PurposePerformance management systems (PMS) are integral to an organization's human resource management but research is ambivalent on their positive impact and the mechanism through which they influence employee behavior. This study fills this gap by positing work engagement as a mediator in the relationship between perceptions of PMS effectiveness, employee job satisfaction and turnover intentions.Design/methodology/approachThe study uses a survey-based design. Data were collected from 322 employees in India attending a management development program at a premier business school. Partial least squares–based structure equation modeling package ADANCO was used for data analysis.FindingsPositive perception of PMS effectiveness was found to enhance employee work engagement. This increased job satisfaction and reduced turnover intentions among employees. Thus, work engagement mediated the relationship between PMS perceptions and job satisfaction and turnover intentions.Practical implicationsThe results suggest that organizations need to focus on three characteristics of PMS, namely its distinctiveness, consistency and consensus. These characteristics determine the effectiveness of PMS in engaging employees and influencing their job satisfaction and turnover intentions.Originality/valuePrior studies on performance management have largely been limited to aspects of justice and focused disproportionately on the appraisal aspect of performance management. This study takes a systems view of performance management and addresses prior shortcomings by examining the role of clarity and horizontal fit between PMS practices in determining employee engagement. The study also provides much needed empirical support to theoretical studies which have argued that PMS is a driver of engagement in organizations (Gruman and Saks, 2011; Mone and London, 2014).
Purpose The purpose of this paper is to explore the relationships between the personality and cognitive styles of managers and different types of work. Design/methodology/approach The personality types and cognitive styles of managers were measured, respectively, with the help of the Big Five personality factors and Jung’s cognitive types. Different types of works in an organization were categorized in three ways: identity, institutional and integrative work. A survey questionnaire method was used to collect data from a sample of 107 managers from a diverse range of industries, and these data were used to test the hypotheses. Findings The study found that intuitive feeling and intuitive thinking types of cognitive styles are suitable for identity and integrative kinds of work, respectively. Openness to experience and conscientiousness positively correlate with identity work. For institutional work, conscientious personality trait is most important for managers; agreeableness has a negative impact on identity work and institutional work. Practical implications This study will assist recruitment and staffing professionals, when recruiting managers for an organization, and the paper should be interesting for readers in industry (professionals in HR, managerial career development and managerial competence audit and counseling) and academia (research scholars). Originality/value Analysis of theses relationship types is unavailable in the literature of leadership and organizational studies. It can help organizations utilize their human resources efficiently.
PurposeEmotional intelligence (EI) is a critical component of leadership that reflects the ability of leaders to understand how their emotions and actions affect the people around them in the organization. This paper aims to deliver state-of-the-art insights on EI and leadership.Design/methodology/approachThis paper leverages on bibliometric analysis to unpack 25 years of EI and leadership research.FindingsThis paper reveals the bibliometric profile (e.g. trends in publication activity and top articles, authors, countries and journals) and intellectual structure (e.g. themes and topics) of EI and leadership research, shedding light on EI manifestation in leadership, EI and leadership congruence, EI role in leadership and EI and leadership for human resource management.Research limitations/implicationsThis paper offers several noteworthy implications. First, EI is a leadership competency that can be cultivated and leveraged to improve leadership effectiveness. Second, the need for EI and leadership congruence indicates that leadership effectiveness is vital to human resource management (HRM). Taken collectively, these theoretical implications, and by extension, practical implications, suggest that increased investment in EI and leadership effectiveness is critical for organizations and their HRM.Originality/valueThis paper sheds light on current trends and ways forward for leading by feeling, showcasing the role and manifestation of EI in leadership, its value for HRM and the importance of its congruence for effective leadership in shaping the future of work.
PurposeExtensive research has been done to measure the effect of personality and cognitive styles on creativity. However, an in-depth study is required to identify the impact of cognitive style and creativity on organizational problem-solving. The objective of this paper is to look into this lacuna and study the effect of cognitive style and creativity of leaders on their organizational problem-solving.Design/methodology/approachThe study uses a survey-based design. Data have been collected from 90 middle and senior-level managers from a diverse range of industries. The authors assessed their proposed hypotheses by conducting statistical analysis using SPSS and SmartPLS.FindingsThe results of the study reveal that leaders, who've scored high on intuition feeling (NF) cognitive style and proactive creativity, are suitable for solving open type of organizational problems. On the other hand, NF type of leaders with “contributory creativity” are ideal for solving closed type of organizational problems. Further, leaders scoring high on intuition thinking (NT) and proactive creativity are suitable for solving open types of organizational problems. Interestingly, the combination of NT with expected creativity is not suitable for closed type of organizational problems. On the other hand, a leader scoring high on sensing thinking (ST) cognitive style is more prone to perform contributory creativity.Practical implicationsThe study would help the human resource (HR) planning processes of an organization. It would assist HR professionals while recruiting, selecting or deploying employees for creative works within an organization. Therefore, the paper would be useful for HR managers, personnel, management development specialists, consultants and HR academicians.Originality/valueThe relationship among cognitive style, creativity and problem type has not been adequately explored in extant literature on leadership and organizational development. This study would thereby enrich the literature.
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