What We've Learned: Managing Human Resources

Badawy, Michael K.

doi:10.1080/08956308.1988.11670544

Cited by 78 publications

(37 citation statements)

References 14 publications

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“…R&D professionals accept expertise-based rather than hierarchy-based authority. Leaders of productive groups serve many roles that depend on technical expertise, including recognizing good ideas, defining the significant problems, influencing work goals and providing technical stimulation (Badawy 1988). Based on the above arguments, we hypothesize:…”

Section: Leadership and Creative Performance Behaviorsmentioning

confidence: 98%

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Gupta

Singh

2014

The International Journal of Human Resource Management

104

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The present study examines the relationships between leadership, psychological capital and employee creative performance behaviors in the Indian research and development (R&D) context. A survey-based study was conducted in 11 government-owned R&D laboratories across India and 496 usable responses were collected. Data analyses, performed using the structural equation modeling technique, revealed that psychological capital fully mediates the relationship between leadership and creative performance behaviors. R&D leaders who display positive behaviors are more likely to aid the development of their subordinates' positive psychological capacities. Employees with higher psychological capital engage in greater creative behaviors, improving the chances of producing creative outcomes. In addition, such employees will need less supervision and will be less dependent on leadership for directions and day-to-day work. The implication for researchers and practitioners are discussed.

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Section: Leadership and Creative Performance Behaviorsmentioning

confidence: 98%

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Gupta

Singh

2014

The International Journal of Human Resource Management

104

View full text Add to dashboard Cite

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“…Herzberg's theory has looked upon money as a hygiene factor rather than motivator (Gawel, 1997). Badawy (1971Badawy ( , 1978Badawy ( , 1988, Pelz and Andrews (1976), and Amabile, Conti, Coon, Lazenby, and Herron (1996), show that scientists and engineers in general are more motivated intrinsically, that is through work itself and not by external motivators like wealth and money. However, current research has established salary and all kinds of monetary incentives as strong motivators (Bellott & Tutor, 1990;Kasser & Ryan, 1993).…”

Section: Studies On Motivation and Patenting Behaviormentioning

confidence: 94%

Aspirations of Indian inventors moderated by patenting experience, age and sector

Mathew

Chakraborty

2012

The Journal of High Technology Management Research

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“…Rewarding employees appropriately, especially between technical and non-technical employees in R&D companies is important, to avoid high turnover among the core employees (Badawy 1988). Previous studies have shown that not all types of R&D professionals can be motivated by the same rewards.…”

Section: Literature Reviewmentioning

confidence: 99%

Unveiling the Incidence of Interfirm Collaboration: Evidence from Research and Development Companies in Malaysia

Adnan

Johari

Abdullah

et al. 2017

GADJAH MADA INT. J. BUS.

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Nowadays, interfirm collaboration has become an increasingly popular strategy among many organizations in various industries, in order to remain competitive. Based on the contingency theory, this paper examines the moderating effect of interfirm collaboration on the relationship between Human Resource Management (HRM) practices and organizational performance. Interfirm collaboration refers to the collaboration strategies undertaken by R&D companies, with other companies in similar or diverse functional areas, including R&D, marketing, or manufacturing, to enhance performance. Using data from 64 R&D companies, the hierarchical regression analyses showed that only collaboration in R&D and functional collaboration in manufacturing significantly moderated the relationship between HRM practices and organizational performance. Overall, the results provided partial support in the domain of the contingency theory. These results, however, are limited by the small sample size, which might have produced non-significant findings. Therefore, the generalization should be taken cautiously. Future research with a larger sample size is needed to confirm the findings.

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What We've Learned: Managing Human Resources

Cited by 78 publications

References 14 publications

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Aspirations of Indian inventors moderated by patenting experience, age and sector

Unveiling the Incidence of Interfirm Collaboration: Evidence from Research and Development Companies in Malaysia

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