Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context

Bhatnagar, Jyotsna

doi:10.1080/09585192.2012.651313

Cited by 234 publications

(228 citation statements)

References 105 publications

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“…Results of H7 and H8 indicate that at a very low level of organisational loyalty the intention to leave the job is high, hence, as organisational loyalty increases, the intention to leave the job decreases ( Figure 5). These findings are also supported by the work of Shuck et al (2011) andBhatnagar (2012). Employees who are more engaged with their work are more likely to be loyal towards their organisation.…”

supporting

confidence: 72%

“…Individuals that are more engaged are likely to be more loyal to the organization and high levels of loyalty lead to increased job satisfaction, higher performance, lower levels of absenteeism and, finally, turnover (Bhatnagar, 2012). Studies have only evidenced a linear relationship between turnover and loyalty, although aspects such as loyalty itself has weak power in avoiding turnover (Halbesleben and Wheeler, 2008;Bhatnagar, 2012).…”

Section: H7: There Is a Negative Linear Relationship Between Employeementioning

confidence: 99%

“…Literature has demonstrated that loyalty is negatively related to turnover intention (Shuck et al, 2011;Bhatnagar, 2012). Individuals that are more engaged are likely to be more loyal to the organization and high levels of loyalty lead to increased job satisfaction, higher performance, lower levels of absenteeism and, finally, turnover (Bhatnagar, 2012).…”

Section: H7: There Is a Negative Linear Relationship Between Employeementioning

confidence: 99%

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Staff turnover in hotels: Exploring the quadratic and linear relationships

2015

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supporting

confidence: 72%

Section: H7: There Is a Negative Linear Relationship Between Employeementioning

confidence: 99%

Section: H7: There Is a Negative Linear Relationship Between Employeementioning

confidence: 99%

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Staff turnover in hotels: Exploring the quadratic and linear relationships

2015

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“…Furthermore, employees engaged in the organization have a sense of energetic and effective connection with their work activities [69], which enables them to go beyond their minimal job responsibilities [70]. They are engaged and proactively shape their work environment [71] by generating novel ideas and alternatives [72]. Combining the arguments above, we expect that the employees' intention to leave mediate the relationship between the firms' CSR to employees and creative work involvement.…”

Section: Mediating Effects Of the Employees' Intention To Leavementioning

confidence: 91%

The Outcomes of Corporate Social Responsibility to Employees: Empirical Evidence from a Developing Country

2018

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Abstract:Employees creativity has been recognized as a crucial part of an organization's ability to be innovative. To know which factors contribute to employee involvement in creative work, in this paper, we first examine the effects of corporate social responsibility (CSR) to employees. Moreover, we study the employees' positive work attitudes and their intention to leave as a mediating mechanism to explain the effect of CSR to employees on the involvement of employees in creative work. Survey data from 209 employees in 45 small-sized enterprises in Iran were used to test the hypotheses of the study. The hypotheses were tested with hierarchical regression analyses using SPSS software. The results support the direct impact of CSR to employees on employees' creative work involvement. In addition, the findings indicate that the indirect effect of CSR to employees on the involvement of employees in creative work through positive work attitudes and their intention to leave are significant. Consequently, small-sized enterprises should reinforce CSR to employees to elevate their involvement in creative work.

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“…(+) comportamiento innovador (Hakannen et al, 2008;Agarwal et al, 2012;Bhatnagar, 2012;Evers, Andersson y Hannibal, 2012;Alfes et al 2013b). …”

Section: Consecuencias Del Engagementmentioning

confidence: 99%

Los recursos humanos en las nuevas empresas internacionales. El papel del engagement

Arenas¹,

Ángel²

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Mi más sincero agradecimiento a los directores de tesis, profesores Dr. Andreu Blesa y Dra. María Ripollés, por su inestimable ayuda y paciencia que me han ido proporcionando a lo largo de toda la investigación. También, agradecer a la Universitat Jaume I y a la Universitat de València por sus enseñanzas y brindarme la oportunidad de poder realizar esta tesis.En lo que respecta a la selección de los casos, agradecemos especialmente toda la ayuda y cooperación prestada por el Parc Científic Tecnològic i Empresarial de la Universitat Jaume I de Castellón, el cual ha proporcionado información y asistencia en la introducción del proyecto de investigación a otros parques tecnológicos, así como agradecemos también la colaboración de las empresas que han participado para la realización de esta tesis. Del mismo modo, agradecer la colaboración y ayuda recibida por parte del Parc Científic de la Universitat de València y del Parque Científico y Empresarial de la Universitas Miguel Hernández de Elche.Estimamos oportuno agradecer sinceramente la generosa predisposición de todas las personas a ser entrevistadas, ya que en varias empresas se superó en gran medida el mínimo de entrevistas que en un principio habíamos planeado realizar.Y, por último, agradecer especialmente todo el apoyo que me han prestado mis seres queridos, especialmente mi mujer, Silvia, que ha vivido casi tan intensamente como yo la realización de la tesis. RESUMENLas nuevas empresas internacionales forman un colectivo importante y creciente dentro de la economía de un país. Sin embargo, en la literatura parece haber pasado desapercibido el estudio de la gestión de los recursos humanos en estas empresas, así como la implicación que experimentan sus empleados. Dos factores, que se consideran vitales para la obtención de la ventaja competitiva y el éxito de estas empresas.Esta investigación trata de aportar un mayor conocimiento sobre la gestión de los recursos humanos, las actitudes y los comportamientos de los empleados y su relación con los resultados de las nuevas empresas internacionales.Palabras clave: Engagement, recursos humanos, sistemas de prácticas de recursos humanos, nuevas empresas internacionales, emprendimiento internacional, orientación al empleado, orientación emprendedora del empleado.2 3 1. INTRODUCCIÓN Importancia de la investigaciónEn la teoría de la internacionalización escasean las investigaciones acerca de la importancia de las características actitudinales y de comportamientos de los empleados, es decir, de lo que en inglés se conoce como su engagement en el proceso de internacionalización, a pesar de que puede ser un factor muy importante en este proceso 1 . El engagement laboral puede definirse como "un estado de mente satisfactoriamente positivo y relacionado con el trabajo caracterizado por el vigor, la dedicación y la absorción" que experimenta el individuo cuando realiza sus tareas (Schaufeli et al., 2002: 74).El engagement laboral ha despertado el interés de los académicos en los últimos años (Christian, Garza y Slaughter, ...

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Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context

Cited by 234 publications

References 105 publications

Staff turnover in hotels: Exploring the quadratic and linear relationships

Staff turnover in hotels: Exploring the quadratic and linear relationships

The Outcomes of Corporate Social Responsibility to Employees: Empirical Evidence from a Developing Country

Los recursos humanos en las nuevas empresas internacionales. El papel del engagement

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