Gary D. Jones, Denise M. Cumberland and Meera Alagaraja
The purpose of this paper is to propose and predict an improved model for antecedents to work group productivity.
Abstract
Purpose
The purpose of this paper is to propose and predict an improved model for antecedents to work group productivity.
Design/methodology/approach
The Campion work group effectiveness model (CWGEM) provides a wide variety of variables or constructs to predict and measure the effectiveness of a team, but suffers from limitations. This paper introduces social value orientation (SVO) and suggests its potential utility as an alternative conceptualization of certain portions of CWGEM, which, based on the literature reviewed, has the potential to explain differences in social support, workload sharing and communication and cooperation within groups, resulting in one measure more efficiently replacing three.
Findings
A series of testable propositions offering revisions to CWGEM is presented, along with special consideration for the inclusion of SVO as a predictor of work group outcomes. This paper expands on a theoretically developed empirical model that can predict differences in work group production.
Research limitations/implications
The revision to CWGEM presented here requires empirical validation, but work group conflict could benefit from an additional factor that explains interpersonal conflict, as SVO does.
Originality/value
The authors’ primary contribution is offering a revision to CWGEM that could provide an improved explanation for differences in work group productivity using SVO and a model that could result in a more efficient and better measure.
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Michele Farmer, Stuart Allen, Kathy Duncan and Meera Alagaraja
This paper aims to understand water and wastewater industry leaders’ perceptions of the current and future role of workplace spirituality, including the challenges and benefits of…
Abstract
Purpose
This paper aims to understand water and wastewater industry leaders’ perceptions of the current and future role of workplace spirituality, including the challenges and benefits of incorporating workplace spirituality in government utilities.
Design/methodology/approach
The Delphi technique was used to gather input and gain consensus from an expert panel of executive level managers.
Findings
The panel achieved consensus that workplace spirituality is evident in a higher sense of purpose for those working in the water and wastewater industry which is likely to be the greatest future benefit of workplace spirituality in the industry. Other central themes included making a positive environmental impact, going beyond compliance, collaborating with the community, creating a connection to peers and encouraging organizational belonging. Consensus was also achieved regarding obstacles to workplace spirituality’s future role in the industry, including concerns about terminology and the need for supportive leadership.
Practical implications
The water and wastewater industry face challenges including climate change, rising costs, aging infrastructure, increased regulatory requirements and a rapidly changing workforce. Workplace spirituality seems likely to support the industry in facing these challenges and can be promoted through encouraging a sense of purpose and meaning, collaborating with the community and recruiting individuals with resonant values and sense of calling.
Originality/value
Workplace spirituality has received growing attention in the private sector. However, workplace spirituality research in the public sector is minimal. This expert panel of top leaders from US water and wastewater agencies provide insight into the role of workplace spirituality in the public sector.
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Joseph M. Petrosko and Meera Alagaraja
The purpose of the paper is to suggest effective choices for key decisions when pursuing a programmatic research strategy in management, spirituality and religion (MSR). An…
Abstract
Purpose
The purpose of the paper is to suggest effective choices for key decisions when pursuing a programmatic research strategy in management, spirituality and religion (MSR). An example is provided of how the suggestions can be used.
Design/methodology/approach
Suggestions for research were gleaned from current sources in research methodology. The example provided was a study of 398 employees who were surveyed on spirituality, job satisfaction and intent to leave their job. Structural equation modeling (SEM) was used to test three research hypotheses.
Findings
Using item analysis, exploratory factor analysis and SEM can be a way to pursue research using variables related to spirituality and religion.
Originality/value
A programmatic research strategy employing SEM can effectively model how spirituality/religious variables directly and indirectly affect outcomes significant to the organization.
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Denise M. Cumberland, Brad Shuck, Jason Immekus and Meera Alagaraja
The purpose of this paper is to highlight the effect of supervisor openness on employee voice among middle management employees in small and medium-sized enterprises (SMEs). The…
Abstract
Purpose
The purpose of this paper is to highlight the effect of supervisor openness on employee voice among middle management employees in small and medium-sized enterprises (SMEs). The authors develop a model to examine the mediating role of job satisfaction and employee engagement in the SME context.
Design/methodology/approach
A cross-sectional survey design was used to gather data from respondents who worked in SMEs (N=202). Exploratory factor analysis was used for dimensionality assessment of the voice measure. Mediation analysis was used to examine a two-mediator model to investigate the effects of engagement and job satisfaction on voice, and the degree these variables mediated the relationship of supervisor openness to ideas with employee voice.
Findings
Results revealed that supervisor openness is positively associated with job satisfaction and employee engagement, but only engagement was a facilitating variable that stimulated employee voice.
Research limitations/implications
Middle management members can be a conduit or inhibitor of the free flow of information. Yet, research has tended to ignore the role of middle managers in voice research. Moreover, within the specific organizational context of SMEs, greater understanding of both the antecedents and mediators to voice behavior is likely to impact the development of specific HR practices that focus on engagement and better facilitate two-way communication between supervisors and employees.
Originality/value
This work refines the understanding of the role employee engagement has on employee voice in the context of SMEs.
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Andrew McCart and Meera Alagaraja
A descriptive case study approach was adopted to examine employees' perceptions of the prevalence and usefulness of wellness programs. Relying on Centers for Disease Control and…
Abstract
Purpose
A descriptive case study approach was adopted to examine employees' perceptions of the prevalence and usefulness of wellness programs. Relying on Centers for Disease Control and Prevention Health ScoreCard (CDC HSC), this study aims to assess the prevalence of worksite wellness programs, policies and benefits in general and incorporated employee perspectives to contextualize the CDC HSC wellness assessments.
Design/methodology/approach
The authors first compared the CDC HSC assessments to evaluate the effectiveness of wellness programs in 20 select organizations. Follow-up employee interviews (n = 25) were conducted to contextualize the CDC HSC assessments.
Findings
A variety of wellness programs are likely to increase employee engagement and participation when organizations adopt a bundling approach to combine wellness policies, incentives and an array of wellness programming opportunities that encourage and incentivize employees’ health promotion behaviors.
Research limitations/implications
Future researchers might examine health metrics, in terms of dollars, doctor visits or biometrics before and after the implementation of a wellness program or paid wellness coordinator. Because this study interviewed employees and not members of executive leadership or finance and accounting, financial metrics were not available or the focus of this study. The inclusion of leaders and directors of wellness initiatives would offer additional ways for examining the impact of wellness initiatives on employee behaviors on organizational outcomes.
Practical implications
Nutrition, weight management and chronic disease management were identified as major challenges impacting the health of employees. Even when organizations reported robust scores in their CDC HSC assessments, employers identified these three areas as critical for sustaining the health and well-being of their employees. Finally, the issue of employee safety was a top priority for all organizations regardless of how they scored on their CDC HSC assessments.
Social implications
The authors suggest that when high-impact wellness practices are linked to organizational supports in the workplace, these efforts are likely to have more positive effects on both employee outcomes and organizational outcomes. A regular routine of checking on wellness issues can help keep potential problems from going unnoticed. An example of this is a reminder to stretch at a morning meeting or during work hours as a reminder to stay focused on health and well-being.
Originality/value
The authors aggregated the organizational assessments for different wellness interventions and compared the scores (falling above or below) with standardized CDC wellness scores. The incorporation of the CDC scorecard ensured a standardized and evidence-based evaluation of workplace wellness programs. This additional step informed the interview guide and follow-up with employees who offered recommendations for how organizations could enhance their wellness programs and policies.
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Vishal Arghode, Ann Lathan, Meera Alagaraja, Kumaran Rajaram and Gary N. McLean
This paper aims to conceptualize and discuss empathic organizational culture and leadership along with organizational implications.
Abstract
Purpose
This paper aims to conceptualize and discuss empathic organizational culture and leadership along with organizational implications.
Design/methodology/approach
The authors reviewed literature to conceptualize empathic organizational culture and leadership. They referred to Hofstede’s organizational culture concept and studies on empathy to explore how leader–follower relationships are influenced by a leader’s empathic disposition.
Findings
Organizational leadership is instrumental in shaping employee performance. While work design, culture, peer support and resource accessibility are discernible, leadership style, control and others are covert. Leaders’ empathic attitudes and dispositions can positively influence organizational functions for improved performance. This review suggests that organizational culture should support growth, proper functioning and effective coordination between employees for improved organizational effectiveness.
Research limitations/implications
The authors conducted searches in leadership and management journals to help conceptualize leaders’ empathic disposition. Future researchers may explore other bodies of literature and the cultural demographic differences in exhibiting empathic leadership and its effectiveness. Researchers can explore how empathic culture relates to job motivation, satisfaction and commitment. The authors suggest that future research may explore how employees’ and supervisors’ behaviors and interactions can create an empathic organizational culture.
Practical implications
The authors identify the characteristics in an empathic leader to articulate the role of empathy in leadership. Alignment between person, group norms and organizational values is more important than the existence of culture.
Originality/value
Empathy is studied by researchers from various disciplines. Similarly, employee well-being has received attention from organizational researchers from many fields. However, researchers have given inadequate attention to conceptualizing an empathic organizational culture and its interrelationship with leadership. The authors offer a more positive perspective to the leader-member exchange (LMX) research by describing how leaders can sustain positive relationships with employees rather than the purely transactional exchanges that characterize LMX.
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The purpose of this article is to outline the role of human resource development (HRD) in Lean strategy as the context for assessing interactions with internal customers…
Abstract
Purpose
The purpose of this article is to outline the role of human resource development (HRD) in Lean strategy as the context for assessing interactions with internal customers. Identifying the perceived gap in role expectations and fulfillment emphasizes important priorities and offers tangible measures for assessing HRD contributions. A focus on business strategies such as Lean enhances HRD's strategic value. Central to the study is the proposition that HRD value and effectiveness revolves around the perceptions of key internal stakeholders in the organization.
Design/methodology/approach
This study explores internal customer perceptions of HRD in a select organization using a qualitative case study method. Key stakeholders responsible for Lean implementation were identified as internal customers. Further, the focus on Lean helped to narrow the scope of the investigation. Interactions between key stakeholders and HRD professionals during Lean implementation were assessed.
Findings
The findings from the study suggest that effectively performing transactional responsibilities (reducing employee relations incidences, errors in processing routines) not only strengthen transactions effectiveness, but also enhance HRD's capacity for strategic involvement in the organization. Involvement in Lean strategy was considered critical as it highlights opportunities for increased strategic involvement for HRD. A new finding from the study suggests that a focus on HRD's strategic value also enhances transaction effectiveness. Further, ignoring, excluding or undervaluing HRD role and involvement in business strategy adversely affects organizational effectiveness.
Practical implications
Communication of role expectations between organizational group members (HRD and internal customers) would reduce the level of disagreement, reduce potential conflict and enhance the value and effectiveness of HRD. In order to pursue this line of thinking in practice, the study recommends HRD practitioners to become intentional about the selection and development of potential business partners in the organization.
Originality/value
The study suggests that HRD's transactional responsibilities influence customers' perceptions of HRD's capacity for a strategic role in the organization. Effectively performing transactional responsibilities not only enhances HRD effectiveness but also offers opportunities for increasing HRD's added value to the organization. A new finding from the study also suggests that a focus on the strategic value enhances HRD effectiveness in organizations.
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Meera Alagaraja, Pradeep Kotamraju and Sehoon Kim
This paper aims to review technical vocational education and training (TVET) literature, identify different components of the TVET system and develop a conceptual framework that…
Abstract
Purpose
This paper aims to review technical vocational education and training (TVET) literature, identify different components of the TVET system and develop a conceptual framework that integrates human resource development (HRD) and national human resource development (NHRD) outcomes. The renewed focus on technical vocational education and training (TVET) is important for human resource development (HRD), as it expands current understanding of its role in economic development through workforce training. National human resource development (NHRD) perspectives recognize the role of TVET in linking regional and national economic development strategies. Furthermore, TVET’s focus on literacy education, poverty alleviation and inclusion of marginalized and vulnerable populations emphasizes social development outcomes that are critical for NHRD. Using this background, the integration of HRD and NHRD outcomes into one conceptual TVET framework for addressing workforce, economic and social development outcomes has been proposed.
Design/methodology/approach
A targeted literature review approach was used for exploring relevant research on TVET systems, identifying the components which support and/or inhibit its effectiveness and an integrative framework that connects education, workforce development, social development and economic development was developed.
Findings
Three major themes were identified. The first theme identifies nine sub-themes that make an effective TVET system. These are as follows: national TVET policy, regional TVET policy, training, participation, curriculum, coordination of stakeholder institutions, individual and institutional attitudes toward skill development, managing supply-demand mismatches and economic and social development outcomes. The second major theme underlines the increasing overlap and connection between workforce development, social development and economic development strategies. In the third and final finding, effective TVET systems are positioned as the linking pin connecting the four TVET components (skills, education, innovation and knowledge) to the strategic goals of workforce development, economic development and social development.
Originality/value
Integrating national and organizational-based HRD strategies is a unique focus and reflects the broader examination of the differences in the relationship between corporate HRD and more traditional TVET systems. It is argued that the role of TVET in social and workforce development at the regional and societal level cannot be ignored. HRD and NHRD outcomes were integrated by utilizing TVET as a framework for linking economic, social and workforce development strategies.
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Meera Alagaraja and Nana Arthur-Mensah
The purpose of this study was to explore trends and changes in technical vocational education and training (TVET) in emerging economies as a national human resource development…
Abstract
Purpose
The purpose of this study was to explore trends and changes in technical vocational education and training (TVET) in emerging economies as a national human resource development (NHRD) approach and its practical applications using Ghana as an example.
Design/methodology/approach
A case study approach was used to develop an in-depth analysis of TVET practices in Ghana. The study utilizes a targeted review of literature, analysis of government documents and interviews with key informants as illustrative sources of evidence for developing the case study.
Findings
TVET has been identified as a major contributor to skills development in Ghana. Capitalizing on the potential of TVET requires addressing the challenges of increasing employer participation in TVET, improving TVET curriculum to enhance student ' s employability and reflect labor market needs. Additionally, informal TVET plays a major role in skills development therefore it is recognized as part of the TVET planning process.
Research limitations/implications
Data for this research were gathered from key informant interviews and archival records. Additional methods such as observations would further enhance this study. Further research of trends in Ghana to validate implications drawn from this research is recommended.
Practical implications
This research provides an overview for HRD professionals to understand the potential of TVET as an approach to human capital development within emerging markets. This is because developing comprehensive plans that address national and employer needs regarding talent acquisition, development and retention will re-emerge as a critical objective for TVET system as nations compete in the global market place.
Originality/value
This study provides a unique perspective of current TVET practices in Ghana and its implications for human resource development (HRD). Furthermore, it adds to the small but growing literature on HRD in Ghana and in the African context.