey completed by 1,190 respondents of Generation X, Y and Z working in the Thai service and manufacturing industries.
Findings
The findings of the study indicated positive associations between narcissism and work centrality, narcissism and employee engagement, work centrality and employee engagement and employee engagement and discretionary effort. It was observed that work centrality played a partially mediating role in the relationships between narcissism and employee engagement, while employee engagement fully mediated the associations between work centrality and discretionary effort, as well as between narcissism and discretionary effort. The structural model demonstrated variations across different generational cohorts, suggesting that the relationships differed among generations. However, the model did not exhibit any variations across different types of industries. Furthermore, the findings from the Thai samples indicated that generational differences had a moderating effect on the path relationships between narcissism and work centrality (with Generation Y having a stronger effect compared to Generation Z and Generation X), narcissism and employee engagement (with Generation Y having a stronger effect compared to Generation Z and Generation X) and narcissism and discretionary effort (with Generation X having a stronger effect compared to Generation Y and Generation Z), all with a significance level of 95%. Additionally, the relationship between employee engagement and discretionary effort showed a significant difference across generations, with Generation Z exhibiting a stronger effect compared to Generation Y and Generation X, at a significance level of 99%.
Originality/value
This study provides empirical evidence supporting the positive relationships between narcissism and work centrality, as well as narcissism and employee engagement, contrary to previous research findings. The results reveal that employee engagement fully mediates the associations between work centrality and discretionary effort, as well as between narcissism and discretionary effort, offering valuable contributions to the existing literature. Furthermore, this study expands on previous research by examining the moderating effect of industry type, specifically comparing manufacturing and service industries. The findings suggest that the model exhibits variations across different generational cohorts, highlighting the importance of considering generational differences in understanding these relationships. However, the model does not exhibit variations across different types of industries.
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Shehla Malik and Shadma Shahid
With every successful organization embracing various facets of diversity in this new era, one such facet that is lesser talked about but has huge potential to bring organizational…
Abstract
Purpose
With every successful organization embracing various facets of diversity in this new era, one such facet that is lesser talked about but has huge potential to bring organizational success is “Generational Diversity.” This paper emphasizes the significance of multiple generations in the workplace and suggests organization led strategies for achieving the benefits of generational diversity.
Design/methodology/approach
This paper draws on extant literature and knowledge in the field of generational diversity. By reviewing the characteristics, values, work styles and perspectives of multiple generations, this paper offer several strategies to successfully manage and leverage generational diversity.
Findings
This paper provides an overview of generational diversity and insights on its relevance at workplace. Besides, it also enlists and emphasizes eight different strategies that can help the organizations embrace and leverage the strengths of multiple generations at workplace.
Practical implications
Diversity & Inclusion (D&I) teams responsible for nurturing a diverse and inclusive culture at work can design and implement the strategies specified in this paper as per the suitability of their cohort(s) of employees to achieve the benefits of multigenerational workforce in organizations.
Originality/value
Generational diversity at workplace is an important factor toward achieving organizational success. For organizations with age-diverse workforce driving relentlessly toward success, there is a need to design and implement customized strategies and practices for managing multiple generations successfully. This study attempts to address this need by highlighting several organization led strategies to manage multiple generations successfully at workplace.
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This chapter aims to highlight the promising future prospects of the emerging DIDPAGA model, which aligns with current social trends. Specifically, it caters to the…
Abstract
This chapter aims to highlight the promising future prospects of the emerging DIDPAGA model, which aligns with current social trends. Specifically, it caters to the characteristics of the new generations who will become the future leaders of companies – millennials, centennials, and digital natives. These generations tend to prefer technology-related areas with remote work options, flexible schedules, collaborative work environments, and horizontal relationships with real time and result-based feedback and have an interest in entrepreneurship, STEM careers, high innovation capacity, and creating companies with a social impact.
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Mohamed Osman Shereif Mahdi Abaker, Lindsey Kemp, Boo Yun Cho and Louise Patterson
The purpose of this article was to investigate the employee perceptions of diversity management and employee performance. To achieve this, employee respondents’ perceptions and…
Abstract
Purpose
The purpose of this article was to investigate the employee perceptions of diversity management and employee performance. To achieve this, employee respondents’ perceptions and perspectives have been tested, and findings are discussed.
Design/methodology/approach
To address this study's purpose, survey data were collected from 250 employees of two organizations in the United Arab Emirates (UAE). Data were analyzed by age, gender and nationality for two variables: diversity management and employee performance.
Findings
Results showed that respondents perceived an improvement in employee performance when diversity was managed for employees of different age groups, females/males working together and a workplace composed of employees from various nationalities.
Research limitations/implications
The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance. The research is limited by the geographical context and access to the collection of data during the COVID-19 pandemic.
Social implications
The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance.
Originality/value
The contribution to academic knowledge from this research is two-fold: findings from a novel study conducted in the Middle East evidenced diversity management improved perceptions of employee performance. The value of the study for praxis is to incorporate employees' belief in diversity management for its potential to improve employee performance.
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Gopal Krushna Gouda and Binita Tiwari
Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart…
Abstract
Purpose
Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart HR 4.0 to foster organizational innovation ambidexterity.
Design/methodology/approach
Based on review of literature and survey from expert opinions by using the Delphi method, 12 factors were found most suitable for this study. Further, the fuzzy-TISM technique was used to establish contextual relationships and develop a hierarchical model on the identified factors. Subsequently, the MICMAC analysis was applied to classify these factors according to their driving and dependence power.
Findings
This study framed a conceptual hierarchical model of Smart HR 4.0 and established contextual relationships among identified factors. Result shows that smart organic structure, industry–institute interface, IT-enabled system and ambidextrous leadership are important factors as they have the highest driving power. Further, knowledge management, learning culture and psychological empowerment are the linkage factors having both driving as well as dependency power in the whole system.
Practical implications
This study can guide the managers in smoothly implementing these practices to manage their human capital amidst digital disruption, ensuring innovation competitiveness of the firm. The structural hierarchical framework of Smart HR 4.0 may serve as a blueprint for HR professionals and business leaders to attain organizational innovation ambidexterity in the current wave of digital disruptions (Industry 4.0).
Originality/value
This study provides a holistic model of smart HR 4.0 integrating innovation ambidexterity in I4.0.
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The paper aims to conceptually identify the organizational conditions and therefore the possible areas of intervention, in the domains of work, growth potential and culture, which…
Abstract
Purpose
The paper aims to conceptually identify the organizational conditions and therefore the possible areas of intervention, in the domains of work, growth potential and culture, which would help the Generation Z workforce be more engaged, motivated and committed to the organization.
Design/methodology/approach
The paper adopts a typology methodology, taking into account the specific characteristics of Generation Z. It describes a conceptual framework, drawing on three fundamental aspects of social exchange theory in the context of workplace (organizational justice, organizational support and leader-member exchange), and applying them to three dimensions of organizational life (work, growth potential and culture).
Findings
The paper suggests certain organizational conditions, in the domains of work, growth potential and culture, which can align Generation Z workforce to the organization. It accordingly indicates desirable interventions in the areas of job design, training, performance and compensation systems, work policies, leadership and communication.
Originality/value
The paper identifies organizational conditions for sustaining Generation Z talent, based on their specific characteristics. There is limited evidence of such studies for Generation Z in the literature. The paper adopts a structured and systematic approach involving typology methodology. By taking a holistic and theoretical perspective on ways to enhance Generation Z engagement, the paper seeks to address an existing gap in the literature.
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Jessica Borg, Christina M. Scott-Young and Naomi Borg
As the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the…
Abstract
Purpose
As the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the under-researched topic of Gen Z project management (Gen Z PM) professionals. In addition to shedding light on the factors that positively affect Gen Z PM professionals' early career-development phase, this research aims to identify specific organization-led practices that can foster sustainable early PM careers and so achieve greater workforce sustainability.
Design/methodology/approach
Through the lens of the resource-based view (RBV), Gen Z PM professionals are considered critical resources that can help ensure workforce sustainability in project-based organizations (PBOs). Semi-structured in-depth interviews were conducted with 25 Gen Z PM professionals in Australia to explore the professionals' early career experiences and the organizational-support initiatives that facilitate positive experiences. The results were analyzed using thematic analysis.
Findings
The results revealed that most Gen Z PMs experienced many challenges and a lack of support during their early career phase: Gen Z value (1) mentoring, (2) time for training and development, (3) showing support and guidance, (4) understand skill-gaps and (5) reasonable workloads. Through catering to these needs, PBOs can ensure better career sustainability for their young Gen Z talent and, therefore, greater workforce sustainability for the project profession.
Originality/value
According to the career sustainability lens, PBOs play a significant role in ensuring that their valuable young PM talent are supported and retained in the profession. This research sheds light on what Gen Z PM professionals value in their early careers, which guided recommendations to better support this new generation of project professionals.
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This study aims to better understand how to interact with the five generations that currently make up our workforce.
Abstract
Purpose
This study aims to better understand how to interact with the five generations that currently make up our workforce.
Design/methodology/approach
The author bases her article on 8+ years of HR experience and research.
Findings
The five generations are more similar than we think. They want many of the same things, but they want them in different ways. Communication is the biggest difference between the groups.
Originality/value
The paper will better enable readers to engage workers from multiple generations in their own organizations.
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The proliferation of information technology (IT) and IT-enabled devices has brought various challenges for modern organizations. These challenges are aggravated by the fact that…
Abstract
Purpose
The proliferation of information technology (IT) and IT-enabled devices has brought various challenges for modern organizations. These challenges are aggravated by the fact that the employees of different generations have a varying degree of expertise and ethical orientation regarding technology. This study has two primary objectives to have an in-depth understanding of technology-related ethical behavior of a diverse workforce. First, it aims to develop a valid and reliable scale to measure technology-oriented ethical behavior. Second, it investigates variations in technology-oriented ethical behavior among Generation X (pre-millennial), Generation Y (millennial) and Generation Z (post-millennial) using the scale.
Design/methodology/approach
The study is conducted in two steps. The first step, a techno-ethical scale, is developed with the help of the six steps of scale development proposed by Churchill (1979). These steps include exploratory factor analysis (EFA), confirmatory factor analysis (CFA), reliability analysis (composite reliability) and validity analysis (convergent and divergent validity). In the second step, intergenerational variation in different factors of technology-oriented ethical behavior among generation X, Y and Z employees is explored with the help of ANOVA and mean plots.
Findings
The study suggests a four-dimensional techno-ethical scale comprising fourteen statements. These four dimensions of the scale are the invasion of the right of privacy, defamation, self-enrichment and loafing during office hours. The scale is reported to have adequate reliability and validity estimates. Results also recommend statistically significant variations in all four dimensions of technology-oriented ethical behavior among pre-millennial, millennial and post-millennial. Also, except for self-enrichment, the mean values progressively increase from pre-millennial to post-millennial. Even for self-enrichment, the mean value is highest for post-millennial.
Originality/value
This study is one of the pioneer studies that explore ethical orientation towards technology usage of three generations of employees.
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