Transformational leadership and turnover

Living the employer brand during a crisis? A qualitative study on internal employer branding in times of the COVID-19 pandemic

Employer branding has emerged as a strategic imperative in the quest for talent. However, existing research has predominantly explored stable periods, overlooking the possible transformative impact of crises and the crucial role that HR managers play in crafting internal employer branding strategies. As such, this research addresses this by scrutinizing internal employer branding during the COVID-19 pandemic. Conducting in-depth interviews with 37 Belgian HR managers, we delve into the perceived challenges and opportunities that the COVID-19 crisis presented with respect to internal employer branding and its touchpoints-internal communication and leadership. A subsequent member and employee check with six HR managers and six employees validated our findings. The results unveiled organizations' heightened concern for employer branding during crises, emphasizing the strategic reflection invested. Remarkably, despite facing organizational/operational constraints/risks imposed by the crisis, the attention and efforts remain steadfastly centered on the experienced internal employer brand in crisis situations. Additionally, a contextual analysis suggests that various employer brand types face similar challenges in crises, however, the employer brand serves as a defining factor that shapes how an organization responds to both external uncertainties and internal dynamics brought about by the crisis. This study contributes to a nuanced understanding of internal employer branding dynamics during crises, shedding light on the strategic considerations of HR managers.

The impact of transformational leadership on challenging influence strategies: an approach using structural equation models

Purpose

The purpose of this study is to identify the impact that transformational leadership has on challenging influence strategies in business leaders of the micro, small and medium-sized enterprises (MSMEs) of the state of Guanajuato, Mexico.

Design/methodology/approach

The methodological design was quantitative, explanatory, observational and cross-sectional, where a sample of 343 leaders from the business sector of the MSMEs of the state of Guanajuato, Mexico was obtained. To check the hypotheses, a structural equation model (SEM) was developed using the AMOS v.21 statistical software. For the analysis of the data, SPSS v.21 was used. Regarding the goodness and fit indexes of the SEM (χ2 = 595,133 df = 244; CFI = 0.914 and TLI = 0.903; RMSEA = 0.06), which were acceptable (Jöreskog and Sörbom, 1981; López-Lemus and Zavala, 2019; Rigdon, 1996; Tucker and Lewis, 1973).

Findings

The results obtained through the present study, it is shown that leadership and transformational influences positively and significantly on challenging influence strategies: rational (β1 = 0.53, p < 0.01), inspiring (β2 = 0.65, p < 0.01) as well as the strategy of participatory influence (β3 = 0.62, p < 0.01) of the business leaders of the MSMEs of the state of Guanajuato, Mexico.

Originality/value

The findings are relevant and of great value because there is currently not enough research that focuses on the variables analysed on the leadership and influence strategies of business leaders of the MSMEs in the context of the state of Guanajuato, Mexico.

Impact of organizational characteristics on employees' entrepreneurial orientation with mediating role of knowledge process capabilities and moderating role of psychological factors in the era of COVID-19

Purpose

The study aims to investigate the impact of organizational characteristics and knowledge process capabilities on the entrepreneurial orientation among the manufacturing industry employees in the Punjab province of Pakistan. Additionally, this study has examined the mediating role of knowledge process capabilities in the relationship between organizational characteristics and entrepreneurial orientation among those employees and the moderating effect of psychological factors on the relationship between organizational characteristics and entrepreneurial orientation.

Design methodology and approach

The study has employed the survey-based methodology and data are collected with the aid of self-administered questionnaires. This study utilized the partial least squares structural equation modeling (PLS-SEM) to establish the validity and reliability of the measurement model and test the relationships. The response rate of the current study is 64.66%.

Findings

The study findings have shown mixed results as one of the organizational characteristics, namely, resource and time availability is an insignificant determinate of entrepreneurial orientation among the manufacturing industry employees in Punjab province of Pakistan. Whereas management support, rewards, work discretion, and knowledge process capabilities appear as significant determinates of employees' entrepreneurial orientation. The results indicated that knowledge process capabilities have a mediating role in the relationship between organizational characteristics and employees' entrepreneurial orientation. Moreover, psychological factors, namely, propensity to take risk and locus of control have a significant moderating role on the relationship of management support, rewards, and work discretion with employees' entrepreneurial orientation.

Practical implications

The empirical insights on the study are valuable for policymakers and managers in manufacturing sectors of developing countries, such as Pakistan, to enrich their work performance through the understanding impact of organizational characteristics and knowledge process capabilities on the entrepreneurial orientation with moderating role of psychological factors.

Originality and value

Studies on the mediating impact of knowledge process capabilities on the linkage between organizational characteristics and entrepreneurial orientation with the moderating role of psychological factors remain limited. This study is one of the earliest studies that investigate these inter-relationships.

Generation Z software employees turnover intention

This study applied the social exchange and social identity theories to investigate the association among resonant leadership, self-efficacy, organizational identification, work performance, and turnover intentions in Generation-Z (Gen-Z) software professionals. The study sampled 73 leader-subordinate dyads from 10 large-scale software companies in India through an online survey. Hierarchical linear modeling, including multilevel mediation, was conducted to test the proposed model. The results of this study revealed the cross-level effect of resonant leadership on the work-related outcomes among the Gen-Z software operators based on two psychological mediators, namely, self-efficacy and organizational identification. It suggests that resonant leadership could be the potential driver to manage the predominant psychological factors of the incoming cohort group of Gen-Z software professionals, which yield positive work outcomes. Based on the empirical evidence, the software companies can devise suitable intervention mechanisms to enhance productivity and reduce turnover intentions of the Gen-Z cohort. Thus, this study is a novel attempt to establish a comprehensive theoretical framework that provides a broad scope for future research to investigate the mechanisms which manage the expectations of Gen-Z cohorts.

Psychometric Properties and Measurement Invariance of a Short Form of the Unified Multidimensional Calling Scale (UMCS)

Abstract. This paper reports on the development of a unidimensional short scale for measuring career calling (UMCS-7). The scale has been developed drawing from the theoretical model behind the Unified Multidimensional Calling Scale (UMCS; Vianello et al., 2018 ), according to which calling is composed of Passion, Prosociality, Purpose, Pervasiveness, Sacrifice, Transcendent Summons, and Identity. The UMCS-7 integrates classical and modern conceptualizations of career calling and can be used when time constraints prevent using the UMCS. The UMCS-7 has been validated in a sample of Italian workers ( N = 1,246) using exploratory and confirmatory factor analysis. A sample of US employees ( N = 165) was used to estimate measurement invariance across languages, establishing the equivalence of factor loadings, all but two intercepts, and all error variances. The UMCS-7 demonstrated nearly perfect convergent validity with the UMCS ( r = .97), excellent internal consistency (αItaly = .86; αUS = .87), and satisfactory concurrent validity with job satisfaction, life satisfaction, and turnover intentions.

Employer Attractiveness From an Employee Perspective: A Systematic Literature Review

With the growing interest in employer attractiveness, research is unsystematic on how this phenomenon can be conceptualized and studied. Studies tend to make little conceptual differentiation regarding for whom employers should be attractive, and therefore, address the perspectives of potential as well as current employees, who work in organizations for long periods of time. In this study our arguments relate to the phenomenon's conceptual clarity as well as its differentiation from other related concepts. By focusing on employer attractiveness for current employees, we have systematically reviewed 48 studies published in business and management journals, and categorized findings into the Inputs-Mediators-Outputs model. This approach allowed us to depict significant limitations in the existing knowledge about employer attractiveness from the current employees' perspective, and offer avenues for future research. Next, to delineate the future research agenda, we have suggested that employer branding in organisations needs to be targeted more toward current employees.

How Organizations Create Employee Based Brand Equity: Mediating Effects of Employee Empowerment

In the present era, organizations are trying to get success in the market by creating a competitive advantage; however, it has been argued in the literature that the fashion of creating competitive advantage through tangible resources is now gaining unpopularity among organizations and there is a shift toward human capital for organizational competitiveness. This study has made an attempt toward this focus and investigated the phenomenon of employee brand-based equity. For this purpose, data have been collected from the manufacturing sector through personally administrated questionnaires. In total, 400 questionnaires were floated. After discarding the partially filled questionnaires, 325 questionnaires were left, which were later analyzed on the basis of the structural equation modeling (SEM) approach by assessing the measurement model and structural model. The outcome of this study revealed that psychological attachment, internal communication, and employee organization fit bring positive change in employee attitudes and it promotes employee brand-based equity. Similarly, it has also been proved that employee empowerment also plays a mediating role.

Perception of Justice and Employees' Brand-Based Equity in the Service Sector: Evidence From Education Industry

This study aims to investigate the impact of justice perception of the employees on three dimensions of employee-based brand equity (EBBE) under the mediating role of psychological contract fulfillment. For this purpose, data have been collected from the employees of the education industry under the convenience sampling technique. In this regard, a survey method was used, and questionnaires were distributed among 420 respondents, out of which 310 questionnaires were received back, and after discarding 32 partially filled questionnaires, useable responses were left (279 observations). Data have been analyzed through structural equation modeling, and the partial least square (PLS)-SEM approach has been used in this regard through the Smart PLS software. Measurement and structural models were assessed, and all the indicators of reliability and validity have been found to be fit. Path estimation indicates that perception of justice promotes brand endorsement and brand allegiance, while the relationship of perception of justice and brand-consistent behavior has not been found statistically significant. Moreover, it has also been found that perception of justice ensures employees that their psychological contract has been met. In addition, psychological contract fulfillment has found a mediating mechanism between the perception of justice and the three dimensions of EBBE.

Knowledge hiding in organizational crisis: The moderating role of leadership

The COVID-19 pandemic has caused organizational crises leading to shutdowns, mergers, downsizing or restructuring to minimize survival costs. In such organizational crises, employees tend to experience a loss or lack of resources, and they are more likely to engage in knowledge hiding to maintain their resources and competitive advantage. Knowledge hiding has often caused significant adverse consequences, and the research on knowledge hiding is limited. Drawing upon the Conservation of Resources and Transformational Leadership theories, a conceptual framework was developed to examine knowledge hiding behavior and its antecedents and consequences. We collected data from 281 Vietnamese employees working during the COVID-19 pandemic. Our results show that role conflict, job insecurity, and cynicism positively impact knowledge hiding behavior. Knowledge hiding behavior negatively affects job performance and mediates the antecedents of knowledge hiding on job performance. Transformational leadership moderated the impact of role conflict on knowledge hiding.

The antecedents and outcomes of transformational leadership: leader's self-transcendent value, follower's environmental commitment and behavior

Purpose

The primary purpose of this paper is to identify the antecedent (i.e. leader's self-transcendent value) and outcomes (i.e. follower's environmental commitment and behavior) of transformational leadership. The second purpose is to examine the mediating role of transformational leadership plays in the relationship between leader's self-transcendent value and follower's environmental commitment and behavior.

Design/methodology/approach

Multi-source data were collected at multiple times in China. A total of 262 employees and their 64 supervisors completed the survey. The authors conducted a series of confirmatory factor analyses (CFAs) to verify the validity of the constructs and adopted the SPSS PROCESS macro with bootstrapping techniques to test the hypotheses.

Findings

The authors find that leader's self-transcendent value is an important antecedent of transformational leadership, and transformational leadership can enhance followers' environmental commitment and foster their environmental behavior. Besides, transformational leadership plays a significant mediating role between leader's self-transcendent value and follower's environmental commitment and behavior.

Originality/value

This study has developed an integrated model of the antecedents and outcomes of transformational leadership in the Chinese context. It also confirmed that transformational leadership mediates the process through which leader's self-transcendent value has a positive impact on follower's environmental commitment and behavior.

The effect of on-the-job shocks on employees’ intention to stay: an investigation of organizational embeddedness

Purpose

Using the theoretical lens of sensemaking, this paper aims to investigate the relationship between on-the-job shocks, as experienced by the employees and intention to stay (IS) by shedding light on the mediating role of organizational embeddedness (OE) and the moderating role of commitment human resource practices (CHRP).

Design/methodology/approach

The study used a time-lagged research design, collecting data from 304 employees from 48 teams in China to conduct multilevel structural equation modeling to test hypotheses.

Findings

This study found that employees who suffer on-the-job shocks tend to decrease their IS in organizations via OE. However, CHRP did not bound the main effect of on-the-job shocks on OE.

Practical implications

Given the increasingly dynamic business environment, employees constantly encounter shocks in the workplace. Organizations or leaders should be aware of the on-the-job shocks in harming employee retention.

Originality/value

The research highlights workplace events’ significance in investigating employees’ retention and specifically offers glimpses into the mechanisms by which on-the-job shocks manifest themselves in employees’ IS.

Leader–member exchange, employee turnover intention and presenteeism: the mediating role of perceived organizational support

Purpose

The purpose of this paper is to report the findings of a study that examines the influence of leader–member exchange (LMX) on employees' turnover intention and presenteeism with the mediating role of perceived organizational support in the context of the semiconductor industry.

Design/methodology/approach

An empirical study based on a sample of 124 department managers and 241 team members in five high-tech companies in Taiwan. Structural equation modelling analysis was used for hypothesis testing.

Findings

The results reveal that perceived organization support significantly relates to employees' turnover intention and mediates the relationship between LMX and turnover intention. Additionally, employees' presenteeism is influenced by perceived LMX.

Practical implications

The results of the study are of high importance for high-tech companies, which continuously strive for innovation efficiency and sustainability. Managers and practitioners could benefit from better understanding regarding the importance of perceived organization support and LMX in affecting employee behaviours and company performance.

Originality/value

The present study finds a significant positive relationship between LMX and presenteeism, which is contrary to the previous research.

Perceived TMT transformational leadership and a service recovery culture: the moderating role of gender diversity

Purpose

This is an exploratory study with the purpose of empirically testing and advancing knowledge on the relationship between top management team (TMT) leadership styles and a service recovery culture. A further test explores a contingency perspective, examining if gender diversity on the TMT shapes this relationship.

Design/methodology/approach

We examine the perceived TMT transformational leadership style, as well as the moderating effect of TMT gender diversity. Relying on both survey and archival data, our hypotheses are tested with a sample of 234 public firms based in the United States. Moderated hierarchical regression analysis is used as the statistical approach.

Findings

Results suggest that perceived TMT transformational leadership is positively associated with a service recovery culture. When accounting for TMT gender diversity, the relationship between perceived TMT transformational leadership and a service recovery culture is positively moderated.

Research limitations/implications

The study represents a sample of for-profit public firms operating in the United States and should not be taken as a general population sample. The findings could vary relative to other countries, private companies and non-profit organizations.

Originality/value

This is the first known study to explore the relationship between TMT leadership styles, TMT gender diversity and a service recovery culture. The study extends findings with the respect to the impact of TMT leadership and gender diversity on organizational development, as well as offers new insights into the antecedents of a service recovery culture.

Effects of employer management on employee recruitment, satisfaction, engagement, and retention on large US dairy farms

Lack of employee engagement and satisfaction and high turnover rate of employees are major problems on some US dairy farms. Farm adoption of human resource management (HRM) practices varies widely. Using feedback from 168 employees from 12 large dairy farms, our objectives were to understand employee perceptions of HRM strengths and weaknesses and their influence on (1) employee satisfaction, (2) retention of employees, (3) willingness of employees to recommend the farm as a place to work, and (4) level of employee engagement on the farm. Employees who rated their employers higher for almost any management-related question (MRQ) were more satisfied in their jobs and more likely to recommend their place of work to other potential employees. Employees reported a higher intention to stay on the farm when employers scored higher on MRQs connected to employer-employee relationships. Employees who rated "Relationships" (a component consisting of 5 MRQs) higher were more likely to have a higher rate of satisfaction, were more likely to intend to stay at their job, and were more likely to recommend their place of work to others. No single management question was positively related to employee engagement (as measured by employees having and sharing ideas to improve the business); however, ethnicity, gender, job role, duration of employment, and employee's self-appraisal of their desire to learn and commitment to the farm were each associated with engagement. Female employees were less likely to provide ideas to their employers (compared with male employees), as were Spanish-speaking employees (compared with English-speaking employees). Differences between Spanish- and English-speaking employees were also present in measures such as intention to stay (shorter) and willingness to recommend the farm as a place to work (higher). Employees who rated themselves higher on their desire to learn and commitment to the farm were more likely to provide ideas to their employers, as were longer-term employees. In conclusion, we inferred that dairy farm management can improve employee retention and engagement through improved use of HRM practices.