Purpose– The purpose of this paper is to explicate and test an intention-based model to explain transfer of training behavior. The theory of planned behavior (TPB) is utilized to examine the role of transfer intention in the transfer of... more
Purpose– The purpose of this paper is to explicate and test an intention-based model to explain transfer of training behavior. The theory of planned behavior (TPB) is utilized to examine the role of transfer intention in the transfer of training process.Design/methodology/approach– A sample of 132 construction practitioners in Hong Kong was adopted. All measurement and structural models were assessed with structural equation modeling.Findings– Results showed that the three antecedents positively affected transfer intention, while perceived behavioral control and transfer intention affected transfer behavior positively. Moreover, a post hoc analysis supported the mediating role of transfer intention in the relationship between the antecedents and transfer behavior.Practical implications– Confirmation of the mediating role of intention has ascertained that it should be the core of a transfer of training model. To strengthen the transfer behavior, one has to find ways to increase the intention to transfer.Originality/value– This paper examined an intention-based model of transfer of training based on the TPB. The latter has rarely been applied to the prediction of transfer behavior.
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PurposeThe purpose of this paper is to offer insights regarding the consequences of relationship conflict among employees in terms of their task performance, contextual performance and turnover intentions. Utilizing a resource depletion... more
PurposeThe purpose of this paper is to offer insights regarding the consequences of relationship conflict among employees in terms of their task performance, contextual performance and turnover intentions. Utilizing a resource depletion approach in the backdrop of Conservation of Resources theory, it is hypothesized that the three-dimension burnout (exhaustion, cynicism and interpersonal strain) play a mediating role in influencing the linkages between relationship conflict and outcomes.Design/methodology/approachData were collected from 306 telecom engineers and their supervisors and analyzed using structural equation modeling to test the interrelationships among the study constructs.FindingsResults indicated that relationship conflict is negatively related to task performance and contextual performance and positively relates to turnover intentions, and that the three dimensions of job burnout, i.e. exhaustion, cynicism and interpersonal strain at work, distinctively mediate the linkages between relationship conflict, task and contextual performance and turnover intentions.Originality/valueThis study explores how relationship conflict transmits its effect to job performance and turnover intentions through mediation of burnout. All in all, the findings have important practical as well as theoretical implications for managers and academicians alike.
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This study investigates the effects of two internal factors, performance‐based rewards and employee perceptions of human resource (HR) strength, and one external factor, country‐level uncertainty avoidance, on employee innovative... more
This study investigates the effects of two internal factors, performance‐based rewards and employee perceptions of human resource (HR) strength, and one external factor, country‐level uncertainty avoidance, on employee innovative behaviors. Drawing on situational strength theory, we first hypothesize performance‐based rewards will positively relate to innovative behaviors, and second, this relationship is stronger when employees understand the wider Human Resource Management (HRM) system as intended by management, referred to as HR strength. Finally, we assess the effect of uncertainty avoidance on the relationship between performance‐based rewards and innovative behaviors. Three‐level data from 1,598 employees and 186 managers in 29 organizations across 10 countries showed both employee perceptions of HR strength and uncertainty avoidance of a country that differentially influence the relationship between performance‐based rewards and innovative behaviors. However, a significant re...
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In this article, we examine line manager prioritisation of HR roles and the consequences for employee commitment in a health‐care setting. Our analysis is based on a quantitative, multi‐actor study (509 employees and 67 line managers) in... more
In this article, we examine line manager prioritisation of HR roles and the consequences for employee commitment in a health‐care setting. Our analysis is based on a quantitative, multi‐actor study (509 employees and 67 line managers) in four Dutch hospitals. Using sense‐giving as a theoretical lens, we demonstrate that, in addition to the effects of high commitment HRM, prioritising the Employee Champion role alone and the Employee Champion and Strategic Partner roles in combination is associated with higher employee commitment. We argue that through performing roles that are evocative of deep‐seated values, such as excellent patient care and concern for others, line managers can have a positive effect on staff attitudes. In a sector often beleaguered by staff turnover, exhaustion and burnout, we offer an important, empirically based framework that has the potential to improve employee commitment and, from there, enhance performance.
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Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the... more
Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer‐oriented strategy. Customer‐linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer‐oriented strategy. Data collected from two emerging economies – China and Hungary – established that supportive HRM partially mediated the relationship between customer‐oriented strategy and customer‐linking capability. Customer‐linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer‐oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the ‘black box’ between HRM and performance. While making important cont...
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KNAW Narcis. Back to search results. Publication Intergenerationele overdracht van status en sekse-typering van... (2000). Pagina-navigatie: Main. Title, Intergenerationele overdracht van status en sekse-typering van beroepen ...
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In an experimental and a field study, we studied whether high-commitment Human Resource Management (HC-HRM) is more effective on employee outcomes when employees can make sense of HRM (attribute HRM to management). In the experimental... more
In an experimental and a field study, we studied whether high-commitment Human Resource Management (HC-HRM) is more effective on employee outcomes when employees can make sense of HRM (attribute HRM to management). In the experimental study (n = 354) employees’ HC-HRM perceptions were evoked by a management case and their attributions were manipulated with an information pattern based on the three dimensions of the co-variation principle of the attribution theory: distinctiveness, consistency and consensus. As expected, the results showed that the effect of HC-HRM on affective organizational commitment was stronger when employees understand HRM as was intended by management. This experimental finding was confirmed in a cross-level field study (n = 639 employees within 42 organizations): the relationship between HC-HRM on one hand and affective organizational commitment and innovative behavior on the other hand was stronger under the condition that employees could make sense of HRM. ...
Implicit leadership theories and the perception of transformational leadership: a replication of German research Implicit leadership theories and the perception of transformational leadership: a replication of German research Birgit... more
Implicit leadership theories and the perception of transformational leadership: a replication of German research Implicit leadership theories and the perception of transformational leadership: a replication of German research Birgit Schyns & Karin Sanders, Gedrag & Organisatie, volume 17, April 2004, nr. 2, pp. 143-154. Results of a German study show that implicit leadership theories do influence the evaluation of leaders. In this article the German study is replicated in a Dutch situation. In an experimental setting, the effects of two implicit leadership theories, Romance of Leadership and transformational leadership, on the evaluation of a described leader were tested. The experiment was conducted as a two-point design: At time point one 81 Dutch students were questioned about their implicit leadership theories and at time point two the students evaluated descriptions of either a transformational or a transactional leader. As hypothesized (hypothesis 1) transformational leadershi...
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Purpose – The purpose of this paper is to explicate and test an intention-based model to explain transfer of training behavior. The theory of planned behavior (TPB) is utilized to examine the role of transfer intention in the transfer of... more
Purpose – The purpose of this paper is to explicate and test an intention-based model to explain transfer of training behavior. The theory of planned behavior (TPB) is utilized to examine the role of transfer intention in the transfer of training process. Design/methodology/approach – A sample of 132 construction practitioners in Hong Kong was adopted. All measurement and structural models were assessed with structural equation modeling. Findings – Results showed that the three antecedents positively affected transfer intention, while perceived behavioral control and transfer intention affected transfer behavior positively. Moreover, a post hoc analysis supported the mediating role of transfer intention in the relationship between the antecedents and transfer behavior. Practical implications – Confirmation of the mediating role of intention has ascertained that it should be the core of a transfer of training model. To strengthen the transfer behavior, one has to find ways to increas...
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Purpose– The purpose of this paper is to draw meaningful relationship between two foci of commitment (i.e. affective organizational and affective occupational) and two types of turnover intentions (i.e. organizational and occupational... more
Purpose– The purpose of this paper is to draw meaningful relationship between two foci of commitment (i.e. affective organizational and affective occupational) and two types of turnover intentions (i.e. organizational and occupational turnover intention).Design/methodology/approach– Using random sampling approach, the authors collected data from both academic and support staff of a Dutch university. An online questionnaire was developed and sent through electronic mail to 752 of the total employees. A total of 153 employees responded; yielding approximately 21 percent response rate.Findings– The results revealed that affective organizational commitment and affective occupational commitment were positively related to each other. Affective organizational commitment was negatively related to organizational turnover intention and this relationship was buffered by affective occupational commitment. Affective occupational commitment was negatively related both to occupational and organiza...
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Teachers’ professional development is nowadays seen as key in efforts to improve education. Knowledge sharing is a learning activity with which teachers not only professionalize themselves, but contribute to the professional development... more
Teachers’ professional development is nowadays seen as key in efforts to improve education. Knowledge sharing is a learning activity with which teachers not only professionalize themselves, but contribute to the professional development of their colleagues as well. This paper presents two studies, aimed to explain knowledge sharing by teachers’ occupational self-efficacy and Human Resources Management (HRM). In the first study we examined the impact of HRM from a ‘ content perspective’, and focused on a bundle of Human Resources Management practices, namely, high-commitment Human Resources Management (HC-HRM). Multilevel analyses of survey data from 410 teachers, from 30 teams, in one school, showed that high-commitment Human Resources Management strengthened the relationship between occupational self-efficacy and knowledge sharing. The second study examined the moderating impact of Human Resources Management from a ‘ process perspective’. In this study we focused on ‘distinctive’ H...
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The relationship between reflection and innovative behavior of Dutch fire brigade leaders: considering the influence of self-efficacy, time for reflection and autonomy The relationship between reflection and innovative behavior of Dutch... more
The relationship between reflection and innovative behavior of Dutch fire brigade leaders: considering the influence of self-efficacy, time for reflection and autonomy The relationship between reflection and innovative behavior of Dutch fire brigade leaders: considering the influence of self-efficacy, time for reflection and autonomy This study examines to what extent reflection on work by fire brigade leaders plays a role in the explanation of self-efficacy, autonomy and time for reflection, on the one hand, and innovative behaviour (idea creation and idea application), on the other hand. The research was conducted among Dutch fire brigade leaders during an annual fire conference (N = 109). The research showed that reflection of fire brigade leaders is positively related to discovering new ideas as well as to translating the new ideas into practice. Self-efficacy and time for reflection predict reflection as opposed to autonomy. The relationship between self-efficacy and idea creat...
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Drawing on a structuring framework, this study investigates the effects of two internal factors, performance-related rewards and HR strength, and an external factor, uncertainty avoidance of a country, on employees’ innovative behavior.... more
Drawing on a structuring framework, this study investigates the effects of two internal factors, performance-related rewards and HR strength, and an external factor, uncertainty avoidance of a country, on employees’ innovative behavior. We first hypothesize that performance-related rewards will influence innovative behaviors in a positive direction, and secondly, that this relationship is stronger when employees understand Human Resource Management (HRM) as was intended by management (i.e. high HR strength). Finally, we assess the effect of uncertainty avoidance on the relationship between performance-based rewards and innovative behaviors. While the two-level data from 2741 employees and 383 supervisors in 55 organizations across 11 countries did not show a relationship between performance-based rewards and innovative behavior, the results show that HR strength positively moderates and uncertainty avoidance negatively moderates this relationship. The results offer novel insights in...
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Purpose – The purpose of this paper is to draw meaningful relationship between two foci of commitment (i.e. affective organizational and affective occupational) and two types of turnover intentions (i.e. organizational and occupational... more
Purpose
–
The purpose of this paper is to draw meaningful relationship between two foci of
commitment (i.e. affective organizational and affective occupational) and two types of turnover
intentions (i.e. organizational and occupational turnover intention).
Design/methodology/approach
–
Using random sampling approach, the authors collected data
from both academic and support staff of a Dutch university. An online questionnaire was developed
and sent through electronic mail to 752 of the total employees. A total of 153 employees responded;
yielding approximately 21 percent response rate.
Findings
–
The results revealed that affective organizational commitment and affective occupational
commitment were positively related to each other. Affective organizational commitment was
negatively related to organizational turnover intention and this relationship was buffered by affective
occupational commitment. Affective occupational commitment was negatively related both to
occupational and organizational turnover intention. Last study hypothesis, however, could not gain
support as affective organizational commitment did not moderate the affective occupational
commitment-occupational turnover intention relationship.
Research limitations/implications
–
Theoretical and practical implications of the study are
discussed in the end.
Originality/value
–
The study poses some valuable contributions to the existing body of literature
by exhibiting the role affective occupational commitment in the models of organizational turnover
intention and that of affective organizational commitment in occupational turnover intention models
which has been over looked so far.
–
The purpose of this paper is to draw meaningful relationship between two foci of
commitment (i.e. affective organizational and affective occupational) and two types of turnover
intentions (i.e. organizational and occupational turnover intention).
Design/methodology/approach
–
Using random sampling approach, the authors collected data
from both academic and support staff of a Dutch university. An online questionnaire was developed
and sent through electronic mail to 752 of the total employees. A total of 153 employees responded;
yielding approximately 21 percent response rate.
Findings
–
The results revealed that affective organizational commitment and affective occupational
commitment were positively related to each other. Affective organizational commitment was
negatively related to organizational turnover intention and this relationship was buffered by affective
occupational commitment. Affective occupational commitment was negatively related both to
occupational and organizational turnover intention. Last study hypothesis, however, could not gain
support as affective organizational commitment did not moderate the affective occupational
commitment-occupational turnover intention relationship.
Research limitations/implications
–
Theoretical and practical implications of the study are
discussed in the end.
Originality/value
–
The study poses some valuable contributions to the existing body of literature
by exhibiting the role affective occupational commitment in the models of organizational turnover
intention and that of affective organizational commitment in occupational turnover intention models
which has been over looked so far.
Research Interests:
PURPOSE: The purpose of this study was to explore the effects of disagreement and cohesiveness on knowledge sharing in teams, and on the performance of individual team members. DESIGN/METHODOLOGY/APPROACH: Data were obtained from a survey... more
PURPOSE: The purpose of this study was to explore the effects of disagreement and cohesiveness on knowledge sharing in teams, and on the performance of individual team members. DESIGN/METHODOLOGY/APPROACH: Data were obtained from a survey among 1,354 employees working in 126 teams in 17 organizations. FINDINGS: The results show that cohesiveness has a positive effect on the exchange of advice between team members and on openness for sharing opinions, whereas disagreement has a negative effect on openness for sharing opinions. Furthermore, the exchange of advice in a team has a positive effect on the performance of individual team members and acts as a mediator between cohesiveness and individual performance. IMPLICATIONS: Managers who want to stimulate knowledge sharing processes and performance within work teams may be advised to take measures to prevent disagreement between team members and to enhance team cohesiveness. ORIGINALITY/VALUE: Although some gurus in organizational lear...