The secret sauce for organizational success

Aguinis, Herman; Bradley, Kyle J.

doi:10.1016/j.orgdyn.2015.05.001

Cited by 33 publications

(11 citation statements)

References 3 publications

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“…Research suggests behavioral modelling as a possible mechanism through which downward and lateral contagion effects operate. Aguinis and Bradley (2015), for instance, conclude that individuals performing at extraordinary levels are likely to spread positivity across all levels in an organization. Consistent with growing neuroscientific and neurophysiological evidence, mimicry, primed by the "mirror neuron system," is one of the widely suggested mechanisms through which contagion effects are produced (Cattaneo and Rizzolatti, 2009).…”

Section: Positive Upward Contagion Effectsmentioning

confidence: 99%

The when and how of psychological Capital’s upward contagion effect: Exploring through a cross-cultural lens

Venkatanagarajan

Roche

2023

Int'l Jnl of Cross Cultural Management

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The underlying mechanisms through which psychological capital (PsyCap) spreads upward (from followers to leaders) have largely gone unstudied. As such, the focus of this article is to develop some of the theoretical underpinnings of how followership influences leader PsyCap and importantly, highlighting the possible boundary conditions involved in this spread. Specifically, we draw from the resource theory to speculate followers' leader-specific relational models, positive behaviors and LMX as the mechanisms serially underlying PsyCap’s upward contagion effect. Research propositions derived from the conceptual framework are presented. Implications for cross-cultural leadership and future research agenda conclude the article.

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Section: Positive Upward Contagion Effectsmentioning

confidence: 99%

The when and how of psychological Capital’s upward contagion effect: Exploring through a cross-cultural lens

Venkatanagarajan

Roche

2023

Int'l Jnl of Cross Cultural Management

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“…It is a source of employees' motivation, job satisfaction and organizational progress (Chahar, 2020; Saeed & Shah, 2016; Singh & Rana, 2015). The statistics related to employees' performance is a basic demand for identification and sustainability of apex performers of an organization (Aguinis & Bradley, 2015). The key purpose of employees' appraisal is not only improvement of their working capacity rather it is connected with decisions regarding their promotions and financial benefits (Ameen & Baharom, 2019; Idowu, 2017; Jacobson & Sowa, 2015; Saharuddin & Sulaiman, 2016).…”

Section: Development and Validation Of Teachers' Performance Appraisa...mentioning

confidence: 99%

Development and Validation of Teachers’ Performance Appraisal Scale (TPAS) for Public Primary Schools of Punjab

Hyder¹,

Farooq²

2022

IRJEI

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The purpose of research in hand was to develop and validate Teachers’ Performance Appraisal Scale (TPAS) to appraise the performance of public primary school teachers of Punjab (Pakistan). The five distinctive dimensions of performance through TPAS were teaching-learning, classroom management, assessment, teacher-student relationship and staff collaboration. Data were collected from 1080 male and female public primary school teachers from nine districts with low, average and high school performance. The experts’ opinion was also incorporated in order to enhance content validity of TPAS. The reliability coefficient of TPAS was observed as (α=.915). The current TPAS comprised on 28 statements. Confirmatory Factor Analysis (CFA) and Exploratory Factor Analysis (EFA) were also carried out. The factor loading of all factors and items were above the threshold value 0.50. The findings of said research indicate that current TPAS is valid and capable in order to appraise performance of public primary school teachers. It is recommended that TPAS may be used by the authorities for teachers' appraisal for the improvement of quality of teaching and learning in primary schools.

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“…A different model of talent management recommended by Maxwell & MacLean (2008) included four dimensions; attracting, selecting talent, developing talent, retaining talent. Many researchers and theoreticians agreed upon four components for talent management, attraction and Recruitment Strategy, Selecting Strategy, Developing Strategy and Retention Strategy (Ballesteros et al, 2010;Govaerts et al, 2011;Shafieian, 2014;Aguinis andBradley, 2015, Irtaimeh et al, 2016). The first strategy is the attracting talent which involves all the policies and practices through which talented staff are identified and selected, and can be classified into two areas: talent planning, recruiting and human resources reputation.…”

Section: Review Of Literaturementioning

confidence: 99%

“…Profitable organization, which talents are an added value to it, need to design strategies to retain talents by involving them in decision-making, recognition of their role and competence in the organization success, providing a reward system for high performance, and providing opportunities development (Ramsay, 2006;Govaerts et al, 2011). A study conducted by Aguinis and Bradley (2015) on the role of talent management in creating stars at Chipotle restaurants, the authors revealed the importance of promoting staff fairly and transparently to the success of the restaurant and talent management programs. Supporting these results, a recent study by Hafez et al (2017) revealed that the absence of motivation and the fairness of talented workers with other employees in terms of salaries and bonuses causes job dissatisfaction, because it is considered the most important part of the talent management system.…”

Section: Review Of Literaturementioning

confidence: 99%

Talent Management Strategies and Practices in Five Star Hotels: An Exploratory Study

Saad¹,

Mayouf²

2018

International Journal of Heritage, Tourism and Hospitality

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This research aims to explore the current strategies and practices of talent management (TM) within five star hotels in Egypt. To achieve the research aim, an online questionnaire was used as a tool for data collection. 212 general managers and human resource managers in the investigated hotels were targeted to identify the practices adopted to attract, select, develop, and retain talent employees. The research revealed that the practices of talent management are still at an early stage of development, and the concept and the process require further understanding. One of the key results was that most of the investigated hotels implemented some of the basic principles and components of TM system but the actual practice has not yet been demonstrated as a complete and integrated approach. Most of the managers were aware of the benefit of talent management. This research, therefore, contributes to provide a deeper knowledge and understanding on how human talents are being managed in an important sector of the hospitality industry.

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The secret sauce for organizational success

Cited by 33 publications

References 3 publications

The when and how of psychological Capital’s upward contagion effect: Exploring through a cross-cultural lens

The when and how of psychological Capital’s upward contagion effect: Exploring through a cross-cultural lens

Development and Validation of Teachers’ Performance Appraisal Scale (TPAS) for Public Primary Schools of Punjab

Talent Management Strategies and Practices in Five Star Hotels: An Exploratory Study

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