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(searched for: doi:10.3389/fpsyg.2020.00314)
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Michelle R. Mey, Paul Poisat, Carmen Stindt
Published: 28 April 2021
by AOSIS
SA Journal of Human Resource Management, Volume 19; doi:10.4102/sajhrm.v19i0.1504

Abstract:
Orientation: Top talent remains the main source of organisational competitive advantage. The ability to attract, motivate and develop Talent management and retention of high performing employees is imperative for organisations to survive and thrive in today’s dynamic and volatile complex world of work. Studies reveal that employees’ intentions to stay or quit are influenced by the leadership behaviours of managers.Research purpose: The focus of this study was to identify the leadership behaviours that influence talent retention.Motivation for the study: To determine the leadership behaviour preferences of South African employees, as well as the extent to which these behaviours influence talent retention.Research approach/design and method: A quantitative research approach was adopted utilising a non-experimental comparative research design. Exploratory factor analysis was conducted to determine the nature of the underlying factor structure that emerged from the Leadership Behaviour Importance and Leadership Behaviour Experience scales respectively. Snowball convenience sampling was used, attracting 711 useable responses.Main findings: This study revealed that the retention of skilled, engaged employees requires leaders who can provide them with a sense of belonging, respect, empowerment, support their personal growth and development, and provide them with flexibility and freedom in executing their duties.Practical/managerial implications: Leaders need to demonstrate certain behaviours which include providing a sense of belonging, respect, empowerment, support for personal growth, flexibility and connecting at the human interface. This is important in an increasingly technology-driven world, and more recently, under the working conditions created by the COVID-19 pandemic. It is believed that the ability of leaders to connect at the human interface will continue to significantly influence talent retention, in the future.Contributions: This study will benefit future organisational leaders in better understanding the specific leadership behaviours that enhance talent retention and talent retention strategies.
Mingyue Fan, Yuchen Huang, , Syed Mir Muhammad Shah, Dragana Ostic, Zhengjia Pu
Published: 20 April 2021
Frontiers in Psychology, Volume 12; doi:10.3389/fpsyg.2021.643981

Abstract:
In recent years, there has been an escalation in cases of cyber violence, which has had a chilling effect on users' behavior toward social media sites. This article explores the causes behind cyber violence and provides empirical data for developing means for effective prevention. Using elements of the stimulus–organism–response theory, we constructed a model of cyber-violence behavior. A closed-ended questionnaire was administered to collect data through an online survey, which results in 531 valid responses. A proposed model was tested using partial least squares structural equation modeling using SmartPLS 3.0, v (3.2.8). Research findings show that information inequality is a strong external stimulus with a significant positive impact on digital distrust and negative emotion. However, the effects of information overload on digital distrust and the adverse effects of communication overload on negative emotions should not be ignored. Both digital distrust and negative emotions have significant positive impacts on cyber violence and cumulatively represent 11.5% changes in cyber violence. Furthermore, information overload, communication overload, information inequality, and digital distrust show a 27.1% change in negative emotions. This study also presents evidence for competitive mediation of digital distrust by information overload, information inequality, and cyber violence. The results of this study have implications for individual practitioners and scholars, for organizations, and at the governmental level regarding cyber-violence behavior. To test our hypotheses, we have constructed an empirical, multidimensional model, including the role of specific mediators in creating relationships.
Published: 14 April 2021
Sustainability, Volume 13; doi:10.3390/su13084361

Abstract:
Entrepreneurial orientation has become an enormously significant construct in the innovation studies literature. Predominantly for SMEs, its role has been widely recognized in almost all regional contexts across the globe. The present study is aimed at investigating the effects of entrepreneurial orientation, transformational leadership and organizational commitment on innovation performance. The data for the present study were collected from 1095 employees working at various levels in SMEs. The present study used partial least square structural equation modeling to examine the constructed hypotheses. The findings suggested the significantly positive direct relationships among entrepreneurial orientations, organizational commitment and innovation performance. Besides, organizational commitment positively mediated the relationships between entrepreneurial orientation and innovation performance. Additionally, this study also found the significant moderation of transformational leadership among entrepreneurship orientation and organizational commitment. Leaders of small and medium-sized enterprises should practice entrepreneurial orientation (innovativeness, proactiveness, and risk-taking) and transformation leadership (articulating a compelling vision, focus on goal achievement, and creative problem solving) to enhance the innovation performance of their firms. Moreover, this study provides a robust mechanism for leaders at SMEs to develop strategies for enhancing the willingness of the firms to bring innovation and offer new products and services. The policymakers should enhance the emotional attachment of employees with their firms, sense of moral obligation to remain with the firm which will, in turn, increase the organizational commitment of employees for innovation performance. The study provides empirical evidence to the resource-based view in the context of SMEs. The study delivers solid theoretical and practical implications to experts, leaders and policymakers.
Audrey Frias, Debra Hampton, Kim Tharp-Barrie, Jennifer Thomas
Nursing Management (Springhouse), Volume 52, pp 18-25; doi:10.1097/01.numa.0000731924.03153.df

Jiang Min, , , Shamim Akhtar, Farooq Anwar, Sikandar Ali Qalati
Published: 2 September 2020
PLOS ONE, Volume 15; doi:10.1371/journal.pone.0236650

Abstract:
This study investigates the relationship between supervisory behavior, conflict management strategies, and sustainable employee performance and inquires the mediating effect of conflict management strategies. Data were collected from the SMEs of the manufacturing industry of Pakistan. The significance of the model was assessed using the PLS-SEM (structural equation modeling). The findings of the study revealed a positive and significant relationship between supervisory behavior and sustainable employee behavior. Similarly, conflict management strategies had a positive effect on the relationship between supervisory behavior and sustainable employee behavior. This study adds in the current literature of supervisory behavior as a critical predictor of sustainable employee performance in two ways. Firstly, this study validates Conflict management strategies as an influential mediator between the relationship of supervisory behavior and sustainable employee performance. Secondly, this study provides substantial practical implications for managers at SMEs to enhance sustainable employee performance through supervisory behavior, stimulated by conflict management strategies. This study is based on cross-sectional data; more longitudinal studies can further strengthen the generalizability of relationships between the constructs. The study adds in the current literature of PLS-SEM as an assessment model for direct and mediation relationships.
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