Promoting meaningfulness in work for higher job satisfaction: will intent to quit make trouble for business managers?

Haque, Amlan; Khan, Sardana Islam

doi:10.1108/joepp-02-2022-0020

Cited by 6 publications

(7 citation statements)

References 103 publications

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“…SHRM (Wright et al, 2001;Karami et al, 2004) aligned with the RBV (Wernerfelt, 1984) has been researched in the literature and has shown encouraging outcomes in terms of improved organisational performance, employee motivation and job satisfaction (e.g. Karami et al, 2004;Papatya and Hams ¸io glu, 2018;Haque and Khan, 2023). SHRM can help organisations build sustainable competitive advantage and enhance their organisational capabilities (Boxall, 1998).…”

Section: Conceptual Framework and Discussionmentioning

confidence: 99%

“…Karami et al. , 2004; Papatya and Hamşioğlu, 2018; Haque and Khan, 2023). SHRM can help organisations build sustainable competitive advantage and enhance their organisational capabilities (Boxall, 1998).…”

Section: Conceptual Framework and Discussionmentioning

confidence: 99%

“…The measurement approach for the impact of the COVID-19 pandemic on employee motivation and organisational resilience can be multi-faceted and include both subjective and objective measures. For example, the subjective measures may include self-reported measures of employee job satisfaction (Haque and Khan, 2023), turnover intentions (Long and Perumal, 2014), and employee perceptions of the organisation's response to the pandemic . On the other hand, Objective measures may consist of data on employee absenteeism (Grigore, 2020), productivity (Oswald et al, 2015) and financial performance (Huselid, 1995) of the organisation during and after the pandemic.…”

Section: Measuring the Covid-19 Pandemic As A Constructmentioning

confidence: 99%

“…In this context, resilience may be defined as an organisation's ability to adapt to changing circumstances, learn from experiences and continue to perform effectively Haque, 2021b). In the context of the pandemic, SHRM practices can help organisations build resilience by providing support to employees, enhancing their job satisfaction and reducing turnover intentions (Karami et al, 2004;Papatya and Hams ¸io glu, 2018;Haque and Khan, 2023). Employee motivation is a crucial factor in organisational resilience and job satisfaction and turnover intentions are significant dimensions of employee motivation (Haque, 2021b).…”

Section: Strategic Hrm and Organisational Resiliencementioning

confidence: 99%

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The impact of the COVID-19 pandemic on employee motivation and organisational resilience and the role of strategic HRM: renewal of a resource-based conceptual model

Haque

2023

MANM

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PurposeIt has been a tremendous challenge for organisations to navigate and survive the COVID-19 pandemic. This paper proposes a novel multi-level conceptual model, based on the resource-based view (RBV), to address the pandemic crisis and highlight the importance of strategic human resource management (SHRM) in promoting employee motivation and organisational resilience. The paper aims to provide insights and practical guidance for organisations to leverage their internal resources and capabilities to thrive in the post-pandemic landscape.Design/methodology/approachThis paper conducted a comprehensive literature review of the existing research on the impact of the COVID-19 pandemic, SHRM, RBV, job satisfaction, turnover intentions and organisational resilience, covering the main contributors to this research stream and their findings.FindingsThe conceptual model presented in this paper offers five testable propositions to examine the impact of the COVID-19 pandemic on employee motivation and organisational resilience and how organisations can navigate challenging times through SHRM, which enables RBV. It highlights the foundational role of RBV and identifies the resources employed by SHRM as intervening constructs that significantly enhance employee outcomes, including motivation, job satisfaction, turnover intention and organisational resilience.Practical implicationsThe proposed model counsels that organisations need to look beyond the straightforward application of SHRM and should enable the RBV climate to protect and uphold employee motivation and organisational resilience. Finally, measurement and analysis implications are presented for future research opportunities and managerial interventions to mitigate the impact of difficult times such as the COVID-19 pandemic.Originality/valueCurrently, there is a lack of research regarding the conceptualisation of the COVID-19 pandemic and its impact on employee and organisational resilience. Therefore, the proposed model discusses the significance of the alignment of SHRM and RBV as a moderator of the relationships between the impact of COVID-19 pandemic, employee motivation and organisational resilience.

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Section: Conceptual Framework and Discussionmentioning

confidence: 99%

Section: Conceptual Framework and Discussionmentioning

confidence: 99%

Section: Measuring the Covid-19 Pandemic As A Constructmentioning

confidence: 99%

Section: Strategic Hrm and Organisational Resiliencementioning

confidence: 99%

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The impact of the COVID-19 pandemic on employee motivation and organisational resilience and the role of strategic HRM: renewal of a resource-based conceptual model

Haque

2023

MANM

Self Cite

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“…The study of employee voice has increased in recent years, and Twitter is becoming more popular among researchers as a source of information on employee attitudes. Employees use Twitter to share their opinion regarding job-related issues (e.g., job satisfaction, engagement, or WFH) as an effective channel for employee voice [32,33]. Many scholars have suggested that Twitter has changed many aspects of employee and organisational outcomes for social studies research [9,34].…”

Section: Twitter and Employee Voicementioning

confidence: 99%

Shifting Workplace Paradigms: Twitter Sentiment Insights on Work from Home

Haque,

Singh,

Kaphle

et al. 2024

Sustainability

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The COVID-19 pandemic has forced organisations to evaluate whether work from home (WFH) best fits future office management and employee productivity. The increasing popularity of web-based social media increases the possibility of using employees’ sentiment and opinion-mining techniques to track and monitor their preferences for WFH through Twitter. While social media platforms provide useful data-mining information about employee opinions, more research must be conducted to investigate the sentiment on Twitter of WFH employees. This paper meets this research demand by analysing a random sample of 755,882,104 tweets linked to employees’ opinions and beliefs regarding WFH. Moreover, an analysis of Google trends revealed a positive sentiment toward WFH. The results of this paper explore whether people (as employees) are enthusiastic and optimistic about WFH. This paper suggests that WFH has positive and supportive potential as an HRM strategy to increase workplace effectiveness for greater staff engagement and organisational sustainability.

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