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Journal of Organizational Effectiveness : People and Performance
Number of Followers: 6  Hybrid journal * Containing 2  Open Access article(s) in this issue *ISSN (Print) 2051-6614 - ISSN (Online) 2051-6622 Published by Emerald  [360 journals]
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- Criteria to appraise top executives for ambidextrous leadership
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Authors: Jan Laser
Abstract: This paper determines and analyses criteria for top executives to use in appraisal systems to promote ambidextrous leadership, enhancing the organization's ability to identify persons who can lead ambidextrously or determining the development potential of existing top executives. Using a theoretical-conceptual, triangulated approach, the investigation in this paper examines the requirements for top executives to lead ambidextrously. In a subsequent review and frequency analysis, the specific attributes/behaviours a top executive should possess are examined. Analysis of the application of these appraisal criteria is theoretical. The criteria listed in this paper (e.g. ambition, courage, vision) can be used to foster ambidextrous leadership when hiring or evaluating performance. These and/or the criteria already existing in an organization should be classified in one of the two categories presented (1. one-dimensional criteria: differentiation between exploration/exploitation is not necessary; 2. multidimensional criteria: differentiation between exploration and exploitation, opening and closing leadership, and first- and second-order changes is necessary) to differentiate the criteria and thereby illuminate their application in the areas of exploration and exploitation. Thus, a corresponding assessment of applicants and/or job holders for ambidextrous leadership is possible. This theoretical analysis contributes to the literature on top executives' recruitment, performance management, career and succession planning, focusing on ambidextrous leadership and organizational development by elucidating a differentiated concept for appraisal criteria so that the right person can be appointed to the top executive position or assigned to the necessary personnel development programme. Thus identified, a top executive may be positioned to maintain, improve or install ambidextrous leadership and practice in an organization.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-05-13
DOI: 10.1108/JOEPP-06-2020-0094
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- The effect of intra-organizational knowledge hiding on employee turnover
intentions: the mediating role of organizational embeddedness: a case
study of knowledge workers of IRIB-
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Authors: Saeed Sheidaee , Maryam Philsoophian , Peyman Akhavan
Abstract: This paper aims to examine the relationship between intra-organizational knowledge hiding (I-OKH) and turnover intention via the mediating role of organizational embeddedness. A model was developed and tested with data collected from 276 knowledge workers from the Islamic Republic of Iran Broadcasting (IRIB) using Smart PLS3 to test the hypotheses. Results show that organizational embeddedness mediates the relationship between intra-organizational knowledge hiding and turnover intention because intra-organizational knowledge hiding relates negatively to organizational embeddedness, which, in turn, has a negative effect on turnover intentions. This study can be beneficial for organizations that employ knowledge workers. The management should pay attention to the existence and consequences of intra-organizational knowledge hiding to control one of the causing factors of weakened organizational embeddedness, which, in turn, increases employee turnover intentions. This study is the first attempt to analyze knowledge hiding from a third-person point of view. Moreover, this is the first to examine the mediating role of organizational embeddedness in the relationship between intra-organizational knowledge hiding and employee turnover intentions, enriched by employing the data from the knowledge workers beyond the Anglo-American-European world.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-05-03
DOI: 10.1108/JOEPP-05-2021-0131
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- A bigger challenge: types of perceived corporate hypocrisy in employees
and their resulting attitudes and turnover intentions-
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Authors: Saheli Goswami
Abstract: The purpose of this study was to investigate the comparative impacts of the four salient aspects of employees' perceived corporate hypocrisy (PCH), namely PCH based on psychological contract breach (CB), perceived lack of morality (MOR), double standards (DS) and word–action gap (WA), on employees' turnover intentions and attitudes towards corporations. A self-reported online survey was designed to collect data from 520 retail employees using Qualtrics. PCH-MOR had the most detrimental effect on employees' attitudes and turnover intentions compared to other PCH types. PCH-DS had the second highest negative impact on employees' attitudes, whereas PCH-WA was the second highest predictor of turnover intentions. Employees' negative responses were more concerning for PCH attributed to organizational aspects than the personnel aspects of corporations. PCH-CB was observed to have no significant impact on employees. The study generated a deeper understanding of the multi-faceted PCH. It identified the types of PCH that need to be prioritized to guide corporations in attributing the correct areas of concern and determining the scopes of management. While prior research conceptualized employees' PCH as a single-dimensional construct, this study is the first to acknowledge its multi-faceted nature. Although a few studies theoretically proposed its salient aspects, this study presented empirical evidence of this framework, comparing their varied impacts on employees. Contrary to the dominant notion of characterizing PCH as WA, this research presented evidence that employees' PCH characterized by a perceived lack of morality was more worrisome. This study presented empirical evidence for the organizational and individual levels of PCH, noting PCH attributed to organizational aspects as a bigger concern.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-05-02
DOI: 10.1108/JOEPP-07-2021-0186
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Empowering leadership and healthcare workers performance outcomes in times
of crisis: the mediating role of safety climate-
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Authors: Khalid Abed Dahleez , Mohammed Aboramadan , Nabila Abu sharikh
Abstract: Drawing upon the norm of reciprocity and social exchange theory, the purpose of this study is to propose and empirically test a model on the relationship between empowering leadership and employees' work-related outcomes during the COVID-19 pandemic. In this model, safety climate was theorized as an intervening mechanism between (1) empowering leadership and organizational citizenship behavior (OCB) and (2) empowering leadership and risk-taking behavior. Using a cross-sectional research design, data were gathered from a sample of 228 full-time staff working in the healthcare sector in Palestine. Data were analyzed using partial least squares-structural equation modeling to examine the proposed hypotheses. The results show that empowering leadership is related to extra-role behaviors in a time of crisis. Furthermore, the results suggest that safety climate fully mediates the relationships between (1) empowering leadership and OCB and (2) empowering leadership and risk-taking behavior. Healthcare administrators are invited to train their supervisors to foster the empowerment philosophy, especially during crisis times, and select leaders with empowering mentality. Besides, healthcare administrators are called upon to consider the critical role of maintaining a safe climate since it is related to employees' outcomes. In this study, the authors contribute to leadership literature in crisis times by highlighting the critical role of leadership in sharing power and control with employees to encourage their OCB and willingness to take risks for the organization's interest. Moreover, to the researchers' best knowledge, this study is among the few studies that examine the consequences of empowering leadership in crisis times.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-04-08
DOI: 10.1108/JOEPP-03-2021-0080
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- An integrated conceptual framework of the glass ceiling effect
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Authors: Mansi Maheshwari , Usha Lenka
Abstract: This study aims to undertake an in-depth analysis of glass ceiling literature and suggest some directions for future research. A systematic review of the glass ceiling literature was carried out using academic databases like Scopus, EbscoHost and Proquest. Social and cultural stereotypes give rise to individual barriers in the form of lack of selfconfidence and lack of ambition for managerial posts. Social norms also create organizational barriers in the form of “think manager think male” stereotype and discriminatory corporate policies. These organizational barriers further lower the self-confidence of women and exaggerate work-family conflict. Policy barriers in the form of lack of stringent laws and policies also create glass ceiling for women employees. Glass ceiling leads to various consequences which have been further classified as organizational and individual level consequences. The study also highlights that contextual variables like level of education, age, social class, marital and motherhood status influence the perceptions towards the role of different factors in creating glass ceiling. This review highlights that though several levels of barriers exist for women aspiring for a managerial position, the main problem lies in conscious and unconscious stereotypes that often find their way in the organizations through gendered culture and gender discriminatory corporate practices. Therefore, organizations should firstly work on reorienting the attitudes of its employees towards women employees by conducting gender sensitization programmes for all the employees at the workplace. These gender sensitization programmes should aim at making people aware about the unconscious stereotypes that somehow find way in their speech and actions. Secondly, the organizations should work on extending the family friendly programmes to every employee irrespective of gender and every one should be encouraged to avail those policies so that female employees do not suffer from bias due to lack of visibility. Thirdly, organizations should work on introducing scientific procedures for performance evaluation to ensure removal of any form of bias during the process of appraisal. By creating a positive and equitable work environment for women employees, firms can combat their feelings of stress and burnout and can significantly improve their bottomline. The positive steps that will be taken by organizations will put forward a positive example for the society as well. Even though more than three decades have passed since the term “glass ceiling” made inroads in the management literature, till date, there has been no study that holistically reviews various dimensions of glass ceiling literature. Hence, this is the first study that systematically reviews the existing literature on glass ceiling. Based on the review, the study also proposes an integrated conceptual framework highlighting interrelationship between various causes and consequences of glass ceiling and sheds light on the directions along which future studies can be carried out.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-04-05
DOI: 10.1108/JOEPP-06-2020-0098
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Team emergent states and team effectiveness: the roles of inclusive
leadership and knowledge sharing-
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Authors: Sangok Yoo , Baek-Kyoo (Brian) Joo , Jae Hang Noh
Abstract: The purposes of the study are to examine the relationships between team emergent states (TES) (i.e. compelling direction, team identity and psychological safety) and team effectiveness outcomes (i.e. team performance, team satisfaction and growth experience), and investigate the mediating role of knowledge sharing and the moderating role of inclusive leadership in those relationships. This study employed hierarchical multiple regression analysis and bootstrap analyses to test the hypotheses by using data from 73 teams in eight South Korean firms. Psychological safety was found to be a significant TES for team effectiveness outcomes. Knowledge sharing mediated the relationship between TES and team effectiveness. Lastly, inclusive leadership positively moderated (1) team identity-knowledge sharing; (2) psychological safety-knowledge sharing; and (3) team identity-team performance relationships. The authors’ findings suggest that managers cultivate a psychologically safe team climate and show inclusiveness to build successful teams. This study also emphasizes the importance of knowledge sharing to turn positive TES into team effectiveness. From a comprehensive perspective, the findings show the detailed mechanism in which TES relate to team effectiveness mediated by knowledge sharing. In particular, the authors' endeavor further determines the different roles of inclusive leadership, as a boundary condition, in the mechanism.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-03-24
DOI: 10.1108/JOEPP-05-2021-0120
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Engaging older workers: the role of a supportive psychological climate
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Authors: Steven Kilroy , Karina Van de Voorde , Dorien Kooij , Sophie van den Dungen
Abstract: The purpose of this study is to investigate if a supportive psychological climate specifically aimed at older workers (i.e. employee perceptions that the organization supports and activates older workers) will result in higher levels of older workers' vitality and dedication mediated through increased levels of older workers' perceived organizational support (POS). The authors conducted a two-wave survey study among 209 older university employees (aged above 45 years) using structural equation modeling. The results revealed that a change in supportive psychological climate is positively associated with a change in vitality and dedication, which was mediated by a change in POS. Since workforces are aging around the world, one of the most pressing challenges for human resource managers is to find effective strategies to encourage older workers to remain engaged and active members of the workforce for as long as possible. In this study, the authors demonstrate that a supportive psychological climate for older workers is particular important in this regard. The main contribution of this study is that it identifies the important role of a supportive psychological climate for older workers in predicting older workers engagement i.e. vitality and dedication, while also shedding light on the underlying mechanisms involved.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-03-08
DOI: 10.1108/JOEPP-04-2021-0097
Issue No: Vol. 9 , No. 2 (2022)
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- Loneliness influences avoidable absenteeism and turnover intention
reported by adult workers in the United States
Open Access Article-
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Authors: Anne Bowers , Joshua Wu , Stuart Lustig , Douglas Nemecek
Abstract: Loneliness is known to adversely impact employee health, performance and affective commitment. This study involves a quantitative cross-sectional analysis of online survey data reported by adults employed in the United States (n = 5,927) to explore how loneliness and other related factors may influence avoidable absenteeism and turnover intention. Worker loneliness was assessed using the UCLA Loneliness Scale (Version 3). Composite variables were constructed as proxy measures of worker job and personal resources. Structural equation modeling (SEM) was used to examine independent variable effects on dependent outcomes of (a) work days missed in the last month due to stress (stress-related absenteeism) and (b) likelihood to quit within the next year (turnover intention). The job resources of social companionship, work-life balance and satisfaction with communication had significant negative relationships to loneliness in the SEM, as did the personal resources of resilience and less perceived alienation. Results further show lonely workers have significantly greater stress-related absenteeism (p = 0.000) and higher turnover intention ratings (p = 0.000) compared to workers who are not lonely. Respondent demographics (age, race and gender) and other occupational characteristics also produced significant outcomes. Study findings underscore the importance of proactively addressing loneliness among workers and facilitating job and personal resource development as an employee engagement and retention strategy. Loneliness substantially contributes to worker job withdrawal and has negative implications for organizational effectiveness and costs.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-02-21
DOI: 10.1108/JOEPP-03-2021-0076
Issue No: Vol. 9 , No. 2 (2022)
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- Promise versus reality: a systematic review of the ongoing debates in
people analytics
Open Access Article-
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Authors: Steven McCartney , Na Fu
Abstract: According to the significant growth of literature and continued adoption of people analytics in practice, it has been promised that people analytics will inform evidence-based decision-making and improve business outcomes. However, existing people analytics literature remains underdeveloped in understanding whether and how such promises have been realized. Accordingly, this study aims to investigate the current reality of people analytics and uncover the debates and challenges that are emerging as a result of its adoption. This study conducts a systematic literature review of peer-reviewed articles focused on people analytics published in the Association of Business School (ABS) ranked journals between 2011 and 2021. The review illustrates and critically evaluates several emerging debates and issues faced by people analytics, including inconsistency among the concept and definition of people analytics, people analytics ownership, ethical and privacy concerns of using people analytics, missing evidence of people analytics impact and readiness to perform people analytics. This review presents a comprehensive research agenda demonstrating the need for collaboration between scholars and practitioners to successfully align the promise and the current reality of people analytics. This systematic review is distinct from existing reviews in three ways. First, this review synthesizes and critically evaluates the significant growth of peer-reviewed articles focused on people analytics published in ABS ranked journals between 2011 and 2021. Second, the study adopts a thematic analysis and coding process to identify the emerging themes in the existing people analytics literature, ensuring the comprehensiveness of the review. Third, this study focused and expanded upon the debates and issues evolving within the emerging field of people analytics and offers an updated agenda for the future of people analytics research.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2022-01-06
DOI: 10.1108/JOEPP-01-2021-0013
Issue No: Vol. 9 , No. 2 (2022)
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- The link between networking behaviours and work outcomes: the role of
political skills-
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Authors: Saroja Kumari Wanigasekara , Muhammad Ali , Erica French
Abstract: Networking behaviours are important for a range of work outcomes. Little empirical evidence of how internal vs external networking behaviours influence job commitment and job performance exists and whether political skills moderate these relationships. Using theories of social capital and personal initiative, this study examines the effect of internal and external networking behaviours on job commitment and job performance in the context of political skills. Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviours, political skills and work outcomes were collected via a survey of middle managers and their supervisors from ten private sector organisations operating in Sri Lanka. Study 2 data were collected via interviews of a set of middle managers and their supervisors. Study 1 findings indicate a positive relationship between internal networking behaviours and both job commitment and job performance. The authors also found a moderating effect of political skills on internal networking behaviours and job commitment. Study 2 findings explained, strengthened and extended results of Study 1. Middle managers can use these research findings to understand how internal networking behaviours improve their job commitment and job performance. These managers can use their political skills and internal networking behaviours to improve their job commitment. They can also advance their career through improved job commitment and job performance. Senior managers and human resource managers should facilitate and encourage internal networking behaviours. Training and development managers should develop middle managers' networking behaviours and political skills. This study provides pioneering evidence of how internal networking behaviours impact middle managers' job performance and job commitment, and how internal networking behaviours improve job commitment for middle managers with high political skills.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2021-12-21
DOI: 10.1108/JOEPP-03-2021-0067
Issue No: Vol. 9 , No. 2 (2021)
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- How job resources influence employee productivity and technology-enabled
performance in financial services: the job demands–resources model
perspective-
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Authors: Sanna Nuutinen , Salla Ahola , Juha Eskelinen , Markku Kuula
Abstract: This study aims to provide insight into the relationship between job resources (job control and possibilities for development at work) and employee performance, measured as employee productivity and technology-enabled performance, by examining the role of employee well-being (work engagement and emotional exhaustion). The data comprised two overlapping data sets collected from a large financial institution; Study 1 employed survey data (N = 636), whereas study 2 employed register data on job performance collected over a one-year period combined with survey data (N = 143). The data were analysed through structural equation modelling. Study 1 indicated that job resources were positively associated with technology-enabled performance more strongly through work engagement than emotional exhaustion. Study 2 revealed that emotional exhaustion was associated with lower employee productivity, whereas work engagement was not. Furthermore, the results indicated that job control was related to higher productivity through a lower level of emotional exhaustion. The study's findings point to the importance of developing interventions that decrease emotional exhaustion. This is one of the first studies to measure employee productivity longitudinally as a ratio of inputs (working time) to outputs (relevant job outcomes) over one year. This study contributes to the job demands–resources model (JD-R) literature by showing the importance of job control in fostering both employee productivity and more positive perceptions of technology.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2021-12-13
DOI: 10.1108/JOEPP-01-2021-0014
Issue No: Vol. 9 , No. 2 (2021)
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- Choosing the right (HR) metrics: digital data for capturing team
proactivity and determinants of content validity-
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Authors: Greta Ontrup , Pia Sophie Schempp , Annette Kluge
Abstract: The purpose of this paper is to explore how positive organizational behaviors, specifically team proactivity, can be captured through digital data and what determines content validity of these data. The aim is to enable scientifically rigorous HR analytics projects for measuring and managing organizational behavior. Results are derived from interview data (N = 24) with team members, HR professionals and consultants of HR software. Based on inductive qualitative content analysis, the authors clustered six data types generated/recorded by 13 different technological applications that were proposed to be informative of team proactivity. Four determinants of content validity were derived. The overview of technological applications and resulting data types can stimulate diverse HR analytics projects, which can contribute to organizational performance. The authors suggest ways to control for the threats to content validity in the design of HR analytics or research projects. HR analytics projects in the application field of managing organizational behavior are rare. This paper provides starting points for choosing data to measure team proactivity as one form of organizational behavior and guidelines for ensuring their validity.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2021-11-15
DOI: 10.1108/JOEPP-03-2021-0064
Issue No: Vol. 9 , No. 2 (2021)
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- Emotional intelligence and work engagement: a serial mediation model
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Authors: Olusoji James George , Samuel Essien Okon , Godbless Akaighe
Abstract: Emotional intelligence (EI) plays a vital role in work and non-work outcomes. Gaps exist in the role of contextual factor (i.e. perceived organisational support, POS) and personal resource (i.e. psychological capital, PsyCap) in investigating employees’ EI. This current research draws on the cognitive–motivational–reactional theory of emotions and conservation of resources theory in examining the serial explanatory pathways between EI and work engagement. Data were collected at three points of measurement from the public sector in Nigeria. The authors tested their serial mediation model with a sample of 528 public sector employees using PROCESS macro with a bias-corrected bootstrapping method. The findings show that EI was positively related to work engagement. EI exerted an indirect effect on PsyCap via POS. The indirect effect of EI on work engagement was serially mediated by POS and PsyCap. Organisations need to pay attention to the level of support they provide to employees, given that employees differ in their emotional appraisal and regulations. The way employees perceive organisational support is vital to helping them stimulate their personal resources towards work goals. This study further accentuates the fact that emotionally intelligent employees tend to understand how to manage their emotions and that of others in a way that leads to a higher level of work engagement. This paper addresses gaps in the literature on EI and regulations in the changing and challenging world of work. In so doing, this paper contributes to the literature by deepening our understanding of the complex relationship between EI, POS, PsyCap and work engagement. Theoretical and practical implications for employees’ emotional appraisal and regulations are discussed.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2021-10-19
DOI: 10.1108/JOEPP-02-2021-0025
Issue No: Vol. 9 , No. 2 (2021)
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- Let's work together, especially in the pandemic: finding ways to encourage
problem-focused voice behavior among passionate employees-
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Authors: Dirk De Clercq , Renato Pereira
Abstract: This study seeks to unravel the relationship between employees' passion for work and their engagement in problem-focused voice behavior by identifying a mediating role of their efforts to promote work-related goal congruence and a moderating role of their perceptions of pandemic threats to the organization. The research hypotheses were tested with quantitative data collected through a survey instrument administered among 158 employees in a large Portuguese-based organization that operates in the food sector, in the midst of the coronavirus disease 2019 (COVID-19) pandemic. The Process macro was applied to assess the moderated mediation dynamic that underpins the proposed theoretical framework. Employees' positive work-related energy enhances their propensity to speak up about organizational failures because they seek to find common ground with their colleagues with respect to the organization's goals and future. The mediating role of such congruence-promoting efforts is particularly prominent to the extent that employees dwell on the threats that a pandemic holds for their organization. The study pinpoints how HR managers can leverage a negative situation—employees who cannot keep the harmful organizational impact of a life-threatening virus out of their minds—into productive outcomes, by channeling positive work energy, derived from their passion for work, toward activities that bring organizational problems into the open. This study adds to HR management research by unveiling how employees' attempts to gather their coworkers around a shared work-related mindset can explain how their passion might spur reports of problem areas, as well as explicating how perceived pandemic-related threats activate this process.
Citation: Journal of Organizational Effectiveness: People and Performance
PubDate: 2021-10-11
DOI: 10.1108/JOEPP-05-2021-0121
Issue No: Vol. 9 , No. 2 (2021)
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- Journal of Organizational Effectiveness: People and Performance
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