Human resource development and turnover intention: organizational commitment's role as a mediating variable

Rawashdeh, Adnan M.; Elayan, Malek Bakheet; Shamout, Mohamed Dawood; Hamouche, Salima

doi:10.1108/ejmbe-12-2021-0343

Cited by 17 publications

(21 citation statements)

References 42 publications

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“…In this study, we controlled for work organization conditions, sociodemographic factors, and the stress related to the COVID-19 pandemic. Literature demonstrated that work organization conditions can influence job performance (Simard and Parent-Lamarche, 2021;Rawashdeh et al, 2022). They encompassed five work-related variables, which can affect job performance: workload (Bruggen, 2015;Parent-Lamarche and Boulet, 2021b); skill utilization and decision authority (Simard and Parent-Lamarche, 2021;Hackman and Oldham, 1980), as well as recognition Oldham, 1976, 1980;Ahmad et al, 2017;Bradler et al, 2016;Parent-Lamarche and Laforce, 2022), and job insecurity (Sverke et al, 2002;Kalia and Bhardwaj, 2019;Begum et al, 2022).…”

Section: Methodsmentioning

confidence: 99%

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Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Hamouche

Parent-Lamarche

2022

JOEPP

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PurposeTeleworking seems to be the new future of the workplace. It has been widely adopted during the COVID-19 crisis, which has greatly influenced work organization conditions. This pandemic and its accompanying changes represent significant challenges for employees' performance, depending on their age if the study considers the physical and psychological vulnerabilities of older employees and their assumed or expected difficulties to cope with the new information and communication technologies (ICTs). This study aims at examining the direct effects of teleworking, and age on job performance (in-role). As well as analyzing the moderating effect of age on the relationship between teleworking and in-role job performance in times of crisis.Design/methodology/approachData were collected in Canada from 18 companies, with a sample of 272 employees. Multivariate regression and moderation regression analyses were performed using Stata 13.FindingsResults revealed that when teleworking, older age is associated with lower job performance and younger age is associated with higher job performance. Conversely, when working on-site, older age is associated with higher job performance, whereas younger age is associated with lower job performance.Practical implicationsFrom a practical perspective, these results highlight the importance of decision authority and recognition. As well as the presence of age disparities related to work arrangements. Managers need to adopt an inclusive approach and develop work arrangements that take into consideration employees' needs and ages. Some insights and practical recommendations are presented in this paper to support managers and human resource practitioners.Originality/valueStudies examining the in-role job performance of teleworkers and the effects of age are sparse. This study helps to expand research on human resources management, job performance and age.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Hamouche

Parent-Lamarche

2022

JOEPP

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“…Similarly, employees with higher level of engagement or commitment are less likely to have turnover intention (Bhatnagar, 2012;Rich et al, 2010). Empirical studies confirm the positive effects of engagement on satisfaction and retention among employees (Mazzetti et al, 2021;Alola and Alafeshat, 2021;Memon et al, 2016;Bakker and Demerouti, 2008;Rawashdeh et al, 2021). Accordingly, we propose the following hypotheses: H4.…”

Section: Employee Engagement Satisfaction and Retentionmentioning

confidence: 71%

“…Career development is also important to help employees determine career-related goals, improve appropriate skills and knowledge and understand personal objectives, thereby increasing their work motivation and satisfaction (Huang and Su, 2016;Nankervis et al, 2014;Amin et al, 2014;Rogers and Creed, 2011;Dysvik and Kuvaas, 2008;Chen et al, 2004). Literature documents that TD is positively associated with ES and ER (Rawashdeh et al, 2021;Aburumman et al, 2020;Bibi et al, 2018;Memon et al, 2016;Fletcher et al, 2018;Sattar et al, 2015). Accordingly, we propose the following hypotheses:…”

Section: Training and Development And Employee Satisfaction And Reten...mentioning

confidence: 99%

“…Literature documents that employees who benefit from TD programs tend to perceive higher job satisfaction, engagement and job retention (Alola and Alafeshat, 2021; Bibi et al , 2018; Choo and Bowley, 2007; Bartlett, 2001). In more particular, TD activities enhance employee engagement (EE), thereby enhancing their job satisfaction and eliminating their intention to leave the organization (Rawashdeh et al , 2021; Alola and Alafeshat, 2021; Aburumman et al , 2020; Sattar et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

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Linking training and development to employees’ attitudes and behaviors: the mediating role of engagement

Thanh

2023

EJTD

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Purpose Because employees’ positive attitudes and behaviors are important to ensure organizational performance, organizations attempt to carry out human resource practices to shape these attitudes and behaviors. This paper aims to examine this issue by focusing on the effects of training and development (TD) on employee engagement (EE), satisfaction (ES) and retention (ER). Design/methodology/approach For empirical analysis, the authors use structural equation modeling and data collected from employees in a developing economy. Findings TD is positively and directly associated with EE, ES and ER. In addition, EE is found to mediate the indirect effects of TD on ES and ER. Practical implications The findings suggest some practical implications for TD activities to enhance employees’ positive attitudes and behaviors. Originality/value To the best of the authors’ knowledge, this research is among the early attempts to examine the direct and indirect effects of TD on EE, ES and ER in a developing economy. The findings add to the growing literature suggesting that TD can contribute to the improvement of employees’ positive attitudes and behaviors.

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Impact of perceived overqualification on knowledge hiding and service delivery performance: The moderating role of occupational instrumentality

Almagharbeh,

Hamouche,

Shamout

2023

Knowl Process Manag

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The problem of perceived overqualification (POQ) and the importance of occupational instrumentality have been acknowledged in the literature. Drawing on equity theory, we built a model that explains how and why occupational instrumentality moderates the mediatory role of knowledge hiding on the relationship between POQ and service delivery performance in the tourism and hospitality industry. Underlying this model is the notion that employees' POQ is the cause of knowledge hiding and poor service delivery performance and occupational instrumentality is the diffuser in the tourism and hospitality context. Data were obtained from employees in the aviation sector and analyzed with the PLS‐SEM technique. The findings indicate that POQ directly influences employees' knowledge hiding behavior, but this behavior does not significantly impact their service delivery performance. Knowledge hiding does not act as a mediating factor between POQ and service delivery performance. In other words, knowledge hiding does not explain the link between feeling overqualified and poor service delivery performance. Interestingly, it was observed that the effect of POQ on knowledge hiding is stronger when employees have a strong sense of occupational instrumentality. This suggests that even when employees value the contributions of their current role to their future occupation and career, they are still inclined to resort to knowledge hiding as a response to POQ. Our study results extend theorizing on the themes of interest and offer valuable practical insights.

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Human resource development and turnover intention: organizational commitment's role as a mediating variable

Cited by 17 publications

References 42 publications

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Teleworkers' job performance: a study examining the role of age as an important diversity component of companies' workforce

Linking training and development to employees’ attitudes and behaviors: the mediating role of engagement

Impact of perceived overqualification on knowledge hiding and service delivery performance: The moderating role of occupational instrumentality

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