The Mediating Effect of Employee Engagement between Its Antecedents and Consequences

Al-Tit, Ahmad Adnan; Hunitie, Mohammad

doi:10.5296/jmr.v7i5.8048

Cited by 30 publications

(19 citation statements)

References 23 publications

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“…Organizational performance is a measure that assesses the efficiency and effectiveness of an organization striving to achieve its organizational goals (Al-Tit and Hunitie, 2015;Ho, 2008).…”

Section: Organizational Performancementioning

confidence: 99%

Knowledge management and emotional exhaustion as moderators in the relationship between role conflict and organizational performance: evidence from India

Parayitam

Usman²,

Namasivaayam

et al. 2020

JKM

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Purpose This paper aims to investigate the importance of knowledge management as a moderator in the relationship between two of the burnout variables, namely, role ambiguity and work overload. In addition, the paper tests a conceptual model where emotional exhaustion is a moderator in the relationship between role ambiguity, work overload and performance. Design/methodology/approach Using a structured survey instrument, this paper gathered data from 692 respondents from the information technology industry in the southern part of India. The first psychometric properties of the instrument were tested and then hierarchical regression was used as a statistical technique for analyzing the data. Findings Results show that role conflict is positively related to role ambiguity and work overload, role ambiguity is negatively related to performance, work overload is positively related to performance, knowledge management moderates the relationship between role conflict and role ambiguity and role conflict and work overload. The hierarchical regression results also support that emotional exhaustion moderates the relationship between role ambiguity and performance and work overload and performance. Research limitations/implications As the present research is based on self-report measures, the limitations of social desirability bias and common method bias are inherent. However, this study attempts to minimize these limitations by following appropriate statistical techniques and procedures. Practical implications This study contributes to both practicing managers and the literature on conflict management. The study suggests that managers use knowledge management practices to mitigate the ill-effects of role conflict and enhance performance. This study also highlights the role of emotional exhaustion in organizations. Originality/value This study provides new insights about the importance of knowledge management practices and emotional exhaustion in the relationship between role conflict and performance. To the knowledge, the importance of knowledge management practices is underemphasized in conflict management research. The study also provides insights into the role of one of the burnout variables i.e. emotional exhaustion in its influence on performance. The implications of this relationship for organizational role theory and organizational learning theory and for management practice, are discussed.

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“…Organizational performance is a measure that assesses the efficiency and effectiveness of an organization striving to achieve its organizational goals (Al-Tit and Hunitie, 2015;Ho, 2008).…”

Section: Organizational Performancementioning

confidence: 99%

Knowledge management and emotional exhaustion as moderators in the relationship between role conflict and organizational performance: evidence from India

Parayitam

Usman²,

Namasivaayam

et al. 2020

JKM

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“…HRM and KM are two complementary processes and interdependent constructs in the theory of knowledge-based view of the firm (Wright et al, 2001;Grant, 1996), as they have both direct and indirect relationships with intangible assets, which are considered the key strategic resources of the organizations (Geiger and Schreyö gg, 2012). HRM refers to the effective use of people within an organization for stimulating them to interact, share knowledge and achieve the organizational goals (Fong et al, 2011;Al-Tit and Hunitie, 2015). KM is about capturing, developing, organizing, sharing, applying and exploiting knowledge assets within the firm to gain profitability and sustain the competitive advantage, with a central role played by the individuals (Omotayo, 2015;Inkinen et al, 2015).…”

Section: Theory Backgroundmentioning

confidence: 99%

The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry

Gope

Elia

Passiante

2018

JKM

110

101

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Purpose Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance. Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies. Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry. The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector. Based on the existing studies in this field, five key HRMP have been identified (i.e. recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (i.e. knowledge acquisition and knowledge sharing). Design/methodology/approach The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews. Findings Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance. Research limitations/implications The paper presents some limitations, which may provide scope for future research. First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC. Moreover, a deep investigation on the organizational performance dimensions (e.g. sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links. Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application. As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated. Practical implications From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive. Originality/value As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.

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“…Theory of the knowledge-based view of the firm considers HRM and knowledge management as two complementary and interdependent constructs that sustain firm advantage, as they both have a direct and indirect link to knowledge assets (i.e., tacit knowledge, explicit knowledge, and experience), owned by individuals (Snyman and Kruger, 2004;Geiger and Schreyogg, 2012;Gope et al, 2018). HRM is about the effective use of people within a firm for stimulating them to interact, share, and diffuse knowledge in order to attain organizational objectives (Al-Tit and Hunitie, 2015). Knowledge management deals with how people recognize, assimilate, share, transform and exploit knowledge to achieve organizational success (Inkinen et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

“…tacit knowledge, explicit knowledge and experience), owned by individuals (Snyman and Kruger, 2004;Geiger and Schreyogg, 2012;Gope et al, 2018). HRM is about the effective use of people within a firm for stimulating them to interact, share and diffuse knowledge to attain organizational objectives (Al-Tit and Hunitie, 2015). Knowledge management deals with how people recognize, assimilate, share, transform and exploit knowledge to achieve organizational success (Inkinen et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

The paradox of roots and wings: labor mobility between local firms and MNEs in North Africa

Tigharsi

Bouguerra²,

Gölgeci

et al. 2019

JKM

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Purpose The purpose of this study is to explore employees’ knowledge- and learning-related experiences in moving between local firms and multinational enterprises (MNEs) and to examine the nature of paradoxes of labor mobility that local talents face in their career in the North African country of Algeria. In doing so, this paper explored the multifaceted experiences of employees who left local firms and joined MNEs. Design/methodology/approach The authors use a qualitative study, in-depth interviews with 12 employees from various industries, and apply an interpretive phenomenological approach to explain labor mobility between local firms and MNEs in the North African country of Algeria. The authors specifically focus on personal experiences of employees who worked in both local firms and MNEs. Findings The findings report a paradoxical situation and suggest that despite talented individuals grow their capabilities in MNEs through reward and personal growth incentives, the grass is not always greener, and they face the paradox of nurturing their capabilities (wings) or empowering their roots by returning local firms to seek stability, security and flexibility. Originality/value This study contributes to the research at the intersection of human resource management, knowledge management and the paradox of management in emerging markets. Its value stems from empirically explicating the paradox of roots and wings as a complementary, learning type of paradox that individuals at local firms and MNEs in Algeria experience.

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The Mediating Effect of Employee Engagement between Its Antecedents and Consequences

Cited by 30 publications

References 23 publications

Knowledge management and emotional exhaustion as moderators in the relationship between role conflict and organizational performance: evidence from India

Knowledge management and emotional exhaustion as moderators in the relationship between role conflict and organizational performance: evidence from India

The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry

The paradox of roots and wings: labor mobility between local firms and MNEs in North Africa

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