Shaping Employee Research Articles

Managerial coaching and taking charge at work: the mediating roles of work engagement and role breadth self-efficacy

PurposeHow does a manager’s coaching behaviour encourage taking charge behaviour among subordinates? Although prior research has found a positive association between managerial coaching behaviour and employee performance, to date few studies have examined its effect on proactive behaviours in the workplace such as taking charge. Drawing on social exchange theory (SET) and social cognitive theory (SCT), this study develops a theoretical model to examine the mediating effects of work engagement and role breadth self-efficacy (RBSE) in the relationship between managerial coaching and subordinates taking charge. Additionally, drawing on social role theory (SRT), we test whether our proposed relationships are contingent on subordinates’ gender.Design/methodology/approachWe tested our proposed moderated-mediation model using empirical data collected across two waves from 196 employees within a large Malaysian services enterprise. Partial least squares structural equation modelling was used to test the proposed hypotheses.FindingsThe results revealed that managerial coaching has a significant, positive relationship with taking charge, work engagement and RBSE. However, only work engagement was found to partially mediate the relationship between managerial coaching and taking charge. Subordinates’ gender was found to positively attenuate the direct effect between managerial coaching and taking charge among females. However, the mediating effects of work engagement and RBSE in managerial coaching and taking charge were found to be not contingent on subordinates’ gender.Practical implicationsFinding from this study reveals that managerial coaching is useful in shaping employees' taking charge behaviour through work engagement. Hence, organisations should focus on strategies aiming to enhance managers' coaching capabilities. Originality/valueThis study extends the nomological networks of managerial coaching by highlighting it as a predictor of taking charge. Moreover, drawing on SET and SCT to explain the mechanism of managerial coaching and taking charge, we provide a novel perspective on how managerial coaching can influence taking charge. Specifically, we highlight the critical role of work engagement as a key mechanism that influences the relationship between managerial coaching and taking charge. Finally, we demonstrate managerial coaching as a means through which organisations can improve individual functioning.

Diversity and Inclusion in The Workplace: Beyond The Buzzwords

This study investigates the relationships between organizational factors, cultural awareness, and job satisfaction within PT Kereta Api Indonesia. Using Structural Equation Modeling (SEM) with Partial Least Squares (PLS) analysis, data was collected from 67 employees to examine the direct and indirect effects of organizational culture and diversity and inclusion policies on job satisfaction, mediated by cultural awareness. The results reveal significant direct relationships between organizational culture and both cultural awareness and job satisfaction. Additionally, diversity and inclusion policies were found to directly impact job satisfaction, albeit with limited mediation through cultural awareness. These findings underscore the critical role of organizational culture in shaping employee experieoknces and perceptions, emphasizing the importance of fostering a supportive and inclusive workplace environment to enhance job satisfaction. The study provides valuable insights for organizations, including PT Kereta Api Indonesia, aiming to promote employee satisfaction and cultivate a culture of inclusivity and well-being in the workplace. Keywords : Organizational Culture, Diversity And Inclusion Policy, Job Satisfaction, Cultural Awareness

THE RELEVANCE OF HUMAN RESOURCES AUDITING AND CULTURE ON EMPLOYEES' PERFORMANCE AND ORGANIZATIONAL GROWTH

In order to shape employee performance and propel corporate progress, this essay examines the significance of organizational culture and human resources (HR) audits. The dynamic and competitive business climate of today has made the efficient management of human resources even more important. The purpose of HR auditing is to guarantee compliance, efficacy, and efficiency by thoroughly examining and assessing HR policies, practices, and procedures. Employee attitudes and actions are shaped by the common values, beliefs, and behaviors that make up the organizational culture. According to the article, HR audits are essential for improving worker performance and overall company development. Organizations can pinpoint areas for enhancement, appraise adherence to legal and regulatory mandates, and appraise the efficacy of their HR procedures by regularly undertaking audits. Finding gaps, dangers, and chances to optimize HR activities, rules, and practices is made easier with the aid of this careful review. Additionally, the essay highlights how important organizational culture is in shaping workers' productivity and the development of the company. Higher performance and productivity are the outcomes of a strong and supportive workplace culture that encourages employee motivation, engagement, and dedication. On the other hand, poor employee performance and inhibited organizational growth might result from a toxic or dysfunctional culture. A positive company culture can be shaped and reinforced by auditing methods, as demonstrated by the interaction between HR auditing and the culture that is examined. A culture that supports workers' performance and fosters organizational growth can be developed with the help of HR audits, which can show whether components of the organization's culture are in line with its objectives and core values. The article concludes that employees' performance and organizational success can be greatly impacted by a strategic approach to HR auditing in conjunction with a positive company culture. Organizations can maximize their human capital, improve employee happiness and retention, and achieve long-term sustainable growth by conducting frequent evaluations of HR procedures and cultivating a good culture.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/soc/0787/a.php" alt="Hit counter" /></p>

Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well‐being

AbstractAlgorithmic HR systems are becoming a more prevalent interface between organizations and employees. Yet little research has examined how automated HR processes impact employee motivation. In a three‐wave study (NTime1 = 401; NTime2 = 379; NTime3 = 303), we investigated the motivational effects of HR systems that automatically capture—and make decisions based on—employee performance, and whether these effects depend on employee attributions regarding the organization's intended use of its automated HR metric system. Additionally, we test whether these motivational states affect employee task prioritization and emotional exhaustion. Results show that employees whose organizations use algorithmic HR systems, and who also attribute managerial control as intent to that system, experience higher levels of extrinsic motivation at work. This, in turn, predicts greater prioritization of metricized tasks and de‐prioritization of non‐metricized tasks. Conversely, employees who believe the purpose of algorithmic HR systems is to provide them with constructive feedback are more likely to experience intrinsic motivation, leading to reduced feelings of emotional exhaustion, greater prioritization of metricized tasks, but reduced non‐metricized behavior de‐prioritization. These results illustrate the critical importance of employee sensemaking around algorithmic HR systems as a precursor to the impact of such systems on employee motivation, behavior, and well‐being.

Understanding Job Satisfaction and Its Influences in Nigerian Government Firms: A Systematic Literature Review

Job satisfaction is seen as a critical factor in employee performance. This article focuses on a thorough review of the literature to identify the numerous elements that influence job satisfaction and assess their relative importance in shaping employee performance in government-owned firms. The existing literature conceptualizations of job satisfaction are diverse, reflecting the broadness of critical perspectives on the subject. Job satisfaction is conceptualized in various ways in the existing literature, emphasizing the intricacy of key views on the subject. A systematic literature review entailed the following steps: (a) identifying databases and a set of publications; (b) selecting articles and creating a database; and (c) doing bibliometric analysis, content analysis, and verifying the relevance of results to future study. The review included publications from 2013 through 2023 and encompassed psychology, sociology, economics, and management science. Examining existing theoretical writings and practical tests reveals psychological and methodological flaws. Despite countless critical attempts to define exactly what constitutes job satisfaction, no clear and obvious definition has emerged. Similarly, there is a lack of crucial consensus among academics about what factors contribute to job satisfaction, resulting in diverse research methodologies. However, despite the growing popularity of job satisfaction studies, several of these characteristics have yet to be thoroughly investigated, and some research has produced inconsistent conclusions regarding the intensity of specific elements’ influence on job satisfaction. Hence, this study meets that demand by doing a thorough review of the literature and showing the direction of recent research.

Examining the Role of HRM Practices in Fostering Employee Engagement Towards CSR Initiative.

This paper investigates the pivotal role of Human Resource Management (HRM) practices in fostering employee engagement towards Corporate Social Responsibility (CSR) initiatives within organizations. CSR has become a cornerstone of modern business strategy, acknowledging its significance in promoting sustainable practices and societal well-being. Employee engagement serves as a crucial link between CSR initiatives and organizational success, influencing attitudes, behaviors, and commitment levels among employees. Drawing upon existing literature and empirical evidence, this research provides insights into how HRM practices can effectively nurture and sustain employee engagement towards CSR, thereby contributing to enhanced organizational performance and social impact. [1] Theoretical frameworks such as Social Exchange Theory and Psychological Contract Theory are utilized to understand the mechanisms through which HRM practices shape employee attitudes and behaviors towards CSR. Social Exchange Theory elucidates how HRM practices serve as indicators of organizational support and commitment, fostering reciprocity and engagement among employees towards CSR goals. Psychological Contract Theory highlights the role of HRM practices in shaping the implicit expectations and obligations between employees and organizations, influencing perceptions of trust, fairness, and mutual respect, which in turn drive engagement towards CSR. [2] The paper explores key HRM practices that play a vital role in fostering employee engagement towards CSR initiatives, including recruitment and selection, training and development, performance management, and rewards and incentives. It discusses how organizations can integrate CSR considerations into these practices to create an enabling environment that motivates and empowers employees to actively participate in CSR efforts. Furthermore, implications for HRM practice are outlined, emphasizing the need for strategic alignment between HRM and CSR objectives, leveraging technology and communication channels to enhance employee engagement, and fostering a culture of transparency and accountability. DOI: https://doi.org/10.52783/tjjpt.v45.i02.6106

Job quality in the Saudi Arabian banking sector: Implications for employee performance and organizational outcomes

Within the Saudi Arabian banking sector, the quality of work life emerges as a crucial determinant shaping employee performance. This research delves into the nuanced impacts of diverse job quality facets on employee efficacy within this domain. Employing a stratified random sampling methodology, 500 institutions were selected, yielding a 49.6% response rate, or 248 completed surveys, with the active engagement of senior management. Utilizing a quantitative paradigm, the study harnessed descriptive statistics and structural equation modeling (SEM) to elucidate the interplay between job quality dimensions and performance outcomes. The analysis revealed that elements like compensation structures, work-life equilibrium, and growth opportunities substantially influenced employee productivity. In contrast, most job quality facets garnered positive evaluations, and aspects related to wage and compensation exhibited room for enhancement. The research accentuates the imperative of elevating job quality benchmarks within the banking sector to augment employee contentment and performance metrics. This study’s insights advocate for stakeholders and policymakers to champion job quality as a pivotal driver for optimizing organizational effectiveness.

Assessment of Employee Well-Being on Organisational Effectiveness & Productivity: A Literature Review

This paper examines the various and complex aspects of employee well-being, including global and individual perspectives. The study examines the pivotal role of leadership, organizational culture, job satisfaction, job quality, age and gender dynamics, and family-friendly practices in shaping employee well-being. Through a synthesis of existing research, key findings emerge, highlighting the significance of engaged leadership in promoting employee performance and well-being. Additionally, the impact of organizational justice and supportive work environments on employee perceptions of fairness and well-being is discussed. Furthermore, the relationship between job satisfaction, job quality, and employee well-being is explored, emphasizing the importance of addressing diverse employee needs. The study also delves into age and gender differences in well-being, as well as the influence of family-friendly practices on reducing work-life conflict. Overall, this literature review provides valuable insights for organizations seeking to prioritize employee well-being as a strategic imperative in today's dynamic business landscape, ultimately contributing to enhanced organizational performance and success.

Competence Drives Interest or Vice Versa? Untangling the Bidirectional Relationships between Creative Self‐Efficacy and Intrinsic Motivation for Creativity in Shaping Employee Creativity

AbstractResearch has examined creative self‐efficacy and intrinsic motivation for creativity as important antecedents to employee creativity, but little is known about how the two antecedents influence each other to foster employee creativity. This study proposes two theoretical possibilities. First, by enhancing resilience, creative self‐efficacy can promote intrinsic motivation for creativity, which in turn boosts employee creativity. Task difficulty further strengthens creative self‐efficacy's effect on intrinsic motivation for creativity and employee creativity (via resilience). Second, by fostering creative process engagement, intrinsic motivation for creativity can promote creative self‐efficacy, which in turn boosts employee creativity. Task variability further amplifies the effect of intrinsic motivation for creativity on creative self‐efficacy and employee creativity (via creative process engagement). Results from two experiments and two field studies largely supported the hypothesized relationships. We extend the creativity literature by untangling the interrelationships between creative self‐efficacy and intrinsic motivation for creativity in shaping employee creativity.

How can leaders spark employee creativity? An interpersonal emotion management perspective

Purpose This paper seeks to examine how leaders shape employee creativity by using interpersonal emotion management (IEM) strategies. Drawing on the social information processing (SIP) theory, the authors argue that psychological safety translates leader problem-focused IEM into employee creativity, an impact which is moderated by organizational justice.Design/methodology/approach Data were collected in two waves from 201 employees and their leaders in China. Regression analysis was used to test the hypotheses.Findings Leader problem-focused IEM is positively related to employee creativity, and this relationship is mediated by psychological safety. Organizational justice positively moderates the relationship between leader problem-focused IEM and psychological safety as well as the indirect relationship between leader problem-focused IEM and employee creativity via psychological safety.Originality/value This paper identifies a novel and useful predictor of employee creativity from the perspective of leader problem-focused IEM and provides practical insights for organizations regarding ways of improving employee creativity.

The Temporal Structuring of Corporate Sustainability

Research on corporate sustainability has started to acknowledge the role of temporality in creating more sustainable organizations. Yet, these advances tend to treat firms as monolithic and we have little understanding of how different temporal patterns throughout an organization shape perceptions of and actions toward sustainability. Building on studies highlighting how the temporal structures of work shape employee engagement with different organizational processes and issues, we seek to answer: How does the temporality of work practices structure perceptions of corporate sustainability throughout the firm? Using data from an ethnography of a small European sustainable bank, we provide an account of the variety of ways in which employees in different departments perceive the bank and how they engage with sustainability. We then go on to show how the temporal structures of work practices within different departments help explain some divergence in perceptions of sustainability. Our study highlights the variegation of temporal structures in organizational processes of meaning-making and its role for a better understanding of the efforts to make corporations more sustainable.

On‐ and off‐the‐job embeddedness differentially shape stress‐related reactions to job insecurity

AbstractThe prevalence of job insecurity is increasing due to technological, geopolitical, and environmental changes worldwide, leading to negative stress‐related reactions and health outcomes for employees and productivity loss for organizations. Despite these consequences, few recommendations exist for how people can effectively cope with perceived job insecurity to mitigate stress‐related reactions. Drawing from resource‐based stress theories, we highlight job embeddedness, which captures contextual resources derived from on‐the‐job and off‐the‐job domains, as a key factor shaping employee's stress‐related reactions to job insecurity. Data collected at three time points over 12 months from 483 employees in various organizations in Japan reveals that on‐the‐job embeddedness exacerbates the positive relationships of job insecurity with both emotional exhaustion and chronic insomnia, whereas off‐the‐job embeddedness mitigates these associations. This study contributes to the literature by identifying off‐the‐job embeddedness as a bundle of contextual resources that helps employees cope with perceived job insecurity and demonstrating the contrasting effects of the two dimensions of embeddedness in shaping health‐related consequences of job insecurity.

Being Happy Pays Off! Positive Affect Shaping Employee Creativity in the Hospitality Industry Through the Lens of Broaden-and-Build Theory

Service organizations, particularly in the hospitality sector, are constantly under pressure to meet the ever-increasing and ever-changing expectations of the customers, in an innovative manner; making employee creativity a mainstream demand. Researchers and practitioners are pondering ways to frame employee creativity in the hospitality industry. This study aims to empirically investigate the role of positive affect in framing employee creativity in the hospitality industry. The broaden-and-build theory was employed to explain the framework under study, examining relations between affective, cognitive, psychological, and social factors that may shape employee creativity in the hospitality industry. Data was collected from 391 employees, working in hotels and restaurants in Pakistan, on a structured survey, by using a purposive sampling approach. The PLS-SEM approach was considered for data analysis. The findings show a positive relationship between positive affect and perspective-taking. The previously understudied relationship between perspective-taking and thriving at work was found significant. The relationship of perspective-taking with structural and relational social capital was also found significant. Supporting prior research, our results show that thriving at work and relational social capital lead to employee creativity. Interestingly, the relationship between structural social capital and employee creativity was insignificant. This study provides valuable insights for practitioners and hospitality managers to shape employee creativity by considering positive affect as a stimulator.

Greening the Workplace: Understanding the Link Between Organizational Culture and Pro-Environmental Behavior in Pakistan's Tourism and Hospitality Sector

In contemporary discourse, scholars increasingly emphasize the pivotal role of cultivating a green organizational culture (GOC) to drive environmental sustainability within workplaces. However, a significant research gap exists in understanding how GOC influences employees' promotion of environmentally friendly behavior (PEB). Drawing on social identity theories, this study investigates the intricate relationship between GOC and employees' PEB, with a particular focus on the mediating role of employees' environmental self-identity (ESI). Conducted across Pakistan's vibrant hospitality and tourism industries, data from 450 employees were meticulously analyzed using structural equation modeling to scrutinize hypotheses. The findings illuminate a robust and positive correlation between GOC and PEB, underscoring the transformative potential of organizational culture in shaping employees' environmental conduct. Furthermore, the analysis reveals the pivotal intervening role of ESI, elucidating how employees' identification with environmental values mediates the influence of GOC on their behavior. This research not only addresses a critical void in the literature but also offers actionable insights for organizations seeking to enhance their environmental sustainability efforts. By highlighting the centrality of GOC in fostering PEB, this study contributes to advancing our understanding of organizational dynamics and sustainability initiatives in contemporary workplaces.

Organizational Commitment and Employee Performance during the COVID-19 Pandemic: Evidence from a BPO Company

The pandemic necessitated remote workplace setup, and as employees’ homes doubled as their workplaces, it became difficult to distinguish between the two. With this reality came the challenge of enhancing employee performance and organizational commitment. This study investigated the correlation between organizational commitment and employee performance during the COVID-19 pandemic. This study involved 158 employees of a BPO (Business Process Outsourcing) company situated in Quezon City, Philippines. Non-parametric statistical testing such as Mann–Whitney U and Kruskal-Wallis tests were employed to examine the significant differences in the respondent's ratings when their demographic profiles were considered. Spearman’s rank correlation was used to measure the strength of the relationship between the constructs of organizational commitment and dimensions of employee performance. Results of the study revealed a high positive relationship between continuance commitment and employee performance. Furthermore, this study also explored organizational commitment along four demographic variables, resulting in the detection of significant differences in the perception of continuance commitment on account of gender, age, civil status, and length of service. A significant difference was also detected in affective commitment considering the length of service. Single, married, and widowed respondents also differed in their opinions on normative commitment. While research on organizational commitment exist, few studies have explored the role of demographic factors in shaping employee responses to pandemics. This study demonstrates value by examining the influence of demographic variables on organizational commitment and employee performance during the pandemic, adopting an intersectional perspective, and offering practical implications for organizational management, theoretical advancement, and future research directions.

The Power of Responsibility: Unlocking the Potential of CSR in Hospitality’s Fight against Food Waste

This research focuses on the significant role of Corporate Social Responsibility (CSR) in shaping employees’ behavior towards the reduction of food waste in the hospitality industry that has been under scrutiny for its environmental impact. The study aimed at understanding how CSR, coupled with employees’ moral attitudes, admiration for their organization, and climate change awareness influences sustainable practices by realizing the complex interplay between company initiatives and personal psychology. The participants were staff members who worked in several hotels in China where there were active CSR programs. Using established scales, we collected 422 valid responses over three waves to strengthen our data collection process. Empirically, it was found that CSR directly influenced food-waste-reduction behavior. Additionally, it was discovered that this relationship was mediated by moral attitudes and employee admiration as well as moderated by awareness of climate change. The findings have substantial theoretical implications regarding the interaction between emotional and cognitive factors within the CSR framework to influence behavior among employees. This paves the way for creating well-rounded strategies that appeal to staff and encourage sustainability in the hotel business. While focused on China’s hospitality industry, this research creates room for future studies in other places around the world using various methods. The conclusions drawn underline the critical role of CSR in promoting environmental sustainability in the hospitality industry, providing a pathway for organizations to engage employees in meaningful and impactful sustainability initiatives.

Ethical Leadership in HRM: A Critical Analysis of the Role of HRM Practices in Promoting Ethical Behavior and Corporate Social Responsibility

This study explores the contextual factors that influence the relationship between Human Resources (HRM) ethical leadership, employee ethical behavior, and corporate social responsibility (CSR). Through a literature review, we examine the influence of organizational culture, company values, government regulations, pressure from stakeholders, and the role of industry and business environment in shaping the dynamics between these variables. Findings show that alignment between HRM practices and organizational culture, CSR authenticity, and government regulations play a key role in shaping employee behavior, organizational commitment, and company performance. In addition, industry characteristics and business environment moderate the relationship between these variables. These results emphasize the importance of understanding the complexity of the relationship between HRM ethical leadership, employee ethical behavior, and CSR in various organizational contexts.

A Study on Challenges and Benefits of Remote and Hybrid Work Model from Employees Perspective

This research study delves into the multifaceted landscape of remote and hybrid work models, focusing specifically on the experiences and perspectives of employees. As the global workforce undergoes a profound transformation, understanding the challenges and benefits associated with remote and hybrid work arrangements becomes imperative for organizations striving to adapt to the evolving work environment. Through qualitative and quantitative analysis, this study aims to provide insights into the key factors shaping employees’ experiences, including the impact on work-life balance, productivity, communication, collaboration, and overall job satisfaction. By synthesizing empirical data and existing literature, this research contributes to a deeper understanding of the complexities inherent in remote and hybrid work models, offering valuable implications for both employers and employees navigating this paradigm shift. The hybrid workplace is a concept on the lips of every industry trend in the world today. With digitalization becoming more normalized across every sphere in the global village. Every workplace needs to maximize and transcend obstacles and innovations to ease into the hybrid workplace. The work from home also becomes more relevant during the pandemic. The study was conduct in Kannura corporate IT company. This research paper focused on understanding the impact of both hybrid and work from home and the various challenges and benefits and also the preference of the employees to the future work model. The study was carried out by primary data with a sample size of 120 employers which were chosen by simple random sampling method. To analyse benefits of Work from home and hybrid work model, to analyse challenges of Work from and hybrid work model, to analyse the preference of employees in choosing the future work model. Statistical tools used for this data collection are simple frequency analysis, Independent sample T- test, Chi square test, One-way Anova: The finding soft the study revealed that the employees are happy with choosing hybrid work model as their future model. The employees can work as per their comfort zone and their comfort place to work.

Analyzing the Relationship between Employee Motivation and Job Satisfaction

Employee motivation and job satisfaction are integral components of organizational success and employee well-being. This paper aims to analyse the complex relationship between these two constructs and explore their implications for organizational management. Motivated employees are more likely to exhibit higher levels of job satisfaction, and vice versa, creating a symbiotic relationship that influences organizational performance. Factors such as intrinsic and extrinsic motivators, organizational culture, leadership style, and individual differences play significant roles in shaping employee motivation and job satisfaction levels. By understanding and leveraging this relationship effectively, organizations can create a positive work environment that enhances employee engagement, productivity, and overall organizational success. This paper provides insights into strategies for fostering employee motivation and job satisfaction and emphasizes the importance of continuous improvement and personalized approaches to meet the diverse needs of employees. Ultimately, investing in employee motivation and job satisfaction is essential for creating a sustainable competitive advantage in today’s dynamic business landscape.

A Study of Employee Satisfaction at Workplace

“Employee Satisfaction at the Workplace” delves into the intricate dynamics that influence employee contentment within organizational contexts. In today’s competitive business landscape, understanding and addressing the factors that contribute to employee satisfaction is crucial for organizational success and the overall well-being of employees. This abstract serves to dissect the various dimensions that play a role in shaping employee satisfaction.“Employee Satisfaction at the Workplace” delves into the intricate dynamics that influence employee contentment within organizational contexts. In today’s competitive business landscape, understanding and addressing the factors that contribute to employee satisfaction is crucial for organizational success and the overall well-being of employees. This abstract serves to dissect the various dimensions that play a role in shaping employee satisfaction. Employee satisfaction, encompassing feelings of contentment and fulfillment in the workplace, is a pivotal aspect of organizational success. This abstract explores the various factors contributing to employee satisfaction, including organizational development, job security, work tasks, compensation policies, and opportunities for advancement. By investigating these variables, the abstract underscores the significance of understanding and addressing the diverse needs and desires of employees to foster a positive work environment. Furthermore, the abstract delves into strategies for enhancing employee satisfaction, emphasizing the importance of promoting employee engagement, providing opportunities for career development, and implementing effective compensation and benefit structures. Through a nuanced analysis, this abstract provides insights into the importance of prioritizing employee satisfaction for achieving organizational goals and maintaining a motivated and committed workforce