Creating the right climate: how servant leadership can drive employee creativity

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The authors of the study find that servant leadership encourages employee creativity by supporting the development of a climate of creativity, which sets the right conditions for employees to engage in creative behaviors. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How instructors can use case based learning (CBL): CBL approach can inspire more self-regulated learning in students

Purpose The purpose of this paper is to demonstrate the linkage of case-based instruction with the enhancement of self-regulated learning of employees. Design/methodology/approach The authors carried out a literature review of SRL and CBL, including reviewing the theories of situated learning and constructivism. They then provided a detailed design presentation for using CBL with trainees. Findings The findings of the analysis enable a full, detailed approach to the application of CBL for practitioner use Originality/value Case-based instruction has not previously been directly linked to the self-regulation of learning.

Human resources competencies: a key scale to assess HRCs, including items in knowledge business, functional expertise and managing change

Purpose The purpose was to produce a standardized tool in the form of a questionnaire to measure HR competencies Design/methodology/approach The authors collected data from 234 managers and experts in human resources of selected firms existing in the Yazd Industrial Town. A questionnaire was developed to assess HRCs. Findings The paper produced a key scale for assessing HRCs in three dimensions: knowledge business, functional expertise and managing change. Two items of the original 33 were dropped as they were found to be unreliable Originality/value The authors believed the developed questionnaire can be used as an appropriate scale for measuring HRCs in future research and also in organizations in Iran.

Indian study shows high-performance work systems (HPWS) mediate the relationship between business strategy and employees’ intention to leave

Purpose This paper examines the relationship between business strategies and employees’ intention to leave (ITL), through the mediating role of high-performance work system (HPWS). Design/methodology/approach To test their hypotheses, the authors used self-administered questionnaires. They drew up a list of 600 organizations of different nature and structure operating in India that were listed by the Federation of Indian Chambers and Industry. They approved 192 organizations and sent the surveys to 960 executives. They aimed to receive a minimum of one response from an HR executive and two from non-HR executives from each one. In the end, they received 572 useable responses. Findings The study found that high-performance work systems (HPWS) mediate the relationship between business strategy and employees’ intention to leave (ITL). The two effective approaches were “quality management” and “innovation strategy”, both of which reinforced the adoption of HPWS. But a third approach, a “cost-reduction strategy”, was not shown to be positively correlated with HPWS. Another important finding was that the influence on ITL did not vary across the types, or ownership structures, of the firms. Originality/value The data has lessons for HR departments. First, it shows it is advantageous for firms hoping to retain more employees to invest in HPWS that are consistent with the values of their organizations. A second practical finding is that firms need to take into account the Indian context. A third lesson is HR practitioners should make strong efforts to communicate the goals of the HPWS to employees The study also shows firms adopting cost-reduction strategies should focus more on treating employees as resources.

Indian research shows managers fail to distinguish between different performance measures, but show a concern for overall performance

Purpose The purpose was to study the inter-dimensionality of three underlying dimensions -Task Performance (TP), Interpersonal Facilitation (IPF), and Job Dedication (JD) in. the Indian public sector, as seen by managers. Design/methodology/approach The study was based on a pen and paper survey with 162 managers from 13 PBUs in Bhubaneswar, capital of Odisha, a state in eastern India. Most have over 2,000 employees. The respondents were from a mixture of management levels, including junior management (52%), middle management (41%) and senior management (7%). They filled in 621 forms between them, 588 of which were usable. The questionnaire used had 22 items across the three dimensions. Findings The results showed that PSU managers do not perceive a difference between the performance measures, but that their ratings do not reflect that differentiation. Instead, they showed a concern for overall performance. Originality/value The authors said their study was the first to explore the perception of PSU managers on performance dimensionality in an Indian context.

Employee engagement in Indian power companies: study of executives identifies four key drivers

Purpose The purpose was to study how to create employee engagement in the Indian power sector. It also explored the antecedents of employee engagement. Design/methodology/approach Responses were gathered from executives in three companies working at power plants, distribution and transmission offices spread across five districts in the states of Odisha and West Bengal. Findings The research revealed how co-worker trust, supervisor trust and organizational trust all mediate the relationship between organizational culture and employee engagement. The study also compares engagement levels of employees at the three companies. Originality/value The authors say it is crucial to enhance employee engagement by identifying sector-specific factors. The results also help policymakers to appreciate the impact of organizational culture on employee engagement, and formulate appropriate policies.

Strength-based approaches for small businesses: analysis from employees and managers in Western Australian motor vehicle industry

Purpose The authors wanted to find out if small businesses adopted strengths-based approaches and whether they were beneficial Design/methodology/approach The interviewees came from small businesses in Western Australia with between five and 19 employees in the motor vehicle industry where there are high-value products. There were 30 participants from 17 businesses, including owners, managers and employees, such as technicians, mechanics and tire fitters. Data was gathered using semi-structured face-to-face interviews of about 40 minutes. Findings The researchers found that the managers used an SBA to select employees during periods of temporary employment. But they did not use an SBA for employee selection during interviews, training or performance evaluations. Originality/value The authors said it was the first empirical study of the SBA in small businesses. It had practical lessons for businesses. First, the data suggested poor awareness of SBA by managers and many need practical guidance from small business advisors. Second, managers found it hard to assess strengths and relied on observations. Software tools could help. Finally, the characteristics of small businesses could help them adopt the new approach. These include lots of face-to-face interaction between managers and employees.

Demographics as moderators between QWL and OCB: Indian study shows gender and type of organization have impact, but not position

Purpose The purpose was to examine the impact of quality of work life (QWL) on organizational citizenship behavior (OCB) of employees. The study also examined the role of three demographic variables -. gender, position and type of organization as moderators of the relationship between QWL 10; and OCB. Design/methodology/approach The study was based on 373 completed questionnaires sent out to employees of large Indian organizations. There were respondents from junior (27.2pc), middle (53.3pc) and senior positions (19.5pc). Most were based in Western, Central and Northern India. The average age of respondents was 42.5 years and 73.3pc were males. Around two thirds were from public organizations and a third worked in the private sector. Findings The study found that quality of work life (QWL) had a positive impact on the organizational citizenship behavior (OCB) of employees. The relationship was modified by gender and the type of organization, but unchanged by the hierarchical position of employees Originality/value The authors say it is the first research in an Indian context to consider how demographic differences affect the relationship between QWL and OCB. The three Indian academic who authored the report also say their results are helpful for practitioners in designing the right kind of QWL environment for their employees.

Mixing the human cocktail of employee contentment

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on emotionally intelligent ways of tracking employee contentment, as a route to understanding how job satisfaction manifests. The Taiwanese survey results revealed that employee's experiencing contentment strongly boosts their job satisfaction, their work performance, and their intention to stay working at the company. Job satisfaction most powerfully drives intention to stay, while contentment is best at driving work performance. The most powerful upward shift in employee contentment was derived from the organizational context, followed by intrinsic motivation, and finally by extrinsic motivation. Originality/value The briefing saves busy executives, strategists and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How age and tenure diversity affects the work performance of teams

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the effects of age diversity and tenure diversity in employee teams. Age separation in teams was revealed to slow down their work performance, while tenure variety accelerates a team's work performance. When diversity in age and tenure were both increased at the same time, the work speed decreased due to the learning process that ensued between people, and by communication clashes. Teams performing monotonous duties were less likely to perform to the desired level where there was a large age separation among the team members. Originality/value The briefing saves busy executives, strategists and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.