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HUMAN RESOURCES (103 journals)                     

Showing 1 - 101 of 101 Journals sorted alphabetically
Accounting and Business Research     Hybrid Journal   (Followers: 37)
Accounting and the Public Interest     Full-text available via subscription   (Followers: 4)
Accounting Auditing & Accountability Journal     Hybrid Journal   (Followers: 35)
Accounting Education: An International Journal     Hybrid Journal   (Followers: 24)
Accounting Forum     Hybrid Journal   (Followers: 31)
Accounting, Organizations and Society     Hybrid Journal   (Followers: 47)
Advances in Accounting     Hybrid Journal   (Followers: 14)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 33)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 9)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 25)
Annual Review of Organizational Psychology and Organizational Behavior     Full-text available via subscription   (Followers: 49)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 331)
Asian Review of Accounting     Hybrid Journal   (Followers: 2)
Attachment & Human Development     Hybrid Journal   (Followers: 12)
Australian Accounting Review     Hybrid Journal   (Followers: 5)
British Accounting Review     Hybrid Journal   (Followers: 11)
Burnout Research     Open Access   (Followers: 10)
Coaching : Theorie & Praxis     Open Access   (Followers: 3)
Contemporary Accounting Research     Full-text available via subscription   (Followers: 33)
Corporate Governance and Organizational Behavior Review     Open Access   (Followers: 1)
Critical Perspectives on Accounting     Hybrid Journal   (Followers: 19)
EURO Journal on Decision Processes     Hybrid Journal   (Followers: 3)
European Accounting Review     Hybrid Journal   (Followers: 22)
European Journal of Training and Development     Hybrid Journal   (Followers: 13)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
FOR Rivista per la formazione     Full-text available via subscription  
German Journal of Human Resource Management     Hybrid Journal   (Followers: 7)
HR Future     Full-text available via subscription   (Followers: 4)
Human Relations     Hybrid Journal   (Followers: 66)
Human Resource and Organization Development Journal     Open Access   (Followers: 6)
Human Resource Development International     Hybrid Journal   (Followers: 27)
Human Resource Development Quarterly     Hybrid Journal   (Followers: 31)
Human Resource Development Review     Hybrid Journal   (Followers: 33)
Human Resource Management     Hybrid Journal   (Followers: 91)
Human Resource Management Journal     Hybrid Journal   (Followers: 86)
Human Resource Management Research     Open Access   (Followers: 27)
Human Resource Management Review     Hybrid Journal   (Followers: 65)
Human Resource Research     Open Access   (Followers: 1)
Intangible Capital     Open Access   (Followers: 2)
International Journal of Accounting     Hybrid Journal   (Followers: 2)
International Journal of Accounting and Finance     Hybrid Journal   (Followers: 20)
International Journal of Accounting Information Systems     Hybrid Journal   (Followers: 8)
International Journal of Accounting, Auditing and Performance Evaluation     Hybrid Journal   (Followers: 15)
International Journal of Banking, Accounting and Finance     Hybrid Journal   (Followers: 16)
International Journal of Behavioural Accounting and Finance     Hybrid Journal   (Followers: 12)
International Journal of Critical Accounting     Hybrid Journal   (Followers: 3)
International Journal of Economics and Accounting     Hybrid Journal   (Followers: 3)
International Journal of Ethics and Systems     Hybrid Journal   (Followers: 3)
International Journal of Human Capital and Information Technology Professionals     Full-text available via subscription   (Followers: 4)
International Journal of Human Resource Management     Hybrid Journal   (Followers: 57)
International Journal of Human Resource Studies     Open Access   (Followers: 17)
International Journal of Human Resources Development and Management     Hybrid Journal   (Followers: 31)
International Journal of Management Development     Hybrid Journal   (Followers: 13)
International Journal of Management Education     Hybrid Journal   (Followers: 10)
Journal of Accounting & Organizational Change     Hybrid Journal   (Followers: 6)
Journal of Accounting and Economics     Hybrid Journal   (Followers: 51)
Journal of Accounting and Public Policy     Hybrid Journal   (Followers: 8)
Journal of Accounting Education     Hybrid Journal   (Followers: 7)
Journal of Accounting Research     Hybrid Journal   (Followers: 37)
Journal of Advances in Management Research     Hybrid Journal   (Followers: 2)
Journal of Chinese Human Resource Management     Hybrid Journal   (Followers: 8)
Journal of Contemporary Accounting & Economics     Hybrid Journal   (Followers: 4)
Journal of Corporate Citizenship     Full-text available via subscription   (Followers: 1)
Journal of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1)
Journal of Global Responsibility     Hybrid Journal   (Followers: 5)
Journal of HR intelligence     Open Access   (Followers: 1)
Journal of Human Capital     Full-text available via subscription   (Followers: 14)
Journal of Human Development and Capabilities : A Multi-Disciplinary Journal for People-Centered Development     Hybrid Journal   (Followers: 24)
Journal of Human Resource and Sustainability Studies     Open Access   (Followers: 1)
Journal of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
Journal of Human Values     Hybrid Journal   (Followers: 5)
Journal of International Accounting, Auditing and Taxation     Hybrid Journal   (Followers: 5)
Journal of Marketing and HR     Open Access   (Followers: 7)
Journal of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 9)
Journal of Professions and Organization     Free   (Followers: 6)
Journal of Service Management     Hybrid Journal   (Followers: 9)
Kelaniya Journal of Human Resource Management     Open Access  
New Horizons in Adult Education and Human Resource Development     Hybrid Journal   (Followers: 13)
NHRD Network Journal     Full-text available via subscription  
Open Journal of Leadership     Open Access   (Followers: 19)
Organizational Behavior and Human Decision Processes     Hybrid Journal   (Followers: 77)
Pacific Accounting Review     Hybrid Journal  
Personality and Individual Differences     Hybrid Journal   (Followers: 28)
Personnel Assessment and Decisions     Open Access   (Followers: 2)
Personnel Review     Hybrid Journal   (Followers: 16)
Professions and Professionalism     Open Access   (Followers: 9)
Psychologie du Travail et des Organisations     Hybrid Journal  
Public Personnel Management     Hybrid Journal   (Followers: 14)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7)
Quarterly National Accounts - Comptes nationaux trimestriels     Full-text available via subscription  
Research in Accounting Regulation     Hybrid Journal   (Followers: 2)
Research in Human Development     Hybrid Journal   (Followers: 6)
Review of Accounting Studies     Hybrid Journal   (Followers: 28)
Review of Public Personnel Administration     Hybrid Journal   (Followers: 12)
Review of Quantitative Finance and Accounting     Hybrid Journal   (Followers: 9)
Revista Gestión de las Personas y Tecnología     Open Access  
Revista Portuguesa e Brasileira de Gestão     Open Access  
South Asian Journal of Human Resources Management     Full-text available via subscription   (Followers: 4)
Southern African Journal of Accountability and Auditing Research     Full-text available via subscription  
Sri Lankan Journal of Human Resource Management     Open Access   (Followers: 1)
Strategic HR Review     Hybrid Journal   (Followers: 9)

           

Similar Journals
Journal Cover
Evidence-based HRM
Journal Prestige (SJR): 0.537
Citation Impact (citeScore): 1
Number of Followers: 6  
 
Hybrid Journal Hybrid journal   * Containing 1 Open Access Open Access article(s) in this issue *
ISSN (Print) 2049-3983 - ISSN (Online) 2049-3991
Published by Emerald Homepage  [361 journals]
  • When and how does perceived overqualification lead to turnover
           intention' A moderated mediation model
    • Authors: Riya Vinayak, Jyotsna Bhatnagar, Madhushree Nanda Agarwal
      Abstract: The study is aimed at developing and testing a theoretical model where psychological capital acts as the intervening mechanism explicating the relationship between perceived overqualification (POQ) and turnover intention. It also explores how perceived supervisor support (PSS) influences the mediating role of psychological capital in the perceived overqualification and turnover intention association. The authors test the model through a sample data of 314 workers employed in the Indian IT service sector. IBM SPSS and SPSS AMOS software were utilized for conducting analysis and testing the model involving first-stage moderated mediation. The study confirms that perceptions of overqualification have a positive relationship with turnover intentions. Further, it finds that the positive association between POQ and turnover intention will be mediated by psychological capital. The results reflected that perceived supervisor support shall weaken the relationship between perceptions of overqualification and psychological capital. The research is amongst the limited researches which look at the influence of psychological capital and perceived supervisor support with regards to POQ. It attempts to lay down the underlying psychological mechanism of POQ and highlight the role played by perceived supervisor support.
      Citation: Evidence-based HRM
      PubDate: 2021-04-06
      DOI: 10.1108/EBHRM-09-2020-0123
      Issue No: Vol. 9, No. 1 (2021)
       
  • Influence of individual characteristics, training design and environmental
           factors on training transfer: a study using hierarchical regression
    • Authors: Amitabh Deo Kodwani, Sanjeev Prashar
      Abstract: The purpose of this paper is to explore and provide empirical evidence for the combined effects of individual characteristics, training design factors as well as environmental factors (as pre-training factors) on training transfer. Primary data were collected from 235 managerial-level full-time employees in two phases with a temporal gap of two months. Both procedural and statistical measures were used to minimize the common method variance problem. Hierarchical regression analysis was conducted to analyze the data. The results of this study clearly point out that all four predictor variables (voluntary participation, prior training information, training needs identification and training evaluation) positively and significantly influence training transfer. The study contributes to the training transfer literature in three ways. One, the authors have shown the positive influence of pre-training factors (together as well as independently) on training transfer. The study is grounded in a strong theoretical framework, thus fulfilling the previous gap. This study brings more clarity to those variables (such as voluntary training) which are having contradicting views in the extant literature. The study has significant findings for the organizations operating in the current business scenario in their endeavor to enhance learning transfer, which is very low and a major cause of concern for every organization. If management is aware of the success factors of training transfer, they can ensure a better training transfer. The training transfer literature showcases two significant gaps; first of all, it lacks in using appropriate motivational theories, and second, there is variability in the results. This paper bridges both the gaps and attempts to advance our understanding of training transfer grounded in the theoretical framework by focusing on the role of individual, motivational and situational factors of training transfer to understand better which predictor variables can improve training transfer.
      Citation: Evidence-based HRM
      PubDate: 2021-03-23
      DOI: 10.1108/EBHRM-09-2019-0085
      Issue No: Vol. 9, No. 1 (2021)
       
  • The influence of organizational justice and decision latitude on
           expatriate organizational commitment and job performance
    • Authors: Hanan AlMazrouei, Robert Zacca
      Abstract: The purpose of this paper is to study the influence of organizational justice and decision latitude on expatriate organization commitment and job performance. Data were collected from 175 nonmanagerial-level expatriate employees in Dubai, UAE using a purposive sampling approach. A structural equation model with partial least squared analysis was utilized to test the hypotheses. The results show that decision latitude partially mediates the relationship between organization justice and organizational commitment and fully mediates the relationship between organization justice and job performance. Data were collected from a cross sectional sample in UAE, and hence, the generalizability of the results to other contexts may be limited. The research study suggests ways in which human resource managers and practitioners can develop a stronger awareness of the importance of decision latitude in employee decision-making and the role it plays in promoting employees' commitment and job performance given perceived organizational justice. The present research is among the first of its kind to examine the study variables within the nonmanagerial expatriate context.
      Citation: Evidence-based HRM
      PubDate: 2021-03-08
      DOI: 10.1108/EBHRM-06-2020-0093
      Issue No: Vol. 9, No. 1 (2021)
       
  • Exploring determinants of pre-training motivation and training
           effectiveness: a temporal investigation
    • Authors: Amitabh Deo Kodwani, Manisha Kodwani
      Abstract: The present study is an attempt to extend previous findings and examine the role of the trainer's reputation, training nomination and training reputation on pre-training motivation and training effectiveness in a business context. The authors hypothesized that trainer reputation, training nomination and training reputation would affect pre-training motivation; and that pre-training motivation would act as a mediator between these three variables and training effectiveness. The sample is constituted by 251 managerial-level employees at a large firm in India who completed pre-training and post-training surveys. These data were then analyzed using structural equation modeling and other inferential techniques. The results suggested that self-nomination positively influences pre-training motivation. Similarly, positive training and trainer reputations also affect pre-training motivation. Pre-training motivation mediates the relationship between trainer reputation, training nomination, training reputation and training effectiveness. The method bias and measurement error cannot be ruled out. The data were collected from employees in a single firm via self-reports, and, ceteris paribus, it would be advantageous to broaden the sampling frame to cover multiple organizations with data collected using more than one methodology. However, the temporal lag of 45 days used herein between collecting predictor data and criterion data can reasonably be expected to have mitigated this problem to some extent. The findings regarding the reputation suggest that what trainees know or what they believe they know about the trainer or the training program they are going to attend will have a significant impact on their pre-training motivation, and subsequently on the training effectiveness. It is also essential to understand how trainees get information about training. Most often, this information travels through various informal channels and passes through many people, and thus trainees may get inadequate or incorrect information about the training program and the trainer. Previous research indicates that only a small proportion of training actually gets transferred to the job (Mackay, 2007). This study augments the literature by putting forward empirical evidence that could be leveraged by firms' senior management teams pursuant of optimizing investments in the training of employees.
      Citation: Evidence-based HRM
      PubDate: 2021-01-20
      DOI: 10.1108/EBHRM-05-2020-0070
      Issue No: Vol. 9, No. 1 (2021)
       
  • Age and job-specific skill obsolescence: the moderating effects of human
           resource practices
    • Authors: Lin-Yang Yue, Wei-de Huang
      Abstract: This paper aims to examine the J-shaped relationship between age and job-specific skill obsolescence (JSSO), and the differential moderating effects of development and maintenance HR practices on this relationship. Regression models of survey data obtained from a sample of 722 Chinese knowledge workers were used to test the hypotheses. The results show that among women age and JSSO are J-shaped related and the relationship weakens under high development HR practices; while among men the J-shaped age-JSSO relation is significant only under low maintenance HR practices. This research is subject to the cross-sectional design, and the sample is restricted to knowledge workers. This study advances previous studies that hold a linear (positive or negative) age-JSSO relationship by theorizing and testing a J-shaped one. The differentiated moderating effects of two bundles of HR practices proved improves our knowledge about how to use HR practices appropriately to sustain employee work competency in the context of workforce aging.
      Citation: Evidence-based HRM
      PubDate: 2020-12-21
      DOI: 10.1108/EBHRM-04-2020-0043
      Issue No: Vol. 9, No. 1 (2020)
       
  • Panel data or pseudo panels for longitudinal research' Cross-national
           comparisons using the example of firms' training spend
    • Authors: Michael Brookes, Chris Brewster, Cigdem Gedikli, Okan Yilmaz
      Abstract: The evolution of firm level practices over time has always been a keen area of interest for management scholars. However, in comparison to other social scientists, particularly economists, the relative dearth of firm level panel data sets has restricted the methodological options for exploring inter-temporal changes. This paper applies a pseudo panel methodology to investigate the evolution of training spend at the firm level over time. The analysis is framed within a varieties of capitalism lens and by adopting a more meaningful approach to examining changes over time it leads us to question some of the “truisms” linked to firms expected behaviours within different national institutional frameworks. As with any large-scale quantitative analysis, it would always benefits from a larger number of observations and/or a longer time period, in this instance access to annual data rather than 4 or 5 year intervals would have been helpful. By adopting a different, and more appropriate, approach to analysing existing cross-sectional data over time this empirical research helps to achieve a deeper understanding of the complex issues that influence decision making at the firm level. At the firm level, in line with the practical implications above, this will enable decision makers to achieve a deeper understanding of the evolution of the external context in which they operate and the likely influence of that evolution within their own organisation. This approach enables a more meaningful exploration of inter-temporal changes in situations where longitudinal data does not exist.
      Citation: Evidence-based HRM
      PubDate: 2020-12-04
      DOI: 10.1108/EBHRM-08-2020-0106
      Issue No: Vol. 9, No. 1 (2020)
       
  • The impact of temporary workers on the conversion of innovation efforts
           into product innovations: the case of Spanish companies
    • Authors: Óscar Rodríguez-Ruiz, José Fernández-Menéndez, Zuleyka Díaz-Martínez, Marta Fossas-Olalla
      Abstract: In this paper, we study the influence of temporary workers in the relationship between innovation effort and product innovation in a large sample of Spanish manufacturing firms in a six-year period. The article uses a zero-inflated regression model to analyse how the performance of innovation efforts is affected by the impact of temporary employment. Our results show that the use of temporary employment has adverse effects for the conversion of innovation investments into innovation outputs. Firms with higher levels of fixed-term workers have less product innovations in comparison to firms that do not use this kind of workforce. However, this negative impact is less detrimental in technological-intensive sectors. The value of this research for employment relations is salient as workers long-term protection seems to enhance the effectiveness of the innovation process. At the same time, the effects of temporary work vary depending on the sector.
      Citation: Evidence-based HRM
      PubDate: 2020-12-02
      DOI: 10.1108/EBHRM-01-2020-0005
      Issue No: Vol. 9, No. 1 (2020)
       
  • Does psychological climate affect task and contextual performance through
           affective commitment' Evidence from public sector companies
    • Authors: Ram Shankar Uraon, Manish Gupta
      Abstract: This paper has two main purposes. One purpose is to examine the mediating role of affective commitment in the relationship between psychological climate and contextual and task performance. Another purpose is to conceptualize and measure the psychological climate. Data were analyzed using a sample of 514 employees working in 12 public sector companies in India. Partial least squares (PLS) technique was used to test the proposed research framework. The results of this study revealed that affective commitment has a mediating role in the relationship between psychological climate and contextual performance as well as between psychological climate task performance. The findings of this study augment the theory of psychological climate by suggesting that individuals perceiving high a psychological climate are likely to have the high affective commitment that ultimately leads to higher performance. Public sector companies are encouraged to provide a favorable psychological climate that can emotionally commit the employees to perform well. This study is one of its kinds to overcome the limitations of the earlier studies such as in examining the effect of higher-order psychological climate on task and contextual performances.
      Citation: Evidence-based HRM
      PubDate: 2020-11-10
      DOI: 10.1108/EBHRM-09-2019-0089
      Issue No: Vol. 9, No. 1 (2020)
       
  • Supportive supervisor to curtail turnover intentions: do employee
           engagement and work–life balance play any role'
    • Authors: Raminderpreet Kaur, Gurpreet Randhawa
      Abstract: The purpose of this paper is to investigate the role of employee engagement and work–life balance in perceived supervisor support and turnover intentions relationship. The perception of teachers on the constructs considered has been assessed by a survey using a structured questionnaire. Data were collected from the teachers of private schools of Punjab, India, and 375 were valid number of responses. Parallel multiple mediated regression was used to estimate the direct and indirect effects of perceived supervisor support on turnover intentions mediated through employee engagement and work–life balance. The results reveal that the effect of perceived supervisor support on turnover intentions is indirect rather than direct. On the comparison of specific indirect effects, the results demonstrate that employee engagement and two dimensions of work–life balance (work interference with personal life and work–personal life enhancement) act as mediators in the perceived supervisor support and turnover intentions relationship. School principals need to draft teacher-friendly policies for enhancing work–life balance and employee engagement so that teachers can feel satisfied with their work and can handle work and family demands. In this way, positive perceptions associated with high engagement and work–family balance can take place, which in turn can curtail the turnover intentions of teachers. The use of employee engagement and work-life balance in the relationship of perceived supervisor support and turnover intentions is unprecedented. The study also considered three different dimensions of work–life balance and tested the model in an integrative manner. Since the study is based on an Indian sample, it also adds to growing literature on turnover intentions in nonwestern countries. The results are of great value to school managements, HR managers and policymakers who are seeking to develop practices that reduce employee turnover at workplaces.
      Citation: Evidence-based HRM
      PubDate: 2020-11-10
      DOI: 10.1108/EBHRM-12-2019-0118
      Issue No: Vol. 9, No. 1 (2020)
       
  • Intrinsic and extrinsic motivation, organizational context, employee
           contentment, job satisfaction, performance and intention to stay
    • Authors: Ismatilla Mardanov
      Abstract: The purpose of the present study is to examine the determinants of employee contentment and its effects on job satisfaction, separation and performance; define employee contentment as employee happiness/enjoyment at work triggered by employee intrinsic and extrinsic motivation and organizational context; and consider employee contentment as the critical factor affecting job satisfaction. The study utilizes survey data from 272 employees of Taiwanese construction companies and consulting firms in the construction industry. In confirmatory factor analysis, the items are from the short version of the Minnesota Satisfaction Questionnaire (MSQ) and a newly developed organizational context questionnaire. The MSQ items can be considered as perceived motivators of employees. These motivators and organizational characteristics (context) as manifest variables were loaded on distinct latent variables such as extrinsic and intrinsic motivation and organizational context, all of which in turn loaded on a single latent variable – employee contentment. The latter has a positive and statistically significant impact on job satisfaction, performance and intention to stay. While employee contentment has a stronger impact on performance, job satisfaction has a stronger impact on the intention to stay. The present study utilizes the MSQ satisfaction themes as intrinsic and extrinsic motivators: employees' perceived feelings before the actual work process starts (intrinsic) and work outcomes occur (extrinsic). It examines employee contentment through these perceived feelings and organizational context, providing important research and practice implications.
      Citation: Evidence-based HRM
      PubDate: 2020-11-09
      DOI: 10.1108/EBHRM-02-2020-0018
      Issue No: Vol. 9, No. 1 (2020)
       
  • Servant leadership and followers' creativity: does climate for creativity
           matter'
    • Authors: Mohammed Aboramadan
      Abstract: This research proposes, building on social exchange theory and the componential theory of creativity, a model of servant leadership to investigate its effect on followers' creativity through the intervening mechanism of climate for creativity in the hospitality  industry, operating in a non-Western context. The study predicted that climate for creativity will play a significant intervening role in the servant leadership–creativity relationship. The study’s data were collected from 232 employees working in 70 Palestinian hotels. Data were analyzed using structural equation modeling (SEM) analyses along with techniques used to reduce common method bias. The results revealed the significance of climate for creativity as a partial mediator in the relationship between servant leadership and followers' creativity. The results might be useful for hotel managers in the context of utilizing servant leadership roles for fostering a creative climate. They might, therefore, consider placing servant leaders as a recruitment agenda priority. This research is novel in three ways. First, its aim is to enrich the empirical literature on servant leadership, which is still in a maturity stage. Second, even with the research studies that are available, limited analysis is found on how servant leadership can stimulate employees' behaviors in the hospitality industry. Third, the study has been conducted in a non-Western context, in contrast to most servant leadership research studies being carried out in Western countries.
      Citation: Evidence-based HRM
      PubDate: 2020-11-02
      DOI: 10.1108/EBHRM-01-2020-0012
      Issue No: Vol. 9, No. 1 (2020)
       
  • Recruiting passionate job seekers for better performance
    • Authors: Jannifer Gregory David
      Abstract: This research examines how job seekers' levels of harmonious work passion (HWP) and obsessive work passion (OWP) affect the importance job seekers place upon job and organizational elements in recruiting messages. Employees who had recently completed job searches read multiple recruiting messages and ranked the importance of different elements in the messages. General linear modeling found statistical differences between the importance of recruiting message elements for participants with varying levels of HWP and OWP. The participants were information technology, engineering and human resource professionals limiting the generalizability of these results to other professions. Recruiters should vary the information in their recruiting messages depending on the levels of HWP and OWP they want to attract to their applicant pools. This research adds harmonious and obsessive work passion to the constructs considered in the recruiting message development process.
      Citation: Evidence-based HRM
      PubDate: 2020-10-20
      DOI: 10.1108/EBHRM-01-2020-0007
      Issue No: Vol. 9, No. 1 (2020)
       
  • Construct validity of public service motivation in India: a comparison of
           two measures
    • Authors: Rajneesh Gupta, Sanket Dash, Shiva Kakkar, Ramashankar Yadav
      Abstract: Public service motivation (PSM) is a universal construct, but indigenous traditions and culture of a country are known to influence its measurement. Currently, no research on PSM in India is available. To facilitate PSM research in India, this article compares the two most used measures of PSM (PSM-14 and PSM-16) to identify the most suitable scale for further exploration. The study uses a cross-sectional survey research design. Data were collected from 387 employees working in the public sector. ADANCO, a PLS-SEM package, was used to analyze the data. Contrary to expectations, it was found that the older PSM-14 exhibited better psychometric properties than the newer PSM-16. The PSM-14 also exhibited greater predictive validity than PSM-16. The study demonstrates that PSM is a valid construct in India and can be measured adequately by existing instruments. However, certain sub-dimensions of the scale (such as compassion) may be reworded/changed to reflect Indian cultural ethos better. The findings will be tremendously helpful to researchers interested in examining the correlates of PSM in the Indian context by making it easier to select the appropriate measurement instrument. The study also provides a careful examination of each of the sub-dimensions of the construct to enable the development of more robust PSM measures in the future.
      Citation: Evidence-based HRM
      PubDate: 2020-09-15
      DOI: 10.1108/EBHRM-11-2019-0107
      Issue No: Vol. 9, No. 1 (2020)
       
  • On the quest for defining organisational plasticity: a community modelling
           experiment
    • Authors: Peer-Olaf Siebers, Dinuka Herath, Emanuele Bardone, Siavash Farahbakhsh, Peter Gloggengiehser Knudsen, Jens Koed Madsen, Mehwish Mufti, Martin Neumann, Dale Richards, Raffaello Seri, Davide Secchi
      Abstract: This viewpoint article is concerned with an attempt to advance organisational plasticity (OP) modelling concepts by using a novel community modelling framework (PhiloLab) from the social simulation community to drive the process of idea generation. In addition, the authors want to feed back their experience with PhiloLab as they believe that this way of idea generation could also be of interest to the wider evidence-based human resource management (EBHRM) community. The authors used some workshop sessions to brainstorm new conceptual ideas in a structured and efficient way with a multidisciplinary group of 14 (mainly academic) participants using PhiloLab. This is a tool from the social simulation community, which stimulates and formally supports discussions about philosophical questions of future societal models by means of developing conceptual agent-based simulation models. This was followed by an analysis of the qualitative data gathered during the PhiloLab sessions, feeding into the definition of a set of primary axioms of a plastic organisation. The PhiloLab experiment helped with defining a set of primary axioms of a plastic organisation, which are presented in this viewpoint article. The results indicated that the problem was rather complex, but it also showed good potential for an agent-based simulation model to tackle some of the key issues related to OP. The experiment also showed that PhiloLab was very useful in terms of knowledge and idea gathering. Through information gathering and open debates on how to create an agent-based simulation model of a plastic organisation, the authors could identify some of the characteristics of OP and start structuring some of the parameters for a computational simulation. With the outcome of the PhiloLab experiment, the authors are paving the way towards future exploratory computational simulation studies of OP.
      Citation: Evidence-based HRM
      PubDate: 2020-09-15
      DOI: 10.1108/EBHRM-09-2019-0079
      Issue No: Vol. 9, No. 1 (2020)
       
  • The relationship between leadership styles and employee-driven innovation:
           the mediating role of leader–member exchange
    • Authors: Chukwuemeka K. Echebiri, Stein Amundsen
      Abstract: The purpose of this study is to explore the association of two opposite leadership styles with employee-driven innovation and how the leader–member exchange mediates these relationships. The authors used online surveys administrated in two waves to collect data from 315 employees working in the banking sector in Norway. Exogenous variables, which include empowering and directive leadership styles, were measured at time 1, while the endogenous variables of the leader–member exchange and employee-driven innovation were measured at time 2. The data were analysed using structural equation modelling. The findings confirmed that empowering leaders are more likely to have a positive relationship with their subordinates and in turn, stimulate employee-driven innovation. Conversely, the directive leadership style was found to have a negative relationship with the quality of the relationship between leaders and subordinates. It was also found that the association of directive leadership with employee-driven innovation was negative and indirect through the leader–member exchange. The data for the study were collected from a single organisation, which limits the generalisability of the study. Several other leadership styles were not covered in this study. This paper provides empirical evidence to support the association between leadership styles and employee-driven innovation. Analyses of these relationship types are unavailable in the employee-driven innovation literature.
      Citation: Evidence-based HRM
      PubDate: 2020-09-12
      DOI: 10.1108/EBHRM-10-2019-0091
      Issue No: Vol. 9, No. 1 (2020)
       
  • Towards developing a measure of disorganization
    • Authors: Dinuka Herath
      Abstract: This paper aims to test the hypothesized concave relationship between disorganization and individual financial performance using UK Workplace Employment Relations Study (WERS) datasets. Given there are no prior studies measuring disorganization we start with using scale items from currently validated scales, WERS, and try to determine the extent to which the current scales are applicable for measuring disorganization and subsequently highlight the limitations of current measures. This paper is based on the UK Workplace Employment Relations study (WERS) datasets of 2011 which is the largest publicly accessible dataset available. The datasets used were the financial performance survey (FPS) data and the management survey (MS) data with 545 unique records. Polynomial Regression was used to test the hypotheses. An aggregated index for disorganization (IV) was developed, and a production function was used to determine the individual financial performance per worker (DV). A significant linear relationship between disorganization and individual financial performance was discovered. However, this relationship was linear and did not exhibit the theorized concave relationship. The findings further indicated the need for more refined measures of disorganization and limitations of the current measures. While the study is exploratory in nature, this is the first study to date which attempts to measure disorganization in an applied setting. Thus, the work presented here is foundational to any future empirical studies on the topic. The limitations uncovered are of particular importance.
      Citation: Evidence-based HRM
      PubDate: 2020-08-25
      DOI: 10.1108/EBHRM-09-2019-0083
      Issue No: Vol. 9, No. 1 (2020)
       
  • Measuring school leaders' adaptability in the UAE: development of a scale
           to measure leadership adaptability

         This is an Open Access Article Open Access Article

    • Authors: Ali Aldhaheri
      Abstract: This paper presents a quantitative measurement instrument for Leadership Adaptability. Qualitative themes are examined, grouped and developed into 13 quantitative statements of Leadership Adaptability. A robust analysis is conducted to understand the relationships and underlying dimensions in the statements. Three types of dimension reduction techniques are employed: principal components analysis and two types of exploratory factor analysis. The instrument is tested in the form of a survey for the first time with public and private school leaders in the Emirate of Abu Dhabi (n = 167). The quantitative Leadership Adaptability scale is validated by applying robust tests of dimensionality, validity and reliability. The three dimension reduction tests identified that the 13 statements are measuring a single dimension of Leadership Adaptability, and should therefore be treated as a single homogeneous scale. Reliability analyses further confirmed the results of the dimension reduction results, with a high score for Cronbach's alpha of 0.953, classified as an “excellent” level of reliability. Discriminant validity tests of the 13 statements, analysed alongside the 20-item Cultural Intelligence Scale, further confirmed the statements as being a distinct scale. Applying the instrument to Abu Dhabi school leaders showed they have high levels of adaptability. This paper presents the first known quantitative measurement instrument for understanding Leadership Adaptability. This instrument addresses a need by developing a quantitative tool for researchers studying Leadership Adaptability, and it can be used to facilitate further exploration of this topic.
      Citation: Evidence-based HRM
      PubDate: 2020-07-25
      DOI: 10.1108/EBHRM-04-2020-0051
      Issue No: Vol. 9, No. 1 (2020)
       
  • Impacts of supportive HR practices and organisational climate on the
           attitudes of HR managers towards gender diversity – a mediated model
           approach
    • Authors: Kumar Biswas, Brendan Boyle, Sneh Bhardwaj
      Abstract: Using the theoretical lens of the behavioural perspective on HRM, this study examined a mediated model to understand the extent to which organisational factors such as supportive human resource management policies and practices (SHRPP) and organisational climate (OC) can influence the affective attitudes of HR managers towards promoting women into organisational leadership roles. Survey data collected from 182 human resource managers in Bangladesh were analysed using partial least squares–based structural equation modelling (PLS-SEM) and the PROCESS macro to test mediating effects. The results reveal that the adoption of SHRPP is positively associated with OC, which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Quantitative survey data collected from 182 human resource managers in Bangladesh were analysed using PLS-SEM and PROCESS macro. The results reveal that the adoption of SHRPP is positively associated with OC which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Self-report, cross-sectional survey data may contribute to the methodological bias such as common method bias (CMB). Harman's single-factor test revealed that no single component explained a major portion of the total variance. Furthermore, partial correlational analysis using a marker variable coupled with an assessment of social desirability indicates that common method variance is unlikely to have any CMB risks to the validity of the study results. From a practical point of view, the findings of this study suggest that supportive HR practices may create a positive organisational climate that leads to creating a healthy work environment ensuring an equal opportunity for everyone to grow and excel irrespective of their socio-cultural backgrounds and gender identity; thus, facilitating the organisation to take advantage of creativity and innovation offered by their talents, a critical factor for the organisation to survive and flourish in the dynamic market. The study findings provide insights into why organisations should adopt fair and transparent HR policies to create a congenial work climate impacting on positive social attitudes towards acceptance of a gender-balanced empowered society. To the best of author's knowledge, this is the first study that examined a mediated model to understand how organisational factors such as SHRPP and OC can impact on the affective attitudes of HR managers towards promoting women in the organisational leadership roles.
      Citation: Evidence-based HRM
      PubDate: 2020-07-19
      DOI: 10.1108/EBHRM-06-2019-0051
      Issue No: Vol. 9, No. 1 (2020)
       
  • Cognitive attunement in the face of organizational plasticity
    • Authors: Davide Secchi
      Abstract: The paper aims to use part of the distributed cognition literature to study how employees cope with organizational plasticity, in an attempt to identify the characteristics of cognitive plasticity. Evidence is collected by designing and implementing an agent-based computational simulation model (the IOP 2.0) where employees have the option to use external resources and the social environment to perform tasks. As plasticity is more effective when change and uncertainty are high, the simulation features an increase in the difficulty and number of tasks to which employees need to cope. Cooperation and sharing of competence and ability are key to cognitive plasticity. Being able to master the use of some resources, together with other employees’ competencies, make some achieve the most efficient task performance. The findings suggest that under conditions of change and plasticity, human resource management (HRM) shall attempt to develop measures to support employees' cognitive skills necessary to cope with it, for example, mostly through diagnosis, training and facilitating on-the-job dialogue. This is the first study that attempts a merger between organizational cognition and plasticity, and it is the first to match its results to HRM policy recommendations.
      Citation: Evidence-based HRM
      PubDate: 2020-07-14
      DOI: 10.1108/EBHRM-09-2019-0088
      Issue No: Vol. 9, No. 1 (2020)
       
  • From organizing to organizations: a typological scale of human relations
           management outside the legal world
    • Authors: Martin Neumann
      Abstract: The article examines strategies of human resource management in the absence of institutional hedging by norm-enforcing institutions such as a state monopoly of violence by using case studies of criminal organizations. This condition provides a test-bed for studying the effects of human relations management strategies on organizational performance. For this purpose, a case study methodology is applied. Three cases are selected to build a scale from complete plasticity of an undifferentiated network via a status differentiated gang to a hierarchical organization that provides social positions. The case studies are analysed by qualitative content analysis, network analysis and agent-based simulation. An undifferentiated network based on informal trust lacks mechanisms for conflict resolution. This is a highly vulnerable organizational structure. While a status differentiated gang is more resilient towards internal conflicts, its activities remain dependent on individually accumulated social capital. This organizational structure is not resilient over generations of actors. A hierarchical organization provides highest degree of structural resilience up to a level of a system of self-organized criticality. The study of human relations management outside the legal world provides insights into the basic mechanisms and functional effects of organizational activity.
      Citation: Evidence-based HRM
      PubDate: 2020-05-14
      DOI: 10.1108/EBHRM-07-2019-0060
      Issue No: Vol. 9, No. 1 (2020)
       
  • Organisational plasticity: can we really model human–agent
           behaviours'
    • Authors: Dale Richards
      Abstract: The ability for an organisation to adapt and respond to external pressures is a beneficial activity towards optimising efficiency and increasing the likelihood of achieving set goals. It can also be suggested that this very ability to adapt to one's surroundings is one of the key factors of resilience. The nature of dynamically responding to sudden change and then to return to a state that is efficient may be termed as possessing the characteristic of plasticity. Uses of agent-based systems in assisting in organisational processes may have a hand in facilitating an organisations' plasticity, and computational modelling has often been used to try and predict both agent and human behaviour. Such models also promise the ability to examine the dynamics of organisational plasticity through the direct manipulation of key factors. This paper discusses the use of such models in application to organisational plasticity and in particular the relevance to human behaviour and perception of agent-based modelling. The uses of analogies for explaining organisational plasticity is also discussed, with particular discussion around the use of modelling. When the authors consider the means by which the authors can adopt theories to explain this type of behaviour, models tend to focus on aspects of predictability. This in turn loses a degree of realism when we consider the complex nature of human behaviour, and more so that of human–agent behaviour. The methodology and approach used for this paper is reflected in the review of the literature and research. The use of human–agent behaviour models in organisational plasticity is discussed in this paper. The originality of this paper is based on the importance of considering the human–agent-based models. When compared to agent-based model approaches, analogy is used as a narrative in this paper.
      Citation: Evidence-based HRM
      PubDate: 2020-04-08
      DOI: 10.1108/EBHRM-09-2019-0090
      Issue No: Vol. 9, No. 1 (2020)
       
  • Evidence-based HRM
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