Haemoon Oh, Miyoung Jeong, Hyejo Hailey Shin and Allan Schweyer
This study aims to advance the understanding of the relationships between employee engagement (EE), satisfaction and turnover intention (TI) beyond their known linear functions by…
Abstract
Purpose
This study aims to advance the understanding of the relationships between employee engagement (EE), satisfaction and turnover intention (TI) beyond their known linear functions by providing a set of significant empirical evidence on nonlinear functions including quadratic, cubic and interactive effects.
Design/methodology/approach
This study used four 2 × 2 between-subjects experiments sampling 640 hospitality sales professionals through online data collection methods. EE and employee satisfaction (ES) were examined in disaggregation into personal and organizational dimensions. Residual regression models controlling for age and gender as covariates were the main approaches for analyzing data for nonlinear effects.
Findings
Both EE and ES consistently have significant negative quadratic and positive cubic effects on employees’ TI. EE and ES have a negative interaction effect, that is, complementing each other, on TI such that the effect is more pronounced at higher levels than lower levels of EE and satisfaction.
Practical implications
Organizations need to understand some threshold phenomena that may exist in the widely believed linear effects of EE and satisfaction on TI. Doing so may help allocate resources more effectively for EE and satisfaction.
Originality/value
This study examined the nonlinear as well as interactive nature of the relationships between EE and TI and ES and TI to expand our understanding of these relationships beyond the known linearity and add new empirical evidence to the literature.
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Rajasshrie Pillai, Shilpi Yadav, Brijesh Sivathanu, Neeraj Kaushik and Pooja Goel
This paper aims to investigate the use of Industry 4.0 (I4.0) technology and its barriers in human resourcemanagement (HRM) for Smart HR 4.0 and its impact on HR performance.
Abstract
Purpose
This paper aims to investigate the use of Industry 4.0 (I4.0) technology and its barriers in human resourcemanagement (HRM) for Smart HR 4.0 and its impact on HR performance.
Design/methodology/approach
The research has been conducted using the grounded theory approach. Semi-structured interviews were conducted with 122 senior HR officers of national and multi-national companies in India after the extensive literature review. NVivo 8.0 software was used for the analysis of the interview data.
Findings
I4.0 technology is used for HRM functions by HR professionals. It is revealed that Smart HR 4.0 that emerged from the I4.0 technology has leveraged the HR performance. It is also found that usage barriers, traditional barriers and risk barriers affect the use of I4.0 technology in HRM.
Originality/value
A model is developed using the grounded theory approach for HR managers to understand the impact of I4.0 on HRM. This study reveals the barriers affecting the use of I4.0 technology in HRM. It also provides the model for HR performance that emerged through the use of I4.0 technology in HR and Smart HR 4.0. The research delivered key insights for the HR professionals, marketers of HR technology and technology developers.
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Rajasshrie Pillai and Kailash B.L. Srivastava
The research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.
Abstract
Purpose
The research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.
Design/methodology/approach
The authors used a grounded theory approach and conducted interviews of 39 senior HR managers from IT, ITeS, consulting, services and E-commerce companies through a semi-structured questionnaire. The authors analyzed the interview data with NVivo 8.0 to identify the themes related to the dynamic capabilities to Smart 4.0 HR practices.
Findings
The study provides a conceptual framework for organizational performance using dynamic capabilities built due to Smart HRM 4.0 practices. Organizations use Smart HRM 4.0 to develop dynamic capabilities: building learning and knowledge sharing capability and integration, reconfiguration capabilities. Further, the dynamic capabilities contribute to HR and organizational performance.
Originality/value
This study divulges the role of Smart HRM 4.0 practices in developing dynamic capabilities in Indian firms. The study provides an appealing insight into the structural link between Smart HRM 4.0 and dynamic capabilities, which are yet to be explored. This study extends the Smart HRM 4.0 and dynamic capabilities concepts for senior HR professionals and contributes to human resource management and organizational performance literature.
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Engaged employees assure organizational competitiveness and sustainability. The purpose of this study is to explore the relationship between job resources and employee turnover…
Abstract
Purpose
Engaged employees assure organizational competitiveness and sustainability. The purpose of this study is to explore the relationship between job resources and employee turnover intentions, with employee engagement as a mediating variable.
Design/methodology/approach
Data were collected from 934 employees of eight wholly-owned pharmaceutical industries. The proposed model and hypotheses were evaluated using structural equation modeling. Construct reliability and validity was established through confirmatory factor analysis.
Findings
Data supported the hypothesized relationship. The results show that job autonomy and employee engagement were significantly associated. Supervisory support and employee engagement were significantly associated. However, performance feedback and employee engagement were nonsignificantly associated. Employee engagement had a significant influence on employee turnover intentions. The results further show that employee engagement mediates the association between job resources and employee turnover intentions.
Research limitations/implications
The generalizability of the findings will be constrained due to the research’s pharmaceutical industry focus and cross-sectional data.
Practical implications
The study’s findings will serve as valuable pointers for stakeholders and decision-makers in the pharmacuetical industry to develop a proactive and well-articulated employee engagement intervention to ensure organizational effectiveness, innovativeness and competitiveness.
Originality/value
By empirically demonstrating that employee engagement mediates the nexus of job resources and employee turnover intentions, the study adds to the corpus of literature.