Purpose The purpose of the study is to examine the impact of human resource development (HRD) interventions on organizational effectiveness by means of employee competencies which are built by some of the selected HRD interventions. Design/methodology/approach An integrated research model has been developed by combining the principal factors from the existing literature. The HRD interventions chosen are training, performance management and career management (development). The validity of the model is tested by applying structural equation modeling (SEM) approach to the information collected from 290 executive and non-executive employees working in two medium size cement manufacturing companies. The reliability and validity of the dimensions are established through confirmatory factor analysis (CFA) and the related hypotheses are tested by using SEM. Findings The result indicates that the selected HRD interventions have an impact on building of employee competencies, which in turn is instrumental in improving organizational effectiveness. Research limitations/implications The research is undertaken in Indian cement manufacturing companies which cannot be generalized across a broader range of sectors and international environment. Practical implications The findings of the study have potential to help decision makers of manufacturing companies to develop strategies which will enable them to improve employee competency, to formulate effective HRD interventions and to enhance the capability of the employees to achieve desired goals and objectives of the organization. Originality/value The research is unique in its attempt to measure employee competencies for organizational effectiveness by combining the existing scales of individual competences. The article contributes to the HRD literature, integrating HRD interventions and employee competencies into a comprehensive research model that influence organizational effectiveness.

Purpose The purpose of this paper is to examine how creative self-efficacy and physical work environment mediate and moderate the relationship of transformational leadership with employee creativity and organizational innovation. Design/methodology/approach The data were collected from 254 managers working in two major automotive manufacturing units in India. The survey response rate was 81.9 percent. The data were analyzed using structural equation modeling. Findings The study findings suggest that transformational leadership augments employee creativity. The authors show that employee creative self-efficacy acts as a mediator and physical work environment as a moderator in the relationship between transformational leadership and employee creativity. Originality/value The study contributes by examining mediating and moderating influences in the relationship between transformational leadership and employee creativity. The data were collected from an important industry in a large, emerging economy that has received much less research attention relative to its size and significance.

BackgroundThe quality movement in health care has recognized better quality of work life (QWL) of employees as an important rubric for a health care organization's performance. Health care employees are the front lines of the health care delivery system. However, studies on the QWL of private health care unit's employees are limited. MethodologyThis research investigates the relationship between QWL, organizational performance (OP) and employee commitment (EC). A self-designed questionnaire was distributed to 300 health care employees. Out of which only 205 valid responses were received resulting in a response rate of 68 per cent from the survey. The data were analyzed using SPSS 20. ResultsThe findings show that EC acts as a partial and a significant mediator in the relationship between QWL and OP. Mediation analysis was also conducted for each dimension of QWL, EC and OP to reinforce the results. Conclusions and RecommendationsFindings can be used by health care units' managers and policy makers to design and implement appropriate initiatives to improve QWL. Better QWL is the key to attract and retain qualified and motivated employees and can possibly lead to enhanced quality of services in health care organizations.

Purpose The purpose of this paper is to examine the impact of team building and employee empowerment on employee competencies and examine the moderating role of organizational learning culture in between these relationships. Design/methodology/approach An integrated research model is developed by combining resource-based view, signalling theory and experiential learning theory. The validity of the model is tested by applying moderated structural equation modelling (MSEM) approach to the data collected from 653 employees working in cement manufacturing companies. The reliability and validity of the dimensions are established through confirmatory factor analysis and the related hypotheses are tested by using MSEM. Findings The findings suggest that organizational learning culture significantly strengthens the relationships of team building and employee empowerment on employee competencies. Research limitations/implications The research is undertaken in Indian cement manufacturing companies which cannot be generalized across a broader range of sectors and international environment. Practical implications The findings of the study have potential to help decision makers of manufacturing companies to develop strategies which will enable them to improve employee competency, to formulate effective human resource development interventions and to enhance the capability of the employees to achieve desired goals and objectives of the organization. Originality/value The research is unique in its attempt to combine three frameworks to build a new theoretical model explaining the importance organizational learning culture along with team building and employee empowerment.

Purpose The purpose of the paper is to explore the relationship between workplace empowerment and employee commitment with quality of work life (QWL) as a mediator in the case of private healthcare employees in India. Design/methodology/approach The study used a structured questionnaire to collect primary data from 279 employees of private healthcare units in India. AMOS 20 was used to analyse the data. Findings Results of data analysis confirm that the proposed hypotheses of the study were significant. Structural equation modelling revealed a best-fit model that demonstrated QWL to be a significant partial mediator between workplace empowerment and employee commitment. Practical implications This work provides a pragmatic view about the action mechanism through which workplace empowerment can aid in generating commitment among healthcare employees. The paper also offers insights for healthcare managers, administrators and practitioners. Originality/value The research is an attempt to integrate the employees as the core long-term assets of the healthcare system. The study establishes the triadic and symbiotic alliance of workplace empowerment, QWL and employee commitment in the novel context of healthcare.