Sajjad Nazir, Amina Shafi, Mian Muhammad Atif, Wang Qun and Syed Muhammad Abdullah
The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective…
Abstract
Purpose
The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB.
Design/methodology/approach
Data for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships.
Findings
Results indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly.
Research limitations/implications
The main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size.
Originality/value
This study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.
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Sajjad Nazir, Amina Shafi, Muhammad Ali Asadullah, Wang Qun and Sahar Khadim
This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice…
Abstract
Purpose
This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.
Design/methodology/approach
Self-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).
Findings
The two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.
Practical implications
The organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.
Originality/value
This study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.
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Sajjad Nazir, Amina Shafi, Muhammad Ali Asadullah, Wang Qun and Sahar Khadim
The main purpose of this study is to investigate the mechanism through voice behavior mediates the relationship between ethical leadership and employees' creativity. This study…
Abstract
Purpose
The main purpose of this study is to investigate the mechanism through voice behavior mediates the relationship between ethical leadership and employees' creativity. This study also examines the moderating role of psychological empowerment and innovative climate between ethical leadership and employee creativity.
Design/methodology/approach
We used a survey questionnaire to collect multi-wave data from 295 employees working in the IT sector to test the proposed hypotheses of this study.
Findings
The findings revealed that ethical leadership boosts employee creativity, and voice behavior mediates the positive relationship between ethical leadership and employee creativity. Moreover, the results confirm the significant moderating role of psychological empowerment on the relationship between ethical leadership and voice behavior. A positive moderation of innovative climate was also confirmed in the association between voice behavior and creativity. Employees with supportive innovative climate adopt creative behavior when they can voice their concerns freely.
Practical implications
Ethical leadership is a vital tool for fostering employee's creativity by providing autonomy to raise their voice at the workplace in the emerging markets.
Originality/value
This is one of the leading researches to emphasize the role of ethical leadership for employee creativity, and the key contribution is to discover voice as a potential mediator for ethical leadership and an innovative climate as a potential moderator in the relationship between voice behavior and employee creativity.
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Sajjad Nazir, Amina Shafi, Wang Qun, Nadia Nazir and Quang Dung Tran
The purpose of this paper is to explore the relationship between extrinsic, intrinsic and social rewards and two components of organizational commitment and finally Chinese…
Abstract
Purpose
The purpose of this paper is to explore the relationship between extrinsic, intrinsic and social rewards and two components of organizational commitment and finally Chinese workers turnover intention in public and private sector.
Design/methodology/approach
A questionnaire was utilized as the method for data collection. Structural equation modeling was utilized to examine survey data obtained from 202 employees in the southern part of China.
Findings
The findings exhibit that extrinsic, social and intrinsic rewards were significantly related to affective and normative commitment. Findings suggest that satisfaction with extrinsic benefits, supervisor support, coworker support, autonomy, training and participation in decision making has substantial impact on employee’s affective and normative commitment. However, affective and normative commitment was negatively related to employee turnover intention.
Research limitations/implications
This study covers different public and private-sector organization employees working in China. Therefore other geographical areas could be designated for future research endeavors with a bigger sample size.
Practical implications
With the purpose of boosting employee commitment, managers must provide their employees with greater autonomy, appropriate training and participation in decision making in the organization, as well as enhancing supervisor and coworker support.
Originality/value
This research investigates how Chinese employees with different categories of organizational rewards react to different kinds of organizational commitment and turnover intention in Chinese organizational context.
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Nikola Ćurčić, Aleksandar Grubor and Vuk Miletić
Human resources (HR) are undoubtedly one of the most important factors of any organization. That is why making decisions on the HR policy is becoming a very sensitive issue, both…
Abstract
Human resources (HR) are undoubtedly one of the most important factors of any organization. That is why making decisions on the HR policy is becoming a very sensitive issue, both when hiring adequate candidates for the job and during the process work, i.e., during training and development of employees who work in the organization. The purpose of this study was to investigate the importance of HR and decisions on the HR policy as the premise for generating the organization’s expected business excellence. The starting assumption of this chapter is that appropriate decisions on the HR policy are predictors of engaging adequate employees and managing their potentials on the right way. The research is directed toward identifying differences in decisions on the personnel policy in organizations from Serbia that have different decision-makers and different management styles, which are directly related to their business success. Apart from the decision-maker, a significant role in profiling an organization’s personnel should also be done by the Human Resource Department, who take part in recruiting, selecting for education, building, and motivating personnel. In order to confirm the starting assumption, the comparative analysis method, the synthesis method, and the multiple comparison and statistical test methods are used.
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Amina R. Malik and Parbudyal Singh
To date, the effects of two approaches – inclusive and exclusive – to talent management (TM) on employee outcomes are largely unexplored. This paper explores the role of perceived…
Abstract
Purpose
To date, the effects of two approaches – inclusive and exclusive – to talent management (TM) on employee outcomes are largely unexplored. This paper explores the role of perceived equity and theoretically examines the process through which these TM programs impact employee outcomes.
Design/methodology/approach
This paper draws on the job demands-resources model and equity theory and proposes a typology of employee outcomes in the context of different approaches to TM.
Findings
Based on the theoretical framework, the paper argues that in the context of both inclusive and exclusive TM, perceived equity is a valuable resource that motivates employees and results in favourable outcomes.
Research limitations/implications
Future empirical studies should test the propositions put forth in this paper. The multilevel research design would allow for an in-depth analysis of organisational contexts, and qualitative studies using in-depth interviews can provide greater insights into employees' experiences and perspectives of TM programs.
Practical implications
The paper presents implications for managers and human resource (HR) and TM professionals regarding how to get the most out of their TM programs. These implications are important since employee equity perceptions can influence the effectiveness of TM programs.
Originality/value
In this paper, the authors add to the literature by examining the role of employee equity perceptions in the context of inclusive and exclusive TM and to highlight how perceived (in)equity could lead to negative consequences, even among high potential (HiPo) employees.
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Eli Ayawo Atatsi, Edem M. Azila-Gbettor, Ben Q. Honyenuga, Martin K. Abiemo and Christopher Mensah
The study investigates the serial mediation of psychological ownership and workplace innovation in the nexus between organizational leadership and employee performance among…
Abstract
Purpose
The study investigates the serial mediation of psychological ownership and workplace innovation in the nexus between organizational leadership and employee performance among healthcare workers in Ghana.
Design/methodology/approach
Six hundred and thirty-seven samples were selected using convenience sampling technique. The data gathered using self-reported questionnaire were analyzed using SEM-PLS.
Findings
The findings reveal that organizational leadership directly improves healthcare employee’s psychological ownership, workplace innovation and employee performance. Psychological ownership and workplace innovation separately and serially mediate the relationship between organizational leadership and healthcare employees’ performance.
Practical implications
The study highlights the significant influence of organizational leadership, psychological ownership and workplace innovation on the performance of healthcare employees. Healthcare organizations ought to allocate resources toward leadership development strategies to foster a favorable work atmosphere that promotes innovation and enables employees to assume ownership of their tasks and contribute to continuing enhancement, ultimately leading to enhanced performance.
Originality/value
This research is a pioneering study on serial mediation of psychological ownership and workplace behavior in the association between organizational leadership and performance in healthcare settings in Ghana.
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Li Hui, Wang Qun, Sajjad Nazir, Zhao Mengyu, Muhammad Ali Asadullah and Sahar Khadim
Millennial-generation employees need to stimulate their creativity to produce innovative ideas, services and products for organizations to flourish and succeed. The main purpose…
Abstract
Purpose
Millennial-generation employees need to stimulate their creativity to produce innovative ideas, services and products for organizations to flourish and succeed. The main purpose of this research was to discover the mechanism through which organization identification influences employees' creativity in the Chinese organizational context. Particularly, we proposed the mediating role of work engagement and the moderating role of work values in the relationship.
Design/methodology/approach
A questionnaire survey was utilized to collect the data from 281 employees working in China. Hierarchical regression was utilized to analyze the data.
Findings
The findings reveal that organizational identification significantly influences the creativity of millennial employees; work engagement plays a positive mediating role between organizational identification and employee creativity. Moreover, work values of millennial generation employees, specifically utilitarian orientation, intrinsic preferences, interpersonal harmony and innovation orientation have a positive moderating effect between work engagement and employee creativity.
Originality/value
This study recognizes and analyzes the mechanism underlying the influence of organizational identification and recommends that work engagement is a crucial mediator of the complicated relationship between organizational identification and employee creativity. Consequently, this study is the key effort for millennial employees’ work values and engagement to explore employee creativity in Chinese cultural context and also suggests important theoretical and practical implications.
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Shahbaz Sharif, Korakod Tongkachok, Mansoor Akbar, Khurshed Iqbal and Rab Nawaz Lodhi
Different leadership styles are used to make innovations in organizations. So, a sound system of social exchanges has always been a need in this dynamic and technological world to…
Abstract
Purpose
Different leadership styles are used to make innovations in organizations. So, a sound system of social exchanges has always been a need in this dynamic and technological world to challenge organizational problems. Drawing on the social exchange theory, this study aims to empirically investigate the mediating relationship of a set of social exchanges, e.g. leader-member exchange (L.M.X.), knowledge sharing behavior (K.S.B.) and voice behavior (V.B.), between transformational leadership (T.L) and innovative work behavior (I.W.B). Particularly, it explores the best social exchange behavior between T.L and I.W.B that plays a highly constructive role in the innovativeness of the hospitality industry in Pakistan.
Design/methodology/approach
The study targeted 403 frontline employees from hotels situated near Swat Valley, Pakistan. The study used a quantitative approach by using a convenient sampling technique. Structural equation modeling was run by using Smart partial least square 3.3.3 to test the proposed model.
Findings
The research supported that T.L significantly influenced I.W.B via a L.M.X., K.S.B. and V.B. T.L did not directly and significantly influence I.W.B so, there were full mediations between T.L and I.W.B. Specifically, knowledge-sharing behavior played a highly constructive role in innovativeness.
Research limitations/implications
The study targeted frontline employees from one place, Swat valley; however, data collection from different tourist places may generalize the results based on social exchanges and innovative behavior. A dyadic interaction between top-level and middle-level management may closely trace the innovative ideas among the employees.
Practical implications
The study found knowledge sharing to be a highly effective mechanism that supports employee innovation more than a L.M.X. and V.B. As a result, the managers should establish a sound system of knowledge sharing, which means a knowledge economy so that employees innovativeness can be boosted and promoted.
Originality/value
The present study was the first study in the hotel industry of Pakistan that reveals a highly effective mediating mechanism: K.S.B., which exists with T.L to increase workers’ innovativeness highly.