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1 – 2 of 2Emeka Smart Oruh, Chima Mordi, Akeem Ajonbadi, Bashir Mojeed-Sanni, Uzoechi Nwagbara and Mushfiqur Rahman
The purpose of this paper is to investigate the relationship between managerialist employment relations and employee turnover intention in Nigeria. The study context is public…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between managerialist employment relations and employee turnover intention in Nigeria. The study context is public hospitals in Nigeria, which have a history of problematic human resource management (HRM) practice, a non-participatory workplace culture, managerialist employment relations and a high employee turnover intention.
Design/methodology/approach
Based on a qualitative, interpretive approach, this paper investigates the process by which Nigerian employment relations practices trigger the employee turnover intention of doctors using 33 semi-structured interviews with key stakeholders in public hospitals.
Findings
This study found that Nigeria’s managerialist employment relations trigger the employee turnover intention of medical doctors. Additionally, it was found that although managerialist employment relations lead to turnover intention, Nigeria’s unique, non-participatory and authoritarian employment relations system exacerbates this situation, forcing doctors to consider leaving their employment.
Research limitations/implications
Studies on the interface between managerialism and employment relations are still under-researched and underdeveloped. This paper also throws more light on issues associated with managerialist employment relations and human resources practice including stress, burnout and dissatisfaction. Their relationship with doctors’ turnover intention has significant implications for employment policies, engagement processes and HRM in general. The possibility of generalising the findings of this study is constrained by the limited sample size and its qualitative orientation.
Originality/value
This paper contributes to the dearth of studies emphasising employer–employee relationship quality as a predictor of employee turnover intention and a mediator between managerialist organisational system and turnover intention. The study further contributes to the discourse of employment relations and its concomitant turnover intention from developing countries’ perspective within the medical sector.
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Elton Vakira, Ngoni Courage Shereni, Chantelle Masiko Ncube and Njabulo Ndlovu
This paper assesses the inclusive leadership and employee engagement nexus in the hospitality industry, using psychological safety as a mediator.
Abstract
Purpose
This paper assesses the inclusive leadership and employee engagement nexus in the hospitality industry, using psychological safety as a mediator.
Design/methodology/approach
The study conveniently sampled 247 employees from the hospitality industry in Zimbabwe. Data were collected using a self-administered structured questionnaire with the aid of trained research assistants. Descriptive and inferential statistics were generated using the Statistical Package for Social Sciences (SPSS) version 23. Regression analysis was used.
Findings
The findings of this study indicate that the predictor variable (inclusive leadership) directly affects the outcome variable (employee engagement) in the presence of the mediator. In addition, these findings depict that the indirect coefficient was partially significant, which shows that psychological safety partially affects employee engagement in the presence of inclusive leadership.
Research limitations/implications
The study came up with essential conclusions on the link between inclusive leadership and employee engagement in the hospitality industry. However, there is a need to exercise caution when generalising the findings to a different setting. The results represent the opinions of a sample drawn from Zimbabwe, a developing country in Southern Africa. Future research can carry out a comparative study on the same variables in the context of developed and developing countries. Further, future research can execute a longitudinal analysis to better understand if inclusive leadership directly affects employee engagement in the presence of psychological safety. This would help hospitality management to employ relevant leadership strategies that enhance employee engagement.
Practical implications
This research has pertinent implications for both academics and human resource practitioners. The study results revealed that there is a direct effect on inclusive leadership and employee engagement. Practically, if leaders avail themselves to work with employees and discuss business operations and social issues affecting them, employees will be committed to exerting more energy towards their work and productivity will be improved. Moreover, it is understandable that mistakes always happen, but errors will be minimised and controlled in such an environment. The results also revealed that the connection between inclusive leadership on employee engagement is partly enhanced by the moderator. This may be taken as a good strategy that can be employed by human resources practitioners in the hospitality industry.
Originality/value
The study significantly contributes to researchers and practitioners because it develops strategies for enhancing employee engagement in the hospitality sector. In addition, there is scant research that explores the mediating relationship of psychological safety between inclusive leadership and employee engagement in developing countries, particularly in the hospitality sector.
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