An empirical investigation of predicting employee performance through succession planning

2019 ◽  
Vol 8 (1) ◽  
pp. 79-91 ◽  
Author(s):  
Zulqurnain Ali ◽  
Aqsa Mehreen
Keyword(s):  
Organizational Performance ◽  
Succession Planning ◽  
Longitudinal Design ◽  
Employee Performance ◽  
Large City ◽  
Well Being ◽  
Individual Performance ◽  
Self Report ◽  
Equation Modeling ◽  
Content Type

Purpose Leadership development practices develop future leaders for the organizations which are evidence for the proper utilization of organizational resources. The purpose of this paper is to integrate succession planning into the job demands–resources (JD–R) model to predict individual performance. Design/methodology/approach In total, 239 participants were drawn from commercial banks located in a large city of Pakistan through a structured questionnaire. The proposed model was tested through structural equation modeling. Findings The results from 239 participants suggest that succession planning has a direct and indirect effect on engagement and employee performance through the JD–R model. Furthermore, job resources and engagement mediate the association between succession planning and employee performance. Research limitations/implications The present study employed a cross-sectional approach, and all constructs were answered on a self-report questionnaire. Thus, the findings should be validated through a longitudinal design by employing a more objective construct. Practical implications The banks should adopt proactive succession system to improve individual and organizational performance. Succession planning helps the banks to reduce recruitment cost and promote internal hiring. This study supports the managerial decisions making by mobilizing skilled and talented employees in the sudden resignation of a bank employee. Social implications Succession planning seems an important development factor that directly improves employees’ well-being through the JD–R model. Originality/value The present study demonstrates the integration of the JD–R model into succession planning.

Organizational justice and work engagement: the mediating effect of self-leadership

2016 ◽  
Vol 37 (6) ◽  
pp. 711-729 ◽  
Author(s):  
Yukyung Park ◽  
Ji Hoon Song ◽  
Doo Hun Lim
Keyword(s):  
Organizational Performance ◽  
Organizational Justice ◽  
Social Relations ◽  
Work Engagement ◽  
Organizational Context ◽  
Mediating Effect ◽  
Self Report ◽  
Equation Modeling ◽  
Organizational System ◽  
Content Type

Purpose – The purpose of this paper is to examine the effect of organizational justice on work engagement and the mediating effect of employees’ self-leadership on this relationship within the Korean organizational context. Design/methodology/approach – Cross-sectional, self-report data on organizational justice, work engagement, and self-leadership were obtained from 237 employees in Korea. Structural equation modeling was mainly used for data analyses. Findings – The results revealed the direct significant effect of organizational justice on both self-leadership and work engagement. Also, self-leadership was found to have a significant effect on work engagement as well as a partial mediating effect on the relationship between organizational justice and employees’ work engagement. Research limitations/implications – The social relations and personal behavioral components were conjointly analyzed to measure organizational justice. Harman’s single factor test and unmeasured latent variable tests were performed to minimize the chance of the common method variance (CMV) issue, additional suggestion was provided to prevent CMV issue for future research. Practical implications – These results could be used for designing an organizational system and structure based on the interactive relations between social structure and behaviors to improve organizational performance. Originality/value – The research, which has conceptualized the interactions between social relations and individual behaviors to measure the organizational justice level, is rare.

Self-reflection as a mediator between self-efficacy and well-being

2016 ◽  
Vol 31 (1) ◽  
pp. 18-33 ◽  
Author(s):  
Inge van Seggelen - Damen ◽  
Karen van Dam
Keyword(s):  
Job Satisfaction ◽  
Emotional Exhaustion ◽  
Self Efficacy ◽  
Longitudinal Research ◽  
Well Being ◽  
Self Report ◽  
Equation Modeling ◽  
Content Type ◽  
Self Reflection

Purpose – How does self-efficacy affect employee well-being? The purpose of this paper is to increase insight in the underlying process between employee self-efficacy and well-being at work (i.e. emotional exhaustion and job satisfaction) by investigating the mediating role of employees’ engagement in reflection and rumination. Design/methodology/approach – A representative sample of the Dutch working population (n=506) filled out an online questionnaire. Structural equation modeling was used to test the measurement model and research model. Findings – As predicted, self-efficacy was significantly related to emotional exhaustion and job satisfaction. Rumination mediated the self-efficacy-exhaustion relationship. Reflection did not serve as a mediator; although reflection was predicted by self-efficacy, it was unrelated to exhaustion and job satisfaction. Research limitations/implications – This cross-sectional study was restricted to self-report measures. Longitudinal research is needed to validate the findings and to further investigate the relationship between reflection and rumination. Practical implications – Organizations might try to support their employees’ well-being through interventions that strengthen employees’ self-efficacy, and prevent or decrease rumination. Originality/value – This study increases the understanding of the role of reflection and rumination at work. The findings indicate that self-reflection can have positive as well as negative outcomes.

Impact of human resource development (HRD) practices on pharmaceutical industry’s performance

2019 ◽  
Vol 43 (1/2) ◽  
pp. 188-210 ◽  
Author(s):  
Frank Nana Kweku Otoo ◽  
Evelyn Akosua Otoo ◽  
Godfred Kwame Abledu ◽  
Akash Bhardwaj
Keyword(s):  
Pharmaceutical Industry ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Structural Equation ◽  
Employee Performance ◽  
Resource Development ◽  
Equation Modeling ◽  
Content Type ◽  
Pharmaceutical Industries

Purpose The purpose of this paper is to examine the mediating role of employee performance in the association between human resource development (HRD) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 700 employees of the selected pharmaceutical industries. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRD practices influence organizational performance through their impact on employee performance. The study further revealed that employee performance mediates the association between HRD practices and organizational performance. Research limitations/implications The research was undertaken in the pharmaceutical industry and the analysis is based on cross-sectional data, which cannot be generalized across a broader range of sectors. Practical implications The findings of the study have the potential to help policy makers, stakeholders and management of pharmaceutical industries in adopting properly and well-articulated HRD practices to enhance the quality of human capital and create sustainable competitive advantage. Originality/value This study extends the literature by adducing evidence empirically that employee performance mediated the association between HRD practices and organizational performance of the pharmaceutical industry in Ghana.

HR practices and employee performance: the mediating role of well-being

2018 ◽  
Vol 40 (2) ◽  
pp. 227-243 ◽  
Author(s):  
Violetta Khoreva ◽  
Heidi Wechtler
Keyword(s):  
Job Performance ◽  
Employee Performance ◽  
Well Being ◽  
Unintended Consequences ◽  
Professional Service ◽  
Equation Modeling ◽  
Content Type ◽  
Hr Practices ◽  
Study Results ◽  
Different Dimensions

Purpose The purpose of this paper is to examine the associations between the skill-, motivation- and opportunity-enhancing dimensions of human resource (HR) practices and in-role and innovative job performance. Furthermore, it considers the mediating effects of psychological, physical and social employee well-being on these associations. Design/methodology/approach Structural equation modeling was utilized to analyze multi-source survey data from a sample of 300 employees and 34 immediate supervisors in a professional service company in Finland. Findings The results indicate that whereas physical and social employee well-being partially mediate the association between skill- and opportunity-enhancing HR practices and in-role job performance, psychological employee well-being partially mediates the association between motivation-enhancing HR practices and innovative job performance. Research limitations/implications Given its cross-sectional nature, the authors cannot completely exclude the possibility of common method bias influencing the study results. The authors thus call for longitudinal research to examine the nature of causality within the associations analyzed in the study. Originality/value This study does not support the notion of trade-offs between HR practices, employee well-being and employee performance. Instead, it illustrates that even though different dimensions of HR practices enhance different dimensions of employee well-being, which, in turn, increase different types of employee performance, the different dimensions of HR practices work in the same direction and do not generate any unintended consequences in terms of reduced employee physical well-being.

Career competencies and job crafting

2016 ◽  
Vol 21 (6) ◽  
pp. 587-602 ◽  
Author(s):  
Judith Plomp ◽  
Maria Tims ◽  
Jos Akkermans ◽  
Svetlana N. Khapova ◽  
Paul G.W. Jansen ◽  
...  
Keyword(s):  
Well Being ◽  
Proactive Personality ◽  
Self Report ◽  
Job Crafting ◽  
Survey Study ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Job Redesign ◽  
Career Competencies

Purpose The purpose of this paper is to bring together job design and career theory in the examination of how proactive employees optimize their well-being (i.e. job satisfaction and perceived health) through job crafting and career competencies. This study offers an integrated account of the pathway from proactive personality to well-being. Design/methodology/approach Data were collected by a cross-sectional self-report survey study among 574 employees working in various organizations. Findings The results of structural equation modeling analyses supported the proposed double mediation model: job crafting and career competencies both mediated the positive relationship between proactive personality and well-being. The findings suggest that proactive employees can enhance their well-being both through proactive job redesign and the development of career-related skills and abilities. Research limitations/implications This study precludes causal explanations. Future research should further investigate the role of employee proactivity related to contemporary work topics, including temporary contracts and self-employment. Practical implications Managers and HR practitioners can optimize employee well-being by focusing on HR policies related to job redesign, as well as investing in training and development of career competencies. Originality/value This paper integrates two research domains by exploring how proactive employees take a proactive stance toward their job as well as their career, and investigates how this proactive approach contributes to their well-being. In addition, the authors demonstrated a link between the development of career competencies and employee health.

scholarly journals Comparing transformational and instrumental leadership

2019 ◽  
Vol 16 (2) ◽  
pp. 143-160 ◽  
Author(s):  
Cristiane Benedetti Chammas ◽  
José Mauro da Costa Hernandez
Keyword(s):  
Structural Equation ◽  
Employee Performance ◽  
Individual Performance ◽  
Primary Data ◽  
Equation Modeling ◽  
Theoretical Understanding ◽  
Content Type ◽  
Individual Type ◽  
The Individual ◽  
Leadership Types

Purpose The purpose of this study is to investigate the influence of transformational and instrumental leadership on the individual performance of the employee and the financial performance in Brazilian startups. Design/methodology/approach The adopted methodological construction strategy was structural equation modeling, with the purpose of applying the model to primary data collected from a sample of leaders of Brazilian startups (n = 126). Findings Results suggest that when leadership types are analyzed separately, both directly influence employee performance. Originality/value This study has four main contributions: to test the influence of the two leadership styles on employee performance and thus to help advance the theoretical understanding of leadership; to perform this test in the context of Brazilian startups; to equip professionals with more information about the effects of crucial leadership types on individual type of employee performance; and to expand knowledge for recruitment and managerial training in initial-stage companies.

scholarly journals Linking perceptions of organizational support to temporary agency workers’ well-being

2019 ◽  
Vol 27 (5) ◽  
pp. 1376-1391
Author(s):  
Sílvia Lopes ◽  
Maria José Chambel ◽  
Francisco Cesário
Keyword(s):  
Organizational Support ◽  
Structural Equation ◽  
Longitudinal Design ◽  
Autonomous Motivation ◽  
Well Being ◽  
Equation Modeling ◽  
Content Type ◽  
Controlled Motivation ◽  
The Relationship ◽  
Temporary Agency Workers

Purpose This research focused on agency work. Previous studies highlighted the importance of motivations to understand workers’ attitudes, behaviors and well-being. Thus, the purpose of this paper is to analyze the contribution of perceptions of support from organizations to autonomous motivation for temporary agency employment, the relationship of motivations with workers’ well-being and the mediating role of motivations between perceptions of organizational support (POS) and workers’ well-being. Design/methodology/approach The hypotheses were tested with a sample of 3,983 temporary agency workers and using structural equation modeling. Findings The authors verified that POS from the agency contributed to both autonomous motivation and controlled motivation for temporary agency employment, whereas POS from the client company only contributed to autonomous motivation for temporary agency employment. Moreover, autonomous motivation for temporary agency employment was positively associated with workers’ well-being. Contrary to expectations, controlled motivation for temporary agency employment was not significantly associated with workers’ well-being. As predicted, autonomous motivation for temporary agency employment was a mediator in the relationship between POS and workers’ well-being. Research limitations/implications The study relies on self-reported data, and it does not have a longitudinal design. Practical implications An important implication of this research study is that organizations, through the support provided to the workers, may contribute positively to increase workers’ autonomous motivation for temporary agency employment, and, in turn, more autonomous motivation for temporary agency employment relates to higher levels of workers’ well-being. Originality/value The study innovates by including in the same model variables that may contribute to workers’ motivation for temporary agency employment as well as the outcomes that may arise from workers’ motivation for temporary agency employment.

Virtuous leadership: a source of employee well-being and trust

2020 ◽  
Vol 43 (8) ◽  
pp. 951-970
Author(s):  
Martijn Hendriks ◽  
Martijn Burger ◽  
Antoinette Rijsenbilt ◽  
Emma Pleeging ◽  
Harry Commandeur
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Work Engagement ◽  
Structural Equation ◽  
Online Survey ◽  
Well Being ◽  
Equation Modeling ◽  
Content Type ◽  
Work Related ◽  
Virtuous Leadership

Purpose The purpose of this paper is to examine how a supervisor’s virtuous leadership as perceived by subordinates influences subordinates’ work-related well-being and to examine the mediating role of trust in the leader and the moderating roles of individual leader virtues and various characteristics of subordinates and organizations. Design/methodology/approach An online survey was conducted through Prolific among a self-selected sample of 1,237 employees who worked with an immediate supervisor across various industries in primarily the UK and the USA. Structural equation modeling was used to test the hypotheses. Findings The empirical results indicate that an immediate supervisor’s virtuous leadership as evaluated by the subordinate positively influences all three considered dimensions of work-related well-being – job satisfaction, work-related affect and work engagement – for a wide variety of employees in different industries and countries. A subordinate’s greater trust in the supervisor fully mediates this positive influence for job satisfaction and work engagement and partially for work-related affect. All five individual core leader virtues – prudence, temperance, justice, courage and humanity – positively influence work-related well-being. Practical implications The findings underscore that promoting virtuous leadership is a promising pathway for improved employee well-being, which may ultimately benefit individual and organizational performance. Originality/value Despite an age-old interest in leader virtues, the lack of consensus on the defining elements of virtuous leadership has limited the understanding of its consequences. Building on recent advances in the conceptualization and measurement of virtuous leadership and leader character, this paper addresses this void by exploring how virtuous leadership relates to employees’ well-being and trust.

Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm

2020 ◽  
Vol 14 (1) ◽  
pp. 62-90 ◽  
Author(s):  
Debarun Chakraborty ◽  
Wendrila Biswas
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Succession Planning ◽  
Resource Planning ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Human Resource Planning ◽  
Content Type ◽  
Analysis And Design ◽  
Competitive Edge

Purpose The momentum of globalization has helped the organization to gain new insights into the domain of human resources (HRs). The changing nature of work has affected the coherence of the workplaces. Today, it is essential to preserve and nurture the cognitive and creative abilities of the diverse group of employees so that concrete outcomes and actions can be achieved. Human resource planning (HRP) is one of the processes that facilitate the development of employees and the integration of their individual goals with the business plans. This paper aims to produce useful predictions and unprecedented direction to boost organizational performance amidst cyclical business fluctuations. The innovative HRP programs minimize the dysfunctional aspects of employee handling through proper assessment of their skills and abilities. This inclusive approach initiates a sustainable journey for the firm and heightens its competitive edge. Design/methodology/approach A descriptive study has been conducted through a structured questionnaire. Primary data were collected from respondents working in the HR department of different manufacturing companies in the state of West Bengal, India. A multistage sampling technique has been used. Data analysis has been conducted through exploratory and confirmatory factor analysis. Through structural equation modeling, the researchers examined a series of dependence relationships simultaneously and represented unobserved concepts. Findings The current study ratifies the overall model and reflects that the HRP activities, namely, retention plan, professional training and development, job analysis and design, succession planning and redeployment plan vitalizes the performance of the firm. A recruitment plan has a negative and non-significant impact on the functional performance of the organization. Succession planning practices immensely affect the firm’s competitive edge followed by the retention plans. The results also uphold that the efficacious performance of the firm brings in strategic sustainability for it. Practical Implications HRP activities sufficiently address the HR concerns facilitating the organization to coalesce the needs of the employees and the business. It helps to adopt a long term perspective to foster productivity, innovation and quality. It encourages employees to believe in their competencies to deliver their best. Such practices involve the workforce; coordinate their efforts to contribute meaningfully in this intricate business network. Thus, HRP practices drive to accomplish challenging tasks, focus on creative work-related projects, enhances an employee’s coping skills and morale to establish strategic sustainability for the firm. Originality/value The study sheds light on the fact that in this complex and dynamic business system where the authors find multigenerational workforce, it is essential to nurture the subtle aspects of the employees rather than continuous monitoring and controlling them. HRP activities provide such a platform that maximizes employees’ potential and will to fit into a firm’s business strategy and translate a strategic plan into action. Such practices have the capability to intensify the positive aspects and ideas in an organization.

Mediating role of employee engagement on the relationship between succession planning practice and employee performance in academic institutions: PLS-SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Sani Abdullahi ◽  
Kavitha Raman ◽  
Sakiru Adebola Solarin
Keyword(s):  
Employee Engagement ◽  
Succession Planning ◽  
Employee Performance ◽  
Academic Staff ◽  
Equation Modeling ◽  
University Management ◽  
Planning Practice ◽  
Content Type ◽  
The University ◽  
The Relationship

PurposeThe purpose of this study is to examine the effect of succession planning practice (SPP) on employee engagement (EE) and employee performance (EP) in Malaysian private universities (MPU).Design/methodology/approachThis paper used a survey research design, and the study unit of the analysis consists of the academic staff of MPU. In the selection of the sample from the focused respondents (10,473) of the study, a stratified and simple random sampling method was used, and the study sample consists of 314 MPU academic staff. A questionnaire was used to collect data from the focused respondents while partial least square–structural equation modeling (PLS-SEM) was used to test the study hypotheses.FindingsThe findings revealed that SPP has a significant effect on EP, and the relationship between SPP and EP is partially mediated by EE.Practical implicationsSound succession systems for achieving academic staff performance should be put in place by the university management. Furthermore, the outcome of this research urges the policymaker to come up with a sound policy that can allow internal talents of the university to hold key leadership positions of any nature when the need arises before considering external talents, with that the talents will be satisfied and put decisive effort to achieve a positive result.Originality/valueThis paper has made a significant contribution to the knowledge and operationalization of the EE, EP and SPP literature. The research also assists the university management to mobilize qualified and talented staff for an unexpected and sudden resignation of staff which saves the university the cost of hiring and development, and at the same time, it encourages internal hiring.

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