scholarly journals Employee’s Performance as a Consequence of Effective Communication and Working Environment: The Moderating Role of Organizational Learning Culture

2021 ◽  
Vol 7 (3) ◽  
Author(s):  
Muhammad Adnan ◽  
Ayesha Malik ◽  
Zainab Malik ◽  
Maham Malik
Keyword(s):  
Organizational Learning ◽  
Work Environment ◽  
Effective Communication ◽  
Learning Culture ◽  
Working Environment ◽  
Equation Modeling ◽  
Organizational Learning Culture ◽  
The Impact ◽  
Moderating Role

Purpose: FMCG (Fast Moving Consumer Goods) sector has a significant role in the economic development of Pakistan. According to Pakistan Bureau of Statistics, the retail sector contributes 18.6% to the GDP of Pakistan. This sector can use effective communication with a learning work environment as a tool to increase their productivity and at the same time can build customer relations. This is because communication is an essential element used to deal with customers and employees. Whereas, at the same time comfortable work environment is helpful to boost the performance of this sector. The present study aims to examine the influence of effective communication and working environment on employee’s performance with the moderating role of organizational learning culture in FMCG sector of South Punjab Region. Design/Methodology/Approach: For the said purpose structured questionnaires were developed by using online google forms for collecting data. The sample population was selected from the FMCG sector of Pakistan. Then the collected data was analyzed by using regression analysis and Pearson Correlation via SPSS whilst Structural Equation Modeling (SEM) via Smart PLS. Findings: The results indicates that effective communication and work environment has a significant influence on employee’s performance and organizational learning culture plays a moderating role between effective communication and work environment. Implications/Value: This research has used FMCG sector specifically to examine the impact of effective communication hence, further research can be done by using other sectors i.e., Education, Agriculture, IT etc.  In addition to that this study is based on the impact of effective communication and working environment on the employee’s performance through the moderating role of organizational culture further research can be made on the ways or methods improve working conditions of this sector.

The moderating role of non-controlling supervision and organizational learning culture on employee creativity

2017 ◽  
Vol 41 (7) ◽  
pp. 647-666 ◽  
Author(s):  
Shinhee Jeong ◽  
Gary N. McLean ◽  
Laird D. McLean ◽  
Sangok Yoo ◽  
Kenneth Bartlett
Keyword(s):  
Organizational Learning ◽  
Learning Culture ◽  
Creative Performance ◽  
Employee Creativity ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Creative Personality ◽  
Domain Expertise ◽  
Moderating Role

Purpose By adopting a multilevel approach, this paper aims to examine the relationships among employee creativity and creative personality, domain expertise (i.e. individual-level factors), non-controlling supervision style and organizational learning culture (i.e. team-level factors). It also investigates the cross-level interactions between individual differences and organizational context influencing employee creativity. Design/methodology/approach Hierarchical linear modeling was performed to test the hypotheses using multisource data with 416 employees and their supervisors in 86 research and development teams. Findings This paper found that domain expertise and non-controlling supervision style are positively associated with employee creativity. Also, a positive moderating role of non-controlling supervision style was found in explaining the relationship between domain expertise and employee creativity. However, no significant relationship was found between creative personality and employee creativity, and there was no moderating effect of organizational learning culture. The paper discusses the theoretical implications of these findings and provides practical suggestions based on the findings. Originality/value This paper has begun to address the significant gap in the extant employee creativity literature and has departed from the common research practice of investigating creativity at a single level. It has expanded understanding of the antecedents of creativity with empirical evidence, as it revealed domain expertise and non-controlling supervision as influential factors. Further, domain expertise has generally positive effects on creative performance, whether non-controlling leadership is high or low. Additionally, this study brings an interesting insight in interpreting the contribution of organizational learning culture as measured by the Dimensions of Learning Organization Questionnaire to creativity and also affirms the importance of autonomy that increases intrinsic motivation and creativity. Another theoretical contribution of this study can be found from an intriguing contradiction in the literature that understands the role of expertise in creative performance. Moreover, the finding on non-controlling supervision supports the effectiveness of a freedom approach.

Impact of linguistic ostracism on knowledge sharing, hiding and hoarding and the moderating role of cultural intelligence

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Jamal Albana ◽  
Mehmet Yeşiltaş
Keyword(s):  
Knowledge Sharing ◽  
Cultural Intelligence ◽  
Causal Link ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Hoarding ◽  
Knowledge Hiding ◽  
The Impact ◽  
Moderating Role

PurposeDrawing on the theory of belongingness, this study scrutinizes the impact of linguistic ostracism on knowledge sharing, knowledge hiding and knowledge hoarding and the moderating role of cultural intelligence (CQ) in a diverse and multi-cultural work setting.Design/methodology/approachA two-phase sampling of judgmental and random sampling techniques was used to recruit local and foreign workers in the Jordanian service industry. The present study empirically analyzes the sample of 394 employees' responses by applying variance-based structural equation modeling (VB-SEM).FindingsVB-SEM results indicate that linguistic ostracism lessens knowledge sharing behavior and heightens knowledge hiding and hoarding. CQ moderates two of the said associations, specifically by buffering the causal link between linguistic ostracism and knowledge hiding, as well as linguistic ostracism and knowledge hoarding. Consequently, CQ did not moderate the causal link between linguistic ostracism and knowledge sharing.Practical implicationsThe study's findings can help managers and decision-makers in such workplaces better understand the deleterious effects of linguistic ostracism and how CQ functions as a buffer. The study concludes with theoretical and managerial implications.Originality/valueVery few investigations have been conducted to determine the consequences of linguistic ostracism in today's multi-cultural and diverse work environment. This paper is among the first to unveil the association of linguistic ostracism and CQ with various knowledge management (KM) concepts.

scholarly journals Performance Enhancement Model of Human Resources through Knowledge Sharing

2017 ◽  
Vol 8 (1) ◽  
Author(s):  
Arizqi Arizqi
Keyword(s):  
Organizational Learning ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Structural Equation ◽  
Learning Culture ◽  
Equation Modeling ◽  
Survey Method ◽  
Top Management ◽  
Management Support ◽  
Organizational Learning Culture

This study aims to examine the effect of exogenous variable consisting of organizational dimen-sion including organizational learning culture, support from top management, and individu-als namely openness in communication in affecting knowledge sharing of individuals. Besides, this study also examined how the role of knowledge sharing in improving human resource performance at Sharia Banking. This study was conducted through SEM (Structural Equation Modeling) test by using SmartPLS, a statistical software. The study was done through survey method by distributing questionnaire to 145 employees from frontliner departments at three of Sharia banks in Semarang. The findings of this study showed that two organizational di-mensions (Organizational Learning Culture and Top Management Support) have significant effect on the improvement of knowledge sharing. While Openness in Communication, the individual dimension, could not determine the improvement of knowledge sharing. Then, the improvement of human resource performance at sharia banking could be done by improving knowledge sharing.

scholarly journals The Impact of Training and Development and Supervisor Support on Employees Retention in Academic Institutions: The Moderating Role of Work Environment

2018 ◽  
Vol 20 (1) ◽  
pp. 113 ◽  
Author(s):  
Palwasha Bibi ◽  
Ashfaq Ahmad ◽  
Abdul Halim Abdul Majid
Keyword(s):  
Work Environment ◽  
Supervisor Support ◽  
Training And Development ◽  
Faculty Members ◽  
Path Modeling ◽  
Pls Path Modeling ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

This study investigated the impact of training and development and supervisors support on employees retention. Furthermore, the current study also investigates the moderating effect of the work environment on the relationship between training and development, supervisors support, and employees’ retention. A survey was undertaken to collect data from 250 faculty members working in public sector universities in Pakistan. PLS path modeling was employed to analyze the data. The results revealed that training and development and the support of the supervisors had a significant relationship with the retention of employees. Similarly, the results also revealed that the work environment moderated the relationship between training and development, supervisors support, and employees’ retention. Finally, the implications, limitations and recommendations for further research were discussed.

HRD practices, employee competencies and organizational effectiveness: role of organizational learning culture

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Chandan Kumar Sahoo ◽  
Kalyan Chakravarthy Parle
Keyword(s):  
Organizational Learning ◽  
Human Resource Development ◽  
Organizational Effectiveness ◽  
Learning Culture ◽  
Medium Size ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Employee Competencies ◽  
The Relationship

Purpose This paper aims to examine the moderating role of organizational learning culture (OLC) on the relationship between human resource development (HRD) practices and employee competencies (EC) in enhancing organizational effectiveness (OE). Design/methodology/approach An integrated research model of HRD practices, EC, OE and OLC was developed. The validity of the model is tested by applying structural equation modelling (SEM) approach to data collected from 506 employees working in 4 medium-size cement manufacturing companies. Findings The results confirmed that training and career development had a significant impact on EC, the moderating effect of OLC on the relationship between HRD practices and EC was found significant and there is a significant and positive relationship between EC and employee perceived OE. Originality/value This paper contributes to the HRD literature, integrating HRD practices, OLC and EC. The research is unique as it has applied moderated SEM to test hypotheses of the study.

scholarly journals Probing the Effects of Transformational Leadership on Employees’ Job Satisfaction With Interaction of Organizational Learning Culture

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402093077
Author(s):  
Saif-Ur-Rehman Khan ◽  
Mahwish Anjam ◽  
Mohammad Abu Faiz ◽  
Faisal Khan ◽  
Hashim Khan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Banking Sector ◽  
Learning Culture ◽  
Organizational Learning Culture ◽  
Transformational Leadership Style

The purpose of this study is to explore how various dimensions of leadership style are being used to measure organizational effectiveness. Job satisfaction is one of the essential indicators used to measure organizational effectiveness. Literature suggests that the manager’s transformational leadership style highly influences the employees’ job satisfaction. This study focuses on identifying the role of a transformational leader in developing job satisfaction in employees of the banking industry, using the organizations’ learning culture as the moderating variable. For this purpose, a total of 180 respondents were surveyed from UAE’s banking sector. In this study descriptive statistics, Pearson’s correlation coefficient, and multiple regression analysis were employed for the data analyses. The results confirmed that the five dimensions of transformational leaders and overall transformational leadership style significantly affect the employee’s job satisfaction, whereas the moderating effect of the organizational learning culture on any of the said relationships was found insignificant. This study used self-reported data based on a cross-sectional survey in the banking sector only. The research emphasizes the implication of the leaders’ personal traits to be a significant determinant of an employee’s satisfaction. In addition, managers in the banking sector in UAE realized that organization learning culture (OLC) has not had any significant impact on employees’ job satisfaction. As there is not sufficient literature on the moderating role of organizational learning culture, this study is a valuable contribution to the existing body of knowledge.

The impact of transformational leadership on employee creativity: the role of learning orientation

2015 ◽  
Vol 9 (1) ◽  
pp. 78-98 ◽  
Author(s):  
Jeevan Jyoti ◽  
Manisha Dev
Keyword(s):  
Transformational Leadership ◽  
Equation Modeling ◽  
Learning Orientation ◽  
Transformational Leader ◽  
Employee Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

Purpose – This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity. Design/methodology/approach – Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships. Findings – The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation. Research limitations/implications – Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity. Practical implications – Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations. Originality/value – This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

Organizational learning culture and innovativeness in Turkish firms

2012 ◽  
Vol 18 (2) ◽  
pp. 193-219 ◽  
Author(s):  
Matej Černe ◽  
Marko Jaklič ◽  
Miha Škerlavaj ◽  
Arzu Ülgen Aydinlik ◽  
Dilek Dönmez Polat
Keyword(s):  
Organizational Learning ◽  
Structural Equation ◽  
Learning Culture ◽  
Competing Values Framework ◽  
Equation Modeling ◽  
Competing Values ◽  
Organizational Learning Culture ◽  
Strong Positive Relationship ◽  
Innovative Culture ◽  
The Relationship

AbstractThe aim of this paper is to present and test a model that examines the relationship between organizational learning culture and innovativeness. Organizational learning culture consists of the organizational learning process and of different culture types that can be placed within the competing values framework. It is defined as a set of norms and values within an organization that support systematic, in-depth approaches aimed at achieving higher-level organizational learning. Innovativeness consists of both innovative culture and innovations. Innovations, the process or outcome of innovating, are more likely to occur and be more successful if there is a strong innovative culture, meaning that the behavioral patterns of the employees are directed towards innovating. We used data from 112 Turkish firms employing more than 50 people. The relationship between organizational learning culture and innovativeness is empirically tested via structural equation modeling (SEM). We found support for a very strong positive relationship between organizational learning culture and innovative culture, as well as for the indirect relation between organizational learning culture and innovations via innovative culture.

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