JournalTOCs

Journal of Organizational Effectiveness : People and Performance
Number of Followers: 9

Hybrid journal (It can contain Open Access articles)
ISSN (Print) 2051-6614 - ISSN (Online) 2051-6622
Published by Emerald

[362 journals]

The role of business strategy on the adoption and effectiveness of
broad-based employee share ownership
- Authors: Yeongjoon Yoon, Sukanya Sengupta
  Abstract: In this research, the authors try to answer the question of when broad-based employee share ownership (ESO) is more likely to be used and how it can be managed more effectively from the vertical fit perspective in strategic human resource management (HRM). The study analyzes an unbalanced panel sample of 614 organizations (1,601 organization-year data points) in South Korea, utilizing hierarchical linear modeling (HLM). The analysis demonstrates that organizations are more likely to adopt broad-based ESO when they utilize the prospector and analyzer strategies as opposed to the defender strategy. The analysis also reveals that the relationship between broad-based ESO and labor productivity is positive only when organizations utilize the prospector strategy as opposed to other types of strategies (i.e. analyzer and defender strategies). The findings first indicate that the decision to adopt a broad-based ESO in organizations should be informed by their business strategy if they want to enhance labor productivity. Specifically, the results demonstrate that only the prospector firms, rather than defenders or analyzers, can reap the productivity benefit of broad-based ESO. Second, since innovation is a major source of productivity for prospector firms, the findings demonstrate that a broad-based ESO can be a vehicle that drives innovation. As a result, firms may want to consider utilizing broad-based ESOs to foster innovation. The findings emphasize the relevance of the “vertical fit” perspective in examining the broad-based ESO and firm productivity relationship. Most past research utilized the “horizontal fit” framework in refining the relationship between broad-based ESO and productivity. Thus, the study emphasizes the need to utilize the “vertical fit” perspective, and not only the “horizontal fit” perspective, in the broad-based ESO research. Through this, the study meaningfully extends the research on the productivity effect of broad-based ESO by adding an important moderator (i.e. strategy) to the model.
  Citation: Journal of Organizational Effectiveness: People and Performance
  PubDate: 2021-05-06
  DOI: 10.1108/JOEPP-04-2020-0065
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
Ambidexterity, prosocial impact, and task performance in cross-functional
teams: the role of individual’s team identification
- Authors: Darwin Silalahi, Fiz Firmanzah, Irwan Adi Ekaputra, Riani Rachmawati, Manerep Pasaribu
  Abstract: This paper examines the motivational influence of individuals’ team identification (TID) on their ambidexterity (TA), prosocial impact (TPS), and task performance (TTP) at the team level of analysis, as well as investigates the role of TA in mediating TID’s relationship with both TTP and TPS. By using a cross-sectional sample of 102 cross-functional teams with a total of 362 individual members from 22 firms in the customer-facing industries of Indonesia, we analyzed multilevel data and tested hypotheses using aggregated team-level structural equation modeling (SEM). This study supports a significant positive relationship between TID and TA. Further, while TA fully mediates the relationship between TID and TTP, TID has a direct influence on TPS. This study contributes to filling the gaps in empirical evidence pertaining to the role of identity in motivating employees beyond their formal employment contracts. Their immediate leaders play a crucial role in individuals’ daily work lives and affect how they view their social identifications with their team, which subsequently contributes toward the enhancement of people and organizational performances. Our study offers empirical evidence in support of the identity-enhanced principal-agent model and contributes to the literature on Social Identity Theory with a focus on the individual-group interface. To our knowledge, our study is the first empirical research on the influence of TID on TA, TPT, and TPS across multiple firms in the customer-facing industries.
  Citation: Journal of Organizational Effectiveness: People and Performance
  PubDate: 2021-05-06
  DOI: 10.1108/JOEPP-12-2020-0237
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
Exploring the effects of small- and medium-sized enterprise employees' job
satisfaction on their innovative work behaviours: the moderating effects
of personality
- Authors: Michael Mustafa, Alan Coetzer, Hazel Melanie Ramos, Jorg Fuhrer
  Abstract: The purpose is to contribute to the debate on how job satisfaction might influence small and medium-sized enterprise (SME) employees' propensity to engage in innovative work behaviours. The authors examine the relations between job satisfaction and innovative work behaviour and each of its sub-dimensions: idea generation, promotion and realisation. Additionally, the authors explore the potential moderating effects of openness to experience and conscientiousness on the relations between job satisfaction and innovative work behaviour and each of the sub-dimensions of innovative work behaviour. Paper-based questionnaires were used to collect data from employees in 28 SMEs located in the Aargau region of Switzerland. All the SMEs were part of the high-tech manufacturing industry. The authors’ hypothesized model was tested using hierarchal regression analysis on a sample of 125 employees. Job satisfaction was positively related to innovative work behaviour and to each of its sub-dimensions: idea generation, promotion and realisation. Openness to experience moderated the relationships between job satisfaction and innovative work behaviour and job satisfaction and the sub-dimensions idea generation, idea promotion and idea realisation. However, conscientiousness did not moderate the relationship between job satisfaction and innovative work behaviour, nor between job satisfaction and each of the sub-dimensions of innovative work behaviour. Findings demonstrate that supportive work environments in SMEs which help develop job satisfaction among employees can have positive effects on the discretionary performances of employees. Studies that examine relationships between job satisfaction and innovative work behaviours in SMEs are extremely sparse. This study makes novel contributions to this line of inquiry by examining how job satisfaction relates to each of the three sub-dimensions of innovative work behaviour and by exploring the potential moderating roles of two important personality traits in these relationships.
  Citation: Journal of Organizational Effectiveness: People and Performance
  PubDate: 2021-04-29
  DOI: 10.1108/JOEPP-07-2020-0133
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
Examining the role of transformational leadership and mission valence on
burnout among hospital staff
- Authors: Janine Bosak, Steven Kilroy, Denis Chênevert, Patrick C Flood
  Abstract: The present study contributes to our understanding of how to curb burnout among hospital staff over time. The authors extend existing research by examining the mediating role of mission valence in the link between transformational leadership and burnout. Self-administered questionnaire data from employees in a Canadian general hospital (N = 185) were analyzed using a time-lagged research design to examine whether transformational leaders can increase employees' attraction to the organization's mission (i.e. mission valence) and in turn alleviate long-term burnout. Structural equation modeling analysis demonstrated that transformational leadership (time 1) was negatively related to the burnout components of emotional exhaustion and depersonalization (time 2). Further, the results showed that mission valence mediated these relationships. The study findings are important for managers and professionals as they identify transformational leadership as a potent strategy to alleviate employee burnout and clarify the process through which this is achieved, namely, by increasing mission valence. To date, surprisingly little research has explored how transformational leadership influences followers' burnout. To address this issue, the present study examined the role of transformational leadership on staff burnout through the mechanism of increasing mission valence. Understanding how to mitigate burnout is particularly critical in health care organizations given that burnout not only negatively impacts employee wellbeing but also the wellbeing and quality of care provided to patients.
  Citation: Journal of Organizational Effectiveness: People and Performance
  PubDate: 2021-03-26
  DOI: 10.1108/JOEPP-08-2020-0151
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
Everyone must help: performance implications of CEO and top management
team human capital and corporate political activity
- Authors: Christopher M. Harris, Lee Warren Brown
  Abstract: While research has shown that multiple actors, both internal and external to the organization, influence performance, oftentimes, these actors are studied in isolation. This paper aims to examine the performance implications of both top management team (TMT) and chief executive officer (CEO) human capital. In addition, the authors consider external actors' influence on performance by examining corporate political activity (CPA). The authors use a sample of National Collegiate Athletic Association (NCAA) football teams, examining human capital data on the head coaches and the assistant coaches, combined with the schools' participation in NCAA football committees. The study findings indicate that organizations engage in various market and nonmarket strategies in concert, and that different strategies result in performance outcome differences. Specifically, we examine how the use of CEO and TMT human capital and CPA interact and influence performance. The authors examine the moderating effects of political activity on the human capital–performance relationship for both top leaders and TMTs. Organizations benefit from investing in the human capital of their leaders internally and CPA externally. While organizations engage in market and nonmarket actions in concert, management research has generally studied these concepts in isolation. This paper suggests that both market and nonmarket activities can influence performance.
  Citation: Journal of Organizational Effectiveness: People and Performance
  PubDate: 2021-03-16
  DOI: 10.1108/JOEPP-07-2020-0131
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
Knowledge-sharing mechanisms: human resource practices and trust
- Authors: Huajiang Yu, Yoshi Takahashi
  Abstract: This study sought to examine the detailed mechanism of employee perceptions of commitment-based human resource practices (CBHRPs) to employee knowledge-sharing behavior (i.e. knowledge collection and knowledge contribution) by unveiling the “black box” of trust in the workplace. Based on data from 383 employees in China's Top Innovators in 2016, path analysis was used to test six hypotheses. Employee perceptions of CBHRPs, namely, selection, incentives and training and development, were positively related to employees' trust in coworkers, supervisors and the organization, which in turn was positively related to employees' knowledge collection and contribution behavior. Trust in the workplace fully mediated the relationship between employee perceptions of CBHRPs and employee knowledge sharing. Among CBHRPs, training and development practices had the strongest effects on employees' knowledge-sharing behavior. Among trust, trust in coworkers was found to be the closest related to knowledge-sharing behavior. Knowledge contribution was more related to CBHRPs through trust than knowledge collection was. Organizations can employ CBHRPs to enhance trust in the workplace and encourage employees to contribute toward and collect knowledge. Organizations need to pay more attention to employees' long-term investment, such as employee training and development. Organizations can perform human resource practices consistently and ensure that all employees are aware of practices in use to enhance employees' understanding of these practices. This study provides a detailed understanding of the relationship between human resource management and knowledge sharing. It also presents new empirical evidence in the research fields of human resource management and knowledge management, with implications for the development of employees' knowledge-sharing behavior.
  Citation: Journal of Organizational Effectiveness: People and Performance
  PubDate: 2021-03-15
  DOI: 10.1108/JOEPP-12-2019-0114
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
Journal of Organizational Effectiveness: People and Performance