Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala

Joseph, Binoy

doi:10.1007/s13132-023-01154-7

Cited by 2 publications

(2 citation statements)

References 219 publications

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“…Gamification methods are also beneficial in processes such as recruitment and training of employees, helping to get to know the person during the game. Thanks to the compatibility between innovative human resources practices and employee-oriented policies ( Joseph et al, 2023 ), it becomes possible for both stakeholders to win.…”

Section: Discussionmentioning

confidence: 99%

The inverted-U model of employee happiness: examining overdose happiness in context of personal characteristics, job-relationship dependency, benign stress, and various theories

Kalfaoğlu

2024

Front. Psychol.

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In recent years, the management literature has begun to deal with individual and organizational results after happiness rather than the pursuit of happiness in business life and finally reaching happiness. After the fact that everything in an overdose is harmful, it has become the subject of even more research with paradoxical results that happiness that evokes positive emotions is not as innocent as it seems. In this study, which aims to reveal the harmful effects of overdose of employee happiness, the reasons for the manager’s fear - or anxiety - about the happiness of his employees are interpreted. The Inverted-U Model of Employee Happiness (IUMEH) has been developed and individual work outputs have been evaluated in three areas that (1) support happiness, (2) reflect balanced happiness, and (3) turn negative with an overdose of happiness intoxication. It has been suggested that IUMEH, which is thought to contribute to the literature as it is the first descriptive model to emerge, should be supported by applied studies, and it has been reminded that the curvilinear aspect of the model may include differences in terms of culture, type and characteristics of job, private, public or non-profit enterprises, generations of managers and the level of managers (front-line, middle level and senior level etc.).

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Section: Discussionmentioning

confidence: 99%

The inverted-U model of employee happiness: examining overdose happiness in context of personal characteristics, job-relationship dependency, benign stress, and various theories

Kalfaoğlu

2024

Front. Psychol.

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“…To minimalize the negative effect of diversity and non-coherence among the workforce, and build teamwork self-efficacy among employees, organizations and human resources (HR) professionals have focused on developing unity among employees through various interventions [13]. Any interventions provided by HR professionals act as motivational (extrinsic or intrinsic) factors that affect employees' attitudes [14], [15]. Hence, it is vital to study the relationship between teamwork self-efficacy, employee satisfaction (extrinsic and intrinsic), and employee cohesion in the contemporary scenario.…”

Section: Introductionmentioning

confidence: 99%

Teamwork self-efficacy and employee satisfaction: a sequential framework to build employee cohesion

Priya,

Christopher

2024

IJPHS

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The occupational psychological health of the employees is affected by the behavior of their peers in the workplace. To reduce psychological stress and improve the well-being of employees, organizations are focusing on developing coherence through various human resources practices. In the current business scenario, it is crucial to address psychological stress by building employee cohesion. The aim of this study is to analyze how employees’ teamwork self-efficacy influences group cohesion through employee satisfaction. This study followed a quantitative approach to test the data, which comprises 228 information technology (IT) professionals, working in top IT companies in India. This study used a partial least squares structural equation modeling approach to test the hypothesis. The results revealed that employees’ teamwork self-efficacy is not directly influencing employee cohesion, whereas it has a significant positive influence on an employee’s cohesion only with the mediation effect of an employee’s satisfaction. Predominantly, an employee’s extrinsic satisfaction has a greater influence on the aforesaid relationship than an employee’s intrinsic satisfaction. The results of this study suggest human resources development practitioners place more emphasis on delivering motivational benefits and providing collaboration-oriented interventions that strengthen teamwork self-efficacy, since these factors may directly affect employee cohesion given that a large portion of the respondents were young adults.

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Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala

Cited by 2 publications

References 219 publications

The inverted-U model of employee happiness: examining overdose happiness in context of personal characteristics, job-relationship dependency, benign stress, and various theories

The inverted-U model of employee happiness: examining overdose happiness in context of personal characteristics, job-relationship dependency, benign stress, and various theories

Teamwork self-efficacy and employee satisfaction: a sequential framework to build employee cohesion

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