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Article
Publication date: 23 June 2021

Umair Ahmed, Irene Seok-Ching Yong, Munwar Hussain Pahi and Sarfraz Ahmed Dakhan

This study aimed at examining the influence of two important elements of social supports, namely supervisor support and coworker support, on work engagement among employees in the…

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Abstract

Purpose

This study aimed at examining the influence of two important elements of social supports, namely supervisor support and coworker support, on work engagement among employees in the university setting. The study also further examined the mediating potentials of meaningful work on the relationships between the former and the latter.

Design/methodology/approach

The sample study comprised academic and managerial staff members from a public-sector university in Malaysia. Out of the 420 distributed questionnaires, 216 were received back from which 177 were found useable and hence were taken further for final data analysis. Statistical software of SPSS and Smart PLS 2.0 M3 were used to perform data analysis.

Findings

Supervisor support and coworker support were found to be significant predictors of work engagement. Further, meaningful work was found mediating these relationships.

Originality/value

The findings enrich literature of social support, work engagement, and meaningful work. The study is one of the foremost empirical works examining the mediating potential of meaningful work on the relationships between two social resources (supervisor support and coworker support) and work engagement. The issue of work engagement is evident in several mainstream work sectors alongside the education sector. Hence, the research findings are worthy to help understand work engagement issues and how to tackle it in the education setting.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 8
Type: Research Article
ISSN: 1741-0401

Keywords

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Article
Publication date: 7 February 2023

Munwar Hussain Pahi, Umair Ahmed, Sohel M. Imroz, Syed Mir Muhammad Shah and Irene Seok-Ching Yong

The purpose of this empirical research was to investigate the individual effects of three dimensions of flexible human resource management (HRM) practices – skill flexibility…

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Abstract

Purpose

The purpose of this empirical research was to investigate the individual effects of three dimensions of flexible human resource management (HRM) practices – skill flexibility, behavioral flexibility and human practice flexibility on firm performance and to what extent these relationships are strengthened/weakened when there was the moderation of empowering leadership in small- and medium-sized enterprises (SMEs) of the Kingdom of Bahrain.

Design/methodology/approach

The data were collected from chief executive officers (CEOs) through a questionnaire survey method to test the hypothesized relationships. A final dataset of 315 valid responses was utilized for data analysis, and results were analyzed using the Smart partial least squares structural equation modeling (PLS-SEM) technique.

Findings

The findings revealed positive effects of skill flexibility, behavioral flexibility and human practice flexibility on firm performance. The moderating role of empowering leadership further strengthened the effects of employee skill flexibility and employee behavioral flexibility had on firm performance. However, empowering leadership did not pose any moderating effect on human practice flexibility and firm performance relationship.

Research limitations/implications

This paper offers implications for theories on HRM and leadership. It also provides valuable insights for organizations and leaders seeking to boost firm performance across SMEs.

Practical implications

This paper offers implications for theories on HRM and leadership and also contributes in the understanding of the modern managers.

Originality/value

This paper investigated the effects of flexible HRM practices on firm performance and the role of empowering leadership across SMEs in Bahrain. It also explored how the performance of SMEs can be improved using flexible HRM practices followed by the presence of empowering leadership.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 2
Type: Research Article
ISSN: 1741-0401

Keywords

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