Managerial career development in a developing host-country context: a study of American multinationals in Pakistan

Chaudhry, Sara

doi:10.1080/09585192.2012.697474

Cited by 13 publications

(10 citation statements)

References 62 publications

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“…compensation and performance management) than domestic firms (Ahmad et al , 2019). Third, it is assumed that multinationals in Pakistan provide opportunities of career self-management and offer individual employment contracts that help them to pursue their career goals within or outside the current organization (Chaudhry, 2013). Therefore, the multinationals context allows for a more focused study of employees' behavior in terms of the employability and in the light of social exchange.…”

Section: Methodsmentioning

confidence: 99%

Productivity or illusion? Assessing employees' behavior in an employability paradox

Imam

Chambel

2020

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PurposeEmployability has been studied in different disciplines (e.g. occupational health and career) and has been seen as a personal resource with overall positive outcomes. The present research investigates the behavioral implications of (perceived) employability and responds to the recent call of research that perceived employability could have not only positive but also negative behavioral implications. Furthermore, this study aims to reduce the asymmetry of data set and replication of existing results in non-Western economies.Design/methodology/approachMultinationals were taken as context to test the hypotheses, and a sample of 230 white-collar employees was drawn from fast-moving consumer goods companies. Partial least square–structural equation modeling through SmartPLS was used to analyze the data.FindingsIn light of social exchange theory, the present research identified the dark side of employability, which may impair the employer–employee relationship. Perceived employability did not relate significantly with in-role performance, nor did it correlate with organizational citizenship behavior, that is, a discretionary behavior promotes the efficient and effective functioning. However, perceived employability had a positive significant relationship with OCBI, that is, helping supervisors and coworkers with heavy workloads, as well as with counterproductive behaviors.Practical implicationsEmployable workers have always been considered key players and an asset for organizations due to their high productivity skills. A balanced employer–employee relationship creates a mutual win; therefore, a carefully drafted human resources policy may help organizations to fulfill the needs of employable workers and reap optimal benefits in terms of productivity. Behavioral training to supervisors/managers may help to assertively deal with employees' negative behavior without further escalation.Originality/valueThe present study suggests a paradoxical perspective in employability – a behavior debate, which is in an initial phase where it is difficult to determine whether employable workers are productive to the organizations or not.

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Section: Methodsmentioning

confidence: 99%

Productivity or illusion? Assessing employees' behavior in an employability paradox

Imam

Chambel

2020

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“…For instance, with respect to wages, there is continued evidence of employee benefits being tied to family welfare, reward being rated lower than normative values such as respect and authority, and high salary differentials within organizations alongside growing acceptability of performance‐based financial rewards in other segments of the labour market (Khilji, , ). Similarly, in some organizations, internal promotion is still closely tied to factors such as age, length of service and personal bias (based on regional, religious and caste affiliations), while in others there has been a shift towards external employability and individual responsibility for career development (Chaudhry, ). This specific combination of sometimes contradictory practices can be attributed to the particular evolutionary path taken by Pakistan, which has subsumed processes of both radical and gradual institutional change (Mahoney and Thelen, ; Streeck and Thelen, ; Walter and Zhang, ).…”

Section: Methodsmentioning

confidence: 99%

“…Practice deinstitutionalization in the institutionally complex setting of Pakistan References: Ahmad and Allen (); Baig (); Bashir and Ramay (); Chaudhry (); Eldridge and Mahmood (); Ghazanfar et al (); Hofstede (n.d.); Iqbal (); Khilji (, , , ); Khilji and Wang (); Nasir (); Rieger and Wong‐Rieger (); Saher and Mayrhofer ()…”

Section: Methodsmentioning

confidence: 99%

Why Do Established Practices Deinstitutionalize? An Actor‐Centred Approach

Chaudhry

Rubery

2017

British J of Management

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Drawing on 63 in-depth interviews from three American multinationals, we investigate how individual actors negotiate the interplay of insider and outsider pressures on the deinstitutionalization of four employment practices in an institutionally complex setting.Existing institutional theory highlights different degrees of deinstitutionalization, from complete abandonment of practices to partial erosion, with an underlying presumption of organizations and actors striving for stability and stasis. However, the present study finds that actor reconciliation of interacting insider and outsider pressures can result in three distinct phases of deinstitutionalization (complete, partial and negotiated deinstitutionalization), which crucially coexist, suggesting perpetual instability and change. The authors conceptualize the individual-level enabling conditions for each of these different phases of deinstitutionalization, highlighting a range of actor responses as well as differences in how actors exercise agency across each phase. Examining actor negotiation of the interplay of insider and outsider pressures improves our understanding of how individuals engage in differential institutional work when responding to practice deinstitutionalization.

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“…Furthermore, an increasing amount of research has been done on human resource management issues in MNCs, including developing economies such as Pakistan (e.g. Chaudhry, 2013). However, little work has been done so far on what fosters KS, particularly in the context of MNCs in Pakistan.…”

Section: Introductionmentioning

confidence: 99%

Organizational justice and knowledge sharing behavior

Hameed

Khan

Sheikh

et al. 2019

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Purpose Knowledge sharing (KS) has been consistently acknowledged as a critical factor in the organizational development and the betterment of employees. The purpose of this paper is to extend previous empirical research on KS by testing psychological ownership as an underlying mechanism between the relationship of organizational justice (OJ) and KS behavior in developing country context. The authors also examine the moderating role of perceived organizational support (POS) between psychological ownership and KS behavior. Design/methodology/approach Using a survey questionnaire, data from 348 employees of multinational corporations in Pakistan were used to test the research hypotheses. Findings The results of this research reveal that dimensions of OJ (procedural, distributive and interactional justice) positively influence psychological ownership. In addition, psychological ownership is found as an underlying psychological mechanism between the relationship of OJ and KS behavior. The results also indicate that a higher level of POS strengthens the relationship between psychological ownership and KS behavior. Practical implications Organizations can enhance employees’ sense of psychological ownership by providing them fairness in procedures and resources. Moreover, management can create a perception of equality among the employees which subsequently helps employees engage in sharing their valuable knowledge with their team members and other workers in the organization. Originality/value This research suggests that psychological ownership and POS are important factors which influence the relationship between OJ and KS behavior and it empirically tests this model in a developing country context.

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Managerial career development in a developing host-country context: a study of American multinationals in Pakistan

Cited by 13 publications

References 62 publications

Productivity or illusion? Assessing employees' behavior in an employability paradox

Productivity or illusion? Assessing employees' behavior in an employability paradox

Why Do Established Practices Deinstitutionalize? An Actor‐Centred Approach

Organizational justice and knowledge sharing behavior

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