Influence Employee Behavior Research Articles

The Role of Employee Engagement, Empowerment and Culture in Effective Performance Management

Performance management systems (PMS) are an essential tool in shaping employee behaviour in organizations. PMSs are also an important part of today's organizations and provide a framework for improving employee performance, productivity and leadership. Previous studies have not examined how PMSs influence employee behaviour, i.e. what are the mediating and moderating roles in this relationship. This article reviews and synthesizes current scientific knowledge on the influence of performance management systems on employee behaviour and examines the role of mediating and moderating mechanisms in this relationship. A systematic review of 83 research articles published in English up to 2022 was conducted. The review investigated various mechanisms through which PMS influences employee behaviour (specifically employee commitment, motivation and satisfaction). Promising trends and research trajectories were identified through content analysis with a mediating and moderating role. The PMS influences employee behaviour primarily through three constructs - clearly set goals, properly set rewards, and effective feedback delivery. A consistent (effective) PMS subsequently contributes to employee engagement and empowerment, which mediate the relationship. Organizational culture is a moderator because it can deepen the relationship between PMS and employee behaviour. The performance-oriented organizational culture in a company helps to create an effective PMS that positively influences employee behaviour. From a theoretical perspective, this paper synthesizes the results of each research, assesses the knowledge base in our selected research area, and clarifies potential avenues for future research and trends. This research contributes valuable insights for organizations seeking to improve their PMS for sustained employee success and satisfaction, as the literature search described the impact of PMS on employee behaviour through the identification and examination of individual mediating and moderating roles. Managers who pay attention to employee engagement and empowerment can then set up activities to have a good and necessary impact on employee commitment, motivation and satisfaction.

A Study on Compensation and Reward System and Its Impact on the Motivational Level of Employees

The purpose of this study is to investigate how reward and compensation schemes affect worker motivation while emphasizing the need to humanize the workplace. One of the most important factors influencing employee behavior and satisfaction is compensation, which includes both monetary and non-monetary benefits. To promote long-lasting motivation, firms must take into account comprehensive strategies for worker recognition, well-being, and personal development in addition to monetary incentives. The study explores a range of pay approaches, including more creative, customized reward schemes and more conventional salary-based systems. It also highlights the necessity of humanized remuneration policies that take into consideration workers' participation, company culture, and unique requirements. Utilizing motivational theories like Herzberg's Two-Factor Theory and Maslow's Hierarchy of Needs, the study looks at how various incentive structures affect both intrinsic and extrinsic motivation

Effect of Organizational Cynicism on Job Performance: Evidence from the Rubber Manufacturing Industry in Sri Lanka

Human capital serves as a beacon of any organization in the 21st century. Organizational cynicism, a pervasive negative attitude towards one's workplace, has been recognized as a significant factor influencing employee behavior and outcomes. In the last two decades, the global market has embraced Sri Lanka’s Rubber industry for its value-added products. Since the Sri Lankan context is obsessed with an empirical in exploring the organizational cynicism in the Rubber manufacturing sector, this research aims to ex-amine the impact of organizational cynicism on the job performance of operational-level employees within the rubber manufacturing industry, focusing on Gampaha District. This study is deductive and quantitative, deploying a sample consisting of 170 operational level employees in the rubber manufacturing industry in the Gampaha District, selected through the stratified sampling technique. Data were collected using an online structured survey questionnaire and analyzed using SPSS (version 21). By deploying Pearson Correlation analysis and Multiple Regression Analysis, four hypotheses of the study were tested and three hypotheses were accepted. The thorough investigation of these hypotheses collectively confirms the detrimental influence of organizational cynicism on the job performance of operational-level employees in Sri Lankan Rubber manufacturing firms. Two facets of cynicism—cognitive, and behavioral—exerts a distinct yet interconnected role in mitigating job performance while the affective component was removed from the model. These revelations advocate for a paradigm shift in organizational strategies, urging managers to not only address the visible symptoms but also delve into the root causes of cynicism.

Research on Work Motivation and Innovative Behavior

With the continuous progress of science and technology, the output of employees' innovative behavior in the work scene becomes more and more valuable. However, how to develop employees' innovative behavior is worth thinking about. This study reflects that there is a positive correlation between employee motivation and innovative behavior. The premise of improving employees' innovative behavior is based on giving employees effective external motivation. If employees are motivated by their love of work and willingness to pay for it, then innovative behavior will be greatly improved. Other than that, the leadership style plays an important role. Leaders not only need to encourage innovation through positive incentives and resource support but also need to demonstrate the value of innovation through their own behavior. A leader's openness and commitment to innovation can greatly influence employee behavior and organizational culture. To sum up, through the comprehensive use of a variety of incentive means and culture-shaping strategies, accompanied by the active participation of leaders, the innovative behavior of employees can be effectively cultivated and promoted, thus bringing long-term competitive advantages and development potential to the organization.

CSR and Employee Engagement: How Social Responsibility Initiatives Affect Workforce Motivation

In recent years, Corporate Social Responsibility (CSR) has evolved from a peripheral concern to a central element of business strategy, particularly in developing economies like India. This shift underscores the growing importance of integrating social responsibility into corporate operations, not merely as an ethical obligation but as a strategic imperative that can influence employee behaviour and organizational performance. This research paper investigates the intricate relationship between CSR initiatives and employee engagement, with a focus on how these initiatives can enhance workforce motivation in the Indian context. Utilizing a multi-method approach that combines qualitative analysis, case studies, and a comprehensive literature review, this study explores the mechanisms through which CSR impacts employee engagement. It emphasizes the significance of aligning CSR efforts with the values and expectations of employees, thereby fostering a sense of belonging, pride, and purpose in their work. The findings reveal a positive correlation between well-implemented CSR initiatives and increased levels of employee motivation, job satisfaction, and organizational loyalty. Additionally, the research identifies specific types of CSR activities—such as environmental sustainability programs, community engagement, and ethical labour practices—that have proven particularly effective in enhancing employee morale. By presenting real-world examples from leading Indian companies, this paper offers actionable insights for organizations looking to leverage CSR as a tool for improving employee engagement and overall performance. Ultimately, this research aims to contribute to the ongoing discourse on the role of CSR in shaping employee experiences and organizational outcomes, providing a framework for companies to develop effective CSR strategies that not only benefit society but also cultivate a motivated and engaged workforce.

Organizational ethics and position relationship moderators among knowledge workers: a regional study of Poland

ABSTRACT This research explores organizational ethics among knowledge workers using ICT4Ds in regional enterprises in Poland before, during, and after the COVID-19 pandemic. The study addresses the importance of understanding how ethics in organizations, particularly ethical optimism, corporate social responsibility, and top management action, have evolved across these periods. This topic is crucial as organizational ethics influence employee behavior and decision-making, particularly during crises. The research question focuses on how organizational ethics, influenced by gender and the pandemic, differ by position. Online surveys and random sampling were employed to collect data among knowledge workers (139 before, 134 during, and 98 after the pandemic). The study applied multivariate statistical methods, including variance analysis and causal moderation. Findings were that superiors rated organizational ethics higher than subordinates, and ethical optimism fluctuated, rising during the pandemic and dropping afterward. The study contributes to understanding the role of gender and crises as moderators in organizational ethics, benefiting managers and policymakers.

Influence of Online Work Viral Anxiety Mediates the Relationship between Intolerance of Uncertainty and Personal Injunctive Norms on Adherence to Physical Distancing among Bank Support Provider

This study investigates the role of viral anxiety as a mediator between personal injunctive norms, intolerance of uncertainty, and adherence to physical distancing among bank support staff in Pakistan. The research addresses a critical gap in understanding how psychological factors, exacerbated by the COVID-19 pandemic, influence employee behaviour in high-stress environments, particularly in the rapidly digitizing banking sector. Using a quantitative approach, data were collected from 150 bank support employees through a structured questionnaire. The findings reveal that viral anxiety significantly mediates the relationship between personal injunctive norms and physical distancing, indicating that anxiety about virus exposure is a key driver of compliance with safety protocols. However, the direct effects of personal injunctive norms and intolerance of uncertainty on physical distancing were not significant when viral anxiety was accounted for, suggesting that anxiety overshadows other psychological factors in influencing behaviour. These results highlight the need for organizations to address viral anxiety through targeted interventions to ensure employee well-being and adherence to health guidelines in the workplace. The study contributes to the theoretical understanding of health-related behaviours in organizational settings and offers practical implications for managing employee anxiety in the context of public health crises.

The mediating role of work motivation: The effect of leadership, workload, and reward on employee performance

Employee performance is considered key in achieving company goals, reflecting commitment, dedication and contribution to the company's vision. Motivation, as the main driver in the work environment, is a key factor in motivating employees to contribute optimally. Effective leaders have the ability to influence employee behavior. Heavy workloads, especially for drivers and helpers, can have a negative impact on employee motivation. Companies are advised to seek an optimal balance in workload to ensure employee well-being and productivity. Recognition and reward strategies are expected to maintain high quality employees. The aim of this research is to analyze the relationship and influence of leadership, workload and rewards on employee performance with work motivation as a mediating variable at liquefied petroleum gas distributors in Sidoarjo, Indonesia. This research used a cluster sampling technique with a total of 105 respondents. SPSS software was used to analyze the data. The findings demonstrate leadership, workload and rewards have a positive effect on employee performance, however work motivation cannot mediate leadership, workload and rewards on employee performance.

Proactive or Withdrawal? When and How Digital Learning Demands Influences Employee Behavior

Proactive or Withdrawal? When and How Digital Learning Demands Influences Employee Behavior

The Influence of Proactive Personality on Proactive Work Behavior through Job Satisfaction, Work Engagement, and Role Breadth Self-Efficacy at PT PLN UP3 West Surabaya

Proactive work behavior is an important element for workers even though they can work flexibly. Made it happenProactive Work Behavior cannot be separated from Role Breadth Self-Efficacy (RBSE) because Role Breadth Self-Efficacy refers to employees' confidence in their ability to engage in proactive, social, and integrative activities beyond their standard duties. Work Engagement also makes an important contribution to proactive behavior. Specifically, through proactive goal setting and achievement, a person is more likely to have their needs met when they are satisfied with their work. Individuals who experience positive affective states associated with Job Satisfaction are likely to change their situation proactively and exhibit higher levels of innovative behavior. Proactive Personality also influences employee behavior that is profitable for the company by putting effort into their work. Creating a work environment that can encourage employee creativity. This research is quantitative. Using Partial Least Square with a sample size of 54 permanent employees of PT PLN UP3 West Surabaya. The research results show that Proactive Personality significantly influences Proactive Work Behavior. Job Satisfaction was found to act as a significant mediator between Proactive Personality and Proactive Work Behavior. Work engagement has also been proven to be an important mediator in the relationship between proactive personality and proactive work behavior. Role Breadth Self-Efficacy plays a significant mediating role. Employees who are confident in their ability to fulfill a broader range of roles tend to be more proactive in taking initiative and making improvements in the workplace, which contributes to innovation and improved work processes. The results of this study indicate that the three mediating variables, namely Job Satisfaction, Work Engagement, and Role Breadth Self-Efficacy, together strengthen the influence of Proactive Personality on Proactive Work Behavior. The combination of these factors creates an environment that supports employees to behave more proactively, which is critical to meeting operational challenges and meeting customer needs.

Assessing the Role of HRM and HRD in Enhancing Sustainable Job Performance and Innovative Work Behaviors through Digital Transformation in ICT Companies

In the era of Industry 4.0, digital transformation has become a cornerstone for modern organizations, fundamentally altering how businesses operate and compete. This study delves into the impact of digital transformation on human resource management (HRM), human resource development (HRD), and employees’ innovative work behaviors and job performance in a rapidly evolving business environment. In conducting a survey among 391 employees from information and communication technology (ICT) companies in China, structural equation modeling was employed to analyze the data. The findings reveal a correlation between digital transformation and innovative work behaviors and job performance, with HRM and HRD playing partial mediating roles. Digital transformation not only optimizes work processes and enhances productivity but also fosters the innovation of business models and processes. Moreover, the research indicates the critical importance of implementing efficient digital systems and processes in promoting an organizational culture of innovation and enhancing employees’ innovative capabilities. Thus, digital transformation is seen as a pivotal strategic tool, altering not just the modus operandi of organizations but also influencing employee behavior and performance.

Green HRM Practices

Green Human Resource Management (Green HRM) integrates environmental sustainability into core HR practices. It goes beyond just business operations and promotes eco-friendly practices throughout the organization. Green HRM encompasses the entire employee lifecycle, from attracting environmentally conscious talent during recruitment to influencing employee behavior through training and performance management. By effectively implementing Green HRM practices, organizations can not only reduce their carbon footprint through practices like reduced paper usage or energy-efficient buildings, but also cultivate a more environmentally responsible workforce. This can lead to significant benefits like cost savings and attracting top talent who value sustainability, ultimately enhancing the organization's reputation. However, challenges like initial investment costs or employee resistance can arise during implementation. Green HRM has emerged as a critical concept in recent times, seamlessly integrating ecological management with practices in business, urbanization, and industrialization. Its core focus lies in managing human resources effectively while ensuring good working conditions. Green HRM procedures are strategically designed to minimize the carbon footprint of both individual employees and the organization itself. This extends beyond just carbon reduction, as Green HRM also plays a vital role in encouraging employees to conserve resources, participate in waste management initiatives, and contribute to pollution control efforts. The growing importance of Green HRM necessitates increased awareness among companies regarding its multifaceted capabilities. Striking a balance between ecological sustainability and effective human resource management has become crucial. Businesses are now recognizing the significance of considering not just financial gains, but also the social and environmental impacts of their operations to ensure long-term sustainability. This growing recognition has recently captured the attention of academic researchers and practitioners, leading to a surge in scholarly studies on the subject. This research paper delves into Green HRM practices within organizations, drawing insights from a comprehensive analysis of current literature. The aim is to explore the importance of Green HRM concepts, practices, and strategies while acknowledging the challenges faced by businesses and other organizations in implementing them. By utilizing established research methodologies, the study will observe, collect, and analyze contemporary research on Green Human Resource Management, providing valuable insights into this evolving field.

The Impact of HR Policies on Employee Behaviour

This research article delves into the complex connection between Human Resources (HR) policies and employee behavior within organizations. By conducting a thorough review of existing literature and empirical studies, the paper investigates the diverse effects of HR policies on different facets of employee behavior, such as job satisfaction, commitment, performance, turnover intentions, and organizational citizenship behavior. Additionally, this study delves into the moderating effects of organizational culture, leadership style, and employee perceptions on the effectiveness of HR policies in shaping employee behavior. By synthesizing existing research findings and offering insights into potential future research directions, this article aims to dwelve to a deeper understanding of how HR policies influence employee behavior and, consequently, organizational outcomes.

Impact of contingent rewards and punishments on employee performance: the interplay of employee engagement

Background This paper investigated the connection between transactional leadership styles, contingent rewards, punishments, and employee performance while emphasizing employee engagement’s mediating role. Existing research has predominantly focused on isolated associations between contingent rewards, punishment, and employee performance, leaving gaps in the empirical exploration of these mediating mechanisms. To address this research gap, our study has introduced a conceptual framework to understand the multifaceted connection between contingent rewards, punishment, and their effects on employee performance, with a specific emphasis on the mediating function of employee engagement. Methods We involved 273 full-time non-clinical healthcare professionals employed in NABH-accredited hospitals in Jharkhand, India. A structured survey instrument was employed for data collection from the specific survey participants, with the investigation of the research hypotheses conducted through the application of partial least squares-structural equation modeling (PLS-SEM). Results Preliminary findings suggested that contingent rewards and punishment do not directly influence employee performance. Instead, our study highlighted the critical mediating role of employee engagement, particularly its dimensions of Vigor, absorption, and dedication. Conclusions This research has underscored rewards and punishments as essential tools for influencing employee behaviour, motivation, and performance. Employee engagement, as a multifaceted construct, not only benefits individual employees but also significantly impacts overall organizational performance and success.

The impacts of a high commitment work system on well-being: the mediating role of organization support and employee work-life balance

PurposeThis study aims to examine the effect of a high commitment work system (HCWS) on employee well-being and the mediating role of organizational support and work–life balance.Design/methodology/approachUsing structural equation modeling (SEM) for analysis, a quantitative approach was adopted to collect data from the 235 employees from the public sector in the United Arab Emirates (UAE).FindingsResults show that HCWSs have a significant influence on organizational support and employee work–life balance. Therefore, there is a significant positive effect on employee well-being. The consequence of HCWS on well-being is not mediated by organizational support. Organization and work–life balance do not support the idea of reducing the negative effects of high-commitment work systems on well-being. There is a significant influence of work–life balance on employee behaviors to have well-being.Originality/valueManagers can devise a strategy to involve the employees to join participating in decision-making. The research advances knowledge of how HCWS improves employee well-being and emphasizes the significance of organizational support in the environment of public organizations. Organizations are expecting to develop new strategies that help employees engage with their environment and increase their confidence. In this perspective, the present study has identified a crucial key factor of HCWS affecting of organization support and employee work–life balance, which can help propelling employees well-being. The research expands the knowledge of the organizational and cultural elements that influence employee behavior and performance in this setting by evaluating the effects of HCWS on employee well-being in the UAE.

The dual path effect mechanism study of digital-HRM on employee innovative performance and cyberloafing.

In recent years, an increasing number of companies have begun implementing digital-HRM. However, much of the existing research primarily discusses digital-HRM from a "thing" perspective or explores its consequences at the organizational level. There has been limited research focusing on individual employees, particularly on how digital-HRM impacts their psychological states and performance. Drawing on job demands-resources theory, this study examines the relationship between digital-HRM and employee innovative performance, as well as cyberloafing. We conducted a time-lagged study involving 487 employees across various industries in China and employed partial least squares path modeling. The results suggest that digital-HRM enhances employee innovative performance by increasing the sense of work gain, while it reduces cyberloafing by decreasing relative deprivation. Perceived ease of technology use was found to positively moderate these relationships. By rigorously investigating the critical psychological mechanisms of the sense of work gain and relative deprivation, and the essential boundary condition of perceived ease of technology use, this study aims to develop a comprehensive conceptual framework that deepens our understanding of how digital-HRM, as an emerging job resource in the digital era, influences employee behavior. Adopting a human-centered approach, the research theoretically extends the study of digital-HRM's impact at the individual level and finds that digital-HRM influences employee performance in a mutually beneficial manner. These findings provide practical insights for organizations to actively implement digital-HRM and maximize its benefits.

Big data and IoT adoption in shaping organizational citizenship behavior: The role of innovation organizational predictor in the chemical manufacturing industry

This research aims to investigate the relationships between Big Data and Internet of Things (IoT) adoption and employee behavior in the chemical manufacturing industry, specifically focusing on the mediating role of organizational innovation. The research methodology employs a quantitative approach that involves employee surveys, statistical analysis, and mediation testing. The primary findings reveal that Big Data adoption significantly enhances Organizational Innovation, contributing positively to Organizational Citizenship Behavior (OCB) among employees. Conversely, IoT adoption has a significant positive impact on Organizational Innovation but does not directly influence OCB. The relationship between IoT adoption and OCB is mediated by Organizational Innovation, highlighting the pivotal role of innovation as an intermediary in influencing employee behavior. The practical implications of this research suggest that organizations in the chemical manufacturing industry should strategically integrate Big Data and IoT technologies to foster innovation and elevate OCB. Leadership support and employee training are crucial. Study limitations include industry specificity, self-reported data, and static analysis. Future research should diversify samples and use longitudinal methods. Recommendations: embrace tech with innovation focus, train leaders, and deepen understanding of tech, innovation, and behavior.

The Role of Water in Hospitality: A Comparative Analysis of the Kyrgyz Conceptual Worldview

This paper explores the role of water in Kyrgyz culture, examining its significance in the context of globalization and its implications for the hospitality industry. Drawing from cultural practices involving water as a symbol of hospitality, we explore how cultural sensitivity and understanding shape cross-cultural communication and influence employee and tourist behavior in the hospitality. Through an analysis of traditional customs and proverbs related to water, we seek to provide a deeper understanding of the role of water in fostering hospitality and building connections in a globalized world.

How Food Safety Culture Is Operationalized for Retail Food Settings: A Systematic Literature Review

Food safety culture has been posited as an important factor influencing employee behavior in the retail food industry. Although expressed as a subset of organizational culture, it is unclear the extent to which food safety culture is being defined and measured as a distinct but related organizational concept. Through a systematic review of the literature, this study explores how food safety culture is conceptualized and operationalized in studies investigating the concept in retail food establishments. Results showed no consensus in the conceptual definition, corresponding variables, and operational indicators for food safety culture across studies. Results also showed the corresponding variables identified for food safety culture were not derived from nor aligned closely with those associated with organizational culture. Together, these results suggest researchers are measuring different aspects of the same concept and not operationalizing food safety culture as a subset of organizational culture. As the development of measures to evaluate the prevailing food safety culture in retail food establishments is a prerequisite to the quantitative investigation of its impact on food employee behavior, the observed variation in corresponding variables and operational indicators of food safety culture can lead to incomparable results across assessments and studies.

Employee Perception of Risk Management Practices and Organizational Commitment

Purpose: The study determines employee perception of risk management practices and organizational commitment in Private Banks of Balochistan. Earlier studies in the field highlight the importance of HR practices during organizational transition since it may be necessary to influence employee behavior to support the change's direction. By implementing HR practices that encourage change, The HR department is in an excellent position to effect positive perception.
 Methodology: Using a quantitative research approach, this study evaluates the relationship between employee perception of risk management practices and organizational commitment in the banking sector.
 Findings: The study's findings for banking sector organizations, supporting them in better understanding the elements that influence employee perceptions of risk management practices and their commitment to the organization. The study's findings could be used to design focused initiatives to improve risk management practices and increase employee happiness and organizational effectiveness.
 Implications: This study may provide a foundation for future research in related domains by contributing to existing knowledge on risk management and organizational commitment. Finally, the study hopes to promote a risk-aware culture within the banking sector, resulting in a more engaged and resilient workforce and boosting these organizations' long-term prosperity and stability.