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1 – 10 of over 2000When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR…
Abstract
When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.
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This study explores the role of intrinsic work values as a motivator in the workplace. By integrating the job demands–resources model and supplies–values fit theory, it also…
Abstract
Purpose
This study explores the role of intrinsic work values as a motivator in the workplace. By integrating the job demands–resources model and supplies–values fit theory, it also investigates whether autonomy and worker co-operatives can strengthen the intrinsic motivation of employees who have strong intrinsic work values.
Design/methodology/approach
Longitudinal surveys collected at 25 worker co-operatives and 27 corporations were analyzed with a model in which a moderated mediation model and a mediated moderation model are integrated.
Findings
The results revealed that individuals with strong intrinsic work values had stronger intrinsic motivation and engaged less frequently in job search behavior. The moderation analyses demonstrated that employees with strong intrinsic work values were more strongly motivated in worker co-operatives than in corporations and that this result was obtained because more autonomy was granted in worker co-operatives than in corporations.
Research limitations/implications
To date, little research has examined the moderating roles of autonomy and worker co-ops in the associations of intrinsic work values with employee motivation and behavior. The present study contributes to the literature on work values and worker co-operatives by providing evidence that autonomy and worker co-operatives can accelerate intrinsic motivation of employees with intrinsic work values.
Practical implications
Managers should grant employees enough autonomy and opportunities to participate in decision-making to stimulate their motivation, especially for employees with strong intrinsic work values.
Originality/value
By integrating the job demands–resources model with the supplies–values fit theory, this study proposes interaction effects of a personal resource with job and organizational resources on intrinsic motivation.
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Xinyuan (Roy) Zhao, Jiale Wang, Anna Mattila, Aliana Man Wai Leong, Zhenzhen Cui, Zaoning Sun, Chunjiang Yang and Yashuo Chen
Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their…
Abstract
Purpose
Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their subordinates are more likely to mimic such behaviors. However, there has been limited research on how leaders’ job crafting can influence subordinates’ job crafting. This study aims to examine the cross-level mechanisms (i.e. trickle-down effects) of supervisors’ job crafting on the subordinates’ attitudes and performance. Specifically, such trickle-down effects can be explained via two cross-level mechanisms of the supervisors’ job crafting on the subordinates’ work engagement and performance: social learning mechanism and job demands-resources mechanism.
Design/methodology/approach
A three-wave cross-lagged study was conducted in two-week intervals. The valid responses from 67 supervisors and their 201 subordinates were collected. The data set was analyzed using multilevel Structural Equation Modeling.
Findings
The results demonstrated that the social learning and job demands-resources mechanisms are not independent. The supervisor’s job crafting improves employment relationships, subsequently encourages subordinates’ job crafting and ultimately enhances work engagement and work performance.
Practical implications
The findings suggested that hospitality organizations should encourage job crafting among supervisors and managers. A proactive hotel manager can establish strong employment relationships, motivate subordinates to work proactively and obtain positive work outcomes.
Originality/value
The findings enrich the knowledge about the trickle-down effects of supervisors on subordinates in terms of job-crafting behaviors. In particular, this study found a new theoretical perspective that the job demands-resources and social learning mechanisms may not be independent, and the subordinates’ perception of the employment relationship plays a critical role.
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Zheng (Daniel) Duan, Christian Yao and Hongxia Qi
Extensive research has demonstrated the influence of job resources on mitigating the impact of high job demands on individual well-being. Still, little is known about how…
Abstract
Purpose
Extensive research has demonstrated the influence of job resources on mitigating the impact of high job demands on individual well-being. Still, little is known about how individuals use job resources to cope. This study advances job demands-resources (JD-R) theory by investigating the process of job resource utilization from a coping perspective.
Design/methodology/approach
This study is based on in-depth interviews with 32 Chinese senior executives using a Critical Incident Technique (CIT) for data collection and thematic analysis for data analysis.
Findings
Data analysis reveals a 2x2 matrix model of resource utilization, highlighting the relevance of internal and external job resources in coping and resource creation.
Practical implications
The findings suggest that work stress intervention should look beyond the organizational domain and assist senior executives in exploring and developing external resources for coping. Additionally, organizations should equip senior executives with sufficient support to create new job resources that effectively manage complicated job demands.
Originality/value
The results of this study extend the understanding of job resources by distinguishing internal and external job resources. It also provides a dynamic view of resource utilization, emphasizing the role of job crafting in creating adaptable job resources to meet job demands.
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Jessica van Wingerden, Arnold B. Bakker and Daantje Derks
The purpose of this paper is to examine the impact of a job demands-resources (JD-R) intervention on psychological capital (PsyCap), job crafting, work engagement, and…
Abstract
Purpose
The purpose of this paper is to examine the impact of a job demands-resources (JD-R) intervention on psychological capital (PsyCap), job crafting, work engagement, and performance.
Design/methodology/approach
This study used a quasi-experimental pre-test-post-test design with a control group. Healthcare professionals (n=67) were assigned to the JD-R intervention or a control group and filled out questionnaires before and after the intervention. To test the hypotheses, multivariate analyses of covariance were conducted.
Findings
Results showed that participants’ PsyCap, job crafting, work engagement, and self-ratings of job performance significantly increased after the JD-R intervention.
Research limitations/implications
Only healthcare professionals participated in the intervention study, which restricts the generalizability of the findings.
Practical implications
The results illustrate that organizations can foster work engagement and improve performance by offering a JD-R intervention aimed at increasing PsyCap and job crafting at work. Organizations should acknowledge the importance of facilitating and stimulating a resourceful and challenging work environment.
Originality/value
This is the first study that examined a JD-R intervention. The results contribute to JD-R theory by offering a first causal test. For the first time, a significant increase of job crafting behaviors after an intervention was found.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
This article investigates internships within organizations and how to increase their effectiveness. The motivational process is investigated, using pairs of interns and their supervisors. The relationship between job resources, basic need satisfaction, work engagement and outcomes/performance are investigated. The results from the study also confirm that job demands-resources theory can work in combination with self-determination theory. For successful internships, managers need to ensure the needs of the individual intern are met.
Originality
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Mina Westman, Shoshi Chen and Dov Eden
The goals of this review are to identify key theories, constructs and themes in the international business travel (IBT) literature and to propose a model based on findings…
Abstract
Purpose
The goals of this review are to identify key theories, constructs and themes in the international business travel (IBT) literature and to propose a model based on findings, theories and constructs drawn from adjacent research literature.
Design/methodology/approach
The authors reviewed the business travel (BT) literature to identify conceptual and empirical articles on IBT published from 1990 to 2022. Only 53 publications were suitable for review. The authors reviewed them using an open coding system.
Findings
The IBT literature is dispersed across several disciplines that use different methods, focus on different aspects of travel and emphasize different positive and negative outcomes that IBT engenders. The publications employed a diverse range of methods, including review and conceptual (11), quantitative (28) and qualitative methods (14). The samples were diverse in country, age, marital status and tenure. Many publications were descriptive and exploratory. The few that based their research on theory focused on two stress theories: Job Demands-Resources (JD-R) theory and conservation of resources (COR) theory.
Research limitations/implications
Experimental and longitudinal designs are needed to reduce the causal ambiguity of this body of mostly correlational and cross-sectional research. The authors discuss the impact of emerging advances in virtual global communication technology on the future of IBT.
Practical implications
More research is needed on positive aspects of IBT. Human resource (HR) people should be aware of these issues and are encouraged to decrease the deleterious aspects of the international trips and increase the positive ones.
Social implications
Increasing well-being of international business travelers is important for the travelers, their families and the organization.
Originality/value
This is the first IBT review focused on the theoretical underpinnings of research in the field. The authors offer a model for IBT and introduce adjustment and performance as important constructs in IBT research. The authors encompass crossover theory to add the reciprocal impact of travelers and spouses and label IBT a “double-edge sword” because it arouses both positive and negative outcomes.
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Miriam Arnold and Thomas Rigotti
Health-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of…
Abstract
Purpose
Health-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of its positive effects on employee well-being. However, research on the antecedents of StaffCare is still in its infancy and does not account for within-person variability. Therefore, the authors adopt a leader-centered perspective and propose a serial mediation model that links leaders' intrapersonal fluctuations in job resources and demands to StaffCare, mediated by leaders' SelfCare, work engagement and emotional exhaustion.
Design/methodology/approach
Over five working weeks, 234 school principals responded to a weekly questionnaire, resulting in a total of 956 responses. Multilevel structural equation models were used for analysis.
Findings
The data supported SelfCare as a mechanism in leaders' motivational and health-impairment processes. The proposed serial mediation of the relationship between job resources and StaffCare via leader SelfCare and work engagement was also supported.
Practical implications
The study can guide job redesign for leaders by highlighting the role of job resources. Investing in interventions aimed at the SelfCare of leaders is likely to have a positive impact on their leadership.
Originality/value
These findings suggest that job characteristics and the leader's well-being shape leader cognitions and behaviors. Therefore, the authors suggest integrating the HoL model into the job demands–resources (JD-R) model for leaders.
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Andrés Salas-Vallina, Justo Herrera and Yasin Rofcanin
Based on the job-demands resources model, this study examines the potential of human resource management practices to simultaneously improve physicians' burnout and quality of…
Abstract
Purpose
Based on the job-demands resources model, this study examines the potential of human resource management practices to simultaneously improve physicians' burnout and quality of patient care during the COVID-19 pandemic.
Design/methodology/approach
Drawing on a sample of 499 physicians working in specialised medical units, structural equation models through PLS-SEM was used to check the proposed hypotheses.
Findings
The results show that human resource management can reduce physicians' burnout and increase quality of patient care by considering job demands and job resources as mediators. In addition, this study suggests that burnout and quality of patient care can be improved simultaneously.
Research limitations/implications
This research is focused on healthcare, which opens important opportunities to extend the proposed model in other public and private industries.
Practical implications
Managers need to understand that fostering well-being among employees is crucial for human resource management and impacts positively on employee performance.
Originality/value
This study offers a double mediation process whereby job demands and job resources are key underlying mechanisms through which human resource management practices reduce burnout and improve performance in a compatible way.
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Lyonel Laulié, Ignacio Pavez, Javier Martínez Echeverría, Pablo Cea and Gabriel Briceño Jiménez
The purpose of this article is to explore employee age as a moderating factor in the relationship between leader contingent reward behavior (CRB) and work engagement. In doing so…
Abstract
Purpose
The purpose of this article is to explore employee age as a moderating factor in the relationship between leader contingent reward behavior (CRB) and work engagement. In doing so, the authors seek to provide a more nuanced understanding of the mediating role of work engagement in the negative effect of leader CRB on turnover intention.
Design/methodology/approach
The authors used online surveys among a sample of employees of a retail company in Chile to capture individual perceptions about supervisor CRB, work engagement and turnover intention. To test the authors’ hypotheses, they modeled a first-stage moderated mediation effect using Hayes’ Process macro.
Findings
The authors’ results confirm the hypothesis that the negative effect of leader CRB on employee turnover intention is partially mediated by employee work engagement. Interestingly, age was a significant moderator of the mediation effect only for individuals working at headquarters, but not for employees working in stores.
Originality/value
This study expands current knowledge about how the leadership–engagement relationship can predict organizational outcomes, including age as a boundary condition. Following the job demands-resources theory, the authors also prove that conceptualizing leader CRB as a job resource can benefit the integration of leadership and work engagement research. The authors’ findings may help organizational researchers and practitioners acknowledge contextual differences in understanding the combined effects of leadership styles and work engagement.
Propósito
El propósito de este artículo es explorar la edad del empleado como un factor moderador en la relación entre el comportamiento de recompensa contingente del líder, engagement laboral, e intención de renuncia.
Diseño/metodología/enfoque
Usamos encuestas en línea, en una muestra de empleados de una empresa de retail en Chile, para capturar las percepciones individuales sobre los comportamientos de recompensa contingente de los supervisores, el engagement laboral, y la intención de renuncia. Para probar nuestras hipótesis modelamos un efecto de mediación moderada de primera-etapa utilizando el macro Process de Hayes.
Resultados
Los resultados confirman la hipótesis de que las recompensas contingentes del líder están negativamente relacionadas con la intención de renuncia. Este efecto está parcialmente mediado por el nivel de engagement laboral del empleado. Curiosamente, la edad fue un moderador significativo del efecto de mediación sólo para quienes trabajaban en la oficina central, pero no para quienes trabajan en las tiendas.
Originalidad/valor
Nuestro estudio amplía el conocimiento actual sobre cómo la relación liderazgo-compromiso puede predecir resultados organizacionales, incluyendo la edad como condición de borde. Basados en la teoría de las demandas y recursos del trabajo (job demands-resources theory), mostramos que, al conceptualizar el comportamiento de recompensa contingente del líder como un recurso laboral, se puede beneficiar la investigación sobre la integración del liderazgo y el engagement laboral. Nuestros hallazgos pueden beneficiar a investigadores y profesionales de las organizaciones al reconocer las diferencias contextuales en la comprensión del efecto combinado de los estilos de liderazgo y el engagement laboral.
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Keywords
- Leadership in Latin America
- Leader contingent reward
- Work engagement
- Turnover intention
- Generational differences
- Liderazgo en Latinoamérica
- Recompensas contingentes del líder
- Compromiso
- Intención de renuncia
- Diferencias generacionales
- Leadership Theory
- Management Style
- Motivation (M540)
- Personnel Management (M120)
- Job Turnover
- Labor Turnover (J630)
- Age Distribution (J110)
- Firm Objectives
- Organization
- and Behavior (Other L29)