Linking high involvement human resource practices to employee proactivity

2015 ◽  
Vol 44 (5) ◽  
pp. 720-738 ◽  
Author(s):  
Ceyda Maden
Keyword(s):  
Goal Orientation ◽  
Human Resource ◽  
Work Engagement ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Hr Practices ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Proactive Behaviors

Purpose – The purpose of this paper is to examine the relationships between employees’ perceptions of high-involvement human resource (HR) practices, their levels of work engagement and learning goal orientation, and their proactive behaviors. Design/methodology/approach – The sample of the study included 240 employees who work in Istanbul, Turkey, chosen from the major industries that represent the economic profile of this city. The hypotheses were tested with structural equation modeling procedure. Findings – The results revealed that apart from perceived recognition, all the perceived high-involvement HR practices were positively related to employees’ work engagement, which in turn predicted their learning goal orientation. Besides, the results indicated that work engagement affected both individual innovation and feedback inquiry significantly, whereas learning goal orientation predicted only feedback inquiry. Finally, the findings revealed that only perceived empowerment and competency development practices were linked to feedback inquiry through work engagement and learning goal orientation. Research limitations/implications – The generalizability of the findings is limited. The data are based on self-report and the use of cross-sectional data does not allow any definite conclusions to be drawn about causality. Practical implications – Organizations that aim to increase employee proactivity need first to identify the means of increasing work engagement. One way of increasing engagement levels among employees is to invest in various kinds of supportive, high-involvement HR practices, such as competence development and information sharing. Originality/value – This study explores the notion of high-involvement HR practices with employee proactivity in an integrative way by viewing work engagement as a latent mechanism that links high-involvement HR practices to proactive behaviors both directly and indirectly via increased learning goal orientation.

Ready and willing to learn: exploring personal antecedents to taking on learning challenges

2019 ◽  
Vol 31 (4) ◽  
pp. 289-304 ◽  
Author(s):  
Michele Rigolizzo
Keyword(s):  
Individual Differences ◽  
Goal Orientation ◽  
Need For Cognition ◽  
Behavioral Measure ◽  
Equation Modeling ◽  
Content Type ◽  
Working Adults ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Challenging Tasks

Purpose The purpose of this paper is to examine the personal antecedents to taking on the challenge of learning, particularly when there is competition for time at work. Taking on challenging tasks, particularly those that enhance learning, is a critical behavior in today’s dynamic business environments. This paper explores how individual differences motivate people to choose a challenging task over an easy one. Design/methodology/approach A behavioral measure was used to determine if working adults higher in learning goal orientation, curiosity, and need for cognition were more likely to take on a challenging task, even when there was competition for their time. Structural equation modeling was used to more deeply examine whether these constructs independently contribute to the outcome. Findings Goal orientation, curiosity and need for cognition each significantly predicted whether working adults took on a challenging task. Additional analysis revealed that learning goal orientation, curiosity, and need for cognition loaded onto a single factor. Research limitations/implications This paper answers calls for the use of direct measurement in social science research. Rather than asking individuals about what they have done or would do, the study observes what choices working adults actually make when confronted with the opportunity to learn. Originality/value Contributing to the recent surge of work on informal learning behaviors, this paper examines a critical learning behavior – that of taking on challenging tasks. It demonstrates that even if individuals are ready learn (have the time and resources), there are key individual differences that drive whether they are willing to do so.

Interpersonal leadership and job engagement: testing the mediating role of deep acting, initiative climate and learning goal orientation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Zia Aslam ◽  
Safiah Omar ◽  
Mohammad Nazri ◽  
Hasnun Anip Bustaman ◽  
Mohammed Mustafa Mohammed Yousif
Keyword(s):  
Goal Orientation ◽  
Emotional Labor ◽  
Equation Modeling ◽  
Job Engagement ◽  
Deep Acting ◽  
Content Type ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Labor Skills

PurposeThough employee job engagement has been one of the few most proliferated organizational concepts during the last two decades, evidence on how to achieve an engaged workforce is unclear. The purpose of this study was to contribute to the engagement literature by investigating the role of interpersonal leadership in developing job engagement through the relative importance of deep acting emotional labor skills, initiative climate and learning goal orientation as intervening mechanisms.Design/methodology/approachThis study employed an online self-reported survey in data collection, gathering input from 438 frontline service employees in Malaysia. The data was then tested using the structural equation modeling (PLS-SEM) to evaluate the proposed parallel mediation model of the study.FindingsThe findings demonstrated that deep acting emotional labor skills, initiative climate and learning goal orientation were significantly effective in intervening mechanisms through which interpersonal leadership impacted job engagement.Practical implicationsThis study offers insightful evidence that can be utilized by service organizations to improve employees' job engagement. The evidence derived from this study suggests that interpersonal leadership is a valuable organizational resource that can help carve pathways through which the objective of employee job engagement can be achieved. Therefore, while crafting organizational interventions for employee job engagement, service managers should address the findings of this study.Originality/valueDespite the evidence presented in previous literature on the notable relationship between leadership and engagement, there is yet to be an apt understanding of the impact of new leadership perspectives and the intervening mechanisms in predicting job engagement. This study attempts to fill the research gap.

scholarly journals Influence of Development and Maintenance HR Practices on Work Engagement through Learning Goal Orientation

2021 ◽  
Vol VI (I) ◽  
pp. 26-38
Author(s):  
Madiha Shabbir ◽  
Omer Farooq Malik
Keyword(s):  
Sample Size ◽  
Goal Orientation ◽  
Work Engagement ◽  
Theory And Practice ◽  
Mediating Effect ◽  
Oil Refineries ◽  
Hr Practices ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Self Administered Questionnaire

The current study aims to examine the influence of bundles of development and maintenance HR practices on employee's behavior of work engagement through learning goal orientation. The sample size of the study was 370. Data were collected from different Pakistan oil refineries through a self-administered questionnaire and were analyzed through covariance-based SEM by using AMOS. Findings of the study confirmed the proposed study associations and revealed that both development and maintenance HR practices are positively and significantly associated with employee's behavior of work engagement and learning goal orientation partially mediates between the association of bundles of HR practices (development and maintenance) and work engagement. The authors contribute to the stream of knowledge by explicating the overall additive impact of segregated bundles of the development and maintenance of HR practices on work engagement through mediating effect of learning goal orientation between HR bundles and work engagement. Present study forwards implications for both theory and practice

scholarly journals Effect of learning goal orientation on work engagement through job crafting

2019 ◽  
Vol 48 (1) ◽  
pp. 220-233 ◽  
Author(s):  
Makoto Matsuo
Keyword(s):  
Goal Orientation ◽  
Survey Data ◽  
Work Engagement ◽  
Job Crafting ◽  
Mediation Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to examine the mechanism by which learning goal orientation (LGO) promotes work engagement through job crafting (seeking challenges). Design/methodology/approach A moderated mediation model was tested using survey data from 266 public health nurses and hospital nurses in Japan. Findings The results indicated that job crafting partially mediated the relationship between LGO and work engagement, and that the mediation effect was stronger when reflection was high (vs middle and low). Research limitations/implications Although common method bias and validity of measurement were evaluated in this paper, the survey data were cross-sectional. Practical implications The results suggest that selecting people with a stronger sense of LGO may be a useful strategy for promoting job crafting and work engagement in an organization. Additionally, organizations should give employees opportunities to reflect on their jobs and to craft them into more challenging ones in the workplace. Originality/value Although little is known about mechanisms by which LGO promotes work engagement, this study found that job crafting and reflection play important roles in linking LGO and work engagement.

The effect of high-involvement human resource management practices on supply chain integration

2015 ◽  
Vol 45 (8) ◽  
pp. 716-746 ◽  
Author(s):  
Baofeng Huo ◽  
Zhaojun Han ◽  
Haozhe Chen ◽  
Xiande Zhao
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Estimation Method ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Hrm Practices

Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

scholarly journals Customer orientation: the interactive effect of role clarity and learning goal orientation

2020 ◽  
Vol 27 (3) ◽  
pp. 303-314
Author(s):  
Klaus J. Templer ◽  
Jeffrey C. Kennedy ◽  
Riyang Phang
Keyword(s):  
Goal Orientation ◽  
Customer Orientation ◽  
Interactive Effect ◽  
Selection Criterion ◽  
Role Clarity ◽  
High Learning ◽  
Content Type ◽  
Service Employees ◽  
Learning Goal ◽  
Learning Goal Orientation

PurposeCustomer orientation of service employees relates to customer satisfaction and loyalty, sales growth and business performance. Drawing from conservation of resources (COR) theory, the aim of this study was to test the interactive effects of service employees' role clarity and learning goal orientation on customer orientation. Specifically, it was hypothesized that even under conditions of low role clarity, service employees with high learning goal orientation would maintain a high level of customer orientation.Design/methodology/approachParticipants were 323 employees of 4- and 5-star hotels in Singapore. Using questionnaires, they reported their role clarity, learning goal orientation and customer orientation. For hypothesis testing, moderated regression analysis was performed.FindingsRole clarity and learning goal orientation were significantly related to customer orientation, and in support of the hypothesis, the interaction effect of role clarity and learning goal orientation was also significant. With high role clarity, all employees showed high customer orientation. But with low role clarity, only employees with high learning goal orientation demonstrated high customer orientation.Practical implicationsThe recommendations from this study are to include learning goal orientation as a selection criterion for service employees and to clearly define the roles of existing service employees, especially for those with low learning goal orientation.Originality/valueThe originality and value of this study lies in highlighting the importance of learning goal orientation especially under conditions of low role clarity.

High-involvement HRM and positive WOM intentions: a mediation model

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahmad M. Obeidat
Keyword(s):  
Organizational Behavior ◽  
Human Resource ◽  
Organizational Support ◽  
Structural Equation ◽  
Positive Influence ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Mediating Mechanisms ◽  
The Relationship

Purpose This study proposes and tests a conceptual model hypothesizing that perceived high-involvement human resource practices (HIHRPs) influence organizational members’ positive word-of-mouth (PWOM) intentions, via the mediating mechanisms of perceived organizational support (POS) and positive affect (PA). Design/methodology/approach Questionnaire data were collected from 194 working individuals and were analyzed by using structural equation modeling and the SPSS PROCESS macro. Findings The findings of this study are as follows: perceived HIHRPs had a significant positive influence on organizational members’ POS and PA; POS and PA were each significantly and positively related to PWOM intentions; the relation between HIHRPs and PWOM intentions was significantly mediated by POS and significantly mediated by PA; when included in one model, POS and PA together fully mediated the relationship between HIHRPs and PWOM intentions. Originality/value This study is one of the first to develop and empirically test a model identifying the HR determinants of personnel’s PWOM intentions, an area overlooked within the human resource management and organizational behavior literature. The study is also the first to examine the mediating effects of POS and PA on the relationship between HIHRPs and PWOM intentions.

Effects of managerial coaching on critical reflection: mediating role of learning goal orientation

2020 ◽  
Vol 32 (3) ◽  
pp. 217-228 ◽  
Author(s):  
Makoto Matsuo ◽  
Kohei Arai ◽  
Takami Matsuo
Keyword(s):  
Goal Orientation ◽  
Critical Reflection ◽  
Learning Goals ◽  
Future Research ◽  
Managerial Coaching ◽  
Content Type ◽  
Mediating Role ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Quantitative Studies

Purpose The purpose of this paper is to investigate the direct and indirect effects of managerial coaching on critical reflection mediated through learning goal orientation. Design/methodology/approach The authors conducted a questionnaire survey of 169 employees in 53 teams at an IT firm in Japan. The data were examined using multi-level analyses. Findings Managerial coaching has a direct positive effect on critical reflection, and the relationship is mediated by learning goal orientation. Research limitations/implications The characteristics of the sample may limit the generalization of the findings. Future research should verify the model in other industries and countries. Practical implications The organizations should note that managerial coaching is useful not only for facilitating employees’ problem-solving but also for enhancing their critical reflection. It should also be noted that employees can reflect critically on their beliefs and work routines when they have learning goals. Originality/value Although few quantitative studies have investigated the determinants of critical reflection, the present research reveals the overlooked functions of managerial coaching in promoting employees’ learning.

Understanding managerial ambidexterity: a people–situation interaction approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ruifang Wang ◽  
Patrick Gibbons
Keyword(s):  
Goal Orientation ◽  
Individual Difference ◽  
Content Type ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Functional Experience ◽  
Interaction Approach ◽  
Micro Foundations ◽  
And Training ◽  
Practical Implications

PurposeIt is increasingly recognised that managers play a central role in organisational ambidexterity. While some scholars have recently begun to explain the nature and antecedents of ambidextrous behaviour among managers, much remains to be learned about the micro-foundations of this behaviour. Adopting a people–situation interaction approach, this paper investigates the antecedents to managerial ambidexterity from both situational and individual difference considerations.Design/methodology/approachThis study adopts a quantitative approach using a combination of survey and archival data from 305 managers.FindingsThe results indicate that learning goal orientation is positively related with managerial ambidexterity, whereas there is no significant relationship between functional experience breadth and managerial ambidexterity. In testing moderation effects, discretionary slack is found to positively moderate the association between learning goal orientation and ambidexterity and between functional experiences and ambidexterity.Practical implicationsThis paper provides suggestions on employees selection and training, along with organisational support, in enacting managerial ambidexterity.Originality/valueGuided by individual difference theory, this paper adds value to one’s understanding of the antecedents to managerial ambidexterity. It contributes to the ambidexterity literature from the micro-foundation perspective.

Sign in / Sign up

Export Citation Format

Share Document