Employee Empowerment and HR Flexibility in Information Technology SMEs

Tretiakov, Alexei; Jurado, Tanya; Bensemann, Jo

doi:10.1080/08874417.2022.2158962

Cited by 4 publications

(1 citation statement)

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“…The dynamic and competitive nature of business environments has increasingly focused attention on the role of employees within workplaces and ways to strengthen employee commitment to workplace and tasks. This shift has led in particular to the surge of “participative infrastructure”, which is conceptualised as employee empowerment practices (Tretiakov et al ., 2023; Jain et al ., 2022; Askenazy and Caroli, 2010; Askenazy, 2001; Kling, 1995; Bauer, 2004; Kato and Morishima, 2002 among others). Empowerment practices are policies, mechanisms and processes within the workplace that enable lower-level individual employees to participate in decision making and share rewards and authority (Kim and Fernandez, 2017; Wood and de Menezes, 2011; Appelbaum et al ., 2000; Zatzick and Iverson, 2011; Mohr and Zoghi, 2008; Hammer and Stern, 1980; Seibert et al ., 2004).…”

Section: Introductionmentioning

confidence: 99%

Employee empowerment, equality plans and job satisfaction: an empirical analysis of the demand-control model

Ibukun,

Pérotin

2023

JPEO

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PurposeThe paper investigates the effects of individual employees' empowerment on different forms of job satisfaction in British workplaces while controlling for the presence of job demands and whether these effects depend on the presence of an equality plan in the workplace. The demand-control model that the authors test proposes that imbalances between the demands placed on employees and the control they have in their job negatively affect employee well-being and health. Control may also be strengthened, and demands mitigated, by effective equality policies. This study looks at nine forms of job satisfaction and examines the individual effects of job demands, job control, the interaction of control and demands and their joint effects with equality plans.Design/methodology/approachThe study uses matched employee–employer British data from the 2011 Workplace Employment Relations Survey (WERS). The authors conduct principal component analysis (PCA) and logit estimations and estimate a recursive simultaneous bivariate probit model.FindingsEmployee empowerment, or job control, is a key predictor of job satisfaction, and job demands are negatively associated with various aspects of job satisfaction. The presence of equality plans strengthens the positive effects of job control and mitigates the detrimental effects of job demands. Consistent with the demand-control model, employees are more likely to be satisfied in low strain jobs (jobs with low demands and high control) than in high strain jobs (jobs with high demands and low control). Employees in passive jobs (jobs with low demand and low control) on the other hand are less likely to be satisfied with achievement and influence than employees in low strain job.Originality/valueMuch of the empirical literature has focused on collective empowerment practices and none has tested the demand-control model. This paper adds to the literature on employee empowerment practices with a focus on individualised job control and the way its effects interact with equality plans. In the process, the authors provide novel and rigorous empirical evidence on an extended version of the demand-control model.

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Section: Introductionmentioning

confidence: 99%

Employee empowerment, equality plans and job satisfaction: an empirical analysis of the demand-control model

Ibukun,

Pérotin

2023

JPEO

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SME Performance Through Blockchain Technologies

Rakshit

Jeyaraj

Paul

2023

Journal of Computer Information Systems

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Does power distance orientation really matter? A human resource flexibility – firm performance link: a moderated-mediation model

Rasheed,

Mohsin,

Farid

et al. 2024

JOEPP

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PurposeThe present study aimed at analyzing the hypothesized relationship between human resource (HR) flexibility and firm performance with the mediating effect of firm innovation and the moderating role of firm-level power distance orientation.Design/methodology/approachThe proposed hypotheses were tested with the two-wave data collected from 209 registered information technology (IT) firms operating in Pakistan. The SMART-PLS examined the model’s hypothesized moderated, mediated and moderated-mediation relationships.FindingsThe results confirmed significant relationships between HR flexibility, firm innovation and performance while showing that the link between HR flexibility and firm performance is mediated by firm innovation. The results demonstrated that the firm-level power distance orientation negatively affected the HR flexibility–firm innovation link. These findings provide implications on how HR flexibility leverages firm innovation and performance. However, a power distance orientation in firms may diminish the positive effect of HR flexibility.Practical implicationsHR practitioners and top management can leverage these findings to design and implement policies that promote HR flexibility within IT firms for superior innovation and performance.Originality/valueOur study offers valuable insights into the contribution of HR flexibility to firm innovation and performance. Specifically, the findings indicate that power distance orientation negatively affects the relationships between HR flexibility, firm innovation and performance. Therefore, HR practitioners and top management can leverage these findings to design and implement policies that promote HR flexibility within IT firms for superior innovation and performance.

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Employee Empowerment and HR Flexibility in Information Technology SMEs

Cited by 4 publications

References 89 publications

Employee empowerment, equality plans and job satisfaction: an empirical analysis of the demand-control model

Employee empowerment, equality plans and job satisfaction: an empirical analysis of the demand-control model

SME Performance Through Blockchain Technologies

Does power distance orientation really matter? A human resource flexibility – firm performance link: a moderated-mediation model

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