ABSTRACT
Employees are the most valuable asset of any service business because of its human-centric nature. However, in the crisis situations, the human side in crisis management strategy, particularly in the areas of human resource management is largely overlooked. The present study explores how human resource management (HRM) practices in the pre-crisis stage could build a good foundation of psychological capital (PsyCap) for tourism and hospitality staff to be mentally resilient during the COVID-19 pandemic. Grounded on the conservation of resource (COR) theory, research hypotheses are developed and then empirically tested using a sample of 760 employees in various tourism and hospitality companies. Research outcomes demonstrate that wellbeing oriented HRM policies (specifically employee development and employee empowerment policies) in the pre crisis stage increases employee PsyCap during the pandemic, leading to the preservation of their wellbeing. More importantly, employees' family financial burden is found as a moderating factor, altering the influences of HRM policies on employee PsyCap and their in-crisis wellbeing. Therefore, wellbeing-oriented HRM could be part of crisis preparedness strategy for tourism and hospitality businesses as well as crucial element of the internal corporate social responsibility portfolio in tourism and hospitality businesses. In developing countries, where less financial support and fewer job security policies are available during crises than in the developed world, the application of wellbeing-oriented HRM becomes even more critical.
ABSTRACT
Purpose: In light of COVID-19 and its subsequent disruptions, along with simultaneous changes and transformations taking place, job insecurity (JI) is significantly heightened among employees. This study aims to analyze how JI influences employees' organizational citizenship behaviors (OCBs) and whether positive psychological capital (PsyCap) and grit moderate this relationship. Design/methodology/approach: To test the study hypotheses, data was gathered during COVID-19 via convenience sampling. The collected data was analyzed using the Statistical Package for the Social Sciences software and Excel MegaStat. Findings: The empirical data shows that qualitative JI has a negative relationship with OCB. PsyCap and grit moderate the relationship between both JI dimensions and OCB. Practical implications: Managers can alleviate JI in the workplace by promoting PsyCap and grit among employees, both of which will sustain and promote OCB, even during difficult times. Originality/value: This study bridges the gap in the literature regarding the impact of JI on employees' OCB during the pandemic. This study also adds to the limited number of studies exploring personal resources as potential moderators between JI and organization citizenship behavior. © 2023, Emerald Publishing Limited.
ABSTRACT
Employees are the most valuable asset of any service business because of its human-centric nature. However, in the crisis situations, the human side in crisis management strategy, particularly in the areas of human resource management is largely overlooked. The present study explores how human resource management (HRM) practices in the pre-crisis stage could build a good foundation of psychological capital (PsyCap) for tourism and hospitality staff to be mentally resilient during the COVID-19 pandemic. Grounded on the conservation of resource (COR) theory, research hypotheses are developed and then empirically tested using a sample of 760 employees in various tourism and hospitality companies. Research outcomes demonstrate that wellbeing-oriented HRM policies (specifically employee development and employee empowerment policies) in the pre-crisis stage increases employee PsyCap during the pandemic, leading to the preservation of their wellbeing. More importantly, employees' family financial burden is found as a moderating factor, altering the influences of HRM policies on employee PsyCap and their in-crisis wellbeing. Therefore, wellbeing-oriented HRM could be part of crisis preparedness strategy for tourism and hospitality businesses as well as crucial element of the internal corporate social responsibility portfolio in tourism and hospitality businesses. In developing countries, where less financial support and fewer job security policies are available during crises than in the developed world, the application of wellbeing-oriented HRM becomes even more critical. © 2023
ABSTRACT
Employees are the most valuable asset of any service business because of its human-centric nature. However, in the crisis situations, the human side in crisis management strategy, particularly in the areas of human resource management is largely overlooked. The present study explores how human resource management (HRM) practices in the pre-crisis stage could build a good foundation of psychological capital (PsyCap) for tourism and hospitality staff to be mentally resilient during the COVID-19 pandemic. Grounded on the conservation of resource (COR) theory, research hypotheses are developed and then empirically tested using a sample of 760 employees in various tourism and hospitality companies. Research outcomes demonstrate that wellbeing oriented HRM policies (specifically employee development and employee empowerment policies) in the pre crisis stage increases employee PsyCap during the pandemic, leading to the preservation of their wellbeing. More importantly, employees' family financial burden is found as a moderating factor, altering the influences of HRM policies on employee PsyCap and their in-crisis wellbeing. Therefore, wellbeing-oriented HRM could be part of crisis preparedness strategy for tourism and hospitality businesses as well as crucial element of the internal corporate social responsibility portfolio in tourism and hospitality businesses. In developing countries, where less financial support and fewer job security policies are available during crises than in the developed world, the application of wellbeing-oriented HRM becomes even more critical.
ABSTRACT
Employees are the most valuable asset of any service business because of its human-centric nature. However, in the crisis situations, the human side in crisis management strategy, particularly in the areas of human resource management is largely overlooked. The present study explores how human resource management (HRM) practices in the pre-crisis stage could build a good foundation of psychological capital (PsyCap) for tourism and hospitality staff to be mentally resilient during the COVID-19 pandemic. Grounded on the conservation of resource (COR) theory, research hypotheses are developed and then empirically tested using a sample of 760 employees in various tourism and hospitality companies. Research outcomes demonstrate that wellbeing-oriented HRM policies (specifically employee development and employee empowerment policies) in the pre-crisis stage increases employee PsyCap during the pandemic, leading to the preservation of their wellbeing. More importantly, employees' family financial burden is found as a moderating factor, altering the influences of HRM policies on employee PsyCap and their in-crisis wellbeing. Therefore, wellbeing-oriented HRM could be part of crisis preparedness strategy for tourism and hospitality businesses as well as crucial element of the internal corporate social responsibility portfolio in tourism and hospitality businesses. In developing countries, where less financial support and fewer job security policies are available during crises than in the developed world, the application of wellbeing-oriented HRM becomes even more critical.
ABSTRACT
PurposeThis paper aims to examine the relationship between employees' perception of corporate social responsibility (CSR) practices in Indian business organizations and psychological capital (PsyCap) during the COVID-19 pandemic. Design/methodology/approachThis research design is conclusive, descriptive and cross-sectional. An online survey was conducted during COVID-19-related lockdowns in India in 2020-2021, using two standardized research instruments. Data was collected from 154 respondents;correlation and regression techniques were applied using SPSS version 25. FindingsResults indicate that employees' perception of CSR practices was positively correlated with the components of PsyCap, namely, employee self-efficacy, hope, resilience and optimism. Findings indicate that 57.4% of the variance in PsyCap is explained by employees' perception of CSR. Research limitations/implicationsStudies may be carried out to examine the difference in PsyCap between organizations having strong CSR vis-a-vis weak CSR. The impact of PsyCap on organizations' performance during states of disruption and chaos is unexamined so far;studies on the said linkage are thus required. Researchers may also examine whether there is a significant difference in organizations' PsyCap during crisis and non-crisis conditions. Studies on the linkages between EPCSR and organizational resilience, employee performance and employee engagement during crises, with PsyCap in the moderating role will provide further insights into this area of research. Practical implicationsThe findings imply that having effective CSR policies can help with the conservation and recovery of psychological resources. Employees' enhanced self-efficacy, hope, resilience and optimism are the benefits of being a CSR-oriented organization as indicated by the study findings. Investing in CSR would therefore be a win-win situation for organizations, as besides giving back to society and building a great public image for themselves, it would also improve organizations' PsyCap, which in turn would make businesses resilient and better able to navigate through crises. Social implicationsThis study makes a case for a macro- and micro-level focus on PsyCap. Increasing organizational psychological resources makes it possible to lessen the pandemic's negative psychological toll and enhance workers' coping abilities. As evidenced in this study, the CSR practice of organizations is one such way toward it. It is thus in the interest of society, organizations and employees that organizations strengthen their CSR and more so during times of widespread crises. Originality/valueExtant literature has mostly examined CSR from the macro-level lens during noncrises conditions, with a focus on external stakeholders and in the context of developed Western economies. This research has a micro-level perspective and focuses on the PsyCap of internal stakeholders, i.e. corporate employees in an emerging market, namely, India. It has been conducted in the background of an unprecedented global economic and mental crisis caused by the COVID-19 pandemic, thus making this study very unique and relevant.
ABSTRACT
Purpose>Well-being and employability are considered important indicators of a sustainable career that must be incorporated into the system at the beginning of a job. Hence, it is essential to explore the role of positive personal resources to improve young managers' well-being. The unending ambivalence in the academic environment and the job market is detrimental to management graduates' well-being. The study aims to look into the possible intervening methods to enhance the well-being of management students during difficult times.Design/methodology/approach>A cross-sectional study was conducted among 212 management students from Kerala, India. Multi-stage random sampling was used to collect data. Structural equation modelling using IBM-AMOS was done to gain insights into the proposed relationships.Findings>The results indicated that psychological capital had a significant impact on the well-being of management students. Both perceived employability and psychological capital are positively related to life well-being. And, perceived employability mediated the relationship between psychological capital and life well-being.Research limitations/implications>The theoretical contribution comes from the application of the broaden-and-build theory and resource caravans from the conservation of resource theory as a theoretical framework to understand the positive impact of developing psychological capital among university students. The practical contribution comes from identifying a need for universities to make their campus climate more supportive of the non-academic needs of students by supporting them to become more self-reliant and enhance their positive psychological resources. Developing psychological resources of perceived employability and psychological capital is quintessential to enhance life well-being and career sustainability of early careers talent.Originality/value>This study is one of the first attempts to discern how psychological capital leads to an accumulation of psychological resources and life well-being in university students and graduates offering opportunities for career sustainability.