Understanding Diversity of Outcomes in Organisational Training: A Literature-based View

Waheed, Muhammad Sharafat; Mustapha, Noraani; Hadi, Noor Ul

doi:10.5901/mjss.2017.v8n3p123

Cited by 7 publications

(3 citation statements)

References 38 publications

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“…Generally, organizations consider their employees as a key asset since employee performance is the primary determinant of the organization's success (Hadi & Ahmed, 2018;Tate, 2015;Waheed et al, 2017). Various management practices can be an influential vessel that guide the flow of an organization's culture.…”

Section: Leading a Remote Employee Culturementioning

confidence: 99%

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

Saurage-Altenloh¹,

Tate²,

Lartey³

et al. 2023

IBR

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With the current post-pandemic unpredictable work environment characterized by remote and hybrid work, the leadership culture of an organization is important in fostering a desirable working environment. Such a culture of leadership is modeled by leaders of the organization and instilled in new leaders, as leadership helps motivate, inspire, and engage employees. The purpose of this study was to analyze if the four types of leadership culture (mentoring, risk-taking, result-oriented, and coordinating) as determined by the Organizational Culture Assessment Instrument (OCAI) have a direct influence on the level of engagement of employees. To analyze the influence of organizational leadership culture on remote employee engagement, this study implemented a quantitative non-experimental correlational design. Remote employee engagement was measured using a validated instrument called EENDEED (Enhanced Engagement Nurtured by Determination, Efficacy, and Exchange Dimensions). Data were collected through an online survey from 325 participants, all remote workers in organizations within the United States and a multiple regression analysis was conducted. The findings of this study confirmed that there was a statistically significant relationship between an organization’s leadership culture and its employees’ level of engagement. In other words, the organization leadership culture as defined by OCAI contributes to employee engagement. Mentoring was shown to be the highest contributor in employee engagement. In other words, a mentoring-based leadership culture produced more engaged employees. While risk-taking and coordinating produced a statistically significant positive contribution to employee engagement, a result-oriented culture was not significant in contributing to employee engagement.

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Section: Leading a Remote Employee Culturementioning

confidence: 99%

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

Saurage-Altenloh¹,

Tate²,

Lartey³

et al. 2023

IBR

View full text Add to dashboard Cite

show abstract

Section: Managing a Remote Employee Culture And Engagementmentioning

confidence: 99%

Influence of Organizational Management Culture on Remote Employee Engagement Post-Pandemic, Measured by EENDEED, a Validated Instrument

Saurage-Altenloh,

Tate,

Lartey

et al. 2023

JHRSS

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With the current post-pandemic unpredictable work environment characterized by remote and hybrid work, the management culture of an organization is critical and essential to creating and maintaining a desirable working environment. Such a culture of management is modeled by managers of the organization and propagated in new managers as they strive to motivate, inspire, and engage employees in this post-pandemic era. The purpose of this study was to investigate if the four types of management culture (teamwork, innovation, competition, and conformity) as determined by the Organizational Culture Assessment Instrument (OCAI) have a direct influence on the engagement of remote employees. To investigate the influence of an organizational management culture on remote employee engagement, this study employed a quantitative, non-experimental correlational design. Remote employee engagement was measured using a validated instrument called EENDEED (Enhanced Engagement Nurtured by Determination, Efficacy, and Exchange Dimensions). For this study, data were collected through an online survey in which 250 participants completed an online survey questionnaire. All the participants were workers residing in the United States of America. With 250 participants, the sample size was considered more than adequate for the study as this number was well above the 129 recommended by GPower 3.1 calculation. The findings of this study confirmed that there was a statistically significant relationship between an organization's management culture and its remote employees' level of engagement.

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“…Ramalho Luz et al (2018, p. 90) adopted 18 items to approaches three aspects of organizational commitment i.e., normative commitment, instrumental/continuance commitment, and affective commitment. In other studies (e.g., Waheed et al, 2017;Shahbaz & Hadi, 2021;Latif et al, 2021;Yousaf & Hadi, 2020;Tahir et al, 2021) specific aspect of organizational commitment-affective commitment has been approached.…”

Section: Background Of the Studymentioning

confidence: 99%

Specifying the Problem of Measurement Models Misspecification in Management Sciences Literature

Hadi

2022

JICD

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Perhaps the most serious problem of measurement models misspecification is that it will lead to type 1 and type two errors. Consequently, these errors forbid researchers from adequately theory testing and meaningfully theory development. Therefore, the aim of this methodological review is to explore the leading cause(s) of measurement models misspecification in management sciences literature. Based on literature and arduous lessons learned from mistakes and author experience, it was found that researchers and students provides generic statements on research instruments in their research articles, theses and dissertations, but these statements are not sufficient enough for proper measurement models specification in different contexts. Meaning that little attention has been paid in literature to the conceptual and theoretical clarity of the focal construct which adequately covers the content domain the construct capture. Thus, the author of the paper argue that neglecting conceptual and theoretical clarity on the nature of construct with in the rubric of measurement theory at both abstract and empirical levels are the major causes of measurement model misspecification. Therefore, it is recommended that scholars need to provide conceptual and theoretical clarity on the content domain construct capture in their research. Journal editors and potential reviewers also need to look for this on priority. Since, the quality of research hinges on how clearly constructs are conceptualize and how well others understand these constructs. Received: 2 August 2022 / Accepted: 22 October 2022 / Published: 5 November 2022

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Understanding Diversity of Outcomes in Organisational Training: A Literature-based View

Cited by 7 publications

References 38 publications

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

Influence of Organizational Management Culture on Remote Employee Engagement Post-Pandemic, Measured by EENDEED, a Validated Instrument

Specifying the Problem of Measurement Models Misspecification in Management Sciences Literature

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