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Human Resource Development Practices and Employee Engagement: Examining the Connection With Employee Turnover Intentions

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Abstract

The relationship between how an employee perceives support for participation in human resource development (HRD) practices, engagement, and turnover intent has been underrepresented in the literature. Using social exchange theory as a guiding framework, this research sought to better understand the possible linkages of HRD practices and employee engagement to turnover intentions. An Internet-based self-report survey battery utilizing a four-stage preparation method was used as the primary data collection tool. Research was conducted in the health care industry ( N = 207). Linear, simultaneous, and mediated regression analyses were used to examine the variables of interest. Results suggested that participation in HRD practices and cognitive, emotional, and behavioral engagement were negatively related to turnover intent. Mediated regression analyses indicated that engagement partially mediated the relation between HRD practices and turnover intent. The findings support the utility of supporting employee participation in HRD practices to improve employee engagement and reduce turnover intent.

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... Second, although existing literature has underscored the importance of career-supporting HRM practices to lower turnover intentions (Ertas, 2019;Kraimer et al., 2011;Shuck et al., 2014), especially among employees with career aspirations, it has not been investigated if internal career development practices can act as a retention device for supervisors. Consequently, I address this void by identifying two HRM practices that enhance internal FUNK -3 career development, namely appraisal interviews and development plans, as potential instruments for employers to mitigate the turnover intentions of long-term supervisors. ...
... I assert that, for long-term supervisors, HRM practices that foster their internal career development reduce their turnover intentions. Following the literature that states that an employee's turnover intentions can be reduced by illustrating internal career advancement opportunities (Ertas, 2019;Kraimer et al., 2011;Shuck et al., 2014) and in line with the above arguments on human capital theory, the employer could counteract the FUNK -5 effect of supervisory responsibility as a form of general human capital leading to better outside options by offering the employee better internal options. I argue this being especially relevant for qualified personnel, for example, employees with long-term supervisory responsibility because they have a special interest in career advancement. ...
... Conversely, these HRM practices do not affect the turnover intentions of short-term supervisors and should, therefore, be targeted at long-term supervisors only. Additionally, it reinforces the importance of career-supporting HRM practices whose relevance has already been stressed by previous literature (Ertas, 2019;Kraimer et al., 2011;Shuck et al., 2014) and extends it by specifically showing how these HRM practices reduce turnover intentions of long-term supervisors. ...
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Employers want to avoid fluctuation, especially when qualified personnel is involved. This raises the question of whether promoting employees into leadership positions with supervisory responsibility helps to retain them. Based on social exchange theory, this article predicts that in the short run, employees have lower turnover intentions due to reciprocal feelings. In the long run, following human capital theory, supervisory responsibility increases an employee's turnover intentions due to the general skills acquired in the leadership position. This article argues that human resource management (HRM) practices that enhance an individual's internal career development counteract this long‐term turnover‐increasing effect by offering employees internal advancement opportunities. This study empirically tests these predictions using German linked employer‐employee data. The results support the predicted short‐term turnover‐reducing and the long‐term turnover‐increasing effect of supervisory responsibility. The results also reveal that for long‐term supervisors appraisal interviews and development plans, two examples of HRM practices, counteract the effect by reducing an employee's intention to quit.
... This study aims to examine the relationship between employee engagement and cyberloafing behavior among Generation Y and Z employees in Bandung City. The theoretical concepts used are the theory by Shuck et al. (2014) to explain the concept of employee engagement and Blau et al. (2006) to explain the concept of cyberloafing. The research employed a non-experimental quantitative method in the form of a cross-sectional survey study with a total of 233 respondents. ...
... Employee engagement (keterlibatan kerja karyawan) adalah keadaan psikologis positif yang aktif dan berhubungan dengan pekerjaan yang dioperasionalisasikan oleh intensitas dan arah energi kognitif, emosional, dan perilaku [14]. Konsep ini merupakan konsep multi-faceted, di mana keterlibatan ini tidak hanya terdiri dari satu aspek saja, namun terdapat tiga aspek, yakni aspek kognitif, emosi, dan perilaku. ...
... Metode Penelitian [14] menyatakan bahwa employee engagement adalah keadaan psikologis positif yang aktif dan berhubungan dengan pekerjaan yang dioperasionalisasikan oleh intensitas dan arah energi kognitif, emosional, dan perilaku. Keadaan psikologis positif yang aktif ditandai dengan adanya kesiapan dan kesediaan untuk bekerja dalam rangka pemenuhan harapan dan tujuan dari pekerjaan ataupun organisasi tempat individu bekerja. ...
Article
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This study aims to examine the relationship between employee engagement and cyberloafing behavior among Generation Y and Z employees in Bandung City. The theoretical concepts used are the theory by Shuck et al. (2014) to explain the concept of employee engagement and Blau et al. (2006) to explain the concept of cyberloafing. The research employed a non-experimental quantitative method in the form of a cross-sectional survey study with a total of 233 respondents. The measuring instruments used in this study were The Employee Engagement Scale (EES) developed by Shuck et al. (2016), which was adapted into Indonesian by Astari et al. (2022), and a cyberloafing measuring instrument constructed by the researchers based on Blau et al.’s (2006) theory. The data analysis technique used was Spearman Rank correlation test analysis. The result of this study revealed a negative relationship between employee engagement and cyberloafing behavior among Generation Y and Z employees in Bandung City (rs = -0.341). This indicates that the higher the level of employee engagement among Generation Y and Z employees, the lower their level of cyberloafing behavior. Abstrak. Penelitian ini memiliki tujuan untuk mengetahui kekuatan hubungan employee engagement dengan perilaku cyberloafing pada karyawan generasi Y dan Z di Kota Bandung. Konsep teori yang digunakan yakni teori Shuck et al. (2014) untuk menjelaskan konsep employee engagement dan teori Blau et al. (2006) untuk menjelaskan konsep cyberloafing. Metode yang digunakan adalah penelitian kuantitatif non eksperimental berupa studi survei cross-sectional dengan jumlah responden sebanyak 233 orang. Alat ukur yang digunakan dalam penelitian ini adalah The Employee Engagement Scale (EES) milik Shuck et al. (2016) yang telah diadaptasi ke dalam Bahasa Indonesia oleh Astari et al. (2022) dan alat ukur cyberloafing yang dikonstruksi oleh peneliti berdasarkan teori Blau et al. (2006). Teknik analisis data yang digunakan adalah analisis uji korelasi Spearman Rank. Hasil penelitian ini menunjukkan hubungan yang negatif di antara employee engagement dan perilaku cyberloafing pada karyawan generasi Y dan Z di Kota Bandung (rs = -0.341). Hal ini berarti semakin tinggi tingkat employee engagement karyawan generasi Y dan Z, maka semakin rendah tingkat cyberloafing yang dimiliki.
... Recently, SET has found fruitful application in other research related to Human Resource Development (HRD) (e.g. Chaudhuri & Ghosh, 2012;Shuck, Twyford, Reio Jr, and Shuck, 2014;Fulmore, Fulmore, Mull, and Cooper, 2023). with regards to the current study, it is expected that employees who believe they are supported in an organizational context, specifically, when they perceive support for participation in HRD practices would report higher levels of career commitment and subsequently reduced turnover intentions ...
... Employees who reported feeling support for their career development, who received guidance on their career development, and who had access to learning and development opportunities were also less likely to report turnover intentions. The significant negative relationship between perceived support for participation in HRD practices and turnover intentions found in this study corroborates the findings by (Shuck et al., 2014;Fulmore et al. 2023). This empirical observation not only validates the importance of organizational support systems in nurturing employee retention but also highlights the pivotal role of career development initiatives in fostering a sense of commitment and loyalty among employees. ...
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Purpose: The study sought to examine the influence of perceived support for participation in human resource development (HRD) practices on teacher turnover intentions in the Tolon District of the Northern Region of Ghana. Methodology: Using a cross-sectional survey design, questionnaires were used to collect data from 120 teachers from the Tolon Senior High School. Data were analyzed using PROCESS macro ver. 4.2. Findings: Results from regression analysis showed that perceived support for participation in HRD practices had a negative relationship with teacher turnover intentions. It was further found that teacher career commitment mediates the negative relationship between perceived support for participation in HRD practices and turnover intentions. Unique contribution to theory, policy and practice: The study contributes to the existing body of knowledge on the application of social exchange theory (SET) in understanding workplace dynamic and highlights the importance of fostering a supportive work environment that encourages employee participation in HRD activities, such as training programs, mentorship initiatives, and career development opportunities
... Keterlibatan karyawan adalah kondisi psikologis positif yang aktif dan berhubungan dengan pekerjaan yang dioperasionalisasikan oleh intensitas dan arah energi kognitif, emosional, dan perilaku (Shuck et al., 2014) (4). Dalam konsep tersebut peneliti tertarik untuk mengetahui bagaimana kondisi psikologis karyawan berdasarkan keterlibatannya pada perusahaan, apakah adanya respon yang dipengaruhi oleh kesabaran dalam keterlibatan karyawan yang memberikan dampak terhadap peningkatan kinerja organisasi. ...
... Keterlibatan karyawan adalah kondisi psikologis positif yang aktif dan berhubungan dengan pekerjaan yang dioperasionalisasikan oleh intensitas dan arah energi kognitif, emosional, dan perilaku (Shuck et al., 2014) (4). Dalam konsep tersebut peneliti tertarik untuk mengetahui bagaimana kondisi psikologis karyawan berdasarkan keterlibatannya pada perusahaan, apakah adanya respon yang dipengaruhi oleh kesabaran dalam keterlibatan karyawan yang memberikan dampak terhadap peningkatan kinerja organisasi. ...
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In facing the rapid advancements in technology and new innovations, especially in running business operations, companies strive to employ various strategies to sustain their existence. The purpose of this research is to examine the influence of patience on employee engagement among the employees. The research design employed is non-experimental causality with a quantitative approach, involving a sample size of 126 employees. The study focuses on the employees of PT Trans Retail Indonesia. The measurement tools used in this research are the Patience Measurement Scale developed by Yusuf, U (2021), and the Employee Engagement Scale (EES) adapted to the Indonesian language by Astari et al. (2022). The data analysis technique employed is multiple linear regression analysis using SPSS version 27. The results indicate a significant influence of 0.324, implying that the impact of patience on employee engagement is 32.4%. Abstrak. Dalam menghadapi perkembangan teknologi dan inovasi baru terutama dalam menjalankan bisnis perusahaan pastinya akan mengupayakan segala cara untuk mempertahankan bisnisnya untuk terus eksis. Tujuan penelitian ini adalah untuk menguji pengaruh kesabaran terhadap employee engagement pada karyawan. Rancangan penelitian yang digunakan adalah kausalitas non-eksperimen dengan pendekatan kuantitatif dengan jumlah responden sebanyak 126 karyawan. Penelitian ini menggunakan studi sampel yaitu karyawan PT Trans Retail Indonesia. Alat ukur dalam penelitian ini untuk mengukur kesabaran adalah alat ukur kesabaran dari Yusuf, U (2021) dan untuk mengukur employee engagement menggunakan alat ukur Employee Engagement Scale (EES) yang sudah di adaptasi ke Bahasa Indonesia oleh Astari et al 2022. Analisis data yang digunakan adalah teknik analisis regresi linier berganda dengan menggunakan aplikasi SPSS versi 27 dengan hasil yang ditemukan pengaruh sebesar 0.324 yang artinya pengaruh dari kesabaran terhadap employee engagament adalah 32.4%.
... Certainly, in these unprecedent times, an engaged employee is clearly a desirable end irrespective of whether the employee is located in-house or remote. Reportedly, employee engagement is highly related to employee retention (Jones & Harter, 2005;Shuck et al., 2014;Schaufeli & Bakker, 2004). However, when working remotely, a different set of demands and requirements are manifested. ...
... Various researchers have previously studied the relationship between employee engagement and the intent to leave or stay with the organization. Examples of such studies include the work of Gull et al. (2020), Jones and Harter (2005), McCarthy et al. (2020), Shuck et al. (2014), Saks (2006), Harter et al. (2002), Schaufeli and Bakker (2004), Smith and Macko (2014), and many others. The findings of all these studies confirmed the existence of a positive relationship between engagement and the intent to stay. ...
... Moreover, Aboramadan et al. (2020) explain that HRM practices tend to be key predictors of employee engagement: hiring, evaluation, awards, and compensation. Similarly, individual participation in HRD practices tend to enhance engagement for 207 individuals working in the health care industry (Shuck et al., 2014). ...
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Purpose The aim of this study is to empirically test the relationship between caring human resource management practices (CHRMP) and employee engagement through a serial mediation effect (organizational climate of care and employee caring for the organization). In addition, this study investigates the moderating effect of caring management on the relationship between CHRMP and the organizational climate of care. Design/methodology/approach The study sample consists of 245 employees from customer service firms in the United States of America. Partial least squares structural equation modeling (PLS-SEM) was used to examine the hypotheses. Findings The results demonstrate positive direct and indirect relationships between CHRMP and employee engagement through serial mediation of the organizational climate of care and employee caring for the organization, while caring management failed to moderate the relationship between CHRMP and organizational climate of care. Originality/value The study contributes to the human resource management (HRM) literature by explaining some of the mechanisms whereby CHRMP influences employee engagement based on the social exchange theory.
... They suggested that HRM practices can enhance workers' engagement and, in turn, improve their wok behavior. Also, Arevshatian, Shantz and Alfes (2014) & Shuck, 2014). Gollan, Kalfa and Xu (2015) revealed that strategic human-resource management significantly impacts firms' performance indirectly, rather than directly, during the implementation of high-performance work systems. ...
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The purpose of this study is to investigate the impact of strategic human-resource management (SHRM) on employees' intention to quit, mediated by work engagement in the construction sector in GCC countries. The major findings of this study indicate that strategic human-resource management (SHRM) has a direct positive impact on work engagement and an indirect negative impact on employees' intention to quit through work engagement. The study also indicated that work engagement has a direct negative impact on employees' intention to quit. Structural equation modeling was employed to analyze data collected from 612 participants via a LinkedIn dataset. All participants work in the construction sector in Gulf States (GCC countries) and are members at LinkedIn as a professional social-networking site. Social-media network LinkedIn was employed to collect the data required for analysis. The study offers evidence and guidance for HRM practitioners for direct HRM practices and SHRM constructs in fostering work engagement and managing employees’ intention to quit. There is a lack of research examining the impact of SHRM and its components on employees’ intention to quit, mediated by work engagement. Thus, this study confirms the argument that SHRM can be an effective approach to influence employees' intention to quit through work engagement.
... Stress at work that often occurs will cause employees to have poor work engagement at the company where they work. Employees who have poor work engagement with the company can harm the company because of a decrease in employee welfare and productivity (Shuck & Jr., 2014). Employees who do not have work engagement to the company where they work, will easily resign from the company and look for work in another company. ...
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This study aims at answering the questions how the work engagement of employees is in each department, what strategy is employed to improve employee performance and what type of leadership is expected by the staff. This study employed a case study approach of a qualitative research design. In this study a semi- structured interview is used to understand how participants experienced the phenomenon. The results of this study prove that work engagement will not be owned by every employee if it is not led by a transformational leader who can provide motivation and guidance to his subordinates and make the work atmosphere comfortable, so that his subordinates will feel they have a sense of belonging, towards the organization. This research also proves that transformational leaders always trust their staff and encourage them to be creative and innovative. Thus the performance of employees will increase and the organization will be more advanced with its human resource assets. This study provides insight into a view to improve the employee performance through work engagement and the role of transformational leadership and offers recommendations for future research.
... Therefore, organisations, where the managers (read transformational leaders) provide autonomy and flexibility to the employees do well holistically (Gilbert et al., 2017). Employee engagement is vital, and is linked to reduced turnover (Shuck et al., 2014), increased profits (Chanana and Sangeeta, 2021), productivity, and customer satisfaction (Harter et al., 2002). Factors like leadership styles (Chanana and Sangeeta, 2021), organisational culture (Lee et al., 2020), psychological empowerment (Joo et al., 2019), and job characteristics (Saks, 2019) play crucial roles in augmenting employee engagement. ...
... HRD processes extend beyond training and development, career development, and organization development (McLagan, 1989). They also encompass performance management (Mihalca et al., 2024), workforce planning (Zula & Chermack, 2008), talent management (Bonneton, 2023), leadership development (Akdere & Egan, 2020), team development (Raes et al., 2015), managerial and executive coaching (Ellinger & Kim, 2014), succession planning (Ballaro & Polk, 2017), strategic planning (Williams, 2002), people analytics (Yoon, 2021), organization and job design (Hernaus et al., 2021), onboarding (Gardner et al., 2022), employee engagement (Shuck et al., 2014), and diversity, equity, and inclusion (Byrd & Scott, 2023), among others. This article examines the evolving role of GAI in these expanded HRD areas. ...
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This editorial article examines how generative Artificial Intelligence (GAI) can bridge various human resource development (HRD) processes. As GAI adoption increases in human resources practices, understanding its potential to integrate different HRD activities becomes more important. The article reviews recent literature on Artificial Intelligence (AI) applications in HRD and explores GAI‐enabled links between key HRD processes. The linkages include data‐driven decision‐making, real‐time skill gap analysis, job crafting with GAI, GAI‐supported personalized development plans, GAI‐powered employee sentiment analysis, GAI chatbots, GAI‐enabled virtual reality simulations, and GAI‐supported social network analysis in talent and organization development contexts. By highlighting these GAI‐enabled interconnections, the article provides insights into a more integrated approach to HRD. It also discusses implications for HRD practitioners and researchers, analyzing specific applications of GAI in HRD and recommending future research.
... There is a strong evidence to indicate that investment in training and development are effective in communicating to employees that they are organization's most valuable assets (Shuck et al. 2014;Rhoades & Eisenberger2002;Snape & Redman, 2010) To illustrate, organizational efforts to enhance the skill set of employees clearly demonstrate that the organization is interested in maintaining a long-term relationship with employee. This should, in turn, generate feelings of being performed, thus causing the employee to reciprocate with positive attitudes and behaviors such as self-efficacy, motivation to transfer knowledge and developing leadership style (Ng & D. Lucianetti, 2016;Avolio & Gardner, 2005). ...
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When the trainings are effective, Return on Investment (ROI) in training becomes visible in the organization. To identify the effectiveness of training in the commercial banks of Bangladesh, this study explores the role of trainer quality as a predictor of self-efficacy, motivation to transfer, authentic leadership, and training system effectiveness (TSE). It also examines the mediation role of self-efficacy, motivation to transfer, and authentic leadership between trainer and the training systems of commercial banks in Bangladesh. Data were collected from 625 employees of commercial banks in Bangladesh. Partial Least Squares Structural Equation Modeling (PLS-SEM) was applied to test the hypotheses. Results revealed a significant and positive impact of trainer quality on self-efficacy and motivation to transfer of training. This study suggests that the policymakers and the training specialists should focus on self-efficacy and motivation to transfer in giving training for improvement of the effectiveness of training in commercial banks of Bangladesh.
... In the short term, personalized career planning can be advantageous for employees and may serve as an indicator of SC (Straub et al., 2020). In this sense, it is beneficial for organizations to develop practices within the scope of HRD and help talents customize according to their needs and desires by offering multiple career options on behalf of their turnover intentions (Shuck et al., 2014). ...
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As throughout the post-pandemic world, hospitality facilities in Antalya, the destination of mass tourism in Türkiye, are struggling with the problem of labor shortage. Sustainable Career Management (SCM) efforts to recruit and retain competent and qualified young people are increasing in order to reduce the labor shortage. In this context, based on the grounded theory methodology, the study provides a holistic model of how SCM should be managed with the views of experienced managers in the hospitality sector.
... A successful implementation of a sound risk culture in a competitive banking and insurance business environment can provide management with a competitive advantage in the market (Adiguzel, 2019). Because of high employee engagement and satisfaction, banks and insurance companies will face less employee turnover (Medina, 2012;Shuck et al., 2014). ...
Article
Purpose This paper aims to investigate the impact of risk culture on employee performance by exploring the mediating roles of employee satisfaction and employee engagement in the relationship between risk culture and employee performance. Design/methodology/approach The study employed partial least squares-based structural equation modeling (PLS-SEM) to assess both the direct effects and mediation effects, using a sample of 311 employees from the banking and insurance sectors. In contrast to PLS-SEM, a fuzzy set qualitative comparative analysis (fsQCA) technique was also applied to discern the causal configurations that lead to improved employee performance. Findings The findings revealed a significant direct effect of risk culture on employee performance, employee satisfaction and employee engagement. The findings also revealed that employee satisfaction significantly mediated the relationship between risk culture and employee performance, whereas the mediating role of employee engagement is partially significant. The fsQCA findings illustrated that a diverse combination of risk culture dimensions, employee satisfaction and employee engagement can result in enhanced employee performance. Practical implications This study provides important implications for the banking and insurance industries, suggesting that organizations should prioritize the development of a strong risk culture to improve employee-related outcomes such as performance, satisfaction and engagement, which are key factors for achieving optimal organizational success. Originality/value The paper specifically highlights the importance of integrating risk culture into human resource management, providing valuable insights for organizations seeking to enhance their risk management practices and culture.
... In China, it has clearly been highlighted by Park et al. (2016) that much emphasis literature focuses on unpacking the mentorship effects on the work outcomes of employees while giving less attention to how mentorship functions relate to turnover intentions. It was revealed that embarking on supporting practices aimed at human resource development and cognitive, emotional, and behavioural engagement hardly reduces employee turnover intentions (Shuck et al., 2014). ...
Article
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Understanding that keeping knowledgeable and dedicated staff members is essential to an organization's success, Kyambogo University enhanced working conditions, added health insurance, and established possibilities for advancement. Regardless of these measures, some non-teaching staff intended to leave the organisation giving inequality in salaries and working conditions as key reasons. Guided by the equity theory, the study examined the influence of Organizational Justice and Employee Mentorship on turnover Intentions among non-teaching staff at KYU. Using a correlational survey design, data was collected from a random sample of 242 respondents with the help of a structured questionnaire. Pearson correlation and regression analyses revealed that Organizational Justice was positively (r =.51, P<0.01) related to turnover intentions due to the distributive and Interactional justice that enabled non-teaching staff to feel belongingness and enthusiasm about their job. Employee mentorship and Turnover intentions had a positive and significant correlation (r =.23, P< 0.01), because of role modelling, career development and social support that enhanced the feelings of commitment among employees to their organisation making them want to stay and work for it. Organizational Justice and Employee Mentorship, together positively predicted (β=.48, P<0.05) turnover intentions. Employee Mentorship increased the contribution of organisational justice to turnover intentions by 1%. This was likely due to mentorship that enables employees to feel that KYU values them and felt grateful to stay and work for it. Therefore, retention strategies that provide relevant mentoring of staff members results into better retention. Programs to empower employees to have effective participation and engagement in sustaining distributive and interactional justice as well as role modelling should freely be available to reduce turnover intentions among non-teaching staff
... LITERATURE REVIEW Shuck et al. (2014) found that when using the paradigm of happiness, efficiency, and turnover, the anticipated performance rise projected in collaboration with human resource development?practices may be cancelled out if there were insufficient levels of perceived support. ...
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The human resource development is essential to the success of every organization, it is one of the domains of human resource management that is widely studied. Because of a number of macro-level trends in recent decades, including globalization, technological innovation, increasing competition, and changes in organizational structure, the HRD focus has become more global, necessitating the need to relate performance in any part of the world. The purpose of this study is to determine how human resource development has been taken in the context of its different dimensions by the employees of Kathmandu Metropolitan City. Human resource development has greater focus on training and development, personal development, career development and performance management which can enable the KMC administration to make appropriate policies and programs to strengthen the human resources and enhances their efficiency. The qualitative case study research design was used to get the perceptions of employees. Four research questions were set to seek the answers from the participants/ informants of the metropolitan city, which were related to HRD and its dimensions. Data were gathered in verbatim form, transcribed, coded and generated theme using qualitative data software Atlas-ti. This study concludes that all the HRD dimensions; training and development, personal development, career development and performance management were effective to boost human resource development in the Kathmandu Metropolitan City.
... Finally, the training should emphasise that because employees can move around the quadrants or cells, this means that fostering employee engagement is not a one-off activity, and therefore requires an ongoing effort from line managers and HR professionals (Shuck et al., 2014;Davis, 2019). This may be more complex for employees who are experiencing more than one quadrant or cell within the typology concurrently, perhaps because the employee finds some of their work engaging, and other aspects disengaging (Kahn, 1990;Shuck et al., 2016;Shen and Ren, 2023). ...
Article
Purpose An employee engagement/disengagement typology is presented to visually illustrate their possible constructive and destructive effects within the workplace, and identify some of the contextual drivers that may lead to these occurrences. Design/methodology/approach A narrative literature review was conducted during 2020–2023 to gain a comprehensive overview of employee engagement and disengagement processes and theories since 1990. Content analysis enabled the findings to be grouped into their destructive and constructive behavioural effects to produce a new typology. Findings The typology shows that not all employee engagement is constructive and that not all disengagement is destructive. This more accurately reflects organisational life. Destructive employee engagement in particular, demonstrates that there can be “too-much-of-a-good-thing”. Research limitations/implications The typology may help inform future research designs to further understand the impact of contextual factors on both constructs, the pluralist interests involved and which interventions are likely to encourage constructive engagement and disengagement within specific contexts. Practical implications It is recommended that employee engagement and disengagement are incorporated into leadership and management training and that practices to foster constructive employee engagement (or permit temporary constructive disengagement to allow recovery) endorse the principles of mutuality and reciprocity. Interventions to prevent destructive employee engagement and disengagement are also advisable, particularly when there are adverse internal and external contextual issues which risk disengagement. Originality/value The typology is the first to classify engaged and disengaged behaviours within the workplace across two dimensions. In doing so, this helps to evaluate employee engagement and disengagement theory by challenging the normative assumptions held within these constructs. This categorisation more accurately represents both constructs and visually illustrates that within the workplace, not only is employee engagement sometimes destructive but also that sometimes disengagement is constructive. Furthermore, it demonstrates that purposive destructive employee disengagement responses may be passive or active.
... They are also the 4th and 13th important variables in predicting employee turnover. Previous studies have suggested that training and development increase firm performance and decrease turnover intention (Arthur 1994;Shuck et al. 2014). However, our results showed that the effects are more complex than previously suggested. ...
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An organization’s human resource management practices are essential for its competitive advantage. This study specifically examined human resource (HR) practices that predict corporate performance (employee turnover and firm sales) based on a backpropagation neural network (BPN)-based causality analysis. This study aims to test how to optimize human resource practices to improve organizational performance. This study elucidated the effect of HR practices and organizational-level factors on predicting employee turnover and firm sales. The BPN-based causality analysis revealed the relative importance of explanatory variables on firm performance. To test the model, it employed the Human Capital Corporate Panel open data on Korean companies’ HR practices and other characteristics. The analysis identifies causal relationships between specific HR practices and firm performance. The results show that compensation-related HR practices are most influential in predicting firm sales and employee turnover. Moreover, training-related HR practices were modest, and talent acquisition and performance management practices had relatively weak effects on the two outcomes. The study provides insights into how human resource practices can be optimized to improve firm performance and enhance organizational effectiveness. The findings of this study contribute to the growing body of research on the use of machine learning in HR management and suggest practical implications for managers’ insights to optimize HR practices.
... Employee development activities reinforce employee engagement, thereby decreasing turnover intentions. Shuck et al. (2014) identified that support for participation in training and career management programs is positively related to cognitive, emotional and behavioral facets of employee engagement, while being negatively related to turnover intention. ...
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Purpose In response to the lack of connection between employee development and employee engagement, this study explores the existing empirical findings regarding these two concepts. Based on the conservation of resources theory, the authors propose a novel theoretical framework that can better leverage the identified antecedents and relationships for future research. Design/methodology/approach An integrative literature review of 64 empirical studies published in peer-reviewed journals was conducted. Findings Three different levels of antecedents, including the work environment, social exchange and individual characteristics, are identified. Employee development and employee engagement exhibit reciprocal relationships. Considering the role of job performance as a catalyst, the authors propose an upward gain spiral model to advance both research and practice. Originality/value This integrative literature review aims to facilitate discussions based on three distinct sub-dimensions: physical, emotional and cognitive energies, relevant to both employee development and employee engagement. Through this distinction, a more comprehensive understanding of the connection between employee development and employee engagement can be cultivated.
... Therefore, green involvement at work can be interpreted as an encouragement shown by employees while working to do environmentally friendly work; desire to make more efforts to do so; and absorption rate (Aboramadan et al., 2020). (Shuck et al., 2014), argues that persons who exhibit these characteristics and work in industries that require a high level of mental and physical participation create a strong sense of worth for their work and an emotional attachment to their business. Involvement in applied meaning is a psychological attribute including cognitive, emotional, and attitude, such as the case of applied motivation, where the concept is similar to job satisfaction and organizational commitment is different from applied meaning. ...
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Human resource management refers to the strategies and practises implemented by an organisation to effectively oversee and nurture its personnel, enabling them to effectively accomplish the organization's objectives and mission. The aim of this research is to investigate the relationship between Green Human Resource Management and Green Behavior, which is then explored with the role of Green Work Engagement as a mediator. This research uses an explanatory method. The data collection method was carried out through distributing questionnaires involving all 300 Rejang Lebong Regional Hospital employees. In addition, this research uses a non-probability sampling method, namely the number of samples is adjusted to the population size. The testing steps start from testing validity, reliability, direct influence hypothesis, mediation effect hypothesis, and finally cross-loading. The study's findings indicate that (1) Rejang Lebong Hospital's employee green behavior has improved significantly since implementing green human resource management (2) Green work engagement has a positive and significant impact on employee green behavior at Rejang Lebong Hospital (3) Rejang Lebong Hospital's green work engagement is significantly influenced for the better by the hospital's green human resource management (4) Green human resource management has a big and positive impact on employee green behavior at Rejang Lebong Hospital. This influence is mediated by the green work engagement have towards environmentally conscious work practises.
... Second, the study enriches the theoretical understanding of these constructs and their relationships within organizational contexts and supports the recent research (Gupta & Sharma, 2016;Kwon, 2017;Raj, 2020). The findings underscore the multi-dimensional nature of factors influencing employee turnover intentions, emphasizing the need for holistic strategies for employee retention and engagement (Shuck et al., 2014). Finally, the study's insights offer actionable implications for organizations to optimize their retention strategies, emphasizing the strategic alignment of employee value propositions with employee expectations and cultivating a strong social identity to reduce turnover intentions and foster a thriving workplace culture. ...
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Objective: This study aims to investigate the factors influencing employee shortage in the public sector, specifically centering on employee's intentions to either remain in or leave the institution. It also aims to examine the impact of perceived benefits received by the employees, their fitness within the organization's social group, and their attachment to the institution on their decision. Design/Methods/Approach: This study was carried out on tax authority’s staffs through an online survey sent to potential participants and 388 eligible respondents. The data collected was analyzed using Covariance Based Structural Equation Modeling (CB-SEM). Findings: The findings reveal that employee value proposition and social identity negatively and significantly affect turnover intention. Both of them also positively and significantly affect employee engagement. Moreover, employee engagement only mediates the relationship between social identity and turnover intention. Originality/Value: The novelty of this study lies in the simultaneous utilization of employee value proposition and social identity, both influencing turnover intention. Previous studies primarily used social identity as a moderating variable, without combining these two variables, alongside employee engagement as a mediation variable. This study is particularly novel as it analyzes turnover intention among employees in a government institution, whereas prior studies have predominantly focused on the private sector. Practical/Policy implication: Managers should align their Employee Value Proposition (EVP) with employee expectations. They must provide developmental opportunities and supportive work environments, foster a strong social identity, and prioritize initiatives that enhance employee engagement, like meaningful work and recognition. These measures can effectively reduce turnover intentions.
... Turnover of employees causes trouble for the organizations' working therefore they actively work to reduce turnover which is possible when the turnover intention is bridled. On the part of the organization, organizational practices and leadership styles are found to be important sources to affect employees' turnover intention (Memon et al., 2021;Shuck et al., 2014;Suifan et al., 2020). ...
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Purpose The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention. Design/methodology/approach Using a self-administer survey design, data were collected from 229 nursing workforce employed in hospitals located in Karachi. Findings The research findings show that abusive supervision has a considerably positive influence on turnover intention. The findings also show that abusive supervision negatively affects nurses' leadership identification and organizational identification. Leadership identification and organizational identification were found to be negatively related to nurses' turnover intention. Finally, leadership identification and organizational identification were found to parallelly mediate the relationship between abusive supervision and turnover intention. Originality/value This study helped uncover the previously unknown parallel mediating mechanism of organizational identification and leadership identification. Additionally, abusive supervision was found to negatively affect employees' leadership identification.
... The turnover intention has been extensively researched in the fields of organizational psychology and human resources [19]. The existing literature on employee turnover intention has predominantly focused on individual factors such as job satisfaction [20] and job embeddedness [21]. ...
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Purpose Examining turnover as a noteworthy concern for businesses irrespective of their scale, this research delves into the factors influencing the inclination of employees in small and medium-sized enterprises to depart from their current workplaces. Additionally, the study explores how organizational commitment moderates the connections between attitude, subjective norms, perceived behavioral control, and intentions to leave. Methodology: Six hypotheses were formulated regarding the links between the components of the initial Theory of Planned Behavior and organizational commitment. Results: The outcomes from the partial least squares structural equation modeling indicated that the three primary predictors of the Theory of Planned Behavior have a substantial impact on turnover intention, with perceived behavioral control exerting the strongest influence. Additionally, the findings highlighted that the relationship between the Theory of Planned Behavior constructs and turnover intention is moderated by organizational commitment. Practical Implications and Originality: In this research, an expanded rendition of the Theory of Planned Behavior was employed to bring novel insights into the realm of organizational commitment among workers in small and medium-sized enterprises.
... Therefore, retaining highly skilled employees becomes one of the most pressing challenges in organisations today. Improving employee' work engagement is one of the best ways to reduce the voluntary turnover rate (Nel & Linde, 2018;Shuck et al., 2014). Therefore, work engagement has gained increasing interest in human resources development in the hopes of enhancing an organisation's employee performance and learning (Eldor, 2016). ...
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Work engagement is considered a significant construct within organisations and the field of industrial psychology. Focus within organisations has shifted to recognise more positive psychological constructs such as self-leadership and psychological capital to promote employees’ work engagement. The present study investigated the effect of psychological capital and self-leadership on the work engagement levels of agricultural extension advisors within South Africa. The study was motivated by the lack of research within agricultural extension on positive psychological constructs such as work engagement, self-leadership, and psychological capital, which could impact the agricultural sector. A quantitative research method was used to gather data using three scales. A total of 103 viable questionnaires were obtained. A Pearson product-moment correlation analysis and stepwise multiple regression analysis were used to address the objective. Both psychological capital and self-leadership were found to have a significant positive correlation to work engagement. In addition, hope, optimism, and behaviour-focused strategies were found to have the, most significant contribution toward the work engagement levels of agricultural extension advisors. Within agricultural extension, the above study provided information on how to foster and improve the work engagement levels of their employees using strategies of psychological capital and work engagement.
... Employees that are emotionally linked to their work are more willing to go above and beyond to achieve organizational goals. This lead to improve the turnover rates among employees (Fulmore, Fulmore, Mull, & Cooper, 2023;Shuck, Twyford, Reio Jr, & Shuck, 2014).Few studies were conducted in the public sector to highlight the impact of organizational commitment on turnover intention. Providing chances for growth and development, competitive salary and benefits, creating a pleasant work culture and strong leadership, and displaying gratitude and acknowledgment for employees' efforts are all ways to increase organizational commitment. ...
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Purpose: Organisational commitment is critical to an organization's success and growth. It leads to increased job satisfaction, lower turnover, improved performance, a more positive organisational culture, and increased customer satisfaction. This research tries to highlight the relationship between organizational commitment and turnover intention taking into account the mediation role of job satisfaction and work environment. Theoretical framework: Organizational commitment is very crucial in today working environment. Employees are more likely to be inspired and dedicated to their work when they feel committed to their organisation.(Freudenberger, 1974) .This results in increased productivity and performance. Furthermore, organizational commitment is important in employee retention. Employees that are committed to their company are less inclined to depart for other chances(Mathieu, Fabi, Lacoursiere, & Raymond, 2016). This lowers turnover rates and the costs associated with hiring and training new personnel. Methodology: This is a quantitative study that employed a structured questionnaire design. This study's sample consists of 193 public officers from the Saudi public sector in the western region who were chosen at randomly. Raw data gathered via mail questionnaires. The data collected was analyzed by SmartPLS 3 to test the study's hypotheses. Findings: Finding of this study indicates that organizational commitment has a substantial and statistically significant influence on Job Satisfaction (β = 0.601, t = 8.580, p = .001), and turnover intention (β = -0.363, t = 4.737, p = .001). In addition, the work environment and job satisfaction show mediation role in the relationship between organizational commitment and turnover intention. Research, Practical & Social implications: Managers at the public organizations need to apply different strategies to enhance the overall job satisfaction like giving employees a voice and involving them in problem-solving. This make them feel valued and motivated. Such practice can lead to create a conducive working environment where few people decide to quit. Employees that are committed to their organisation are more inclined to put in extra effort and go the extra mile. It is highly recommended to adopt high-performance working environment. This requires an updated human resource management techniques and practices. Originality/Value: The findings of this study indicates that ORC has a substantial and statistically significant influence on Job Satisfaction, working environment, and turnover intention. This study also finds the work environment and job satisfaction are significantly mediated the relationship between organizational commitment and turnover intention. This contributes to the current literature especially in the public organizations studies.
... Therefore, job satisfaction can be influenced by several factors including leadership, work engagement, relationships with co-workers, or salary (Sang et al. 2019). In this context, work engagement, which refers to the level of engagement, participation, and enthusiasm that employees have towards their jobs and their organisation (Shuck et al. 2014), is intimately related to job satisfaction, as employees who are satisfied with their jobs are more likely to show higher levels of work engagement (Batura et al. 2016). Therefore, job satisfaction positively influences work engagement (Pancasila et al. 2020). ...
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Job satisfaction is the positive emotional state derived from job appraisal and work experiences and is influenced by factors such as leadership, work engagement, the work done, relationships with co-workers, and salary. On a university level, employee satisfaction and engagement can affect both the performance and success of the institution as well as students’ learning. That is why understanding these factors is essential. In this context, this paper sets out to identify the factors of job satisfaction that influence the work engagement of university employees. The study focuses on the Dominican Republic, a developing country with different socio-economic environments. A sample of 468 questionnaires was obtained from university employees. The data collected were analysed using SPSS and Smart-PLS. The results showed that employee job satisfaction was the most significant factor influencing employee engagement. This suggests that when employees are satisfied with their jobs, they are more likely to be engaged with their organisation and show a higher level of dedication and effort in their jobs. However, it was not possible to corroborate the influence of satisfaction with leadership, satisfaction with salary, satisfaction with promotions, and satisfaction with co-workers on the university employee’s engagement. The results present implications and future research prospects. Among the main limitations of the study, it is worth noting that the sample was limited to employees of a single university, and other factors were not considered in the proposed model that could influence job satisfaction and commitment in university employees.
... Retention refers to the extent to which employees stay with the organization over time. According to a study by Shuck, Twyford, Reio, and Shuck (2018), talent management practices prioritizing employee engagement and retention positively impact organizational performance. This finding highlights the importance of developing employee engagement and retention programs that align with employees' values, goals, and aspirations. ...
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... Retention refers to the extent to which employees stay with the organization over time. According to a study by Shuck, Twyford, Reio, and Shuck (2018), talent management practices prioritizing employee engagement and retention positively impact organizational performance. This finding highlights the importance of developing employee engagement and retention programs that align with employees' values, goals, and aspirations. ...
... Strategies such as coaching, team-building activities, and collaborative projects can positively impact employee engagement, which in turn can benefit talent management efforts. By implementing such initiatives, businesses can reduce the likelihood of employees leaving the organization because of their engagement to company (Shuck et al., 2014). Additionally, employees feel more productive when strategic positions are always filled, leading to improved performance. ...
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Managing talented employees is important to encourage companies to compete domestically and internationally. Likewise, knowledge can increase employees to be more productive so as to achieve maximum performance. The purpose of this research is to determine the impact of Talent Management and Knowledge Management on the performance of employees of PT Angkasa Pura I Juanda Surabaya, which is engaged in airports. This research uses a quantitative approach that applies questionnaires and interviews as data collection techniques. The population studied amounted to 52 supervisors and the sampling method used a saturation sampling approach. The analysis technique applied in this research is Partial Least Square (PLS). The results in this research indicate that Talent Management and Knowledge Management contribute positively to the performance of employees of PT Angkasa Pura I Juanda Surabaya.
... Such abilities guarantee growth in specific career path and improve communication and relationships with fellow employees. Opportunities for professional development enable sustained competitive advantage (Lee & Bruvold, 2003), foster employee engagement (Sarti, 2014;Shuck et al., 2014;Bailey et al., 2015), employee commitment, and organisational sucesss (Lee & Bruvold, 2003). Conversely, those who believe their current position offers limited opportunity for professional development are more likely to demonstrate low commitment to their current position and will like to quit (Weng, 2010). ...
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The need for the Civil Service to deploy Career Growth practices in order to increase workers performance and hone positive behaviour and attitudes has become urgent. Moreover, there are several documented studies across various cultures and countries on the organisational and individual benefits of career growth. Curiously, literature on career growth practices in the civil service of developing countries is under-researched. Considering this gap, this study conducted a literature review on career growth and highlighted its implications on the Civil Service in Nigeria. Based on the review, the study anchored the performance implications of career growth using career goal progress, professional ability development, and organisational rewards growth as foci. The study recommended that: opportunity for employees to attain or achieve their career goals and objectives should be provided; employees should be encouraged to participate in developmental programs and perform developmental tasks; workers should get coaching on how to define and achieve career objectives; more opportunity should be given to workers to learn new skills; salaries should be paid regularly; and government should reintroduce incentive programs, transportation allowances, meal subsidies, utility allowances, leave grants, and entertainment allowances.
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This study examined how career self-reliance moderates the relationship between human resource development and employees’ organizational and job engagement, using data collected on 637 full-time employees. The results show the following. First, human resource development had a positive and significant impact on both job and organizational engagement. Second, the moderating effect of career self-reliance was observed only between human resource development and job engagement. The finding suggests that for employees with a high sense of career self-reliance, the additional effect of human resource development may be reflected in their attitudes toward their jobs, not toward organization they belong to. Based on the findings, theoretical and practical contributions were discussed.
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This research aims to (1) describe the human resource development strategies in terms of training implemented by PT. Tirta Investama Klaten, (2) describe the human resource development strategies in terms of coaching conducted by PT. Tirta Investama Klaten, (3) describe the obstacles and solutions in implementing the training and coaching strategies by PT. Tirta Investama Klaten. This research is a qualitative descriptive study. The data sources for this research include informants (HRD and employees of PT. Tirta Investama Klaten) and documents. The sampling technique used is purposive sampling. Data collection was carried out through interviews, observations, and documentation. The validity test techniques used are source triangulation and method triangulation. Data analysis was conducted using an interactive analysis technique. The results of this research are as follows. First, training and education programs for human resource development at PT. Tirta Investama are crucial because well-trained employees tend to be more productive in their jobs, which directly impacts the company's productivity. Second, through coaching, employees can receive positive feedback on their performance and obtain guidance to identify areas where they need to improve. This can help enhance overall employee performance. Third, the hindering factors come from the company’s lack of attention to the participants' experiences after attending the activities and the participants' lack of motivation to fully engage in the training and development. These obstacles arise from inadequate needs assessment, causing some participants to feel that the material presented is not relevant to them or that they already possess the knowledge, which in turn reduces their motivation to participate. The solution is for management to firmly support the implementation of HR development programs in the company. PT. Tirta Investama Klaten also addresses the obstacles in HR development programs by developing more relevant programs and promoting them. Appropriate programs will motivate employee participation and help them gain benefits from the programs.
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Purpose This paper investigates the role of organization engagement and extra-role behavior in nonprofit sport clubs and examines how team dynamics and eudaimonic well-being in sport club members are influential for organization engagement. We further investigate the moderating influence of organizational tenure between team reflexivity and team identification. Design/methodology/approach We collected data from 545 sport club members in the UK and applied structural equation modeling (SPSS AMOS 29) to test the research model. Findings The results show that organization engagement is positively associated with extra-role behavior, except the social dimension of engagement, which is negatively associated. We established that team identification and eudaimonic well-being fully mediate the association between team reflexivity and organization engagement. The moderating effect of organizational tenure supports that team reflexivity is more effective for members with short-term tenure to strengthen team identification. Practical implications Managers in sport clubs are advised to consider the type of information exchanged, the way it is discussed, the intensity or regularity of team reflexivity and the degree of interactivity between members as critical factors that influence team dynamics and organization engagement. Originality/value We contribute to research in two major ways. First, we extend previous research on organization engagement by offering a multidimensional investigation of organization engagement in a nonprofit sport club context. Second, we extend previous research on organization engagement by introducing new antecedents and consequences in this context.
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Innovative Competitive Intelligence (CI) solutions prioritize unconventional methods to tackle emerging challenges faced by decision-makers, diverging from traditional information flow regulation. This study examines the cognitive and psychological barriers impacting the CI process in small and medium-sized enterprises, focusing on how factors such as perception, trust, and employee engagement influence information quality and CI effectiveness. By analyzing various companies, the study identifies that psychological aspects provide a nuanced understanding of information quality, considering both objective measures and subjective perceptions. Findings reveal that information quality is a subjective construct, shaped by cognitive and psychological factors, which vary among individuals. Recognizing these factors is essential for developing and curating information that meets quality expectations, thereby fostering trust and enhancing communication effectiveness. High-quality information perception can lead to superior decision-making and competitive advantage. The integration of psychological factors into information quality management is crucial for developing user-centered information systems, which improve decision-making, user engagement, and adaptability, while reducing cognitive overload and promoting trust. This comprehensive approach ensures that information systems align with users' natural processing and utilization of information, leading to improved outcomes. In small and medium-sized companies, where employees play a critical role in the initial and final stages of CI - identifying information needs and making decisions - the knowledge embedded in employees is a valuable yet underutilized resource. Through in-depth interviews, this qualitative study highlights the significance of addressing cognitive and psychological barriers to enhance CI processes, thereby optimizing information intelligence management and contributing to the economic development and sustainability of these companies.
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This study investigated workplace bullying and organisational politics as correlates of turnover intention among employees with the purpose of investigating the relationship between workplace bullying, organisational politics and employees’ turnover intention, the influence of perceived organizational politics on career satisfaction among selected workers, the joint influence of workplace bullying and organisational politics on turnover intention and the difference between males and females on employees’ turnover intention. 204 selected workers participated in this study (Male 95 and Female 108). Survey design was used for this study and convenience sampling technique was used in collecting data. A questionnaire was used were in collecting data. Pearson moment correlation, regression analysis, and independent t-test were used to test the stated hypotheses. The result revealed that workplace bullying and perceived organizational politics have significant positive correlation with employee turnover intention. Also, Workplace bullying and perceived organizational politics accounted for 19.3% of the observed variance in employee turnover intension. And there was no significant difference between married and single workers on turnover intention. It is recommended that Organization should establish and enforce clear policies against workplace bullying, providing a safe channel for reporting and addressing grievances.
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Orientation: The information technology (IT) sector, a global economic driver, faces high employee turnover because of low work engagement. This study examines the relationship between human resource management (HRM) practices and their impact on work engagement and turnover intention (TI) in IT companies.Research purpose: The primary purpose of this research article is to investigate how HRM practices influence employee work engagement and TI in the IT sector.Motivation for the study: This study is motivated by the need to address this critical issue by exploring the role of HRM practices in shaping employee engagement and TI.Research approach/design and method: The research data came from 10 IT organisations in Pune IT parks. Non-probability convenience sampling was used to collect data. Data were analysed using Structural Equation Modelling (SEM), Statistical Package for Social Science (SPSS) and Moment Structure Analysis to evaluate the hypotheses.Main findings: The study found that HRM practices such as effective communication (EC), training satisfaction (TS), performance appraisal satisfaction (PAS), pay satisfaction (PS) and opportunities for development (OFD) positively influence work engagement among IT employees. Addressing these HRM practices can enhance employee retention and engagement in the IT sector.Practical/managerial implications: Implementing these strategies can lead to a more committed and productive workforce, improving overall organisational performance and retention.Contribution/value-add: This research offers actionable recommendations for IT companies to improve employee retention and engagement, filling a gap in existing literature by focussing exclusively on the unique challenges and dynamics of the IT industry.
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Unethical behavior within organizations is a very prevalent and costly problem. This study investigates employees’ unethical pro-organizational behavior (UPB), which is unethical behavior with the intention to help the organization. Leveraging social identity theory and social exchange theory, this research evaluates the direct relationship between organizational commitment and UPB and the indirect relationship through employee work engagement. The theoretical model was tested using structural equation modeling based on a sample of 499 U.S. service sector employees. Results indicate that organizational commitment can motivate employees to engage in UPB. However, channeling the commitment into work engagement can reduce employees’ motivation to engage in UPB. As such, the findings extend the UPB literature while providing practitioners with a clearer understanding of the importance of monitoring organizational commitment alongside work engagement.
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The study focused on the Effect of Employees Contract Engagement on Organisational Performance with respect to First Bank of Nigeria Plc, Abia State. The study used descriptive statistics design. Copies of questionnaire were administered to targeted respondents who are the employees of First Bank of Nigeria Plc in. Abia State. Two objectives of the study are: to determine the effect of terms or conditions of engagement (wages and Health care) on Productivity(output) of First Bank of Nigeria Plc, Abia State. Examine the effect of employees' responsibility(customer retention) on Profit of First Bank of Nigeria Plc, Abia State. The populations of the target respondents were 203 employees, where Taro Yamane was adopted to derive the sample size of 134. Objective one was analyzed using primary data while, objective 2 was analyzed with secondary data gotten from the First Bank of Nigeria PLc Brochure. The findings revealed that; Terms or conditions of engagement (wages and health care) has significant effect on productivity of First Bank of Nigeria Plc, Abia State. Employees' responsibility (customer retention) has significant effect on profit of First Bank of Nigeria Plc, Abia State. Based on the findings, the following recommendations were made; since terms and conditions of engagement is positive to productivity. The management of First Bank of Nigeria Plc in Abia State should continue to improve on the terms or conditions of engaging employees in the bank especially with, respect to employees' contact engagement. It is important to note that the employees' responsibility (customer retention) of First Bank of Nigeria Plc needs to be adopted, the most efficient administrative service that would be beneficial to all her employees' contract engagement and selection policies into the Nigerian banking sector should be unfettered.
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The high turnover rate of employees is one of the core problems of human resource management (HRM) in the hotel industry. We aim to propose a fresh perspective on hotel HRM by examining the impact of HRM system strength on employees' turnover intentions from a motivational process perspective. Introducing thriving at work as a mediator, we argue that employees' perceived HRM system strength not only provides a basis for rational judgment but also elicits affective evaluation through thriving at work to reduce turnover intention. Grit, a motivation‐related personality trait, is also considered a moderator. Data from 420 Chinese hotel employees showed that perceived HRM system strength (distinctiveness, consistency, and consensus) reduced turnover intention. Thriving at work partially mediated the relationship, while employee grit moderated the link between HRM strength and thriving. The theoretical and practical implications are discussed.
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The current study examines the relationship between authentic leadership and sustainable behavior intention among employees. We also tested employee engagement as a mediator and environmental value as a boundary condition in Danish manufacturing firms. The data from 346 respondents were obtained using time‐lagged and multi‐respondent techniques, and the data were analyzed using structural equation modeling. The results revealed that authentic leadership directly impacts sustainable behavior intentions whereas cognitive and behavioral employee engagement mediates the relationship between authentic leadership and sustainable behavioral intentions. Additionally, environmental values strengthen the positive relationship between employee engagement's cognitive and behavioral dimensions and sustainable behavioral intentions. This study advances the social exchange theory by empirically testing the beneficial effects of authentic leadership and employee engagement on the intention to engage in sustainable behavior. We also propose that practitioners emphasize authentic leadership as it can foster employees' environmental values and sustainable behavior intentions that are helpful for the organization's and society's sustainability.
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Purpose This paper aims to reveal the curvilinear relationships between perceived development human resource practices (DHRPs) and both affective commitment and work stress, and the moderating effects of age on the curvilinear relationships. Design/methodology/approach Hypotheses were developed from an employee-oriented contingent view based on the person-job fit theory and lifespan development theories. Methods suggested by Haans et al. (2016) and Dawson (2014) to test curvilinear relationships and related moderations, and a two-wave survey data from 742 Chinese employees were used. Findings The results showed that perceived DHRPs related to affective commitment in an inverted U shape and work stress in a U shape. However, age moderated the nature of the relationships such that both the curvilinear relationships only existed under low age while under high age perceived DHRPs related to affective commitment positively and work stress negatively. Originality/value This study advances the prevailing linear (positive or negative) thinking on the DHRPs–outcomes relationships by showing that perceived DHRPs relate to both affective commitment and work stress nonlinearly. Moreover, different from existing findings that age moderates the strength of the linear DHRPs–outcomes relationships, the results indicate that age moderates the nature of the relationships between perceived DHRPs and affective commitment and work stress. This implies a refined age-differential approach to use DHRPs to sustain a committed and healthy workforce in the context of workforce aging.
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The study investigated the significance of internal marketing (IM) in enhancing faculty innovative behavior (FIB) and faculty engagement (FE) in higher education (HE). Furthermore, the mediation of FE in the association between IM and FIB has been investigated. Three hundred teachers from three major public sector universities in union territory (Jammu and Kashmir) in India have been contacted to gather responses. The study contributes in numerous ways to the literature—dimensions of IM have a significant and positive impact on FIB in the HE sector. FE significantly mediated the effect of IM and its dimensions on FIB. This study also enlarged the scope of social exchange theory by using it from faculty perspectives in HE. Furthermore, the study has made an attempt to modify the scale to measure constructs for making them suitable in the HE sectors. Research findings offer numerous suggestions for administrators in HE institutions.
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Using the assertions of the social exchange theory, this study investigates the moderating effect of supervisory role in human resource management (HRM) practices and employee engagement relationships. This study used a cross-sectional survey design and collected data from 280 employees in Bangladesh’s readymade garments (RMG) industry. We tested the hypothesized model in SMART-PLS software through a structural equation model (SEM). An importance-performance matrix analysis (IPMA) was also performed to prioritize managerial actions. According to our findings, HRM practices have a significant relationship with employee engagement in the RMG industry, and the supervisory role of line managers moderates this relationship. Specifically, employee engagement increases in tandem with positive supervisory roles and vice versa. The IPMA analysis demonstrates that training and development is the most important determinant of employee engagement. Firms will benefit from increased employee engagement if line managers are empowered to implement HRM practices. This study expands the employee engagement literature by investigating different aspects of HRM practices in a globally dominant labor-intensive industry. It highlights the priority areas of HRM practices to foster employee engagement. However, the study is limited to Bangladesh’s RMG industry, though the findings are more applicable to labor-intensive manufacturing industries. Therefore, a full-length generalization across industries might not be feasible.
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Purpose Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department. Design/methodology/approach The authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis. Findings The authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes. Practical implications The findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB. Originality/value In sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.
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Purpose: After liberalization of the Indian economy, the impact of privatisation, economic changes, and international markets put pressure on all functions of the organizations (Bhatnagar, 2007; Budhwar, et al, 2026) There is a requirement amongst the managers to build capacities, competencies, and capabilities. With the overall competition, retaining and attracting good talent has become a challenge. Employee engagement is key to the retention of talent in an organization. During the last decade, several studies related to talent management have been conducted, but mostly in developed countries and in a corporate context. Even within the employee engagement framework, very little has been done on teaching faculty and staff in colleges and universities. Methodology: There is a strong need to study employee/ faculty engagement in the education sector. The literature study on employee engagement shows very little study on faculty engagement and motivation. Faculty engagement and motivation are possible if organizations, i.e., colleges and institutes provide the teachers with a passion for work and an engaging ambience which their performances and give them a continuous satisfying work experience. Result/Analysis: The research titled, “A Study of Employee Engagement in the Higher Education Institutions”, is carried out as there is an immense need to study faculty engagement in the education sector. The previous studies on employee engagement have very little emphasis on faculty engagement and motivation. The study is a descriptive study and is based on primary data. Primary data from 72 teachers/ faculty members were collected from colleges and institutes of higher education across India. A structured questionnaire was adopted for collecting primary data through the questionnaire method and in few cases, wherever possible through the interview method, to collect in-depth information about the education system. Originality/Value: This paper discusses a very important observation of the research study, i.e., the reason for the change in the engagement pattern of faculty members/teachers in the HEI. What has been discussed and seen during the research interview is that the faculty has expressed the support of the senior management and academic leaders in their meaningful contribution. Paper Type: Empirical study.
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This article aims to elucidate the mechanism of employee engagement within the academic context as theorized based on the broaden and build theory. The study examines the influence of perceived organizational prestige by a serial mediation model, wherein psychological capital and career expectations act as mediators. In this research, we recruited a sample of 217 academics across Malaysia's private universities through the online questionnaire. The data were tested through partial least square equation modeling (PLS-SEM) to examine the direct and serial mediation. The results reveal that perceived organizational prestige directly influences employee engagement. Additionally, both psychological capital and career expectations mediated the relationship serially. The implication of the findings suggests that practitioners should invest in cultivating psychological capital and career expectations in the working environment, as these strategies can continuously create a sustainable and positive upward spiral of engagement. The main theoretical contribution is a deeper understanding of the underlying employee engagement mechanism. The finding indicates that perceived organizational prestige is associated with employee engagement established through a serial mediation model with two mediators. Prior research has yet to explore these intricacies.
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Esta pesquisa teve como objetivo analisar a relação entre as oportunidades de desenvolvimento profissional concedidas pelas organizações a seus empregados, a confiança organizacional e o engajamento no trabalho. Como método de pesquisa, conduziu-se uma survey online junto a uma amostra composta por 390 trabalhadores residentes na Mesorregião Metropolitana de Belo Horizonte, Estado de Minas Gerais. Os dados coletados foram analisados utilizando a técnica de modelagem de equações estruturais. Com base nos resultados obtidos, constatou-se que a adoção de práticas voltadas para dar suporte e promover o desenvolvimento dos empregados amplia a confiança que eles depositam na organização e o engajamento que apresentam ao executarem suas atividades laborais. Ademais, concluiu-se que a confiança organizacional aumenta o engajamento dos empregados. Com isso, verifica-se que as oportunidades de desenvolvimento profissional concedidas aos empregados mantêm uma relação direta com o engajamento que eles apresentam no trabalho e também uma relação indireta, mediada pela confiança organizacional, o que reforça a importância de manter uma política organizacional centrada no desenvolvimento humano.
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The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.
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We theorize that engagement, conceptualized as the investment of an individual's complete self into a role, provides a more comprehensive explanation of relationships with performance than do well-known concepts that reflect narrower aspects of the individual's self. Results of a study of 245 firefighters and their supervisors supported our hypotheses that engagement mediates relationships between value congruence, perceived organizational support, and core self-evaluations, and two job performance dimensions: task performance and organizational citizenship behavior. Job involvement, job satisfaction, and intrinsic motivation were included as mediators but did not exceed engagement in explaining relationships among the antecedents and performance outcomes.
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Drawing on 50 unique samples (from 37 studies), the authors used meta-analytical techniques to assess the extent to which job burnout and employee engagement are independent and useful constructs. The authors found that (a) dimension-level correlations between burnout and engagement are high, (b) burnout and engagement dimensions exhibit a similar pattern of association with correlates, and (c) controlling for burnout in meta-regression equations substantively reduced the effect sizes associated with engagement. These findings suggest that doubts about the functional distinctiveness of the dimensions underlying burnout and engagement cannot be dismissed as pure speculation.
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Social exchange theory (SET) is one the most influential conceptual paradigms in organizational behavior. Despite its usefulness, theoretical ambiguities within SET remain. As a consequence, tests of the model, as well as its applications, tend to rely on an incompletely specified set of ideas. The authors address conceptual difficulties and highlight areas in need of additional research. In so doing, they pay special attention to four issues: (a) the roots of the conceptual ambiguities, (b) norms and rules of exchange, (c) nature of the resources being exchanged, and (d) social exchange relationships.
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This study explored how perceptions of reciprocal support in mentoring influence mentors' and protégés' intent to extend work-related help to coworkers in organizations. Our findings shed light on the role that organization-based self-esteem (OBSE) and affective organizational commitment (AOC) play as mediators in transmitting the effect of perceived reciprocal support in mentoring to mentors' and protégés' intent to engage in organizational citizenship behavior (OCB). A central premise of this study was that positive feelings of reciprocal learning and growth for mentors and protégés produce interdependence and inclinations towards organizational citizenship. Mentors (n = 82) and protégés (n = 160) from three U.S.-based corporations were surveyed. Results of mediation analyses employing multiple mediation model testing shows statistical and practical significance for protégés' AOC and OBSE as mediators. The lack of support for any mediators for the mentors indicates that the process underlying the link between mentoring and OCB may differ for mentors and protégés. We discuss the implications of these findings for organizational mentoring and human resource development and offer suggestions for future research.
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This correlational study (n = 283) examined the links between job fit, affective commitment, psychological climate, and employee engagement, and the dependent variables, discretionary effort, and intention to turnover. An Internet-based survey battery of six scales was administered to a heterogeneous sampling of organizations from service, technology, healthcare, retail, banking, nonprofit, and hospitality fields. Hypotheses were tested through correlational and hierarchical regression analytic procedures. Job fit, affective commitment, and psychological climate were all significantly related to employee engagement, while employee engagement was significantly related to both discretionary effort and intention to turnover. For the discretionary effort model, the hierarchical regression analysis results suggested that the employees who reported experiencing a positive psychological climate were more likely to report higher levels of discretionary effort. As for the intention to turnover model, the hierarchical regression analysis results revealed that affective commitment and employee engagement predicted lower levels of employees' intention to turnover. The combination of predictors demonstrated strong effects in that the independent variables in each model predicted at least 38.0% of the variance in the dependent variable. Implications for human resource development research and practice are highlighted as possible strategic leverage points for creating conditions that facilitate the development of employee engagement as a means for improving organizational performance.
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The problem The development of the Dimensions of the Learning Organization Questionnaire (DLOQ) has been contributing to the research on the learning organization both academically and practically. However, scholarly use of the DLOQ has been greater in the human resource development (HRD)-related disciplines. To encourage wider use, HRD researchers should acknowledge and reflect on the limitations of the extant literature and put an effort into providing theoretical foundations for how the DLOQ could be extensively used in several related disciplines. The Solution This study reviews comprehensive studies on the DLOQ and provides an underlying theoretical rationale for utilizing the DLOQ in multiple disciplines. In addition, future research recommendations are provided for enriching the learning organization studies using the DLOQ in HRD discipline. The Stakeholders Stakeholders for this article include HRD scholars, practitioners, and scholar-practitioners interested in the DLOQ-based theory, research, and practice.
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The Problem. Employee engagement is an emerging concept in the HRD literature, with demonstrated organizational benefits; yet little is known about its antecedents. The purpose of this article is to explore conceptual and empirically driven antecedents as well as differentiate the two perspectives. The Solution. As a result of a structured literature review method, 42 antecedents were grouped by application at the individual and organizational level. The Stakeholders. HRD researchers seeking to conduct original research in organizations, and practitioners interested in creating greater levels of engagement in their organizations will find the discussion and implications sections and the index tool valuable.
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The Problem. Employee engagement strategies are widely applied in practice, yet the construct remains underdeveloped in the human resource development (HRD) literature. This underdevelopment in the HRD scholarly community, combined with high levels of interest in the HRD practitioner community, highlights the need for closing the gap in theory, scholarship, and practice. To develop and support possible engagement-related interventions, HRD researchers and practitioners must be at the forefront of the emerging engagement conversation. The Solution. This article provides a definition and framework of employee engagement within the context of HRD, specifically in the areas of theory, scholarship, and practice. In addition, this article provides an overview of articles related to the latest thinking, research, and strategy development for generating employee engagement in practice found within this special issue. The Stakeholders. The intended audience for this article includes HRD scholars, scholar-practitioners, and practitioners interested in the development and use of employee engagement as an organizational performance and workplace culture -building strategy.
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Research indicates that numerous variables influence an organization’s ability to change and innovate. There is a need to understand a leadership model that focuses on the aspects of human resource development (HRD). Furthermore, it is important for the HRD model of leadership to foster and support creativity and innovation in organizations. In response to this need, this article identifies and explains a developmental leadership model rooted within the HRD framework of organized learning, change, interventions, and development. The focus of this work is to discuss how a developmental leadership style can generate new perspectives in HRD that translate to innovation for the organization. Consequently, this article shares a theoretical model for different roles that make up developmental leadership in practice activities, while exploring the construct of development leadership, its purpose, roles, core values, characteristics, and impact on innovation and creativity. This article explores the potential of Developmental Leadership in HRD as a driver of organizational innovation. The stakeholders involved are organizations, leaders, and followers. A clear understanding of developmental leadership and innovation informs ways of doing business at many levels.
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The term employee engagement has gained considerable popularity in the past 20 years yet it remains inconsistently defined and conceptualized. Although much has been written on the subject, little rigorous academic research has been done. This gap has resulted in a disjointed approach to understanding and developing strategies around employee engagement within organizations. This article explores the development of employee engagement through a historical lens using an integrated literature review to define and situate the concept within the HRD field by systematically reviewing and organizing literature across various disciplines and fields of study. Seminal works on the topic were identified and reviewed to gain an understanding of the topic’s development.A working definition is proposed and implications for theory, scholarship, and organizational practice are discussed.
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The results of Cohen and Lowenberg's 1990 meta-analysis of 50 studies that empirically test Becker's (1960) side-bet model provide little empirical support for his theory of commitment. They conclude that severe limitations of past research, both in terms of measuring commitment and the strategies used to test the side-bet model, may be responsible for the lack of empirical support. Alternatively, they submit that if these methodological problems are not at fault, we should consider abandoning the side-bet theory. Three limitations of past side-bet research are addressed in this study. The results of this study suggest that it is time to resurrect Becker's side-bet theory of commitment. In doing so, we should subject his theory to tests that employ more valid and direct measures of the side-bet variables, that use measures of continuance commitment rather than affective commitment, and that apply to both organizational and occupational commitment.
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Relying on a cross-level paradigm and on social exchange theory (i.e., perceived organizational support) I explore the relationships among human resource practices, trust-in-management, and organizational commitment. Individual-level analyses from a sample of 1689 employees from 180 credit unions indicate that trust-in-management partially mediates the relationship between perceived organizational support and organizational commitment. Cross-level analyses using hierarchical linear modeling indicate that human resource practices affect the relationship between perceived organizational support and organizational commitment or trust-in-management.
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The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy. In this 25th anniversary Yearly Review issue, we conduct a less comprehensive and more focused review of the field of HRM. In doing so, we attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for future work, and consider ways to bridge the gap between the science and practice of HRM.
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This study examined the relationship between integrated manufacturing, defined as the use of advanced manufacturing technology (AMT), just-in-time inventory control (JIT), and total quality management (TQ), and human resource management from a human capital perspective. Data from managers and nonmanagers showed several direct and interactive effects. AMT was positively related to selective staffing, comprehensive training, developmental appraisal, and externally equitable rewards for operations employees and to selective staffing for quality employees. TQ was positively related to these same human resource practices in quality and was also related to the comprehensiveness of training for operations employees. JIT was negatively related to selective staffing in operations and to performance appraisal in quality and positively related to staffing in quality. The two- and three-way interactions had negative effects.
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Purpose – The purpose of this paper is to give a state‐of‐the art overview of the Job Demands‐Resources (JD‐R) model Design/methodology/approach – The strengths and weaknesses of the demand‐control model and the effort‐reward imbalance model regarding their predictive value for employee well being are discussed. The paper then introduces the more flexible JD‐R model and discusses its basic premises. Findings – The paper provides an overview of the studies that have been conducted with the JD‐R model. It discusses evidence for each of the model's main propositions. The JD‐R model can be used as a tool for human resource management. A two‐stage approach can highlight the strengths and weaknesses of individuals, work groups, departments, and organizations at large. Originality/value – This paper challenges existing stress models, and focuses on both negative and positive indicators of employee well being. In addition, it outlines how the JD‐R model can be applied to a wide range of occupations, and be used to improve employee well being and performance.
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The concept of employee engagement has garnered attention in both practitioner and academic communities and several approaches for understanding engagement have developed. Whereas many authors have taken their own approach to understanding employee engagement, others have offered reinterpretations of the concept wrapped in well-researched and documented organizational variables. Fortunately, distinct streams of literature have emerged but are widely disparate, surfacing intermittently in the fields of psychology, sociology, management, human resource development (HRD), human resource management, and health care. This lack of continuity is a significant hurdle for HRD professionals being called on to develop innovative solutions to the absence of engagement inside organizations. The purpose of this integrative literature review was to synthesize the current state of scholarly research on employee engagement. As a result, four major approaches emerged, defining the existing state of employee engagement in the academic community. Each approach is explored and interpretations offered. Implications and questions for HRD bring this article to a close.
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The need for more theory building scholarship remains one of the pressing issues in the field of HRD. Researchers can employ quantitative, qualitative, and/or mixed methods to support vital theory-building efforts, understanding however that each approach has its limitations. The purpose of this article is to explore common method variance bias as one of the possible major threats to the validity of quantitative research findings upon which significant theory building relies. Common method variance has been shown to introduce systematic bias into a study by artificially inflating or deflating correlations, thereby threatening the validity of conclusions drawn about the links between constructs. Both procedural design and statistical control solutions are provided to minimize its likelihood in studies with monomethod designs. Finally, editors and reviewers are called upon to support knowledge-building about how best to handle common method variance bias in quantitative studies.
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The Problem Disagreement between subordinates and their managers’ perceptions of organizational climate and support has been related to less efficient work performance and worse organizational outcomes. Possible consequences of disagreement between managers’ and subordinates’ ratings of organizational learning are currently not known. Little is also known about how the level of agreement between the two ratings relates to employees’ performance and well-being at work. The Solution The study was conducted in an industrial company in Sweden. First-line managers’ and their subordinates’ responses to the Dimensions of the Learning Organization Questionnaire (DLOQ) were evaluated along with employees’ ratings of their work performance and health. The Stakeholders Key stakeholders include leaders responsible for group- and organization-level learning activitities and employees’ well-being and work performance. In addition, representatives from human development departments will find this study to be of interest.