The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

Al-Tit, Ahmad Adnan

doi:10.1177/1847979020947236

Cited by 18 publications

(23 citation statements)

References 80 publications

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“…All team members are accountable for the productive outcome in recurring meetings. This echoes on the proactive employee behaviour with a better leader-member and team-member exchange, as suggested by Al-Tit (2020). This study focuses on the leaderless team, and team-members' exchanges are exploring.…”

Section: Introductionmentioning

confidence: 89%

Changing Digital Age in the Wake of COVID-19

Cho

Roll

et al. 2021

Journal of Global Information Management

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Virtual teams play a crucial role in today’s knowledge-based organisation for overcoming challenges in our dynamic world, especially in the current situation of the COVID-19 pandemic. Teams play a key role in today’s knowledge-based organization for overcoming challenges in our dynamic world. Drawing on social information processing theory, this study explores the effect of members’ humility and team environment within a leaderless team mainly based on virtual platforms. Their impacts on shared leadership, relationship conflict and team and individual performance were investigated. Surveying 219 students forming 61 virtual leaderless teams, our findings showed that a high level of humility and a positive team environment can help to improve shared leadership within a team, which contributes to team performance. Moreover, both humility and team environment have a negative relationship with relationship conflict, which depressed both team and individual performance. Our analysis also indicated that humility positively interacts with team environment on shared leadership.

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Section: Introductionmentioning

confidence: 89%

Changing Digital Age in the Wake of COVID-19

Cho

Roll

et al. 2021

Journal of Global Information Management

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“…Al-Tit et al [17] conducted a questionnaire survey of industrial companies and, based on the analysis of responses, concluded that employee pro-activity is a function of three categories of HR practices. First, the employee should be supported to improve their skills.…”

Section: Concepts and Basic Theoriesmentioning

confidence: 99%

“…Second, the employee should be motivated and given the opportunity to share knowledge. Third, employees should be encouraged to participate in problem-solving in the presence of the lead manager, in order to improve the quality of relationships and to recognize team members, their support and effective communication [17]. According to Henri [18], there are two ways in which creative employees can be stimulated in a company.…”

Section: Concepts and Basic Theoriesmentioning

confidence: 99%

Motivational Factors Used to Stimulate the Creativity of Employees in Companies Operating in the Czech Republic

Balková

Ližbětinová

2021

SHS Web of Conf.

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Current circumstances are forcing companies to react quickly to the changes that are taking place. Maintaining competitiveness and survival depends on adaptability and the search for innovations. The goal of modern human resource management is to stimulate employees to be creative and utilise their potential. The aim of this study is to find out what motivational factors Czech companies use to stimulate and encourage the creativity of their employees and whether the chosen factors for achieving this are related to company size.

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“…Studies have agile employees improve the firm performance and ensure its competitiveness (Cai et al , 2018; Pitafi et al , 2018). Some studies have indicated that the nature of the work environment can influence employee proactiveness (Al-Tit, 2020; Caesens et al , 2016). Employees who are proactive goal oriented willingly create a new and different future by changing themselves and their environments (Parker et al , 2010).…”

Section: Introductionmentioning

confidence: 99%

Differential impact of work-based learning on employee agility, ambidexterity and proactive goal generation

Hanu

Amegbe

Yawson³

et al. 2022

JWL

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Purpose This study aims to examine the moderating effect of supportive organisational culture (SOC) on the differential impact of work-based learning (WBL) on employee agility, ambidexterity and proactive goal generation. Design/methodology/approach A cross-sectional survey was conducted using an online structured questionnaire with 443 respondents in Ghana. The data set was analysed using structural equation modelling. Findings The outcomes of the study show that WBL has a significant and positive impact on employee agility, ambidexterity and proactive goal generation. However, the effect on employee agility was higher, followed by proactive goal generation and employee ambidexterity. The moderating effect of SOC on H1, H3a and H3b was found to have a decreasing effect. Originality/value This study augments knowledge by examining how different approaches to WBL collectively affect proactive goal generation, agility and ambidexterity. To the best of the authors’ knowledge, this is the first attempt to examine the differential impact of summative WBL approaches on employee outcomes.

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The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

Cited by 18 publications

References 80 publications

Changing Digital Age in the Wake of COVID-19

Changing Digital Age in the Wake of COVID-19

Motivational Factors Used to Stimulate the Creativity of Employees in Companies Operating in the Czech Republic

Differential impact of work-based learning on employee agility, ambidexterity and proactive goal generation

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