Measuring the effects of role efficacy enhancement on knowledge workers

Upadhyay, Parijat; Singh, Rajni; Jahanyan, Saeed; Nair, Sreethi

doi:10.1108/ijppm-03-2016-0065

Cited by 9 publications

(13 citation statements)

References 32 publications

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“…The IT industry of India is a particularly good context to study this phenomenon. The sector has been a significant contributor to the economic growth in India, and has emerged as the largest private-sector employer (Upadhyay et al, 2016). Global competition, high reliance on IT-enabled services and the availability of a large pool of human resources have increased the sheen of IT industry in India.…”

Section: The Research Site: Characterising Protean Careers In the Indmentioning

confidence: 99%

Insight to Impact: The Effect of Protean Career Attitude on Employability Perceptions of IT Professionals

Nimmi¹,

Zakkariya²,

Nezrin³

2020

Colombo Bus. J

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In the contemporary career-scape, protean career attitude is considered as an innovative approach of employees to channel their aspirations independently and to explore their future career prospects on their own. The accelerating rate of change in the nature and types of work necessitates the development of a protean attitude, which in turn will have an impact on the employability perceptions of employees. This study postulates that protean career attitude positively influences internal and external dimensions of employability, and this influence is mediated by career insight, i.e., greater goal clarity and deeper understanding of one's skills and interest. The proposed hypotheses were tested among software engineers employed in the Information Technology (IT) industry and the results indicated that protean attitude predicted both internal employability and external employability, and career insight partially mediates the associations. The study further discusses the importance of employeecentric work culture to retain protean talents.

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Section: The Research Site: Characterising Protean Careers In the Indmentioning

confidence: 99%

Insight to Impact: The Effect of Protean Career Attitude on Employability Perceptions of IT Professionals

Nimmi¹,

Zakkariya²,

Nezrin³

2020

Colombo Bus. J

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“…Today the HR function focuses on value adding and value creation activities that support and endorse the execution of business strategy making an organization uniquely position (Koltnerova et al , 2012; Biswas and Chakraborty, 2018). On the other hand, to face the quality competition and uncertainty of global business environs, it is imperative to manage the value of HRs as they are unique to the organization and are a source of sustained competitive advantage (Barney, 1986; Prahalad and Hamel, 1990; Upadhyay et al , 2016). They need to be motivated and sustained to achieve the strategic intent of the firm and reinforce organizational capability to drive innovative business outcomes (Parameswari and Yugandhar, 2015; Singh and Gaur, 2018).…”

Section: Preludementioning

confidence: 99%

Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm

Chakraborty

Biswas

2020

JABS

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Purpose The momentum of globalization has helped the organization to gain new insights into the domain of human resources (HRs). The changing nature of work has affected the coherence of the workplaces. Today, it is essential to preserve and nurture the cognitive and creative abilities of the diverse group of employees so that concrete outcomes and actions can be achieved. Human resource planning (HRP) is one of the processes that facilitate the development of employees and the integration of their individual goals with the business plans. This paper aims to produce useful predictions and unprecedented direction to boost organizational performance amidst cyclical business fluctuations. The innovative HRP programs minimize the dysfunctional aspects of employee handling through proper assessment of their skills and abilities. This inclusive approach initiates a sustainable journey for the firm and heightens its competitive edge. Design/methodology/approach A descriptive study has been conducted through a structured questionnaire. Primary data were collected from respondents working in the HR department of different manufacturing companies in the state of West Bengal, India. A multistage sampling technique has been used. Data analysis has been conducted through exploratory and confirmatory factor analysis. Through structural equation modeling, the researchers examined a series of dependence relationships simultaneously and represented unobserved concepts. Findings The current study ratifies the overall model and reflects that the HRP activities, namely, retention plan, professional training and development, job analysis and design, succession planning and redeployment plan vitalizes the performance of the firm. A recruitment plan has a negative and non-significant impact on the functional performance of the organization. Succession planning practices immensely affect the firm’s competitive edge followed by the retention plans. The results also uphold that the efficacious performance of the firm brings in strategic sustainability for it. Practical Implications HRP activities sufficiently address the HR concerns facilitating the organization to coalesce the needs of the employees and the business. It helps to adopt a long term perspective to foster productivity, innovation and quality. It encourages employees to believe in their competencies to deliver their best. Such practices involve the workforce; coordinate their efforts to contribute meaningfully in this intricate business network. Thus, HRP practices drive to accomplish challenging tasks, focus on creative work-related projects, enhances an employee’s coping skills and morale to establish strategic sustainability for the firm. Originality/value The study sheds light on the fact that in this complex and dynamic business system where the authors find multigenerational workforce, it is essential to nurture the subtle aspects of the employees rather than continuous monitoring and controlling them. HRP activities provide such a platform that maximizes employees’ potential and will to fit into a firm’s business strategy and translate a strategic plan into action. Such practices have the capability to intensify the positive aspects and ideas in an organization.

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“…In recent decades, role efficacy (RE) has emerged as a significant concept in managerial and organizational analyses (Bamel et al, 2016;Beauchamp et al, 2002;Upadhyay et al, 2016). RE may be understood as the extent to which one feels, and is, effective in a given role (Pareek, 1987(Pareek, , 2008.…”

Section: Introductionmentioning

confidence: 99%

“…Theoretical background and hypotheses RE RE may be understood as domain-linked perceived competence of a function holder to perform the essential tasks of a role effectively (Pareek, 2008;Ng et al, 2008;Upadhyay et al, 2016). RE facilitates the internal examination and judgment of internal strengths and capabilities of people.…”

Section: Introductionmentioning

confidence: 99%

“…In alignment with earlier research (McAllister et al, 2007;Ng et al, 2008), the present argument proposes RE, more precisely, as domain-specific efficacy. In particular, the extant literature (Ng et al, 2008;Upadhyay et al, 2016) highlights the primary importance of domain efficacy and its connectedness with the attainment of high performance. Efficacy and performance are closely linked across a range of domains, for example: empirical examinations in domain-specific efficacy (i.e.…”

Section: Introductionmentioning

confidence: 99%

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Dimensions of role efficacy and managerial effectiveness: evidence from India

Bamel

Budhwar

Stokes

et al. 2017

JOEPP

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Purpose While a range of studies have been undertaken on role efficacy (RE) and managerial effectiveness (ME), understanding of the link between RE and ME in the extant literature remains underdeveloped and, in particular, there is a need to develop appreciation of the phenomenon in varying (national and cultural) contexts. The purpose of this paper is to advance the understanding of ME by considering the relationship between RE and ME in the Indian context. In tandem with this focus, the study considers the parallel underlying dynamic and influence of social cognitive frameworks and adaptive self-regulation mechanisms. Design/methodology/approach The study employs a quantitative methodology and follows a correlational design. A survey questionnaire was employed sequentially (the independent variable was measured at time 1 and the dependent variable was measure at time 2) in order to collect data from 294 Indian managers. Structural equation modeling was used to ascertain the validity of measures and multiple hierarchical regression analysis was conducted to test the study hypotheses. Findings The results of the study identify that RE dimensions, i.e. role making, role centering and role linkage were significantly and positively related to ME and these findings are particularly important in relation to the transforming cultures of Indian work and organizational environments. These findings advance the understanding of social cognitive theory and adaptive self-regulation processes in relation to RE and ME. Practical implications The empirical results of this study suggest that RE-related components may be used as means to boost employee effectiveness. Originality/value The study identifies a significant role for RE in relation to beneficial outcomes for ME. These findings contribute to the field of social cognitive mechanisms by establishing positive relationships in domain link efficacy, i.e. RE and ME.

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Measuring the effects of role efficacy enhancement on knowledge workers

Cited by 9 publications

References 32 publications

Insight to Impact: The Effect of Protean Career Attitude on Employability Perceptions of IT Professionals

Insight to Impact: The Effect of Protean Career Attitude on Employability Perceptions of IT Professionals

Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm

Dimensions of role efficacy and managerial effectiveness: evidence from India

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