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Publisher: Emerald   (Total: 341 journals)

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Journal Cover
Personnel Review
Journal Prestige (SJR): 0.586
Citation Impact (citeScore): 2
Number of Followers: 15  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0048-3486
Published by Emerald Homepage  [341 journals]
  • Work-life balance crafting behaviors: an empirical study
    • Pages: 786 - 804
      Abstract: Personnel Review, Volume 47, Issue 4, Page 786-804, June 2018.
      Purpose The purpose of this paper is to address gaps in the work-life balance (WLB) literature by identifying WLB crafting behaviors employed by individuals, empirically testing which of these behaviors significantly affect WLB, and examining the relationship between the identified WLB crafting behaviors, WLB, and subjective well-being (SWB). Design/methodology/approach The study utilized a quantitative approach. In total, 314 employees participated in the online survey. Structural equation modeling was used to test the hypothesized relationships among the variables. Findings Results show that protecting private time and working efficiently significantly relate with WLB and that WLB mediates the relationships between these two WLB crafting behaviors and SWB. Findings also suggest a significant direct relationship between behaviors that foster family relationships and SWB. Research limitations/implications The study is correlational in nature. Future studies may make use of experimental designs or conduct a longitudinal study. Other variables can be examined in future research such as life circumstances (i.e. life cycle stage change, objective health status) or other constructs within the self-concordance model (i.e. goal concordance, need satisfaction fulfillment). Practical implications The results suggest the importance of organization support in employees’ mastery of significant crafting behaviors through offering socialization, productivity, and time management employee programs. Originality/value The present research, unlike previous studies on employees’ proactive behaviors to attain WLB, empirically tested the identified behaviors and was able to identify the WLB crafting behaviors with significant relationships with WLB and SWB.
      Citation: Personnel Review
      PubDate: 2018-05-25T10:39:23Z
      DOI: 10.1108/PR-05-2016-0112
       
  • Inclusion and affective well-being: roles of justice perceptions
    • Pages: 805 - 820
      Abstract: Personnel Review, Volume 47, Issue 4, Page 805-820, June 2018.
      Purpose The purpose of this paper is to examine the mediating roles of procedural justice and distributive justice in the organizational inclusion-affective well-being relationship. Design/methodology/approach Data were collected from 253 Australian employees using an online survey. The study used confirmatory factor analysis and structural equation modeling to analyze the data. Findings Organizational inclusion was positively related to both distributive justice and procedural justice. The relationship between organizational inclusion and affective well-being was mediated by both distributive justice and procedural justice. Research limitations/implications The cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, thus mitigating the limitation of the design. Data were collected from a single organization, thus limiting generalizability. Practical implications Implementation of inclusion training activities at organizational, group, and individual levels is important to enhance perceptions of organizational inclusion and subsequently improve employee affective well-being. Originality/value Based on the group engagement model and group-value model of justice, this paper adds to the literature by demonstrating two mediating mechanisms driving the organizational inclusion-affective well-being relationship.
      Citation: Personnel Review
      PubDate: 2018-05-25T10:39:23Z
      DOI: 10.1108/PR-03-2017-0078
       
  • A historical review of the development of organizational citizenship
           behavior (OCB) and its implications for the twenty-first century
    • Pages: 821 - 862
      Abstract: Personnel Review, Volume 47, Issue 4, Page 821-862, June 2018.
      Purpose The purpose of this paper is to provide a historical account of organizational citizenship behavior (OCB) based on the existing literature. Design/methodology/approach The paper performs keywords search of published articles from 1930 to 2017 in widely used research databases. Findings The historical review shows that the OCB, as a field of study, was slow to develop. Although it has been introduced in the late 1970s and officially defined in the 1980s, its origins can be traced back to the 1930s. Despite this, OCB is generally regarded as a relatively new construct and has become one of the biggest subjects studied in the literature. OCB has reached far and wide into the business and management domains, supporting the fact that the well-being employees and their behaviors can greatly affect organizations’ effectiveness and performance. Having been the topic of a significant number of studies, there have been inconsistent research findings regarding the concepts. Furthermore, some concepts have been noted to overlap, with several scholars using different terms for essentially similar concepts. Originality/value The advent of technology and globalization has greatly affected organizations today which resulted in increased competition in the global business. Firms have started to look into the behavior exhibited by employees as a means of achieving competitive advantage, such as OCB. Voluminous works have been conducted regarding the study of OCB; however, none have been recorded to make an in-depth exploration of when and how it first surfaced. Since its official introduction, explorations regarding OCB have dramatically increased, most especially in the twenty-first century. Unfortunately, this has resulted in an increasing difficulty to keep up with the theoretical and empirical developments in the literature. As interest in OCB continues to grow, coherent integration of the concept becomes progressively more complex and necessary. This paper looks into the chronological evolution of the OCB, giving precise details of its development from the time it was first conceptualized up until the present wherein OCB has been used to indicate organizational effectiveness and performance.
      Citation: Personnel Review
      PubDate: 2018-05-25T10:37:38Z
      DOI: 10.1108/PR-04-2017-0136
       
  • Perceived person-organization fit and turnover intention in medical
           centers
    • Pages: 863 - 881
      Abstract: Personnel Review, Volume 47, Issue 4, Page 863-881, June 2018.
      Purpose The purpose of the paper is to fill gaps in the existing fit and turnover intention (TI) literature by investigating a more comprehensive model, in which TI is proposed to be influenced by the interplays of three multidimensional types of fit including, person-organization (P-O) fit, person-group (P-G) fit, and person-job (P-J) fit. Design/methodology/approach Participants were selected from different specializations within Mansoura University medical centers, where each medical center was represented proportionately within the sample. Data were collected using self-administered questionnaires. Questionnaires were provided to 850 employees who agreed to participate. Of the 850 questionnaires distributed, 385 were valid and complete (n=385). Partial least squares analysis was utilized for the analyses. Findings Results showed that P-O fit, P-G fit, and P-J fit were positively related to each other and negatively related to TI. Furthermore, the negative relationship between P-O fit and TI is partially mediated by P-G fit and P-J fit. Originality/value The present study simultaneously examines the multidimensional effects of different fit perceptions on TI. In doing so, we identify which of the fit perspectives influence TI more intensely. Moreover, the authors advance current insights by investigating the mediating roles of P-G fit and P-J fit in the relationship between P-O fit and TI.
      Citation: Personnel Review
      PubDate: 2018-05-23T01:20:01Z
      DOI: 10.1108/PR-03-2017-0085
       
  • Understanding employees’ intention to take sabbaticals
    • Pages: 882 - 899
      Abstract: Personnel Review, Volume 47, Issue 4, Page 882-899, June 2018.
      Purpose The purpose of this paper is to examine the effect of supervisor support for employees’ work-life balance (WLB) on employees’ intention to take sabbaticals. According to the theory of planned behavior, intentions are based on attitudes, subjective norms, and perceived behavioral control, which mediate the relationship between supervisor support and the intention to take sabbaticals. Design/methodology/approach Survey data were collected from 510 employees in Germany. The hypotheses developed are analyzed using structural equation modeling. Findings The results show that supervisor support has a direct negative effect on employees’ intention to take sabbaticals. In addition, supportive supervisors are associated with a decreased attitude toward sabbaticals, which reduces employees’ intention to take them. In contrast, supervisor support promotes employees’ perceived behavior control, which increases their intention to take sabbaticals. Practical implications The findings show that supervisors play an important role in employees’ decision-making process regarding whether to take sabbaticals. If supervisors are supportive regarding employees’ WLB, the need to take sabbaticals decreases. However, in order to encourage participation and to exploit the positive outcomes of sabbaticals, supervisors should communicate the possibility of taking them. Originality/value Prior research has focused solely on the direct link between supervisor support and the actual use of WLB policies. As behavior is intentional, it is important to understand how supervisor support affects employees’ intention to take sabbaticals. This paper explores the mechanism that explains the relationship between supervisor support and employees’ intention to take sabbaticals.
      Citation: Personnel Review
      PubDate: 2018-05-17T10:12:40Z
      DOI: 10.1108/PR-01-2017-0021
       
  • The effect of intrinsic and extrinsic goals on work performance
    • Pages: 900 - 912
      Abstract: Personnel Review, Volume 47, Issue 4, Page 900-912, June 2018.
      Purpose Based on the goal content theory (GCT), the purpose of this paper is to focus on the essence of goals and examine the associations between different work goal contents (intrinsic and extrinsic goals) and work performance. Design/methodology/approach The data were collected from 279 employees and their immediate supervisors, and the theoretical hypotheses were tested by correlation and hierarchal regression analyses. Findings The results of the analyses showed that intrinsic goal content positively predicted task performance, dedicative performance, interpersonal performance, and adaptive performance and that extrinsic goal content positively predicted the task performance and adaptive performance; intrinsic goals were also found to enhance the relationship between extrinsic goals and task performance. Originality/value The contribution of the current study is that it explores whether both extrinsic goals and intrinsic goals can contribute to predicting work performance. Moreover, different from previous studies that focus on discussing the separate effects of intrinsic and extrinsic goals on outcomes, the authors aim to study the interaction effect between these goals, which enriches GCT.
      Citation: Personnel Review
      PubDate: 2018-05-17T10:08:40Z
      DOI: 10.1108/PR-03-2017-0086
       
  • Interplay between P-O fit, transformational leadership and organizational
           social capital
    • Pages: 913 - 930
      Abstract: Personnel Review, Volume 47, Issue 4, Page 913-930, June 2018.
      Purpose Using social identity theory, the authors hypothesize that transformational leadership (TL) leads to better person-organization fit (P-O fit), which in turn contributes to the emergence of organizational social capital (i.e. OSC). Furthermore, the authors suggest that the relationship between P-O fit and OSC is contingent upon the level of TL. The paper aims to discuss these issues. Design/methodology/approach Field study data were used to test the hypotheses. In total, 336 employees from eight different service sector organizations in Pakistan participated in this study. Hierarchical linear modeling was used to analyze the data. Findings In support of the hypotheses, the authors found that TL was positively related to both P-O fit and OSC. Also, P-O fit mediated the TL-OSC relationship. Finally, TL moderated the relationship between P-O fit and OSC. Research limitations/implications Cross-sectional data were collected through self-reports, which raises concerns of reporting bias. Practical implications Managers can benefit from the study by focusing on TL as a vehicle for not only achieving change, but also for creating an environment that facilitates better P-O fit and enhanced OSC. Social implications This study provided a rare opportunity to examine the proposed relationships in a developing country. This enhances our insight into the efficacy of theories that have been mainly developed and tested in developed countries. Originality/value Previous research hypothesized P-O fit as a mediator between leadership and performance, yet failed to receive support. The current study is unique by demonstrating that TL, as a relational leadership style, contributes to building an important resource (OSC) through the mediating effect of P-O fit.
      Citation: Personnel Review
      PubDate: 2018-05-14T10:56:44Z
      DOI: 10.1108/PR-07-2016-0161
       
  • High-performance work systems and employee outcomes in Indian call
           centres: a mediation approach
    • Pages: 931 - 950
      Abstract: Personnel Review, Volume 47, Issue 4, Page 931-950, June 2018.
      Purpose The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being.
      Citation: Personnel Review
      PubDate: 2018-05-10T07:20:46Z
      DOI: 10.1108/PR-09-2016-0239
       
  • Job engagement in higher education
    • Pages: 951 - 967
      Abstract: Personnel Review, Volume 47, Issue 4, Page 951-967, June 2018.
      Purpose Employees’ job engagement is a key driver for organizational success and competitive advantage. Based on Kahn’s engagement theory and social exchange theory, the purpose of this paper is to examine the relationships between job engagement, transformational leadership, high-performance human resource (HR) practices, climate for innovation, and contextual performance. Design/methodology/approach A questionnaire survey, conducted at two different points in time, was employed to collect data from 394 pairs of Vietnamese university academics and their leaders. Data were analyzed by structural equation modeling (SEM) and multilevel SEM using the Statistical Package for Social Science Version 24 and Mplus Version 7.4. Findings The findings indicated that transformational leadership and high-performance HR practices were key drivers of employees’ job engagement. A climate for innovation contributed effectively to mediate the effect of transformational leadership on employees’ job engagement. Further, employees’ job engagement was positively and significantly related to contextual performance. Research limitations/implications The short time lag between the two data collection phases might limit the ability to reach definite causal conclusions. Future research using a longitudinal design is needed to provide stronger validation for the underlying model. Originality/value This study is a rare attempt that investigates the process from which employees’ job engagement is generated and contributes to improve contextual performance in the higher education sector.
      Citation: Personnel Review
      PubDate: 2018-05-25T10:38:10Z
      DOI: 10.1108/PR-07-2017-0221
       
  • Psychological capital as a personal resource in the JD-R model
    • Pages: 968 - 984
      Abstract: Personnel Review, Volume 47, Issue 4, Page 968-984, June 2018.
      Purpose The purpose of this paper is to demystify the role of the personal resource of psychological capital (PsyCap) in the job demands-resources model. The theory suggests that personal resources directly influence perceptions of job demands, job resources, and outcomes. Alternatively, personal resources may moderate the impact of job demands and job resources on outcomes. Design/methodology/approach A survey of 401 nurses working in the Australian healthcare sector explores the relations among PsyCap, job demands and resources, and psychological well-being and work engagement. Findings The results suggest that PsyCap directly influences perceptions of job demands and resources and that it directly influences the outcomes of well-being and engagement. Furthermore, job demands and job resources mediate the relation of PsyCap with well-being and engagement, respectively. Research limitations/implications The moderation effect of PsyCap was not supported, which suggests that PsyCap relates to perceptions as opposed to being a coping mechanism. This finding therefore narrows the scope of personal resources in this important model. Originality/value The importance of this study lies in its exploration of various ways that personal resources can influence this dominant model and in analyzing the global construct of PsyCap as opposed to some of its constituent parts.
      Citation: Personnel Review
      PubDate: 2018-05-11T10:36:05Z
      DOI: 10.1108/PR-08-2016-0213
       
  • To quit or not to quit
    • Abstract: Personnel Review, Ahead of Print.
      Purpose To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a model that explains how ethical climate influences turnover intention based on the ethical climate theory and social identity theory. Design/methodology/approach The hypotheses of this study were statistically tested using a survey of working professionals from Taiwan’s high-tech industry. Of the 400 questionnaires distributed to the working professionals from five large high-tech firms in a well-known science park in Northern Taiwan, 352 usable questionnaires were returned for a questionnaire response rate of 88 percent. Findings The test results of this study first show that all three dimensions of ethical climate (i.e. instrumental, benevolent, and principled) are indirectly related to turnover intention via the mediation of firm attractiveness. Moreover, instrumental and benevolent climate directly relate to turnover intention, whereas benevolent climate negatively moderates the relationship between principled climate and firm attractiveness. Originality/value This study finds that benevolent climate plays a dual role as an antecedent and a moderator in the formation of turnover intention, complementing prior studies that merely concentrate on the single role of benevolent climate as either an antecedent or a moderator. The effect of principled climate on organizational identification complements the theoretical discussion by Victor and Cullen (1987) about deontology in which an ethical workplace climate (such as legitimacy) drives employees to invest in identity attachments to the organization and influences their future career decision (e.g. turnover).
      Citation: Personnel Review
      PubDate: 2018-05-25T09:58:22Z
      DOI: 10.1108/PR-04-2017-0124
       
  • How and when do employees identify with their organization' Perceived
           CSR, first-party (in)justice, and organizational (mis)trust at workplace
    • Abstract: Personnel Review, Ahead of Print.
      Purpose The purpose of this paper is to inquire how and when the CSR efforts of an organization can generate positive organizational outcomes by influencing individual employees at the workplace. Theorizing perceived first-party justice as psycho-cognitive and affect-based organizational trust as psycho-affective processes, respectively, in interpreting employees’ perception of organizational CSR initiatives provided a valid rationale behind this research. Design/methodology/approach Following a two-phase longitudinal research design, sample was drawn from six subsidiary organizations of a multinational conglomerate. Findings The findings indicated that the perceived internal image of CSR predicts employees’ deep organizational identification through the mediation of affect-based organizational trust, conditional on perceived first-party justice as a moderator. Research limitations/implications This study contributed to extant research by investigating the hitherto unexplored question of how and when employees’ perceived image of CSR delineates to their deep identification with the organization supported by affect-based organizational trust and self-experienced first-party justice. The collection of survey responses within six group organizations could limit the generalization of the findings from this study in other contexts. Practical implications This study offers significant implications in terms of the managers’ role in involving employees in the organization’s CSR activities, using CSR as a platform for corporate branding to internal stakeholders, and attracting talent in knowledge intensive competition. Originality/value The study advances the emerging micro-level approach of CSR by exploring an employee centric, personalized view of organizational CSR and estimating its effect at the level of individual employees.
      Citation: Personnel Review
      PubDate: 2018-05-09T01:52:11Z
      DOI: 10.1108/PR-08-2017-0237
       
 
 
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