scholarly journals Superior Role of Human Resource Development Climate and Its Impact on Job Attitudes

2020 ◽  
pp. 36-60
Author(s):  
Akbar Barmaky ◽  
Huseyin Ekizler
Keyword(s):  
Organizational Commitment ◽  
Human Resource Development ◽  
Human Resource ◽  
Work Engagement ◽  
Banking Industry ◽  
Job Attitudes ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Private Banking

According to the extant literature in the context of human resource management (HRM), the preeminent role of human resource development (HRD) climate on employees’ job attitudes is irrefutable. This study aims to determine the effect of HRD climate on job attitudes, including positive and negative ones. The proposed model consists of five latent variables which are HRD climate as an exogenous variable and work engagement, organizational commitment, organizational citizenship behaviors (OCBs), and counterproductive work behaviors (CWBs) as endogenous variables. The authors use a quantitative method involving questionnaire distribution among employees in different private banks located in Tehran (Capital city of Iran). Among distributed questionnaires, 384 were retrieved. To obtain the results, structural equation modeling (SEM) technique was applied. Findings supported the notion that HRD climate has a significant determination on job attitudes. Among them, determination of HRD climate on work engagement and organizational commitment is remarkable. Also, HRD climate had a positive role in increasing OCBs and reduction in negative job attitudes. The results will be practical for academics in the field of HRM. It is worthwhile mentioning that there will be managerial implications for the managers in the Iranian private banking industry and results provide initial insights for managers on how to increase the sense of organizational commitment and work engagement as defined task duties among employees within the Iranian private banking industry. Besides, the results will be pragmatic for managers for injecting and burgeoning the sense of citizenship behaviors and diminution of counterproductive work behaviors to increase profitability, revenue, return on investment (ROI), and productivity, also avoiding stagnation in the environmental workplace of the Iranian private banking industry.

Can Engaged and Positive Employees Delight Customers?

2017 ◽  
Vol 20 (1) ◽  
pp. 103-122 ◽  
Author(s):  
Musarrat Shaheen ◽  
Farrah Zeba ◽  
Pankaj Kumar Mohanty
Keyword(s):  
Health Care ◽  
Human Resource Development ◽  
Human Resource ◽  
Work Engagement ◽  
Health Care Sector ◽  
Work Behavior ◽  
Customer Delight ◽  
Relationship Of ◽  
The Relationship

The Problem Although there have been a plethora of studies on the determinants of customer delight in marketing literature, less attention has been given to understand the role of employees’ work engagement and psychological capital (PsyCap) in satisfying and delighting customers. The objective of the present study is threefold—the first is to examine how engaged employees are positive and efficacious; the second is to investigate how engaged, positive, and efficacious employees delight patients specifically in the health care sector; and the third is to examine how the relationship between employees’ positive PsyCap and customer delight is mediated by beneficiary contact, which is the perception of employees about the meaningful impact of their efforts on their patients. The Solution Previous studies have shown that employees who are absorbed, dedicated, and immersed in their work are more confident and positive at their workplace. Engaged, positive, and confident employees not only keep themselves but also their customers happy and positive through their optimistic outlook and efficacious work behavior. Responses are collected from 200 employees and their 200 patients from different hospitals of India. Hierarchical regression analysis shows a significant and positive relationship between work engagement, PsyCap, and customer delight. Work engagement is found to predict PsyCap and customer delight. Beneficiary contact is found to mediate between the relationship of PsyCap and customer delight. The originality of the article lies in its interdisciplinary approach to understand how engaged and dedicated employees keep themselves and their patients positive and delighted. The Stakeholders This study is of relevance to human resource development (HRD) professionals, customer relationship managers of the health care sector, and also academicians belonging to the disciplines of marketing and human resource management. The findings of this study would help them understand how engaged employees lead to employees’ positive PsyCap and customer delight. Furthermore, they will also understand the vital role of the interface between employees and customers, as beneficiary contact mediates the relationship of employees’ PsyCap and customer delight.

The moderating role of top management support on employees’ attitudes in response to human resource development efforts

2017 ◽  
Vol 24 (3) ◽  
pp. 369-387 ◽  
Author(s):  
Jae Young Lee ◽  
Sunyoung Park ◽  
Rose Baker
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Mediation Effect ◽  
Top Management ◽  
Management Support ◽  
Top Management Support

AbstractThe purpose of this study is to investigate the relationships among human resource development (HRD) efforts, top management support, and employees’ attitudes (job satisfaction and organizational commitment) in the Korean context. Based on the Korean Human Capital Corporate Panel survey data, 3,899 responses from 159 large companies were analyzed by adopting hierarchical multiple regression analysis and a regression-based path analysis. The results indicated that HRD efforts positively affected organizational commitment through job satisfaction. In addition, job satisfaction had a moderated mediation effect on the interaction of HRD efforts and top management support on organization commitment. Finally, top management support moderates the relationship between HRD efforts and employees’ attitudes such that increased top management support for HRD efforts improves employees’ job satisfaction and organizational commitment.

scholarly journals A DARK TRIAD, ACHIEVEMENT MOTIVATION AND WORK ENGAGEMENT AS COUNTERPRODUCTIVE WORK BEHAVIOURS CORRELATES

2019 ◽  
Vol 24 (3) ◽  
Author(s):  
Romuald Derbis ◽  
◽  
Jakub Filipkowski ◽  
Keyword(s):  
Achievement Motivation ◽  
Work Engagement ◽  
Achievement Goals ◽  
Dark Triad ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Utrecht Work Engagement Scale ◽  
Counterproductive Work Behaviours

The main objective of this paper is exploration of mechanisms clarifying work behaviors commonly known as bad. Researchers call it Counterproductive Work Behaviors (CWB). Understanding of those processes can lead to theoretical conclusions that could help to minimize those behaviors in organizations. Presented research (N=138) was conducted to verify: 1) Goal Achievement Motivation, Dark Triad and Work Engagement as Counterproductive Work Behaviors predictors, 2) moderating role of Dark Triad and Work engagement for Counterproductive Work Behaviors. Additionally, we checked Narcissism as a mediator of Psychopathy and Machiavellianism with Counterproductive Work Behaviors. We used: Utrecht Work Engagement Scale (Szabowska-Walaszczyk, Zawadzka & Wojtaś, 2011), AGQ-r – Achievement Goal Questionnaire (Lipowska, 2016), CWB-c – Counteproductive Work Behavior – checklist (Baka, Derbis & Walczak, 2015) and Parszywa Dwunastka Questionnaire (Czarna & Jonason, 2016). Research was performed on a group of office workers. We assumed that this type of work can be connected with higher intensity of Counterproductive Work Behaviors. Results, that are discussed in the final part of this paper, were mostly consistent with hypothesis. Key words: counterproductive work behaviors, Dark Triad, achievement goals, work engagement

Trust, knowledge sharing and organizational commitment in SMEs

2019 ◽  
Vol 48 (6) ◽  
pp. 1449-1468 ◽  
Author(s):  
Carla Curado ◽  
Sílvia Vieira
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Human Resource Development ◽  
Human Resource ◽  
Structural Equation ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Content Type

Purpose The purpose of this paper is to extend the knowledge on the underlying relation between trust, knowledge sharing (KS) and organizational commitment (OC) in small- and medium-sized enterprises (SMEs), by testing the mediator role of KS between trust and OC dimensions. Design/methodology/approach The paper addresses a sample of 582 top exporting Portuguese SMEs and it tests an original model using structural equation modeling following a partial least square approach. Findings Results show that trust positively and significantly influences KS and affective and normative OCs. KS partially mediates the relation between trust and affective OC. Research limitations/implications This study contributes to both the knowledge management and human resource development literatures, showing the relationship between variables from both bodies of literature. Some limitations apply, the study uses cross-sectional data that limit the conclusions about causality and some restrictions on the generalization of the results also apply due to the used sample. Practical implications Results show the importance of encouraging a trustful environment in SMEs on behalf of KS and OC dimensions. Human resource managers could profit from stimulating KS among employees that results in affective OC. Originality/value Findings show the relevancy of trust in SMEs and the role of KS that contributes to OC.

Impact of Increasing Social Resources on Work Engagement and Affective Organizational Commitment: The Mediating Role of Person–Job Fit

2021 ◽  
pp. 0258042X2110261
Author(s):  
Mimi Moulik ◽  
V. N. Giri
Keyword(s):  
Organizational Commitment ◽  
Human Resource Development ◽  
Work Engagement ◽  
Social Resources ◽  
Job Crafting ◽  
Job Fit ◽  
Psychological States ◽  
Mediating Role ◽  
Indian Industries

The association between job crafting and work engagement (WE) has not been much explored in the Indian context. To address this, the current study was undertaken on a group of knowledge workforce from Indian industries. Data were collected from 297 respondents that included junior-, mid- and senior-level employees. It was found that seeking social resources predicts WE as well as organizational commitment amongst the Indian knowledge workers via person–job fit. The study contributes to the literature by exploring the relationship between proactively seeking social resources that shape relationships at work and achieves WE, furthering organizational commitment. It helps reaffirm the independent nature of the job crafting dimension in a collectivistic society. Supervisors can cultivate proactive crafting in establishments to boost and promote an engaged workforce. Bearing in mind the inferences Human Resource Development (HRD) managers ought to make optimum use of human assets by nurturing constructive psychological states and leveraging individual proactivity at work. Limitations and future directions have been discussed.

Disentangling the Relationship Between Implicit Aggressiveness and Counterproductive Work Behaviors: The Role of Job Attitudes

2018 ◽  
Vol 31 (2) ◽  
pp. 77-96 ◽  
Author(s):  
Zvonimir Galić ◽  
Mitja Ružojčić ◽  
Željko Jerneić ◽  
Maša Tonković Grabovac
Keyword(s):  
Job Attitudes ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
The Relationship

scholarly journals The Effect Of Organizational Culture On Employee Commitment: A Mediating Role Of Human Resource Development In Korean Firms

2016 ◽  
Vol 33 (1) ◽  
pp. 87-94
Author(s):  
Zeinab Inanlou ◽  
Ji-Young Ahn
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Human Resource Development ◽  
Human Resource ◽  
Critical Factor ◽  
Resource Development ◽  
Mediating Role ◽  
The Relationship ◽  
Practical Implications

The purpose of this study is to examine the effect of organizational culture defined as communication, trust, and innovative production on employees’ organizational commitment. Furthermore, we explored the possibility the role of HRD (Human Resource Development) activities in mediating the aforementioned relationship. Using the national employer survey data conducted by Korean government in 2011, the results find that organizational culture, in particular, defined as better communication among superiors and subordinates, trust, and appreciation of innovation from superiors, is positively related to organizational commitment. In addition, firm’s investment in HRD or employee participation in HRD would play a mediating role in influencing the relationship between organizational culture and organizational commitment. Therefore, organizational culture is a critical factor to increase workers’ motivation through the participation in HRD training program, thereby increasing worker’s commitment. The results provide theoretical and practical implications in HRD and its link to organizational culture in organizations. 

Sign in / Sign up

Export Citation Format

Share Document