Human Resource Initiatives Research Articles

Employee Green Behaviour in Pakistani Education Sector: Does Green Perceived Organisational Support Mediate the Relation between Green Human Resource Management and Employee Green Behaviours?

Human inappropriate behaviour is being criticised for changing the climate because it wastes resources, pollutes water and contaminates the air, thereby demeaning the environment. To contribute to the United Nations’ sustainable development goals for 2019, companies have begun to focus on green human resource initiatives to promote green perspectives in their employees. In this regard, green human resource management may assist companies in motivating their employees towards environmentally friendly practices, but green perceived organisational support remains unexplored in this context. To address this gap, based on the theory of planned behaviour, this study aims to investigate the effect of green human resource management on employee green behaviour through the mediation effect of green perceived organisational support in the higher education sector of Pakistan. The questionnaire survey was used to collect data from the employees of the higher education sector. Findings show that green human resource management is a strong predictor of employee green behaviour, while green perceived organisational support is a significant mediator between green human resource management and employee green behaviour. Theoretical implications and practical significance have been addressed in this study.

Role of High-Performance Human Resource Practices and Employee Innovative Behavior in the Implementation of Digital Transformation: A Case of Pakistan’s IT Sector

The purpose of this study is to determine how high-performance human resource initiatives and creative employee behavior affect the adoption of digital transformation. There hasn't been much study done on how to employ human resources in digital transformation. The primary goal of this study is to determine which high performance human resource practices have the greatest impact on employee innovation and how those practices affect both employee creativity and company digital transformation. The study's focus is first-hand information. In this examination, a quantitative research design is employed. All IT professionals working in Lahore, Punjab, Pakistan, make up the population used in this study. Data collection is done using a convenience sampling strategy. IT staff members were given a total of 350 questionnaires; 310 of them were returned, and 300 of them were chosen for analysis. The research might benefit from multilevel and longitudinal studies that incorporate companies from different industries. The current study found extensive training, selective staffing, and rewards are essential steps in the digital transformation process to encourage employee innovative behavior.

Using a Digital Internal Communication Strategy for Digital Capability Development

ABSTRACT This study aims to illustrate the multidimensional perspective of digital internal communication defined and applied in the context of strategic communication, and how digital capability development and training are embedded. We use a conceptual approach to integrate literature from the fields of digital transformation, digital internal communication, and digital human resource capability development. The findings reveal that an organisational system’s technical (channels and platforms, and policy) and social (leadership, culture, and collaboration) digital elements are interrelated across all communication levels, contributing to digital capability development. Furthermore, digital trust is required for and enforced by effective learning in the digital space. This study proposes a holistic digital internal communication strategy focusing on developing digital human resource capabilities as a strategic training initiative in organisational settings to promote strategic communication. Hence, a strategic map for digital capability development and training offers senior leadership a practical and adaptable tool. It allows them to create their own organisation-specific digital human resource initiatives, contributing to organisational learning and trust-building as the bedrock of organisational sustainability and success.

Local Government on the Move: A Quantitative Report on how Career Development Can Improve Employee Performance

The city council is entrusted with upholding and protecting social sustainability, which encompasses issues related to health and safety, raising standards of living, providing equity and inclusivity, and acting with resilience in response to community needs. The efficacy of the city council is heavily reliant on the performance of civil servants in order to accomplish the stated objectives. Customers' dissatisfaction with the city council's performance is an indication that employees are not working up to par. Prior research has shown that an organization needs to be willing to invest in human resources initiatives in order to address performance issues. Career development should therefore be given top priority since it will shape a desirable attitude and result in high-quality work. Career development activities include training and development, career opportunities, and performance management. In this study, research participants consist of all categories of employees in local government. The results demonstrate a significant correlation between career development and performance, with training being the primary factor influencing performance. Thus, in order to maximize individual performance, career development initiatives that support staff members' physical and mental well-being and embody city councils' internal social responsibility roles must be consistently implemented.

Enhancing educational outcomes through strategic Human Resources (HR) initiatives: Emphasizing faculty development, diversity, and leadership excellence

This review provides a comprehensive analysis of the strategic role of Human Resources (HR) in transforming educational outcomes within academic institutions, focusing on faculty development, diversity initiatives, and the cultivation of educational leadership. The main objective is to elucidate how HR practices contribute to enhancing the quality and effectiveness of education. Methodologically, the review synthesizes existing literature and case studies to identify key strategies and outcomes. In faculty development, HR's role in promoting continuous professional growth and adapting to innovative teaching methodologies is emphasized. This is crucial for equipping educators with necessary skills and knowledge in a dynamic educational landscape. The review also examines HR-led diversity initiatives, highlighting their importance in creating inclusive academic environments and enriching the educational experience through diverse perspectives. The findings suggest that such initiatives lead to more culturally competent and robust educational settings. Furthermore, the paper explores HR's impact on developing educational leadership, underscoring the importance of identifying and nurturing leadership qualities among educators and administrators. This aspect ensures a visionary and strategic approach to education management. The key conclusion is that HR's strategic involvement is vital in making institutions more adaptive, inclusive, and forward-thinking. The review advocates for a more integrated and strategic role of HR in academic settings to effectively transform educational outcomes.

How similar is similar enough? Job profile similarity benchmarks using occupational information network data

AbstractJob comparison research is critical to many human resources initiatives, such as transporting validity evidence. Job analysis methods often focus on critical attribute (e.g., tasks, work behaviors) overlap when assessing similarity, but profile similarity metrics represent an alternative or complementary approach for job comparisons. This paper utilizes Occupational Information Network (O*NET) data to establish a distribution of job profile correlations across all job pairs for five attributes – generalized work activities, knowledge, skills, abilities, and work styles. These correlations represent effect sizes, or degree of shared variance between jobs. Practitioners may reference these correlational distributions as benchmarks for gauging the practical significance of the observed degree of similarity between two jobs of interest compared to the broader world of work.

The Relationship between Green Human Resource Management Practices and Organizational Citizenship Behavior

In an era of green environmental awareness, Green Human Resources Management (GHRM) uses human resources management practices to support green environmental functions. It embraces green environmental concerns by applying human resources initiatives to generate high performance and better efficiency in operations. Although the literature on GHRM is growing, a few studies investigated to what extent green innovative culture (GIC) moderates the relationship between green human resources management practices and organizational citizenship behavior towards the environment (OCBE). To address this research gap, the authors tested a new conceptual framework investigating the direct and interactive effects of GHRM practices and GIC on OCBE. A quantitative study uses a survey from a 174 convenient sample of employees selected from a manufacturing firm operating in Egypt. The research results revealed that (1) GHRM practices are crucial for encouraging employees to engage in green activities, in addition (2) there is a significant positive effect of GHRM practices on OCBE, while on the other hand, (3) the interaction of GHRM and GIC can foster employees’ engagement in OCBE. The research significance lies in identifying and validating the GHRM practices applied in the manufacturing firm, as it advances the previous studies by developing a research model that offers critical insights on how manufacturing organizations working in industrial and agricultural packaging solutions could strategically link their GHRM practices and green innovative culture to support their OCBE in creating a competitive advantage in the market.

A pandemic impact study on working women professionals: role of effective communication

PurposeThe study aims to develop an in-depth understanding of challenges faced by Indian women professionals during the pandemic and the human resource (HR) initiatives like effective communication, taken by the organizations to mitigate the plight of these professionals.Design/methodology/approachA mix of two qualitative research methods namely focus groups in-depth and one-to-one in-depth interviews was used. A total of 32 females working with different organizations participated.FindingsThe thematic analysis revealed themes related to challenges faced by working women-gendered burnout, mental health issues, increased household responsibilities, job insecurity, work-life conflict, gender inequalities, reduced internal communication and financial independence, domestic violence and exploitation. The major themes that emerged for the organizational initiatives were flexible working hours, equal women representation in response to planning and decision making, driving transformative change for gender equality, paid leaves for family care, caregiving bonus, leadership development seeds, increased female recruitments, transparent communication and counseling sessions.Research limitations/implicationsThe study establishes a holistic understanding of the plight of Indian women professionals and the consequent organizational interventions accompanied by transparent communication. It adds rigor to the evolving literature on COVID-19 and enriches the theoretical narrative of policy adaptations by industry practitioners for aligning them with employee needs. This helps in routing the policy design and implementation in light of the challenges faced.Originality/valueThe study presents an in-depth understanding of challenges faced by women employees; and provides a foundation for identifying human resource management (HRM) interventions customized for working females. It also proposes a framework implementable in the recovery phase, deploying critical strategic shifts like reflection, recommitment and re-engagement of the women workforce in order to maximize their efficacy for rapidly evolving organizational priorities.

Lean Human Resource Initiatives and Employee Performance of Selected Small and Medium Scale Enterprises in Nigeria

Small and medium scale enterprises (SMEs) play an important role in terms of growth and development of an economy. Despite this ostensible relevance of small and medium scale enterprises, it is observed that employee performance level especially in Nigeria is low compared to that of other nations. This is evident in declining workforce productivity, inefficiency, and decreased commitment. These challenges have been attributed to a variety of factors, including poor hiring approach, irregular improvement, and poor teamwork. The impact of lean human resource initiatives on employee performance in selected SMEs in Lagos State, Nigeria, was explored in this research. The survey research design was used in this study. In Lagos State, Nigeria, there were 8,396 small and medium-sized businesses. Sample size of 481 was ascertained using the Research Advisory Table. The participants were identified using a simple random sampling approach. Data was collected from the participants using an adapted and validated questionnaire. Construct ranged from 0.74 to 0.89 for Cronbach’s Alpha reliability coefficients and study found that 85% of participants responded. The data was analyzed using descriptive and inferential statistics (multiple regression). According to the findings, lean human resource initiatives had a significant impact on employee performance in Lagos, Nigeria.. Employee performance was significantly affected by lean human resource initiatives (Adj.R2 = 0.095; F (5,401) = 9.509, p 0.05). The study concludes that lean human resource initiatives had significant effect on employee performance of SMEs in Lagos Nigeria. The study recommends that small and medium scale enterprise owner/managers should embrace Lean Human Resource initiatives such as selective hiring, continuous improvement, mentoring, cross-functional team, and flexible information system which is geared towards human capital development to improve employee performance and boost their contribution to the organization. Keywords: Continuous Improvement, Employee Performance, Lean Human resource initiative, Mentoring, Selective Hiring.

Employee Burnout During COVID-19 in the Hotel Industry

Employee emotions and feelings are often overlooked in the hotel industry, this could not be more true since the beginning of the COVID-19 crisis. This is mainly due to the hotels having to make drastic cutbacks in order to survive owing to the massive decline of guests due to the closing of the international borders. Therefore, this has had a huge impact on employees working from within the hotel industry. The purpose of this study is to examine the burnout of hotel employees. A quantitative approach was taken by distributing questionnaires to hotel employees working in the heavily tourist-dependent island of Phuket, Thailand. As a result, 420 valid responses were collected which were then uploaded and analysed by using SPSS. The results showed that burnout has increased drastically among hotel employees during the COVID-19 crisis. The results also indicate different demographic and job characteristics that have been found to have significantly high burnout values. The hotel industry needs to focus on employee welfare to avoid employees burning out, human resource strategies and initiatives should be implemented.

Green Human Resource Management for Organizational Sustainability: Policies and Practices

Recently, our environment is heading in a very bad direction. This is a very dangerous thing. It is the duty of all of us to rectify this bad situation. A few countries and some social organizations have realized this. It is not enough. We all need to realize the importance of going green first. As the corporate world moves globally, business is experiencing a transition from a regular financial structure to a modern capacity-based economy that is ready to explore the lush economic aspects of the business. Raise awareness within the business community about the importance of going green and adopting various environmental management techniques. Green Human Resource Management (GHRM) has become an important business strategy for significant organizations, not just as a business strategy but as an obligation to all. This article focuses on the various green human resource practices followed by many organizations around the world and excludes the future significance of GHRM. Finally, the article suggests some rich human resource initiatives for green companies. References Hewapathirana, R. A., Opatha, H., & Gamage, P. N. (2021, February 22). Identification of Some Research Gaps in Green Human Resource Management. Retrieved from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3747887 Kar, D. A., & Praharaj, L. (2020, January 24). Green HRM: An Innovative Practice for Organisational Sustainability. Retrieved from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3511614 Mukherjee, S., Bhattacharjee, S., Paul, N., & Banerjee, U. (2020, March 26). Assessing Green Human Resource Management Practices in Higher Educational Institute. Retrieved from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3546928 Noronha, L., Manjush, H., & Monteiro, M. (2017, April 28). A Study on the Green Human Resource Management at Gateway Hotel, Mangalore. Retrieved from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2959200

Effect of Recruitment and deployment practices on Performance of Healthcare Workers in Kenya.

This study sought to determine the Effect of Recruitment and deployment practices on the Performance of Healthcare Workers, a case of Nursing officers, Ministry of Health, Nyeri County in Kenya. Various organisations employ different human resources initiatives to increase efficiency. The most common initiatives employed to improve efficiency include performance contracts, internal contracting, contracting-out and outsourcing of services, among others. Employing such initiatives are considered among the primary Human Resource Management (HRM) practices, which are aimed at determining the equilibrium between workforce supply and the ability of healthcare practitioners to practise effectively and efficiently to ensure improved and quality care in healthcare systems. This study adopted a cross-sectional descriptive research design. The respondents constituted all nursing staff and managers in Nyeri County health facilities and at the County Director’s Office. Stratified random sampling was used to come up with a sample of 248 respondents. Data was collected using a questionnaire. Descriptive statistics were used in the analysis of data with the help of SPSS 23. Chi-square analysis was used to establish relationships. The researcher found that recruitment processes in Nyeri County comprised internships (f=109, 44%) and field placements (f=82, 33%). Selections were made via individual interviews (f=225, 91%), while job orientation (f=237, 96%) was the main technique. The researchers found that there were gaps in the deployment practices with a mean value of 2.73, SD=1.132. Deployment in some departments was deemed disciplinary action (M=3.09, SD=1.325), and managers response to deployment needs per department or ward or facility (M=3.07, SD=1.218) were rated to a moderate extent. The study concluded that recruitment does not affect the performance of health workers. Although the county was found to use only a few recruitments, selection and orientation approaches and techniques, this did not affect the Healthcare Workers. The study further concluded that deployment practices do not affect the performance of Healthcare Workers.

WORK LIFE BALANCE WITHIN THE PRIVATE SECTOR: THE PREDICTIVE ROLES OF SOCIAL SUPPORT AND LOCUS OF CONTROL

The study investigated social support and locus of control as predictors of work life balance among workers. One hundred and forty one (141) workers from Stine Rice Industry, Amichi served as participants in the study, comprising 90 males (66.08%) and 51 females (33.92%). Their age ranged between 18 – 50 years with a mean age of 30.04 years and standard deviation of 8.1 years. The participants were selected using systematic and convenient sampling technique. Fisher's work life balance Scale (Fisher, 2001), Rotter internal-external locus of control scale 1966 (Rotter, 1966), and multidimensional scale of perceived social support (Zimet, Dahlem, Zimet & Farley, 1988) was used for data collection. The design adopted in the research is a correlational design. Based on this, Multiple Linear Regression was adopted as the statistical tool for data analysis using statistical package for social sciences (SPSS). Three hypotheses were tested, and the results revealed that the first hypothesis which stated that social support would significantly predict work life balance among workers was accepted at (p>.05, t=2.161). The second hypothesis which stated that locus of control would significantly predict work life balance among workers was also accepted at (p>.05, t=-6.02). The third hypothesis which stated that social support and locus of control would jointly predict work life balance among workers was accepted at F(2,138)=24.214, p<.05 level of significant. Thus, based on the findings of this study, the researchers recommended that organizations should provide mechanisms that will provide support for workers in order to balance their work lives, should provide human resource initiatives that will enhance their productivity level. Also, the needs of employees are increasing owing to the many roles they play outside the work and family environment; managers are to be understanding when employees make requests to meet these needs. Limitations and implications of the study were also discussed.
 
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“Simple rules” as an approach to corporate selection of CSR strategies

PurposeThis paper aims to adopt the “simple rules” approach developed by Sull and Eisenhardt (2016) and apply it to explain how corporate social responsibility (CSR) manifests in myriad ways depending on the particular socio-economic and geopolitical context.Design/methodology/approachIt illustrates the implicit principle of “simple rules” through the case of a major petroleum company in the United Arab Emirates (Emirates National Oil Company [ENOC]) using content analysis to trace its interpretation and practice of CSR as transmitted via its social media platforms and stakeholder response.FindingsENOC’s CSR is primarily associated with two government objectives. One relates to human resource initiatives, most especially to the development of local talent in response to the government’s priority of reducing the country’s excessive reliance on expatriate labor. The second is that of preserving local heritage which is reflected in the prominence of local religious values in its posts. The prioritization of these two key themes is a manifestation of how, from the vast range of activities that can be considered as constituting CSR, an individual company chooses those that serve local and immediate intentions.Social implicationsA tight scoping of CSR within cherished national objectives appears to enhance the co-creation of shared value between company and stakeholders.Originality/valueThis study’s contribution does not so much problematize the many classifications and theories developed to account for diverse conceptualizations and implementations of CSR; rather, it proposes a “simple rules” approach as a parallel and potentially efficient, economical means to explain diversity within CSR interpretation and execution according to the specific geopolitical and socio-economic context in which it is implemented.

Geopolitical diversity in Occupational and Organisational Psychology: shaking off historical comforts and confronting real-world challenges

This article explores the limited and myopic theoretical and research resource base of Occupational and Organisational Psychology (OOP), a field which is a major contributor to global management thinking and practice. As a field, OOP has tackled many work-related human challenges. Considerable progress in both theory and practice in nearly 120 years of active engagement with society has led to theories of work, motivation, selection, performance, organisational behaviour, and development. Much of OOP work now informs and interfaces various Human Resource and general management initiatives. These advances notwithstanding, we note a major gap: the lack of diversity in the geopolitical and international sources of OOP theory. This article argues that to migrate theory and research into impactful practice�globally�OOP must engage a deliberate process of fostering alternative, autochthonous, and indigenous knowledge from geopolitical areas which are under-represented. The article proposes corrective actions and agendas which would assist OOP become more diverse and support the growth of Africa�s contribution to global knowledge production in the work and organisational sciences.

Antecedents of employee alienation and its impact on individual work performance during post-merger integration (PMI)

PurposeThe objective of this study was to examine the significant factors leading to employee alienation in post-merger integration (PMI).Design/methodology/approachData were collected from 482 middle- and low-level employees in two organizations in the real estate and banking sectors in the United Arab Emirates. The analysis was carried out using structural equation modeling (SEM).FindingsOrganizational justice, employee commitment, organizational trust, perceived effectiveness of human resource (HR) initiatives and employee communication strategy played an important role in developing or mitigating a feeling of alienation among employees during PMI. Employee tenure in the organization affected individual work performance.Research limitations/implicationsThe study was limited to middle- and low-level employees and did not consider other organizational variables important in mergers. This study will help merger strategists to deliver appropriate HR practices during PMI, facilitating mitigation of uncertainties among employees and maximizing their trust and commitment.Originality/valueThe study results will help organizations understand employee trust, commitment and determinants in an emerging economy.

Opt-out stories: women’s decisions to leave corporate leadership

Purpose The purpose of this paper is to explore how the challenges to women’s authentic leadership identities contribute to their decisions to abandon leadership positions mid-career. It examines the critical career moments and underlying themes behind these women’s decisions to leave. Design/methodology/approach This paper is based on semi-structured interviews (n = 9) with women between the ages of 32-53 who had opted-out of mid-level corporate leadership positions. Findings The study found that work–life balance was not the primary factor in women’s decisions to leave. Instead, the women in the study reflected on their inability to be themselves and contribute perceived value to the organization as triggering their decisions to leave. Research limitations/implications There are limitations in using a small sample of women selected through the researchers’ social media networks resulting in limited cultural and racial diversity. Practical implications Misconceptions about women’s decisions to leave corporate leadership mid-career misleads human resource (HR) practices and initiatives focused on retaining female talent. Organizations need to recognize and reshape the organizational environment to support women to be their authentic self and make the value of their contributions more transparent. Originality/value The paper is original in that it examines opt-out from the lens of women’s leadership identities in corporate contexts. There are limited studies that have examined the connections between identity and women’s career decisions beyond work–ife balance. It provides practical value to HR practitioners and organizations focused on retaining female talent.

ADVANCING SUSTAINABILITY INNOVATION WITHIN THE ORGANIZATIONAL LEARNING SPHERE

In light of the fourth industrial revolution, human resources management (HRM) is considered to be an integral part of any competitive organization and it is responsible for shaping organizational behavior and culture. With the increasing awareness of the industrial impact on the environment, sustainability innovation is a vital discourse for scholars, academicians, and practitioners. This work uses literature from diverse schools of thought that explored the role of the human resource discipline in advancing sustainability innovation. This paper also presents a unique model for human resource and talent development practitioners towards an authentic response to eco-sustainability innovation. A contextualized matrix on implications for sustainability (Crew 2010) incorporating special approaches for sustainability innovation (McCarthy, Garavan, and O’Teele, 2003), green initiatives of human resource department (Milliman, 2013) and the promotion of sustainability culture (Blake, 2016) was outlined that serves as authentic approach to eco-sustainability for practitioners to realistically carry out human resource initiatives in their respective organization. This study further directs human resource professionals to act as boundary spanners in order to facilitate strategic teams who are paramount to responding to the external environment for organizational performance.

Servant leadership and organizational citizenship behavior

Purpose This paper aims to process underlying the relationship between supervisor servant leadership and employee organizational citizenship behavior (OCB) in hotels. Specifically, it analyzes the mediating role of empathy – individual level – and service climate – group level – in the relationship between supervisor servant leadership and employee OCB. Design/methodology/approach The empirical analysis uses original data on hotels located in historic cities in Spain. A survey provided a sample of 343 work-group-level (supervisors) and 835 individual-level (employee) from a sample of 171 hotels. Findings The most interesting finding is the indirect effect of supervisor servant leadership on employee OCB through the mediating role of both employee empathy – individual level – and group service climate – group level. Practical implications The findings suggest that hotel supervisors should adopt servant leadership to enhance OCB in their workgroups. This paper also provides insights into other ways to increase employee OCB, namely, through human resources initiatives that enhance employee empathy and shape a service climate within groups. Originality/value This paper is one of the few that analyzes the relationships between supervisor servant leadership, employee empathy, group service climate and employee OCB in a unifying cross-level model. It is also the first to analyze employee empathy as a positive outcome of supervisor servant leadership, as well as a mechanism to explain the relationship between servant leadership and employee OCB. Finally, it is one of the few studies that analyzes all these relationships in conjunction within the hospitality industry.

The Effect of Practices of Green Human Resource Management Based on Teaching Faculties in Chennai City

Educational Institutions are increasingly becoming in the know of the importance and combining management of environment and Human Resource management and the same is coined as Green Human Resource management Practices. Green HRM is brought into play along with the policies and practices to promote the sustainable use of resources within the institution. It promotes to maintain and sustain environment. It involves human resource initiative to support sustainable practices and tends to increase the teaching faculties’ responsiveness and commitments on the issues of sustainability. Green HRM on implementation can enhance Institution reputation. Green HRM will play a significant role in making the teaching faculties in the know of matters for showing care in us of scarce resources besides prevent the environment from getting contaminated, help in coordinating and reducing waste and avoidable carbon. The instant concentrates on issues influencing the teaching faculties to practice Green Human Resource Management and the effect of Green Human Resource Management in working skill of the teaching faculties. Much needed hypotheses have been formulated based on the objectives of this study. A well structured questionnaire was distributed in order to elicit the views for the purpose of Primary data and the respondents are the teaching faculties of various educational institutions