The goal of the study is to investigate the effect of physical, cognitive, and emotional engagement on turnover intention among academic staff in public sector universities in Pakistan. The study highlights the buffering effect of organizational politics on employee engagement and turnover intention. The study employs a quantitative research design based around a partial least square analysis of datah gathered from academic staff in public universities in Sindh. The study shows there is a significant negative association between turnover intention, and employees' cognitive and emotional engagement. The findings of the study confirm the buffering effect of organizational politics on physical and emotional engagement and turnover intention. The direct effect of employees' physical engagement on turnover intention was not found to be significant. This study contributes to the conservation of resources theory; it also offers solutions to the problem of staff turnover based on building an organizational culture grounded in justice and teamwork.
PurposeDrawing from transactional stress and conservation of resource theories, this study untangles the relationship between power outage, patient incivility, job stress and proactive service performance. Further, this study also explores the mediating role of patient incivility and job stress.Design/methodology/approachA questionnaire-based survey was used, and data were collected from 275 healthcare professionals working in various public hospitals in Pakistan through convenience sampling. Structural equation modeling (SEM) via Smart PLS was used for data analysis.FindingsResults revealed that power outage has significant positive impact on patient incivility and patient incivility has significant direct effect on job stress. Job stress has significant negative relationship with proactive service performance. Findings also confirmed that patient incivility mediates the relationship between power outage and job stress, and job stress mediates the relationship between patient incivility and proactive service performance.Practical implicationsThis study helps the health administrators to think about the service standards of the public hospitals. Implications of this study are not limited to health sector. This study is useful for other service sectors where performance of employee affected by power outage. In addition to this, the current research helps to conduct research in other developing and underdeveloped countries which also face the problem of power outage.Originality/valueThis study marks the first step toward establishing power outage as an organizational behavior construct by demonstrating that power outage impacts significantly on proactive service performance. This study also explored the relationship between job stress and proactive service performance which was also not explored before.
Innovative work behaviour (IWB) forms an essential basis for obtaining competitive advantage and long-term success for the hospitality firms. Nonetheless, empirical research on this potential behaviour has received limited attention in hospitality research. Drawing from self-determination theory (SDT), this study tests a conceptual model that examines the mediating role of harmonious passion between cooperative psychological climate and IWB within the hospitality industry. This study also recognises the importance of servicing empowerment as the boundary condition between harmonious passion and IWB. We further developed a moderated mediation model to test the above said relationships. A total of 257 employees who worked in the four- and five-star hotels in Pakistan participated in the study. Partial least structural equation modelling (PLS-SEM) was used to analyse the data. Results reported significant mediating effect of harmonious passion between cooperative psychological climate and IWB. The relationship between harmonious passion and IWB was strengthened to the extent that servicing empowerment in the hotel firms was high. Furthermore, the indirect effect of cooperative psychological climate on IWB (via harmonious passion) was stronger when the servicing empowerment was high. Practitioners looking to enhance harmonious passion and IWB can do so by creating a cooperative climate in their hotel firms. This study carries value as research on harmonious passion in the organisational context is still unexplored and this study extends the scope of cooperative psychological climate research that this factor has the potential to foster employees’ harmonious passion leading them display IWB.
Purpose -The purpose of this study is to analyze the comparative financial performance of outsourcing and vertically integrated corporations from Footwear and Apparel industry. Research design, data, and methodology -Secondary data is collected from the published audited annual reports of the footwear and apparel corporations listed on stock exchanges globally. In the current study, 40 footwear firms have been opted that include 20 vertically integrated and 20 outsourcing firms. The sample is distributed into two groups based on threshold up-to 50 percent respectively outsourcing and vertically integrated companies. Sample independent t-test is applied to compare the financial performance of outsourcing and vertically integrated firms. Results -Based on the investigation of 10 years' data of financial ratio, the results of the study show that there is significant difference between outsourcing and vertical integration strategy on return on assets, return on equity while insignificant difference has found with profit margin. Conclusions -The findings of the current study indicates that there is significant difference between the financial performance of outsourcing and vertically integrated firms in terms of return on asset, return on equity and insignificant difference in terms of profit margin.
The literature on the job demands–resources (JD-R) theory has flourished for the past decade due to the theory's simplicity and its applications in many areas of work life. However, the literature is lacking on how leaders can utilize this theory to manage employees, especially in the Asian leadership context. Using the JD-R theory, the current study investigated each aspect of paternalistic leadership (i.e., benevolent leadership, authoritarian leadership and moral leadership) and its influence on employees' job resources (i.e., work meaningfulness and influence at work), job demands (i.e., emotional and cognitive demands), work engagement, burnout and the processes involved. Four hundred and thirty-one (431) full-time working employees (mean age: 31.58; female: 57.8%) from various organizations in Malaysia participated in the study. Using structural equation modelling, the study's results showed that the benevolent aspect of paternalistic leadership was related to higher work engagement and lower burnout through work meaningfulness (but not through influence at work). In contrast, the authoritarian aspect of paternalistic leadership was related to higher burnout through emotional demands (but not through cognitive demands), while the moral leadership aspect had no significant relationship to employees' job demands or job resources, with a mediation process not found in either relationship. Overall, the study revealed three contrasting mechanisms for each aspect of paternalistic leadership and suggested how paternalistic leadership may be practised in Asian countries.
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