PurposeThe aim of this study is to analyze the differences between non-standard forms of employment (FoE) (i.e. dependent self-employment/business-to-business/B2B contract and contract of mandate) in ...terms of investing in the development of future competencies by employees and employers. This study also examined additional factors which influence these investments.Design/methodology/approachTo collect data, the computer-assisted telephone interview technique was used. 200 employees from different companies located in Poland participated in this study, wherein each of the above-mentioned FoEs (i.e. dependent self-employment and contract of mandate) was represented by 100 people. The Chi-Square test and multivariate logistic regression analysis were used in the statistical analyses.FindingsIn the case of only 2 out of 14 competencies, there were statistically significant differences between the two groups of respondents: the employers financed training courses for B2B employees more frequently than for mandate contract workers. Moreover, in only one case there was a statistically significant difference: the self-employed financed training courses themselves more often than mandate contract workers. This study revealed an important impact of other variables such as respondents’ age, education level, parental status and industry on the training activities undertaken by employers and employees.Originality/valueAlthough the issue of developing future competencies is important, there is little research examining this problem in the context of people who work in non-standard FoE. Moreover, previous research primarily focused on identifying differences between people working under employment contracts and the self-employed. This article fills these research gaps as well as shows that more factors should be considered in the research models to get a deeper insight into the problem of non-standard FoEs.
As the implementation of corporate social responsibility (CSR) strategy requires promoting employee participation and initiating meaningful changes in organisational culture, the involvement of the ...human resource management (HRM) function in policy formulation and implementation is highly desirable. The relationship between the HRM and CSR functions is, however, underinvestigated than other areas. Hence, there is a lack of clarity concerning HRM roles and the conditions under which they may be strategic or operational in nature. By drawing on data from interviews with 29 CSR and HRM professionals of large organisations in New Zealand, this paper argues that the role and contribution of the HR function in CSR is contingent on organisational variables such as the CSR structure, the scope and application of CSR and the nature of the HR functions. It concludes that in such contexts HRM is more likely to offer operational support in executing CSR rather than strategic input.
Abstract The world is facing environmental challenges, and organizations must think outside the box to address these challenges. Despite the significant contribution of green human resource ...management (GHRM) to pro‐environmental behaviors (PBs) and environmental performance (EP), research analyzing underlying mechanisms and boundary conditions in these relationships is lacking in the context of the emerging market. Therefore, this study investigated the mediating effect of green commitment (GC) in the GRHM and PBs nexus. Additionally, environmental knowledge (EK) was explored as a boundary condition between PBs and EP. With 383 samples from manufacturing firm employees in Pakistan, this study employed the “structural equation modeling” SEM technique to analyze the data. Based on social cognitive theory, the SEM outcomes revealed that GHRM and PBs have a positive influence on EP. We also found that GHRM indirectly affects PBs via GC. Furthermore, the results demonstrated that EK strengthens the relationship between PBs and EP. Overall, this research contributes to and advances the existing literature by highlighting the pivotal role of GHRM and PBs in improving EP. Additionally, the mediation of GC and moderation of EK highlights the importance of these variables in environmental management. Specifically, this study suggests that GC is an underlying mechanism that connects GHRM to PBs, and employees' EK helps improve the relationship between their PBs and EP.
Using a teaching model framework, we systematically review empirical evidence on the impact of entrepreneurship education (EE) in higher education on a range of entrepreneurial outcomes, analyzing ...159 published articles from 2004 to 2016. The teaching model framework allows us for the first time to start rigorously examining relationships between pedagogical methods and specific outcomes. Reconfirming past reviews and meta-analyses, we find that EE impact research still predominantly focuses on short-term and subjective outcome measures and tends to severely underdescribe the actual pedagogies being tested. Moreover, we use our review to provide an up-to-date and empirically rooted call for less obvious, yet greatly promising, new or underemphasized directions for future research on the impact of university-based entrepreneurship education. This includes, for example, the use of novel impact indicators related to emotion and mind-set, focus on the impact indicators related to the intention-to-behavior transition, and exploring the reasons for some contradictory findings in impact studies including person-, context-, and pedagogical model-specific moderators.
•Addresses three key theoretical issues in research on cultural intelligence (CQ).•Each factor in the CQ bi-factor model provides unique and holistic information.•CQ factors have differential ...relationships with intercultural effectiveness.•Cultural decision making and adjustment mediate relationships with task performance.•Addresses moderated CQ relationships.
Today’s pervasiveness of intercultural interactions has spawned scholarly interest in cultural intelligence (CQ) – the capability to function effectively across cultures. Applying meta-analytic techniques, we harness the recent explosion of research on the four-factor model of CQ to address three fundamental, yet unresolved theoretical issues. First, we explicate the benefits of conceptualizing and modeling CQ as a bi-factor model where each factor provides both unique and holistic information. Results shed light on Gelfand’s puzzle of whether to facet or not and clearly show the value of the four factors. Second, we advance and test a theoretical model delineating differential relationships between the four CQ factors and three forms of intercultural effectiveness. Findings, based on 199 independent samples (N = 44,155), underscore the value of a nuanced, theoretical model of CQ with differential effects of the four factors. Finally, going beyond prior research, we also address mediated and moderated relationships and expand our understanding of the CQ nomological network. We discuss the implications of these findings for theorizing about the CQ factors and suggest directions for future research.
Self-determination theory (SDT) is a macro theory of human motivation that evolved from research on intrinsic and extrinsic motivations and expanded to include research on work organizations and ...other domains of life. We discuss SDT research relevant to the workplace, focusing on (
a
) the distinction between autonomous motivation (i.e., intrinsic motivation and fully internalized extrinsic motivation) and controlled motivation (i.e., externally and internally controlled extrinsic motivation), as well as (
b
) the postulate that all employees have three basic psychological needs-for competence, autonomy, and relatedness-the satisfaction of which promotes autonomous motivation, high-quality performance, and wellness. Research in work organizations has tended to take the perspectives of either the employees (i.e., their well-being) or the owners (i.e., their profits). SDT provides the concepts that guide the creation of policies, practices, and environments that promote both wellness and high-quality performance. We examine the relations of SDT to transformational leadership, job characteristics, justice, and compensation approaches.
PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel ...industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.
Artificial intelligence (AI) is widely heralded as a new and revolutionary technology that will transform the world of work. While the impact of AI on human resource (HR) and people management is ...difficult to predict, the article considers potential scenarios for how AI will affect our field. We argue that although popular accounts of AI stress the risks of bias and unfairness, these problems are eminently solvable. However, the way that the AI industry is currently constituted and wider trends in the use of technology for organising work mean that there is a significant risk that AI use will degrade the quality of work. Viewing different scenarios through a paradox lens, we argue that both positive and negative visions of the future are likely to coexist. The HR profession has a degree of agency to shape the future if it chooses to use it; HR professionals need to develop the skills to ensure that ethics and fairness are at the centre of AI development for HR and people management.
Practitioner notes
The use of artificial intelligence (AI) for human resources (HR) and people management is currently in its infancy
It is possible to conceive of optimistic and pessimistic accounts of how AI might affect HR and people management. A paradox lens suggests both will likely coexist in our immediate future
Without regulation, existing approaches to people management could lead to AI that dramatically reduces worker autonomy and ramps up effort and stress
The ethical values and practical insights of the HR profession are important if this ‘bad AI’ is to be contained
An ethical approach to AI for HR involves the full involvement of workers and stakeholders in the design and deployment of AI systems
Towards a model of work engagement Bakker, Arnold B.; Demerouti, Evangelia
Career development international,
05/2008, Volume:
13, Issue:
3
Journal Article
Peer reviewed
Purpose - This paper aims to provide an overview of the recently introduced concept of work engagement.Design methodology approach - Qualitative and quantitative studies on work engagement are ...reviewed to uncover the manifestation of engagement, and reveal its antecedents and consequences.Findings - Work engagement can be defined as a state including vigor, dedication, and absorption. Job and personal resources are the main predictors of engagement; these resources gain their salience in the context of high job demands. Engaged workers are more creative, more productive, and more willing to go the extra mile.Originality value - The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance career development in today's workplace.
We trace the development of neo-institutional theory in Organization Studies from a marginal topic to the dominant theory. We show how it has evolved from infancy, through adolescence and early ...adulthood to being a fully mature theory, which we think is now facing a mid-life crisis. Some of the features of this mid-life crisis include over-reach, myopia, tautology, pseudo-progress and re-inventing the wheel. To address these problems, we argue that institutional theorists should limit the range of the concept, sharpen their lens, avoid tautologies and problematize the concept. By doing this, we think institutional theorists could develop a narrower and more focused conception of institutions.
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