How to improve firm performance through employee diversity and organisational culture

Triguero-Sánchez, Rafael; Peña‐Vinces, Jesús C.; Uyen, Jorge Guillén

doi:10.7819/rbgn.v0i0.3312

Cited by 5 publications

(6 citation statements)

References 8 publications

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“…However, existing literature has broadly focused on the factors that enhance organizational performance. For example, social capital, knowledge sharing, internationalization, knowledge management capabilities, the structural and infrastructural decisions and employee diversity are the factors that enhance organizational performance (Bolat and Yılmaz, 2009;Terry, 2013;Cohen and Olsen, 2015;Espino-Rodríguez and Gil-Padilla, 2015;Ariza-Montes et al, 2017;Triguero-Sánchez et al, 2018). It is hard to find articles on the factors that may undermine organizational performance.…”

Section: Introductionmentioning

confidence: 99%

Impact of employee perceptions of mistreatment on organizational performance in the hotel industry

Sarwar

Muhammad

2020

IJCHM

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Purpose This paper aims to investigate the impact of injustice, discrimination and incivility on organizational performance in the hotel industry. In addition to this, the study also investigates the mediating effects of discrimination and incivility between distributive injustice, procedural injustice and organizational performance. Design/methodology/approach A survey was conducted to collect the data from hotel industry employees on a structured questionnaire by using convenience sampling approach. PLS-SEM was used to analyze the useable data of 285 respondents. In addition to this, to evaluate the predictive performance of exogenous constructs newly suggested hold out sample approach in PLS-SEM was also considered. Findings Results indicate that incivility and procedural injustice has a negative and significant effect on organizational performance, while the impact of distributive injustice and discrimination on organizational performance was insignificant. Further, incivility was found to be a significant mediator, while mediation of discrimination was not supported between distributive injustice, procedural injustice and organizational performance. Practical implications Findings are important for hotel managers to adjust their strategies to improve organizational performance. Originality/value This study contributes in existing literature by concentrating on predictors that undermine the organizational performance. To the best of the authors’ knowledge, this is one of the early studies to contribute in literature by investigating the impact of injustice perceptions on employee perceptions specifically perceived incivility and perceived discrimination on organizational performance. Further, it also investigated the mediating impact of perceived incivility and perceived discrimination between injustice perceptions and organizational performance. Such considerations have implications for researchers, students and practitioners. For researchers, this study helps to ponder on an alternative approach by considering those factors which may undermine organizational performance, instead of focusing only on those factors which enhance organizational performance. For research students, such contribution will bring a new avenue to consider further research. Managers will find help to control such factors which minimize organizational performance.

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Section: Introductionmentioning

confidence: 99%

Impact of employee perceptions of mistreatment on organizational performance in the hotel industry

Sarwar

Muhammad

2020

IJCHM

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“…Regarding the control variables related to employees' diversity (Richard et al, 2004;Triguero-S anchez, Peña-Vinces & Guillen, 2018) such as age, gender, and seniority, unfortunately, none of them had the statistical significance that was expected. An explanation that can be considered is that such variables do not have direct effects but rather have mediative effects, which is coherent with previous studies which have shown that employees' diversity variables influence their performance through HRM practices (Triguero-S anchez et al, 2018). However, from an SEM point of view, research model's control variables are adequate in order to understand that 25% of R 2 of TBW is due to both EC and HR, plus control variables.…”

Section: Resultsmentioning

confidence: 93%

Hierarchical distance and employees’ commitment as conditioning of team‐based work in the Spanish public sector

Triguero-Sánchez

Peña‐Vinces

Guillén

2021

Scandinavian J Psychology

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Team‐based work (TBW) plays a crucial role in the success and quality of public services. In the context of the Spanish public sector, our study evaluates if a low level of hierarchical distance (HD) in public organizations condition the public employees’ commitment (EC) as well as TBW, assessed in terms of participation and consensus among team members. Simultaneously, we evaluated to what extent EC help to enhance TBW. Employing a sample of 213 government organizations from the south of Spain through a model of structural equations, we were able to answer the above questions. Our results revealed that team‐based work functions more successfully within public organizations where there exists little verticality in their structures, norms, values and rules – in simplest terms, where there is minimal organizational HD. Such results also suggest that although regulations exist in the Spanish public sector, should public organizations attempt to be less vertical and more horizontal, they would perhaps have public servants that were more committed to their organizations. As a result, servants view the organization as their own and remain loyal. Finally, from an academic perspective, this study could be one of few to research and evaluate the hierarchical role and employees’ commitment to the functioning of public employees based on participation and consensus in their work teams.

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“…The team’s human capital emphasizes the heterogeneity [ 71 , 83 , 84 ] and diversity [ 85 , 86 , 87 , 88 ] of employees with different educational backgrounds and professional skills working together. If their different perspectives can help the team measure and manage risk, improve the team’s business vitality, and engender greater team creativity, it will have a positive impact on the enterprise’s total revenue [ 89 , 90 , 91 ]. In addition, employees with different educational backgrounds show different R&D efficiencies, which have different impacts on the cost-effectiveness of R&D expenses, and thus they affect the total revenue of MCEs.…”

Section: Resultsmentioning

confidence: 99%

Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

Chen

Yang

2021

IJERPH

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This study attempted to explore the competitive advantage strategies of the medical consumables industry (MCI) from the perspectives of human resources, research and development (R&D) and the industry life cycle. As one of the essential branches of modern medical device industry, the MCI has developed rapidly in recent years as global demand for medical consumables has shown continual growth, but it also faces market uncertainty. This study took Taiwan’s small/medium medical consumables enterprises (SMMCEs) as a sample, and used the translog revenue function to study the competitive advantage of the MCI through human resource and R&D investment strategies and the stage characteristics of the industry life cycle curve. The results showed that the various human resources and R&D expenses of the small/medium medical consumables industry (SMMCI) can interact with each other to influence total revenue and that the SMMCI needs more varied types of human resources to enhance its competitive advantage. The total revenue of the SMMCI decreased as education inputs rose, but it increased along with increases in the number of employee and R&D inputs. Observed from the life cycle curve of the SMMCI, total revenue increased rapidly during the startup and growth stages, increased slowly during the maturity stage, and decreased during the decline stage. Finally, we put forward competitive advantage strategies and management suggestions for medical consumables enterprises (MCEs). We are the first to document the life cycle curve and competitive advantage strategies of the MCI, thereby contributing to the related literature.

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How to improve firm performance through employee diversity and organisational culture

Cited by 5 publications

References 8 publications

Impact of employee perceptions of mistreatment on organizational performance in the hotel industry

Impact of employee perceptions of mistreatment on organizational performance in the hotel industry

Hierarchical distance and employees’ commitment as conditioning of team‐based work in the Spanish public sector

Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

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