The exploration of the relationship between organizational commitment and training is still in its early stages. Although there have been several studies reported on training and organizational commitment in Western countries, very little has been done in respect of the local professionals in Malaysia. This research investigates the association between five training variables (availability of training, support for training, motivation to learn, training environment and perceived benefits of training), and various aspects of organizational commitment (affective commitment, normative commitment, continuance commitment and overall organizational commitment). The availability of training, support for training, motivation to learn, training environment, perceived benefits of training were all significantly correlated with affective commitment, normative commitment and overall organizational commitment. The training environment and perceived benefits were also significantly correlated with continuance commitment. However the availability of training, support for training and motivation to learn were not significantly correlated with continuance commitment. This suggests that despite other forms of commitment, Malaysian workers do not feel that they need to remain in an organization that has made available the training, given support for the training and were motivated to learn. Otherwise, results suggest that on the whole, training does seem to have an influence on organiza-Training and organizational commitment 167 tional commitment. The practical implication of this is that managers, who are so desirous of enhancing organizational commitment among their subordinates, should pay more attention to training.Annual income was found to correlate positively with affective commitment and overall commitment. Age and tenure were not significant predictors of overall organizational commitment contradicting studies in the West. This demonstrated that Malaysians might have different attitudes towards organizational commitment. The older they are and the longer they stay within an organization do not imply that they will be committed towards their organization. This phenomenon can be attributed to the uncertain business environment in Malaysia.

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Purpose Socioemotional wealth (SEW) has emerged as a defining concept that distinguishes family-owned business organizations from businesses that are not exclusively controlled by family coalitions. This empirical study expands the literature by presenting a more nuanced understanding of how individual dimensions of socioemotional wealth interacts with firm performance outcomes. Deploying the stakeholder theory, the purpose of this study is to propose a research model linking the five dimensions of SEW with firm performance to propose and test a set of hypotheses. Design/methodology/approach To test the hypotheses, data were collected through a survey of 357 medium-to-large private family firms in Bangladesh that were involved in export-oriented production of ready-made garments. Based on structural equation modeling, the data were analyzed using SmartPLS. Findings The results indicate that out of the five dimensions of SEW, three dimensions – family identification, emotional attachment and renewal of bonds through dynastic succession – have a positive and significant impact on firm performance. On the other hand, family control and influence have a significant but negative impact on firm performance. The only exception is in the case of binding social ties, which indicate a non-significant relationship. Research limitations/implications By attempting to provide a clearer and predictable link between family-centric non-economic goals and firm-centric business goals, the study contributes to theory building and attempts to address the conflict in the literature in the study of family involvement in management and performance of the business enterprise. Practical implications For industry practitioners and family business owners, it could provide guidance on which family-centric goals would maximize benefits to the firm and address the family-based utilities. Future strategic plans aimed at growth and sustainability of family firms can derive important clues from the findings of this study and design actionable goals that leverage those dimensions of socioemotional wealth that have a positive impact on firm performance. Social implications Social implications of ensuring survival of family businesses are significant because of their role as one of the largest sources of employment generation in most societies. Policymakers and regulatory authorities would be able to frame customized initiatives to foster growth and sustainability of family enterprises that have such large impact on the economy. Originality/value Theoretical contribution of the study comes from a more nuanced understanding of relationships between the individual dimension of SEW and firm performance, which will delineate a more consistent and predictable link between family-centric goals and firm-level outcomes. From the perspective of practical contribution, this may provide useful guidelines to industry practitioners and policymakers to frame initiatives that enable growth and sustainability of family firms that are typically the largest employment generators in most economies.

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PurposeThis paper focusses on the roles and experiences of the human resource managers and safety, health and environment managers in promoting environmental sustainability in automobile industry.Design/methodology/approachThe exploration uses the data generated from ten in-depth interviews with human resource managers as well as safety, health and environment (SHE) managers from three automobile companies.FindingsThree main themes were derived from the inductive analysis in support of environmental sustainability. They comprised environment-oriented perspectives, green human resource management (HRM) practices and supportive mechanisms. These findings served as insights for the HR managers who played a supportive role in environment sustainability. This study also found that Green HRM practices within the automobile industry were confined to green training and development, green rewards, green employee involvement and green orientation.Research limitations/implicationsThe outcome of this study carries implications for managers and businesses in designing a more sophisticated framework for Green HRM practices for their companies so as to achieve a more progressive sustainable goal. For instance, HR managers who are environment-oriented can play a more active role in environmental sustainability. They can participate directly in developing policies by co-partnering with their SHE colleagues. They can encourage and motivate their employees to apply green practices both at work and in their homes. This integration would eventually create a cascading effect that could reduce the industry's negative impact on environment, thereby developing a more environmentally-friendly society.Practical implicationsThis study provided practical implications for both the HR and SHE managers in taking up responsibilities in environmental sustainability. This study also indicated the practical implications for the top management in the automobile industry, especially in the designing of the environmental sustainability framework.Originality/valueThis study contributes to the Green HRM area by understanding and comparing the roles of the HR managers and their counterpart, the SHE managers, in support of environmental sustainability. The comparison would provide a clearer picture on how the implementation of Green HRM can be implemented within the automobile industry.

Knowledge Sharing is a significant facilitator of performance in organizations through teams for gaining competitive advantage. However, very few studies investigated the relationship between knowledge sharing and team environment with a subsequent effect on team performance. For effective team performance, team members are encouraged to exchange their varied knowledge, opinions, paradigms, and expertise required to accomplish team tasks. Therefore, this study attempts to investigate the effect of knowledge sharing on team performance through the lens of team culture. A quantitative study by employing survey method was conducted by collecting data from healthcare teams working in healthcare institutions of Pakistan. The study examines the direct and indirect effect of team culture on team performance by statistically testing the research model by utilizing the technique of structural equation modeling. Results from response by106 teams comprised of 397 members' exhibit that teams with visible performance indicators depict strong team cultures which deemed important for sharing knowledge amongst team members. The study findings provide useful insights and contribute to the literature of team performance and knowledge sharing in the healthcare sector and urge administrators to encourage team members to share their expertise enhancing the performance of teams.

Over the period of time researchers and social scientists are studying why not only intellectual intelligence is sufficient and can only be the predictor of success amongst individuals? The scholars have realized the importance and need of social intelligence which is related to the non-cognitive abilities and is known as emotional intelligence. This paper develops conceptual understanding on two major perspectives that makes the sense of teams becoming emotionally intelligent. By focusing how individuals apprehend the emotions they possess and simultaneously emotions of their team members via strengthening their emotional capacity that ultimately leads them to the higher level of performance. It is evident across the globe that individuals' embraced emotionally intelligence are working individuals who strive hard to develop and practice emotional intelligence skills to be an effective team members that leads to enhance performance. High Performance teams are well equipped with emotional intelligence for getting work done through team members. For that particular purpose it is pertinent to know what emotionally intelligent teams are comprised of. Therefore it is synthesized from the literature how emotional intelligence of individuals can be a critical component of as an effective team member and propensity to a productive team work.

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