Human Capital and HRM as a Source of Competitive Advantage and Effectiveness: Evidence from Poland

Jawor-Joniewicz, Anna; Sienkiewicz, Łukasz

doi:10.1007/978-3-319-39654-5_9

Cited by 2 publications

(1 citation statement)

References 15 publications

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“…the organization) (Ellis et al , 2017). On this account, enterprises in China need to spend many resources trying to develop a desirable system to encourage employees to engage in voice behaviors (Jawor-Joniewicz and Sienkiewicz, 2016).…”

Section: Introductionmentioning

confidence: 99%

Exploring the influence of paternalistic leadership on voice behavior

Jia

Zhou

Zhang

et al. 2020

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Purpose Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship between paternalistic leadership and voice behavior. Design/methodology/approach Multiple-wave survey data from a sample of 368 employees in China were used to test the hypothesized moderated mediation model. Findings The findings show that both benevolent leadership and moral leadership related positively to voice behavior, whereas authoritative leadership played a negative role in influencing voice behavior. Employees’ implicit voice belief played a partial mediating role between paternalistic leadership and voice behavior. Furthermore, perceived HRM strength weakens both the mediation relationship among benevolent leadership, implicit voice belief and voice behavior, and the mediation relationship among moral leadership, implicit voice belief and voice behavior. However, the moderated mediation effect of implicit voice belief on the relationship between authoritative leadership and voice behavior is not significant. Practical implications Leaders are encouraged to behave benevolently and morally whereas to avoid excessive authoritative style at work, so that employees can be encouraged to speak out. Organizations are advised to introduce management practices like training and development sessions and to improve employees’ perceived HRM strength so that the implicit voice belief can be reduced, and the voice behavior can be stimulated. Originality/value The research provided a fresh theoretical perspective on the underlying mechanism between paternalistic leadership and employees’ voice behavior by unveiling employee implicit voice belief’s partial mediating role between paternalistic leadership and employee voice behavior. Furthermore, the study contributed to the literature of voice by adopting a more integrative perspective and exploring the role of the implementation of the organization’s system, i.e., perceived HRM strength that provided a boundary condition in the above mediation model.

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Section: Introductionmentioning

confidence: 99%

Exploring the influence of paternalistic leadership on voice behavior

Jia

Zhou

Zhang

et al. 2020

View full text Add to dashboard Cite

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The Complexities of Employee and Institutional Interactions for Human Capital Development: Evidence from Banking Network of Ghana

Dankyi¹,

Kong²,

Peprah³

et al. 2020

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The paper focused on the human capital development capacity of complex interactive institutional networks. Network principles were adopted to seek the underlying conditions that determine the human capital development of institutions as well as its capacity to sustain personnel development within competitively dense networks. The research focused on existing management structures hinged on the assumption that it influenced policy development, implementation, and worker engagements intending to increase institutional performance within the competitive space. Using some core attributes, a network was developed to capture the interaction between employees within an institution as well as their comparative impact on the general banking system of a developing economy. Using specific network measures, we deduced the institutional network was efficient in human capital development, and also efficiency in competitive networks is inversely proportional to density. Multinational Banks have higher potentials of human capital development in a highly competitive industry compared to indigenous banks. Again connectivity dynamics affect human capital development in financial networks in developing countries.

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Human Capital and HRM as a Source of Competitive Advantage and Effectiveness: Evidence from Poland

Cited by 2 publications

References 15 publications

Exploring the influence of paternalistic leadership on voice behavior

Exploring the influence of paternalistic leadership on voice behavior

The Complexities of Employee and Institutional Interactions for Human Capital Development: Evidence from Banking Network of Ghana

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