Shaker Bani-Melhem, Rawan Abukhait and Islam Faisal Bourini
This study empirically investigates the impact of organizational structure (specifically centralization) on the occurrence of the passive leadership. The authors also examine the…
Abstract
Purpose
This study empirically investigates the impact of organizational structure (specifically centralization) on the occurrence of the passive leadership. The authors also examine the mediating role of autonomy frustrations and the moderating effect of turnover intentions in these relationships.
Design/methodology/approach
Using structural equation modelling as well as PROCESS macro (version 3.5), the research model is analysed based on a sample of 133 employee–supervisor dyads in various public sector organizations in Dubai.
Findings
Contrary to the study hypothesis and assumption, the results demonstrate that centralization has no significant direct effect on the occurrence of passive leadership; however, this effect found to be significant only via the mediating of autonomy frustrations (fully mediator). This influence is strengthening when a supervisor has the intentions to leave his/her organizations.
Originality/value
These findings point on how and why centralization can lead to occurrence of passive leadership.
Details
Keywords
Shahbaz Sharif and Shahab Alam Malik
This study examines how green human resource management (GHRM), individually and collectively, affects green psychological climate (PGC), green in-role behavior (GIB), extra-role…
Abstract
Purpose
This study examines how green human resource management (GHRM), individually and collectively, affects green psychological climate (PGC), green in-role behavior (GIB), extra-role behavior (GEB) and green creativity (GC) in small, medium and large textile companies. The study also explores how green intellectual capital (GIC) moderates the relationship between GHRM and PGC and GC.
Design/methodology/approach
The study was conducted in two phases: in phase 1 (N = 41 records), a systematic literature review was performed to identify the gaps, and in phase 2 (N = 412 managers and supervisors), a quantitative survey method was employed. The structural equation model, with 1st-order and 2nd-order hierarchical models, was used to test the hypotheses.
Findings
The results showed that GHRM practices positively impacted PGC and GC. GHRM practices, including employee involvement (GEI), compensation and reward (GCR), training and development (GTD) and recruitment and selection (GRS), enhanced PGC. However, performance and management (GPM) do not significantly affect PGC. PGC significantly and positively affects GIB and GEB. GHRM also directly significantly influenced GC. Additionally, GIC significantly and positively moderated the relationship between GHRM and GC but not PGC, improving green creative behaviors in textile companies.
Practical implications
This study spurs textile enterprises, especially small, medium and large, to prioritize GHRM practices where employees with green climate (i.e. PGC), behaviors (i.e. GIB and GEB), knowledge, skills and abilities (i.e. GIC) strengthen their GC. Policymakers should encourage the adoption of GHRM to align GIC practices with environmental goals.
Originality/value
This study is unique in examining how GHRM practices, individually and collectively, enhance PGC employees’ GIB, GEB and GC. GIC strengthens employee green behaviors to develop innovative ideas (i.e. GC). It examines how GIC is crucial for GHRM to enhance creative activities toward environmental sustainability practices and goals.
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Srikant Gupta and Anvay Bhargava
The purpose of this study is to evaluate the impact of green human resource management (GHRM) practices on Indian companies of different sectors and to identify the most critical…
Abstract
Purpose
The purpose of this study is to evaluate the impact of green human resource management (GHRM) practices on Indian companies of different sectors and to identify the most critical GHRM practices that can lead to a more sustainable and environmentally friendly workplace.
Design/methodology/approach
This study uses an integrated Analytic Hierarchy Process-Evaluation based on Distance from Average Solution approach to determine the importance of 32 GHRM practices classified into eight categories, as identified through literature review and expert consultation. This study also identifies the best sector for GHRM practices in India.
Findings
This study reveals that employee engagement is the most critical practice among all the GHRM practices identified. India’s Information Technology-Enabled Services sector benefited the most from GHRM practices, followed by the Insurance sector.
Originality/value
This study contributes to the literature on GHRM practices and their impact on organisations and sectors. The integrated Analytic Hierarchy Process-Evaluation based on Distance from Average Solution approach used in this study is innovative and can be helpful for Indian companies to prioritise and implement effective GHRM practices.