Journal of Organizational Effectiveness: People and Performance最新文献

{"title":"Does power distance orientation really matter? A human resource flexibility – firm performance link: a moderated-mediation model","authors":"Muhammad Athar Rasheed, Muhammad Mohsin, Mehar Tahir Farid, Muhammad Adeel Abid","doi":"10.1108/joepp-05-2023-0179","DOIUrl":"https://doi.org/10.1108/joepp-05-2023-0179","url":null,"abstract":"PurposeThe present study aimed at analyzing the hypothesized relationship between human resource (HR) flexibility and firm performance with the mediating effect of firm innovation and the moderating role of firm-level power distance orientation.Design/methodology/approachThe proposed hypotheses were tested with the two-wave data collected from 209 registered information technology (IT) firms operating in Pakistan. The SMART-PLS examined the model’s hypothesized moderated, mediated and moderated-mediation relationships.FindingsThe results confirmed significant relationships between HR flexibility, firm innovation and performance while showing that the link between HR flexibility and firm performance is mediated by firm innovation. The results demonstrated that the firm-level power distance orientation negatively affected the HR flexibility–firm innovation link. These findings provide implications on how HR flexibility leverages firm innovation and performance. However, a power distance orientation in firms may diminish the positive effect of HR flexibility.Practical implicationsHR practitioners and top management can leverage these findings to design and implement policies that promote HR flexibility within IT firms for superior innovation and performance.Originality/valueOur study offers valuable insights into the contribution of HR flexibility to firm innovation and performance. Specifically, the findings indicate that power distance orientation negatively affects the relationships between HR flexibility, firm innovation and performance. Therefore, HR practitioners and top management can leverage these findings to design and implement policies that promote HR flexibility within IT firms for superior innovation and performance.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":" 17","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141371946","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The liability of outsiderness: professional interim managers and their on-the-job challenges","authors":"C. Flatøy","doi":"10.1108/joepp-10-2023-0456","DOIUrl":"https://doi.org/10.1108/joepp-10-2023-0456","url":null,"abstract":"PurposeOrganisations increasingly rely on professional interim managers (PIMs), i.e. independent contractors who perform managerial work. These managers, who are usually very experienced and skilled, could help organisations drastically improve their performance. However, research has found that they often fail to do so, indicating that PIMs face unique on-the-job challenges that challenge their capability to be effective managers. In the study reported in this paper, I explored PIMs’ on-the-job challenges and how they overcome them. To better understand the various on-the-job challenges, I developed the concept of the liability of outsiderness.Design/methodology/approachI applied an exploratory approach and conducted 32 interviews with 21 PIMs.FindingsI uncovered three on-the-job challenges common and unique to PIMs – communicating the contract status and contract period, being quick off the mark and attaining power – and the ways they overcome these challenges.Practical implicationsThis paper reports findings and theory that provide several valuable guidelines for practitioners involved with interim management.Originality/valueInterim management has received little scholarly attention despite its increasing relevance. Empirical research, particularly on PIMs in executive positions, is lacking. This leaves us with little evidence to base our theories and guidelines for interim management. The study reported in this paper adds novel insights to an under-researched but important field of management. The study also introduces the liability of outsiderness concept, which holds much promise for future studies of interim management.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":"2 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141265342","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"HR analytics and the data collection process: the role of attributions and perceived legitimacy in explaining employees’ fear of datafication","authors":"Elia Rigamonti, Benedetta Colaiacovo, L. Gastaldi, Mariano Corso","doi":"10.1108/joepp-06-2023-0246","DOIUrl":"https://doi.org/10.1108/joepp-06-2023-0246","url":null,"abstract":"PurposeThis paper analyzes employees’ perceptions of data collection processes for human resource analytics (HRA). More specifically, we study the effect that information sharing practices have on employees’ attributions (i.e. benevolent vs malevolent) through the perceived legitimacy of data collection and monitoring processes. Moreover, we investigate whether employees’ emotional reaction (i.e. fear of datafication) depends on their perceived legitimacy and attributions.Design/methodology/approachThe research is based on a sample of 259 employees operating for an Italian consulting firm that developed and implemented HRA processes in the last 3 years. The hypothesized model has been tested using structural equation modeling (SEM) on Stata 14.FindingsThis paper demonstrates the mediating role of perceived legitimacy in the relationship between information sharing practices and employees’ benevolent and malevolent attributions about data collection and monitoring processes for HRA practices. Results also reveal that perceived legitimacy predicts employees’ fear of datafication, with benevolent attributions that partially mediate this relationship.Practical implicationsThis research indicates that employees perceive, try to make sense of and emotionally react to HRA processes. Moreover, we reveal the crucial role of information sharing practices and perceived legitimacy in determining employees’ attributions and emotional reactions to data collection and monitoring processes.Originality/valueCombining human resource (HR) attributions, HR system strength, information processing and signaling theories, this work explores employees’ perception, attributive processes and emotional reactions to data collection processes for HRA practices.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":"5 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141110968","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of GHRM and EGB on organization’s financial and operational performance – an empirical analysis on Indian ICT sector","authors":"Arpita Ghosh, Shamima Haque","doi":"10.1108/joepp-08-2023-0359","DOIUrl":"https://doi.org/10.1108/joepp-08-2023-0359","url":null,"abstract":"PurposeThe study aims to conduct an empirical research to examine how green human resource management (GHRM) can influence sustainable organizational performance (SOP) in terms of financial performance (FP) and operational performance (OpP), both directly and through employee green behavior (EGB), in the backdrop of the Indian information and communication technology (ICT) sector.Design/methodology/approachThe study is based on primary data collected through a questionnaire survey from 387 employees engaged in the ICT sector. Confirmatory factor analysis validates the measurement model, while structural equation modeling (SEM) using the partial least squares (PLS) method examines the hypothesized relations.FindingsResults confirm that GHRM significantly contributes to EGB, FP and OpP, with a theoretical underpinning concerning resource-based view (RBV) and ability-motivation-opportunity (AMO) concepts. The study also confirms that connections of GHRM with both FP and OpP are significantly and positively mediated by EGB.Practical implicationsThe study provides evidence-based implications of different GHRM practices toward EGB, FP and OpP, which are highly pertinent to strategists, policymakers, managers and supervisors in implementing GHRM for adding value to both operational and financial statements while protecting nature and natural resources through the green efforts of employees.Originality/valueThe study bridges a significant theoretical and practitioner gap by providing a deeper understanding of GHRM as a sustainable human resource management (HRM) model in the context of the Indian ICT sector. It empirically explores the connections between GHRM and OpP, which is a crucial dimension of SOP, and highlights noteworthy implications for promoting EGB, an individual micro-sustainability dimension directed toward the achievement of broader organizational goals, which are essentially oriented to macro-sustainability.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":"105 25","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140978003","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Implications of HR managers' green attitude: a study of Indian hospitality sector","authors":"N. Mekoth, Rohit Prabhudesai, Sandesh Tari","doi":"10.1108/joepp-05-2023-0219","DOIUrl":"https://doi.org/10.1108/joepp-05-2023-0219","url":null,"abstract":"PurposeThe paper examines the influence of green attitude of HR managers on the other key HRM variables in an organizational context. Specifically, the objective of the paper was to determine if HR managers’ green attitude influences the green behavior of employees in an organization, while accounting for the mediating and moderating effect of contingent variables.Design/methodology/approachData were gathered from 175 human resources managers of Indian hotels using a structured instrument and subjected to partial least squares-structural equation modeling (PLS-SEM) analysis, using SmartPLS 3.0 software.FindingsWhile the green attitude of human resource managers was found to positively influence the green behavior of employees, it was observed that the extent of green rewards played a mediating role in the relationship. Top management support was found to moderate the relationship between green attitude of human resource managers and green human resource management practices.Practical implicationsThe study identifies how green behavior of employees can be improved by focusing primarily on the green attitude of HR managers. Thus, recruiting HR managers with high green orientation, contingent on the exogenous factors mentioned in the study being considered, will result in greater pro-environment employee behavior.Originality/valueOur unique contribution was viewing greening practices in the organization through the HR managers’ lens, who are critical in implementing green practices in an organization, thus providing novel insights compared to earlier studies in the field.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":"20 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140981876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Bibliometric insights into HRM and innovative work behavior nexus: tracing past, present and future developments","authors":"Walton Wider, Jiaming Lin, Muhammad Ashraf Fauzi","doi":"10.1108/joepp-04-2023-0136","DOIUrl":"https://doi.org/10.1108/joepp-04-2023-0136","url":null,"abstract":"PurposeThe capacity of organizations to adapt swiftly and implement innovative approaches has ignited discussions about which human resource management (HRM) practices can foster creativity and innovative work behavior (IWB) among employees. Research suggests that IWB thrives in an environment where HRM acts as the architect, influencer and developer. However, our understanding of the specific HRM practices that promote innovative work behaviors remains limited. Existing studies offer scattered and occasionally conflicting insights, particularly concerning measurements and theoretical frameworks that could enable greater generalizability. Consequently, a comprehensive review of the relationships between HRM, innovation and IWB could provide clearer evidence about how HRM impacts innovation. This research presents a bibliometric analysis of research on the relationship between HRM and IWB. The purpose of this analysis is to provide an in-depth overview of the current state and future prospects of HRM and IWB by examining past and current research trends and predict future research directions.Design/methodology/approachThe study used a bibliometric approach to collect 280 journal articles from the Web of Science database. The study identifies the most influential publications, outlines the knowledge structure and forecasts future trends using co-citation and co-word analysis.FindingsThe results of the co-citation and co-word analysis revealed the existence of four clusters. While acknowledging some limitations, this review sheds light on the expanding field of HRM and IWB research.Practical implicationsThe study provides a comprehensive understanding of HRM and IWB as well as insights into future advancements in the field.Originality/valueThis is the first study to use bibliometric analysis based on the Web of Science (WOS) database to conduct a quantitative evaluation of the HRM practice and IWB literature.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":"115 50","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140985754","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The relationship between sustainable HRM practices and employees’ attraction: the influence of SME managers’ values and intentions","authors":"François Labelle, Annick Parent-Lamarche, Siba Théodore Koropogui, Rahma Chouchane","doi":"10.1108/joepp-10-2023-0475","DOIUrl":"https://doi.org/10.1108/joepp-10-2023-0475","url":null,"abstract":"PurposeIn many parts of the world, labor shortages are likely to affect the activities of SMEs. Consequently, SMEs needs to adopt attractive HRM practices. This study analyzes the impact of one type of sustainable HRM (SD-HRM) on employees’ attraction and retention factors such as employees’ motivation, the quality of image and customer satisfaction in SMEs context. It also looks at the impact of SME managers’ value-intentions, calculative (egoist-strategic) and non-calculative (altruist-institutional) on this relationship.Design/methodology/approachDrawing on part of a survey of 409 Quebec SME managers’ commitment to sustainability, a mediation model is used to consider the impact of the manager’s values-intentions on potential workforce attraction and retention factors.FindingsThe results show that the implementation of SD-HRM practices has a positive impact on the outcomes considered, as it was expected, but show the counterintuitive results that it is altruistic values (non-calculative), rather than egoistic values, that helps to maximize the desired effects.Practical implicationsSME managers could adopt SRHRM practices to attract and retain employees. To maximize positive impacts, they might strategically integrate this approach while remaining authentic to their altruistic values. Purely institutional intentions are insufficient. By being both personally committed and strategic, managers can improve both employee well-being and organizational performance.Originality/valueThe original aspect of this research is the integration of expectations of spin-offs (positive or neutral) in relation to SD-HRM, based on the values and intentions of SME managers. This allows to recognize the multiple profiles, justifications and objectives of SMEs, which do not form a monolithic whole and need to be understood and supported by considering their differences.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":" 89","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140991074","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A social exchange theory perspective on efficacy, co-creation and successful new service development","authors":"S. Hyder, M. I. Malik, Saddam Hussain, Adeel Saqib","doi":"10.1108/joepp-07-2023-0306","DOIUrl":"https://doi.org/10.1108/joepp-07-2023-0306","url":null,"abstract":"PurposeThe aim of this study is to examine the relationships among hotel employees’ creative self-efficacy, co-creation and new service development moderated by collective efficacy in the context of social exchange theory (SET).Design/methodology/approachData were collected by using questionnaire from the frontline employees working in hotels in Pakistan. A total of 220 employees participated in the survey. Structural equation modeling has been used.FindingsResults show that employees’ creative self-efficacy enhances co-creation and helps in new services development. Moreover, collective efficacy moderates the relationship between individual employees’ creative self-efficacy and co-creation.Practical implicationsHotel managers should focus on building employees' self-efficacy beliefs to enhance their motivation and performance in new service development. Moreover, they should establish platforms for co-creation with customers, involving them in idea generation, feedback and testing, to ensure new services meet customer needs and increase their adoption.Originality/valueEarlier literature has examined the co-creation and new service development from various perspectives, largely ignoring the social exchange theory. This is the pioneering study that examines these relationships through the lens of social exchange theory. Moreover, most of the literature has analyzed the co-creation separately, i.e. either employees’ co-creation or customers’ co-creation. To understand the phenomenon of co-creation in depth it is believed that co-creation should be analyzed from both these aspects. Therefore, this study examined this phenomenon by including employees’ as well as customers’ co-creation for better understanding. Moreover, the group influence is examined in explaining the new service development through collective efficacy. Therefore, this study is unique in explaining the co-creation and new service development from various angles.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":"23 35","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141004795","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A nexus of affective events theory and viable system model to comprehend affective work environment holistically – an empirical investigation","authors":"I. Chaudhry, Angela Espinosa","doi":"10.1108/joepp-09-2023-0385","DOIUrl":"https://doi.org/10.1108/joepp-09-2023-0385","url":null,"abstract":"PurposeDespite being a seminal explanation of the workforce emotional experiences, capable of mapping the path from the antecedents to consequences, affective events theory (AET) only offers a “macrostructure” of a working environment. To date, little is known about the universal features of the work environment that may guide the understanding of imperative work aspects triggering employees’ emotions at work. Hence, the study proposes and validates that Stafford Beer’s viable system model (VSM) can provide a holistic view of the organizational work environment, enabling a comprehensive understanding of work events or factors triggering workforce emotions.Design/methodology/approachFirst, the VSM structural layout is used to fill in the “macrostructure” of the “working environment” in AET to diagnose the functional and relational aspects of the work and the related work events occurring within. Using a deductive approach, 31 work events were adopted to determine the impact of VSM-based work environment events on the employees’ emotional experiences and subsequent work attitudes (job satisfaction) and behaviors (citizenship behavior). To field test the proposed nexus of VSM and AET, the survey was conducted on two hundred and fifteen employees from 39 different organizations. PLS-SEM tested the explanatory power of the suggested VSM’s systemic approach for understanding the affective work environment in totality.FindingsThe findings confirmed that the VSM metalanguage provides a holistic view of the organizational functioning and social connectivity disposing of affective work events, helpful in assessing their aggregate influence on employees’ emotions and work-related outcomes.Practical implicationsThe findings identify how employees' emotions can be triggered by everyday work operations and social relations at work, which can affect their extra-role behaviors and necessary work-related attitudes.Originality/valueThe study utilized Beer’s VSM framework based on the systemic principle of “holistic view” for ascertaining the affective work environment and its related features holistically, which filled in well the macrostructure of “work environment features” with micro-structures of organizational inter-related aspects which are yet to be known in AET – a seminal explanation for managing workforce emotions.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":"17 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140714049","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Time perspectives and collaborative performance in creative tasks","authors":"Thorsten Auer, J. Hoppe, Kirsten Thommes","doi":"10.1108/joepp-07-2023-0285","DOIUrl":"https://doi.org/10.1108/joepp-07-2023-0285","url":null,"abstract":"PurposeThe relationship between variation in time perspectives and collaborative performance is scarcely explored, and even less is known about the respective mechanisms that lead to varying task performance. Thus, we aim to further the literature on time perspectives and collaborative performance, shedding light on the underlying behavioral patterns.Design/methodology/approachWe report a quasi-experiment analyzing the impact of past, present and future orientation variation in dyads (N = 76) on their quantitative and qualitative performance when confronted with a simple incentivized creative task with constraints. Subsequently, we offer a qualitative analysis of comments given by the participants after the task on the collaboration.FindingsResults indicate that a dyad's elevation of past orientation and diversity in future orientation negatively affect collaborative performance. At the same time, there is a positive effect of elevation of future orientation. The positive effect is driven by clear communication and agreement during the task, while the negative effect arises from work sharing and complementation.Practical implicationsThis study provides insights for organizations on composing individuals regarding their temporal focus for collaborative tasks that should be executed rapidly and require creative solutions.Originality/valueOur study distinguishes by considering the composition of past, present and future time perspectives in dyads and focuses on a creative task setting. Moreover, we explore the mechanisms in the dyads with a substantial elevation of/diversity in future orientation, leading to their stronger/weaker performance.","PeriodicalId":514623,"journal":{"name":"Journal of Organizational Effectiveness: People and Performance","volume":"2 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140721190","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}