International briefing 29: training and development in <scp>K</scp>azakhstan

Mahmood, Monowar; Baimukhamedova, Aizhan

doi:10.1111/ijtd.12006

Cited by 8 publications

(9 citation statements)

References 8 publications

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“…The influence of different types of corporate culture on different dimensions of duty orientation is consistent with previous behavioral research (Gürerk et al 2009;Wiewiora et al 2013). The prevalence of clan culture is well-evidenced in earlier research and its influence on duty orientation to team is surprising in the central Asian context (Ismail and Ford 2010;Mahmood and Baimukhamedova 2013;Minbaeva and Touron 2013). Hierarchy and market culture influence duty orientation to organization.…”

Section: Discussionsupporting

confidence: 87%

“…Managers in these countries still far from developing efficient and effective management practices and often blame the employees for lower level of commitment and dedications. However, foreign multinationals are implementing better management practices and gaining competitive advantage over the local competitors (Mahmood and Baimukhamedova 2013;Minbaeva and Touron 2013). Therefore, considering the dearth of knowledge on employee behavior and human resource management practices in central Asian region, this study assesses the level of employee duty orientation and assumed variations between local and multinational corporations in Kazakhstan.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

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Variations in employee duty orientation: impact of personality, leadership styles and corporate culture

Frolova

Mahmood

2019

Eurasian Bus Rev

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This study aims to assess the extent and variations of employee duty orientation in a transition economy context, i.e., in Kazakhstan. Adopting ideas from the attitudinal theory, normative theory and exchange theory perspectives, the study further investigates relationships between personality traits and duty orientation as well as moderating role of leadership styles and corporate culture on personality-duty orientation relationship. Data were collected from employees of 284 organizations in three main big cities of Kazakhstan. The findings revealed higher level of employee duty orientation as well as variations in employees' duty orientation between local and multinational corporations. It also identified the influence of individual personality traits, leadership styles and organizational culture on employees' level of duty orientation. Among different personality traits, conscientiousness appeared to have the highest significant positive influence, and emotionality has highest significant negative influence on duty orientation. Among different leadership styles, autocratic leadership seems to have the most significant influence on duty orientation. Among types of organizational culture, adhocracy culture appears to have most significant positive influence on duty orientation. While individual-level factors are mostly blamed for employees' duty orientation, the findings show influence of contextual factors such as leadership styles and corporate culture on employee duty orientation. It depicts a holistic view of employee duty orientation and opens new avenues to consider duty orientation from multi-level perspectives. Based on empirical evidence, the study provides recommendations for managers to nurture employee duty orientation for improved organizational performance.

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Section: Discussionsupporting

confidence: 87%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Variations in employee duty orientation: impact of personality, leadership styles and corporate culture

Frolova

Mahmood

2019

Eurasian Bus Rev

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“…HRM practices in Bangladesh used to resemble those of personnel management practices in which the role of HRM managers was confined to administrative and legal issues, as happened in many other developing and emerging economies (Budhwar & Debrah, 2001; Mahmood & Baimukhamedova, 2013). In public sector organizations, HRM practices are still highly centralized and all practices respond to government directives.…”

Section: Discussionmentioning

confidence: 99%

Human Resource Management Practices in Bangladesh: Current Scenario and Future Challenges

Mahmood

Absar

2015

South Asian Journal of Human Resources Management

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The aim of this study is to assess current HRM practices in Bangladesh, as well as the future challenges the country faces. Based on secondary sources, we explain the institutional contexts of the four main generic HRM functions: recruitment and selection, training and development, pay and performance appraisal and industrial relations practices. Here, we also highlight recent developments and future challenges with regard to HRM practices. While credible research on HRM practices in Bangladesh is still rare, this study will be beneficial to researchers and HRM practitioners interested in Bangladesh and other developing countries and, we hope, will encourage future research.

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“…As a faster-developing economy, Bangladesh has been included in the N-11 nations (Chowdhury and Mahmood, 2012). Following other emerging countries, the application of SHRM in Bangladesh is increasing over various sectors, including telecom, financial, education, garment and health (Mahmood and Baimukhamedova, 2013). Researchers have suggested that application of SHRM could be significant and fruitful for Bangladesh's future HR development (Mahmood and Absar, 2015).…”

Section: Introductionmentioning

confidence: 99%

Strategic HRM and organisational performance: does turnover intention matter?

Haque

2020

IJOA

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Purpose Applying the job-demand resources model and the psychological contract theory, this paper aims to examine the mediating influence of employee turnover intentions (ETI) on the relationship between strategic human resource management (SHRM) and perceived organisational performance (POP). Design/methodology/approach With a two-phase data-collection method, 200 complete responses were collected through an online questionnaire survey. This study applied a structural equation modelling to examine the multivariate associations and provided comprehensive outcomes for the proposed hypothesised model. Findings This study suggests that SHRM has direct significant effects on both ETI and POP; partial mediational effect on POP via ETI; and ETI has negative effect on POP. Practical implications This paper suggests that organisations aiming higher POP should encourage SHRM and improve their strategic approaches of HRM. The implications of the study results can help organisations to recognise the adverse effects of ETI and effective SHRM outcomes. Originality/value Despite the significant relationship between HRM and organisational performance, limited empirical research has been conducted on the mediational influence of ETI. This paper examines the unique meditational role of ETI on the relationship between SHRM and POP, which has not been utterly observed from employee perspective.

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International briefing 29: training and development in Kazakhstan

Cited by 8 publications

References 8 publications

Variations in employee duty orientation: impact of personality, leadership styles and corporate culture

Variations in employee duty orientation: impact of personality, leadership styles and corporate culture

Human Resource Management Practices in Bangladesh: Current Scenario and Future Challenges

Strategic HRM and organisational performance: does turnover intention matter?

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