78 research outputs found

    The moderating effects of transformational leadership and self-worth in the idiosyncratic deals - employee reactions relationship:A study of Indian hospitality industry

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    Purpose This paper examines the relationship between timing of negotiations and idiosyncratic deals (i-deals) through the moderating effects of core self-evaluations (CSE), and between i-deals and employee reactions through the moderating effects of transformational leadership behaviour (TLB) in the Indian hospitality industry. Design/methodology/approach A total of 275 employees working in 39 companies responded to a self-administered questionnaire. To test the research hypotheses, the methodology of structural equation models was used. Findings The results show that the relationship between before hiring negotiations and i-deals is stronger for those individuals who had low self-worth, due to countervailing forces created by their belief that they may not be eligible for i-deals. In contrast, the relationship between after hiring negotiations and i-deals is stronger for those who had high self-worth, due to their belief that they were entitled to i-deals. Additionally, the research highlights that the relationship between i-deals and employee reactions is stronger for those organisations, which are high on TLB. Research limitations/implications The data does not allow for investigating dynamic causal inferences, because they were collected using a questionnaire at a single point in time, and they were reported in retrospect, raising measurement concerns about recall bias. Practical implications From a managerial point of view, the findings of this study inform that in negotiating both employment conditions and work arrangements, organisations should try to achieve i-deals that are primarily flexibility focused, and that in increasing efficiency organisations should make the employees feel well supported in order to develop more confidence in deploying skills and abilities to address a more open view of their i-deals. Originality/value The study contributes to our understanding about the Indian hospitality industry by utilising the self-enhancement theory in examining whether individual differences moderate the relationship between the timing of negotiations and i-deals, and also by utilizing the social exchange theory to examine whether TLB moderates the relationship between i-deals and employee reactions

    Extending Organizational Boundaries through Outsourcing: Towards a Dynamic Risk Management Capability Framework

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    Pressure to maintain organizational profitability in an increasingly uncertain business environment is driving executives to seek competitive advantage by increasing their dependence on outsourcing, consciously taking on the associated additional risks. While risk management around outsourcing is traditionally perceived as preventing bad things from happening, this paper extends this view to align it closer to the board and executive leadership strategic agenda, enabling them to consider the full spectrum of potential opportunities that outsourcing could create for their organizations, particularly those that are more radical or transformational in nature. Building on insights from the dynamic capability theory and empirical data collected via survey and follow-up interviews of top executives, we offer a framework that encompasses two new capabilities integral to managing service providers: (a) the capability to have a broader perception of risk in outsourcing that recognizes opportunities that these risks present in addition to the threats and hazards and (b) the “asset orchestration” capability to develop more mature risk-management mechanisms that enable organizations to maximize the opportunity while addressing the risk. The framework provides multi-industry perspectives on gaining competitive advantage and risk mitigation through a newer and more dynamic approach to outsourcing and related risk management

    Integration and devolvement of human resource practices in Nepal

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    Purpose: The purpose of this study is to explore the nature of human resource management in publicly listed finance sector companies in Nepal. In particular, it explores the extent to which HR practice is integrated into organisational strategy and devolved to line management. Design/methodology/ approach: A structured interview was conducted with the senior executive responsible for human resource management in 26 commercial banks and insurance companies in Nepal. Findings: The degree of integration of HR practice appears to be increasing within this sector, but this is dependent on the maturity of the organisations. The devolvement of responsibility to line managers is at best partial, and in the case of the insurance companies, it is more out of necessity due to the absence of a strong central HR function. Research limitations/implications: The survey is inevitably based on a small sample; however this represents 90 per cent of the relevant population. The data suggest that Western HR is making inroads into more developed aspects of Nepalese business. Compared with Nepalese business as a whole, the financial sector appears relatively Westernised, although Nepal still lags India in its uptake of HR practices. Practical implications: It appears unlikely from a cultural perspective that the devolvement of responsibility will be achieved as a result of HR strategy. National cultural, political and social factors continue to be highly influential in shaping the Nepalese business environment. Originality/value: Few papers have explored HR practice in Nepal. This paper contributes to the overall assessment of HR uptake globally and highlights emic features impacting on that uptake. © Emerald Group Publishing Limited

    Bridging difference - national and organisational adaptation for responsible performance

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    This special issue draws together a selection of articles built around a theme of bridging difference. We argue that the effective transfer of learning across boundaries is crucial in enabling the dissemination of good, and ethical, HR practice. How that transfer might occur, with respect both to the mechanisms to enable or inhibit transfer and to the nature of learning that underpins that transfer, provides the focus of what is discussed here. This is framed against a concern for the nature and future of HRM, in particular its role in ensuring responsible organisational performance. © 2013 Taylor & Francis

    Heading Home? Reshoring and Sustainability Connectedness from a Home‐Country Consumer Perspective

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    Abstract: Extensive globalisation has presented several sustainability challenges highlighted in the United Nation's Sustainable Development Goals. These include the environmental impact of global product procurement and manufacturing and the irregular treatment of indigenous workers in developing countries. Thus, reshoring, defined as a firm's voluntary strategy to partially or totally relocate production to the home country, is gaining traction. However, most research on reshoring focuses on firms, leaving the consumers’ perspective under‐researched. Here, we examine British consumers’ perspectives on reshoring to the UK and sustainability. By employing the theoretical lens of connectedness, anchored in attachment theory, we conducted 30 in‐depth interviews using projective techniques and analysed the data using the constant comparison method. We found that consumers not only positively viewed their connectedness with the concept of reshoring from a sustainability perspective, but also appraised it from a global perspective, demonstrating empathy towards the host country. Further, they doubted corporations’ motives regarding reshoring. Three theoretical dimensions emerged based on consumers’ connectedness with reshoring and sustainability, specifically, supporting reshoring conditionally, inclusive reshoring, and doubting reshoring