Correlation Between Tolerance for Disagreement and Postsecondary Enrollment Among African American Men

The study explored the concept of disagreement within family and societal structures, hypothesizing that for certain individuals to dramatically break with family and social traditions, they must have a high level of disagreement. Using McCroskey’s Tolerance for Disagreement scale, the findings indicated that those African American men who were included in the study had significantly higher levels of Tolerance for Disagreement than African American men who did not pursue postsecondary education.

How Flexible Work Arrangements Affects Affective Organizational Commitment, and Work-Life Enrichment in Pakistan’s Service Industry: The Role of Time Planning, Work-Life Conflict, and Engagement

Work-life balance is now being encouraged in organizations across different cultures. Moreover, amidst the current ‘pandemic’ status of widespread disease COVID-19, its essential for businesses to operate remotely as FWAs response to these challenges. The purpose is to focus on explaining how FWAs induce affective commitment as well as help in achieving work-life enrichment. For this, we proposed a theoretical framework hypothesizing that FWAs reduce work-life conflicts as well as make employees more engaged. The effect of FWAs on these two is also complemented by better time planning. Reduction of conflicts and enhanced engagement would, in turn, increase affective organizational commitment and work-life enrichment. Empirical significance was calculated by performing a survey using a questionnaire to collect data from 300 service sector employees in Pakistan. We determined our results by using structural equation modeling. The results suggested that FWAs are significantly and positively related to affective organizational commitment, engagement, and work-life enrichment, whereas negatively and significantly affect work-life conflict. Moreover, engagement also positively affects enrichment and affective commitment. Surprisingly, work-life conflict seems to positively affect work-life enrichment. Time planning seems to negatively complement the effect of FWAs on work-life conflict whereas, positively affect engagement. This study concludes that positive outcomes are generated by simply providing FWAs and more friendly policies whereby increasing effectiveness and ensuring business success continuity.

Conflict Resolution Strategies and Workplace Frustration and Organizational Citizenship Behavior: The Moderating Role of Emotional Intelligence

The purpose of this research is to determine the relationship between conflict resolution strategies (accommodating, avoiding, compromising, collaborating, and competing) with workplace frustration and organizational citizenship behavior (OCB) with the moderating role of trait emotional intelligence (EI) on their relations. Data was collected through a close-ended questionnaire from 298 employees (male = 197, female =101) working at different private organizations of the manufacturing and service industry within the city of Karachi. The data were analyzed using confirmatory factor analysis and structured equation modeling. The results indicated that accommodating and avoiding strategies don’t seem to have any effect on both frustration and OCB. Accommodating seems positively and significantly affect both. Compromising significantly and positively affect OCB, however, dominating is affecting frustration. Emotional Intelligence also seems to influences both OCB and frustration. EI also complements accommodating and collaboration strategies with workplace frustration. This study is first of its kind in the local context in private sectors and paves the way for further research in the public sector.

Could Demographic Variables Impacting the Relationship Between HRM Practices and Employee Loyalty? A Meta-Analysis Review

This paper aims to ascertain theoretically and empirically if there is any impact of demographic variables on the relationship between HRM best practices and employee loyalty. This paper discussed specific demographic variables namely gender, age, nationality, job experience, and job level. Theoretically, a meta-analysis review was used to cross validated literature review in the area of research. Number of relevant articles derived from several databases were reviewed to validate the impact. Based on extensive meta-analysis approach, the majority of prior literature illustrated that demographic variables had a significant impact on the relationship between HRM practices and employee loyalty. Previous literatures as well explained that, there are no differences between male and female employee in terms of loyalty, the older employees are more loyal than the younger employees, and the citizens are more loyal than the expatriates. Furthermore, literature pointed that, the longer the employee's years of experience, the more loyalty to the organization as well as the higher the level of the employees’ career, the more loyal they have. Empirically, to check the results achieved in meta-analysis review, a quantitative approach was adopted through the questionnaires that were distributed to 52 employees in the largest 14 logistics companies in Oman. Data were analysed using SPSS, as the regression analysis was used to find whether there is any impact of demographic variables on the relationship between HRM practices and employee loyalty. The results illustrated that gender had no impact on the relationship between HRM practices and employee loyalty. While, age, nationality, job experience, and job level had a significant impact on the relationship between HRM practices and employee loyalty. As past studies depicted the impact of demographic variables on HRM practices and employee loyalty, this paper recommends future research to investigate the impact of demographic variables as moderating variables on the relationship between HRM practices and employee loyalty.

Antecedents 0f Women WorkForce Conflict and Turnover: The Role of Culture and Environment

Resolving workforce conflict and turnover issues have being a great concern. Even a greater challenge is to know how this conflict takes place. Organizations working to overcome gender inequality find it even more difficult to cope up with this situation when conflict arises in the Women Workforce. This study aims to explore the reason for Women Workforce conflict and turnover, and particularly explore the role of culture and environment. We proposed a theoretical framework explaining this phenomenon. We hypothesized that various factors such as Psychological work factors, lack of Diversity, incivility, Discriminatory HR planning, no identity separation, and Gender inequality negatively affect both work both culture and environment. And this would ultimately lead to women workforce turnover and conflicts. We establish its empirical validity by conducting a survey using a close-ended questionnaire. Data was collected from 314 individuals and analyzed using confirmatory factor analysis and structured equation modeling. The results showed that Diversity, and Identity Separation have a positive whereas Gender Inequality, and Discriminatory HR Planning have a negative significant effect on the Work Environment. Moreover, the work environment in turn positively affects Women Workforce Turnover and Workforce Conflict. Psychosocial work Factors also positively affect work culture, which subsequently affects both and Women Workforce Turnover, and Conflict. Hence work environment, and culture both play an effective mediatory role in-between these factors and Women Workforce Turnover, and Conflict. Findings imply that Culture and work environment should have been considered in a professional and well-directed manner.

Antecedences of employees’ creativity: Evidence from IT, Educational and Advertisement sectors of Pakistan

This study aims to propose elaborative theoretical framework to assess factors that influences creativity. We combine (Teresa M. Amabile et al., 1996; Jothi & Hin, 2015; Lin & Liu, 2012; Yeh & Huan, 2017) models featuring work and its environmental related factors into one holistic framework to assess the antecedents and consequence of creativity. We propose two level mediation to assess the effect of environmental variables on innovation and motivations through creativity as well as Job Stressors. Environmental factors included Leaders Behavior, Freedom, Resources, Social Support, Workload, Perceived Organizational Support, Person job fit, and Challenging work. Perceived Organizational Support was further affected by Organizational impediments, Supervisory encouragement, and Work group supports. These factors influences Job Stressors that include Challenge and Hindrance stressors, and work pressures in environment. These stressors further affect creativity as proposed by Zhang & Wee (2018). We also categorize creativity into Quantity and Quality as per Yeh & Huan, (2017). Empirical validity was established by conducting a survey of employees in high creativity sectors like IT, Educational and Advertisement. Result shows that among work and environmental factors, only Leaders Behavior, Perceived Organizational Support, and Challenging work significantly affect job stressors. On the contrary, job stressors significantly affect both Quantity and Quality of creativity. However, subsequent effect of creativity on innovation and motivation could not be established.

Does Learning, Development and Work Life Balance Affects Happiness: A Moderated Mediatory Model

Keeping the workforce happy is a major issue faced by today’s employers. The big challenge is to find what job-related factors can lead to happiness, the bigger challenge is to identify the sources that lead to happiness. We proposed a theoretical framework based on the research of (Joshanloo & Jarden, 2016) which studied hedonism as a major cause of happiness when moderated by individualism. We further extended the model, including career related goals that effect hedonism. Hence, we theorized that, work life balance, career development, learning affect hedonism, which subsequently effects happiness. Moreover, individualistic societies are proven to be more hedonistic (tend to value pleasure) and are more closely linked with happiness as compared to collectivist societies. Empirical validity was established by conducting a survey using a close ended questionnaire. Data was collected from 219 respondents from different organizations of Pakistan and was analyzed using confirmatory factor analysis and structured equation modeling to test the hypotheses testing the impact of all three career related factors to see how significantly they affect hedonism, which would ultimately have an impact on happiness. Results indicate that Individualism plays a significant positive role on happiness, as well as in directly, is it negatively complements the inverse effect of Hedonism on Happiness. Findings imply that the career related factors positively affect hedonism that would in turn bring more happiness. Most importantly, seeking pleasure is necessary to bring happiness. This study will benefit organizations working in Pakistan to identify the valuable sources of keeping their employees happy.

The Impact of Employee Engagement on Employee Retention: The Role of Psychological Capital, Control at Work, General Well-Being and Job Satisfaction

Employee engagement and retention is a promising area in management as well as psychology. The purpose of this paper is to examine the effects of employee engagement (EE) on their retention (ER). We proposed a theoretical framework model explaining how employee engagement affects their retention. The original model linked engagement with control at work (CAW) and general well-being (GWB) through psychological capital (PsyCap). We extended this model by linking CAW and GWB to employee retention. We further added job satisfaction (JS) as a mediator between EE and ER. To establish its empirical validity, we conducted a survey from 200 employees working in different companies in Pakistan by using a close ended likert scale type questionnaire. Data was analyzed using confirmatory factor analysis and structural equation modeling. Findings suggested a positive significant relationship between EE and ER. PsyCap, CAW and JS play a significant mediator role for EE and ER, only GWB does not mediates the relationship between EE and ER. This research will help in understanding how to retain employees and mounting their psychological capital through training and development, since when employees will be happy and motivated, they can perform well and will have job satisfaction. As a result, the level of intention of employees to leave would be low. This study is preliminary the first to investigate the association between EE and ER through many other constructs (PsyCap, CAW, GWB and JS) in the Pakistani context.

The Impact of Research and Development and Professional New Hiring on Organizational Innovation

Organizational innovation is highly dependent on the inflow of relevant information and proper integration of this information in the operational processes for a process, product and service innovation. Employee engagement and social connectedness of employees have been cited as key methodologies of integrating new information from research and development and professional new hiring. The study investigated the impact of research and development and professional new hiring on organizational innovation jointly mediated by employee engagement and social connectedness. A structural equation model was adopted for the study. The estimator adopted in testing the hypothetical model and the hypothesis was a maximum likelihood. A comparative analysis of the single mediating and the joint mediating of employee engagement and social connectedness was conducted. The results indicated that professional new hiring and research and development activities have a statistically significant indirect effect on organizational innovation through a joint mediation of social connectedness and employee engagement. The threshold for the model fitness was satisfied. The study, based on the findings on both the decomposed and final model, concludes that employee engagement and social connectedness jointly influence the relationship between the research and development and professional new hiring on organizational innovation better than the single mediation.

Human Resource Management, Total Quality Management and Competitive Advantages: Evidence from Pakistani Banking Industry

This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in banking industry of Pakistan. HRM practices included Recruitment & Selection, Training & Development, Performance Appraisal, and Compensation & Reward. TQM practices consist of Leadership, Continuous Improvement, Customer Satisfaction, Employee Empowerment, and Strategic Planning. And lastly, competitive advantages is represented by Cost Leadership, and Differentiation. We applied (Obeidat, Yousef, Tawalbeh, & Masa'deh, 2018) model to banking sector of Pakistan. An Adopted questionnaire was designed and distributed over a sample of 300 employees. The research hypotheses were tested by using structured equation modeling. The result shows that Compensation & Reward positively and significantly affect all TQM practices as well as cost leadership. Similarly, Performance Appraisal also produce a significant positive impact on Strategic Planning, and Leadership dimensions of TQM, Hoverer, negatively affect cost leadership. Recruitment & Selection positively affect cost leadership. Strategic planning an importance factor, significantly affect both competitive advantage factors. Interestingly, Training & Development have a significant but negative effect on TQM factors namely Continuous Improvement, Leadership, and Strategic Planning. The findings imply that in banking industry, the effect on HRM factors on TQM is not equal, some are even negative, hence should be used diligently with the prospective of both TQM and competitive advantages.