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This paper empirically analyzes the relationship between certain organizational characteristics and sales performance on a sample of 360 micro, small and medium-sized enterprises (MSMEs) from Paraguay. The results from the logistic regression analysis show that the outsourcing of operations has a positive impact on sales. On the other hand, it was observed that relationships with suppliers in the supply chain as well as the delay of planned investments before the pandemic negatively influence sales. These results might help businesses and policy makers to strengthen certain internal characteristics of MSMEs to improve sales possibilities, especially during crisis periods.
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Post pandemic, the hotel industry is facing a significant labor shortage. This study investigates how the hotel industry attracts the Gen Z workforce through CSR activities during COVID-19. The study develops a framework based on social capital theory. A total of 407 online surveys were collected, and PLS-SEM was performed to test the proposed model. Results indicate that the person-organization fit increases cognitive trust and affective trust, subsequently affecting hotels' organizational attractiveness. COVID-related knowledge only moderates the relationship between cognitive trust and organizational attractiveness. Moreover, affective trust is weighed heavier by Gen Zs who were currently unemployed, while cognitive trust exerts more influence on those who were currently employed. The study findings provide valuable insights and meaningful implications for hotel managers to attract and retain Gen Z talents. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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The purpose of this study is to collect and analyze data related to the impact of internal and external factors as predictors of teachers' decisions to teach in urban PK-6 Title I public schools. The quantitative study will identify the impact of predictors classified as teacher characteristics, school characteristics, organizational characteristics, teacher efficacy, and COVID-19 on teachers in classrooms that educate economically disadvantaged students in an urban Title I public school district in southwest Texas. Utilizing Bernard Weiner's (1958) Attribution Theory of Achievement as a framework, the study will measure the impact of internal and external factors that teachers attribute to their longevity in Title I classrooms. The guiding research question is: How do internal and external predictors, classified as teacher characteristics, school characteristics, organizational characteristics, teacher efficacy, and the COVID-19 pandemic predict teacher retention in urban Title I PreK-6 schools? The survey containing 62 questions was completed by 354 participants. The results of the study uncovered the degree of impact the predictors had on teachers' decision to continue to teach in some of the most challenging classrooms, despite the external and internal factors that led to the exit of many of their peers. The predictors identified as contributing to longevity in urban Title I public schools included (a) 20+ years of experience, (b) a bachelor's degree, and (c) salary and workload. The two predictors' teachers indicated would decrease the likelihood of longevity in Title I urban public schools included (a) teachers aged 25-35, and (b) teachers aged 36-43. The lessons learned from these teachers will be added to the body of research pertaining to the necessity to retain teachers in urban Title I public schools. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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The COVID-19 pandemic has disrupted the world of work causing a significant shift from working in the office to working from home. Studies have shown that many employees do not want to return to the office on a full-time basis and that they expect that their work environments will include teleworking going forward. However, many leaders have had challenges managing remotely during the COVID-19 pandemic, and numerous organizations have been unclear and inconsistent about what work arrangements will look like in the future. Although several leadership studies since the COVID-19 pandemic have focused on leading during a crisis, empirical studies on the behaviors and mindsets needed to navigate the future of work is sparse. This research applied the Complexity Leadership Theory lens to the study of leadership behaviors and mindsets during this period of ambiguity and complexity which the COVID-19 pandemic introduced into the workplace. This exploratory study used a phenomenological approach to gain the perspectives of 20 senior HR leaders who are dealing with the ambiguity and complexity of novel human resource challenges brought on by the COVID-19 pandemic. Four major findings resulted from this study. First, many factors shifted the balance of power from the employer to the employee to decide workforce including changing workforce expectations, the volatility and duration of the pandemic, as well as employee productivity while working from home. Second, senior HR leaders found establishing guidelines, and purposeful communications effective in helping them adapt to the future workplace. Third, the study found that mindsets play a key role in shaping decisions as senior HR leaders navigated the future workplace. Finally, senior HR leaders used enabling leadership competencies to influence stakeholders to navigate the novel situation of the future workplace ushered in by the COVID-19 pandemic. These findings have implications for practice as they provide useful insights and strategies to senior HR leaders who are responsible for establishing work arrangements for their organizations. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
ABSTRACT
The COVID-19 pandemic has disrupted the world of work causing a significant shift from working in the office to working from home. Studies have shown that many employees do not want to return to the office on a full-time basis and that they expect that their work environments will include teleworking going forward. However, many leaders have had challenges managing remotely during the COVID-19 pandemic, and numerous organizations have been unclear and inconsistent about what work arrangements will look like in the future. Although several leadership studies since the COVID-19 pandemic have focused on leading during a crisis, empirical studies on the behaviors and mindsets needed to navigate the future of work is sparse. This research applied the Complexity Leadership Theory lens to the study of leadership behaviors and mindsets during this period of ambiguity and complexity which the COVID-19 pandemic introduced into the workplace. This exploratory study used a phenomenological approach to gain the perspectives of 20 senior HR leaders who are dealing with the ambiguity and complexity of novel human resource challenges brought on by the COVID-19 pandemic. Four major findings resulted from this study. First, many factors shifted the balance of power from the employer to the employee to decide workforce including changing workforce expectations, the volatility and duration of the pandemic, as well as employee productivity while working from home. Second, senior HR leaders found establishing guidelines, and purposeful communications effective in helping them adapt to the future workplace. Third, the study found that mindsets play a key role in shaping decisions as senior HR leaders navigated the future workplace. Finally, senior HR leaders used enabling leadership competencies to influence stakeholders to navigate the novel situation of the future workplace ushered in by the COVID-19 pandemic. These findings have implications for practice as they provide useful insights and strategies to senior HR leaders who are responsible for establishing work arrangements for their organizations. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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Purpose: The study aims to investigate the impact of organizational characteristics and knowledge process capabilities on the entrepreneurial orientation among the manufacturing industry employees in the Punjab province of Pakistan. Additionally, this study has examined the mediating role of knowledge process capabilities in the relationship between organizational characteristics and entrepreneurial orientation among those employees and the moderating effect of psychological factors on the relationship between organizational characteristics and entrepreneurial orientation. Design methodology and approach: The study has employed the survey-based methodology and data are collected with the aid of self-administered questionnaires. This study utilized the partial least squares structural equation modeling (PLS-SEM) to establish the validity and reliability of the measurement model and test the relationships. The response rate of the current study is 64.66%. Findings: The study findings have shown mixed results as one of the organizational characteristics, namely, resource and time availability is an insignificant determinate of entrepreneurial orientation among the manufacturing industry employees in Punjab province of Pakistan. Whereas management support, rewards, work discretion, and knowledge process capabilities appear as significant determinates of employees' entrepreneurial orientation. The results indicated that knowledge process capabilities have a mediating role in the relationship between organizational characteristics and employees' entrepreneurial orientation. Moreover, psychological factors, namely, propensity to take risk and locus of control have a significant moderating role on the relationship of management support, rewards, and work discretion with employees' entrepreneurial orientation. Practical implications: The empirical insights on the study are valuable for policymakers and managers in manufacturing sectors of developing countries, such as Pakistan, to enrich their work performance through the understanding impact of organizational characteristics and knowledge process capabilities on the entrepreneurial orientation with moderating role of psychological factors. Originality and value: Studies on the mediating impact of knowledge process capabilities on the linkage between organizational characteristics and entrepreneurial orientation with the moderating role of psychological factors remain limited. This study is one of the earliest studies that investigate these inter-relationships.
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The inception of Industry 4.0 has forced us to rethink the HR function and human capital management. Futurists predict that more than half of the jobs we are doing today will be replaced by smart technology, artificial intelligence and robots. The onset of the Covid-19 epidemic has accelerated the adoption of technology in the workplace. In this changing world of work, the only thing that we can count on is change. Limited research is available on how employees perceive and cope with these technological advancements and changes within the working environment, and specifically how it influences their jobs and careers. Positive coping strengths are essential personal resources which help employees in dealing constructively with the changes in the workplace as well as the complex interaction between the individual and the environment. Advancing research and knowledge in the psychosocial variables that influence the agile coping behaviour of employees has become important to help employees to be able to survive in the digital era. This chapter explores the agile coping dynamics within this future workplace by looking at the relationship between positive coping behaviour, workplace friendships and career adaptability. Based on these findings and recommendations, HR practitioners can utilise the information to assist employees in building agile coping mechanisms to survive and excel in the changes brought by the digital era. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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The COVID-19 pandemic forced many organizations to abruptly introduce remote working, without an accurate analysis of organizational processes and employees' expectations about work flexibility. Thus, remote working has been implemented without a rational plan of interventions based on remote work- enabling technologies, managerial practices, and resources. This chapter aims at understanding the role of "supporting" structures and practices in driving the effective implementation of remote working in the post-COVID era. The authors rely on a case study of a multi-national IT company with a long experience with remote work arrangements, focusing on mobile work and virtual teams and looking at expectations and actions of remote workers in relation to organizational support. Findings revealed the importance to adopt a holistic approach to organizational support to remote working based on formal procedures, adequate evaluation systems, tools for self-management, blended training programs, supportive leadership style, along with a collaborative work environment and a remote culture. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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The ability to retain and engage employees is now, more than ever, a major strategic issue for organizations in the context of a pandemic paired with a persistent labor shortage. To this end, teleworking is among the work organization conditions that merit consideration. The purpose of this cross-sectional study is to examine the direct and indirect effects of teleworking on work engagement and intention to quit, as well as the potential moderating effect of organizational and individual characteristics on the relationship between teleworking, work engagement, and intention to quit during the COVID-19 pandemic, based on a sample of 254 Canadian employees from 18 small and medium organizations. To address these objectives, path analyses were conducted. Overall, we found that teleworking, use of emotion, skill utilization, and recognition appear to be key considerations for organizations that wish to increase work engagement and decrease intention to quit, in the context of a pandemic paired with a labor shortage. Our results extend the literature by revealing the pathways through which teleworking, use of emotion, skill utilization, and recognition are linked to work engagement and intention to quit, and by suggesting specific interventions and formation plans that are needed.
Subject(s)
COVID-19 , Work Engagement , Canada , Cross-Sectional Studies , Humans , Intention , Pandemics , SARS-CoV-2 , Ships , TeleworkingABSTRACT
PurposeThe deadly nature of the coronavirus (COVID-19) has severe consequences on human health and the global economy. There are rising numbers of COVID-19 cases despite containment measures. Organizations differ in their strategic responses to institutional forces. This study investigates the role of organizational characteristics in shaping COVID-19 safety practices among small and medium construction enterprises (SMEs) in Nigeria.Design/methodology/approachA quantitative research approach was employed through exploratory and descriptive designs. The study questionnaires were administered to 362 active construction SMEs which were randomly sampled from the list of 6,364 SMEs registered with the corporate affairs commission in Lagos, 296 were used for analysis;corresponding to an 82% response rate. Factor analysis was used to reduce 9 COVID-19 safety practices to 3 core practices used for further analysis. Multiple regression was employed to determine the relationship between organizational characteristics and COVID-19 safety practices.FindingsResults show that SMEs workforce, annual turnover and total asset have a positive and significant relationship with COVID-19 safety practices, while SMEs’ area of specialization is a poor predictor. It was concluded that organizational characteristics play a significant role in shaping COVID-19 safety practices among SMEsResearch limitations/implicationsThe study is limited to only five organizational characteristics;new variables could be examined in the future.Originality/valueThis study shows that organizational characteristics can shape COVID-19 safety practices among SMEs. Findings will assist procuring entities in their decision to award construction contracts during the pandemic.