Ababneh (2021) How do green HRM practices affect employees' green behaviors? The role of employee engagement and personality attributes,

PurposeThe relationship between organizational culture and total quality management (TQM) can be facilitated by the virtue of certain psychological states. Employee engagement refers to a mechanism foreseeable to predict the successful implementation of TQM. Therefore, this study focuses on the attribution theory to propose a model that presents a differential impact of organizational culture archetypes on quality performance and TQM, while underlying role of employee engagement and individual values.Design/methodology/approachAn empirical study was performed based on the data collected from 153 senior employees working in hotel companies. This study has used partial least squares path modeling (PLS-SEM) to test the relationships and model proposed.FindingsThe findings have confirmed the hypotheses using PLS-SEM and provided a positive significant impact of organizational culture archetypes on employee engagement with quality initiatives; individual values on organizational cultural archetypes and employee engagement with quality initiatives on TQM implementation.Originality/valueThe study concluded that the impact of organizational culture on quality performance and TQM is significant. It is, therefore, suggested that management of hotel companies should work to increase the level of engagement, encourage cultures, while reducing the level of power culture with the emphasis given to individual and organizational quality initiatives.

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This study suggests a novel progression to the current research endeavor by investigating the influence of information technology capabilities on organizational agility. More specifically, this study aims to fill the gaps found in previous studies and contribute to the current state of knowledge of this domain by focusing on the mediating role that IT capabilities play between dynamic capabilities and organizational agility. Toward that end, 270 Jordanian professionals working in supply chain management and operational departments were approached. Data were collected via distrusting a structured questionnaire that includes items assessing dynamic capabilities, IT capabilities, and organizational agility. The results demonstrated that IT capabilities significantly and positively mediated the relationship between resource-based dynamic capability and organizational agility. The study has also discussed several theoretical along with managerial implications of the research.

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This study puts forward a novel advancement on understanding the underlying mechanisms that expound how human capital can lead to employees” innovative behaviour. Thus, this study intends to examine the nuanced associations between human capital and innovative work behaviour, evoking the mediation of employee engagement and moderation of mental involvement. Utilising a cross sectional research design, a random-sampling technique was used to collect responses from professionals selected from different organizations operating in Jordan. In total, 380 participants completed a questionnaire constructed from well-established measures. AMOS-Structural Equation Modelling was used to examine the measurement and structural models. The results demonstrated that, along with the direct effect, human capital asserts a substantial relevance to individuals” innovative behaviour via the mediation of employee engagement and moderation of mental involvement. To the best of the researcher’s knowledge, this is the first research attempt that views the aforementioned associations through the lens of the attitudinal constructs of employee engagement (mediator) and mental involvement (moderator). Further, this study expands the knowledge base of the cognitive, attitudinal, and behavioural literature by expanding the scope of the JD-R theory aspects to be linked to other psychological dynamics (employee engagement and mental involvement) thought to enhance employees” innovative behaviours.

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