No abstract

The study investigates the influence of leadership styles, i.e. transactional and transformational on promoting organizational learning in some selected private universities in Chittagong, Bangladesh. The study used a quantitative research design. Data have been collected from three private universities of Chittagong through a survey instrument. The study analyzed in total 147 matched completed questionnaires. The findings of the study revealed that contingent reward of transactional leadership and idealized influence and individualized consideration of transformational leadership played significant and positive influence on enhancing organizational learning. Although, findings of this research did not report any significant impact of management by exception-active and management by exception-passive as constructs of transactional leadership as well as inspirational motivation and intellectual stimulation as dimensions of transformational leadership style on organizational learning. The study extends present literature in the field by relating leadership styles and organizational learning focusing on emerging economies particularly in the context of Bangladesh. IIUC Studies Vol.14(2) December 2017: 09-34

The purpose of this paper is to develop a model to explore the impact of religiosity and spirituality on performance organizations through organizational commitment. This study adopted Religiosity and Spirituality as independent variables, organizational commitment as mediating and Performance as a dependent variable. The study is based on conceptual research. Through this study, a model will be proposed to find out the relationship among religiosity, spirituality, organizational commitment and organizational performance. Based on the developed model, the study will continue to find out the impact of radiosity and spirituality through organizational commitment on performance of different types of business. Applying this empirical study, organizations may generate new policies and strategies for improving performance in multicultural and multi-religious organizations.

Purpose This study aims to examine the relationship between religiosity, trainees’ reaction and motivation to transfer in the context of public sector organizations in Malaysia. Design/methodology/approach Structured equation modeling is conducted on survey data from 306 public sector employees in Malaysia. Findings The result of this study highlights the importance of religiosity as a trainee characteristic factor that can influence employee reaction toward the training program, and ultimately demonstrates positive intention to transfer the training outcomes to the workplace. In other words, the findings reveal that reaction has a mediating effect on the relationship between religiosity and motivation to transfer. Research limitations/implications This study provides guidance to training practitioners (e.g. training consultant company), who wish to enhance a positive training reaction of public sector employees in Malaysia. A significant relationship between religiosity and reaction indicates that the importance of religious elements to be included in the training program when conducting training to public sector employees in Malaysia. Originality/value The findings of this study are very important because the relationship between religiosity, reaction and motivation to transfer has not been examined before. Besides, no study on the relationship between religiosity and reaction has been traced. Furthermore, the role of reaction as a mediator between religiosity and motivation to transfer has not been studied so far.

Under the dynamic capabilities view of the firm the main purpose of this paper is to provide an analytical model of knowledge gaps on the direct impact of HRM strategy on strategic agility, as well as the direct impact of HRM strategies which is represented in HR Strategy, Training Strategy Human Resources Development Strategy, Human Resources Compensation Strategy, Career Planning Strategy) on strategic agility. To achieve this, the main study survey, which was distributed to managers and their deputies in the large and medium Yemeni industrial companies (227), was based on the simple random sample of 554 companies, this work uses structural equations modeling technique, in order to test and validate the research model and hypotheses posited. The results indicated that there is a direct impact of human resources management strategies on strategic agility, as well as the direct impact of the Journal of Social Sciences (COES&RJ-JSS), 8(4), pp.611-629 career planning strategy and the strategy of training and developing human resources on strategic agility. In contrast, there is no direct impact of HR strategy, human resources performance assessment, and human resources compensation on the strategic agility of the Yemeni large and medium manufacturing sector (current study sample).