Volume 7 Issue 1 June 2020; pp. 9–150.
Matching People with Technology: Effect of HIWP on Technology Adaptation
This article investigates the influences of high involvement work practice (HIWP) in terms of five-dimensional human resource management (HRM) practices, namely sharing information, management support, employee participation, reward and recognition, and training on the adaptation of information technology (IT) in the private banking organizations in Bangladesh. Drawing on the social exchange theory (SET), the article proposes that when employees share information, receive management support, reward and recognition, and adequate training, as well as have room to participate in decision-making, it triggers a reciprocal loop in the form of employee acceptance of technology introduced in the organizations. The findings of this cross-sectional study of 365 employees revealed a significant relationship between five-dimensional HIWP and technology adaptation. The article identifies and recommends HIWP as a crucial way of improving technology adaptation among the employees in the organization.
Freelancers as Part-time Employees: Dimensions of FVP and FJS in E-Lancing Platforms
The purpose of this study is to explore the dimensions of Freelancer Value Proposition (FVP) and Freelancer Job Stress (FJS). This study provides insights about the factors which create value for freelancers and also sheds light on the factors which cause stress to freelancers while freelancing with the help of an online platform. Semi-structured interviews were conducted for data collection from freelancers. The grounded theory approach was used and data analysis follows the process of open coding, axial coding and themes formulation. Findings indicate that work-life balance value, developmental value, economic value, autonomy value, hedonistic value and social value are dimensions of FVP. Lack of role clarity, payment issues, time management issue, work availability issue, lack of perks and benefits and work rejections are dimensions of FJS. This study is the first effort to find out the dimensions of FVP and FJS, which will help to construct long-term relationship between freelancers and platform.
Shutting Eyes to Merit! The Curse of Cronyism in Pakistani Small and Medium Scale Business
Organizational cronyism is profoundly ingrained in South Asian small and medium scale business and is responsible for eliciting a variety of negative individual- and organizational-level outcomes. It is a practice where management grants favour to certain employees based on personal relationships forming an “in-group” and discriminates “out-group” employees without regard to merit. This study attempts to improve understanding of the way organizational cronyism impacts the success of small and medium scale business in Pakistan through reduced employee task performance and the moderating role of egoistic climate plays in strengthening the organizational cronyism and task performance association. In addition, this study aimed to examine the complex in-group and out-group dynamics created by organizational cronyism and its subsequent outcomes. We employed an explanatory sequential mixed-method design and data were collected across two studies, i.e., a quantitative survey (n = 321, 4 waves) and a qualitative inquiry (n = 23) from employees working in small and medium scale enterprises of Pakistan. The results of the survey proved the direct and moderation hypotheses, while mediation hypotheses were partially substantiated. Semi-structured interviews affirmed the presence of in-groups and out-groups based on organizational cronyism in SMEs and revealed that organizational cronyism results in negative task performance regardless of the group membership and declines SMEs’ success. The overall results suggest that small and medium scale businesses in Pakistan should maintain fair and transparent business practices in order to avoid cronyism and thrive successfully.
Individual, Spousal Factors and Work–Family Conflict: A Study from Sri Lanka
Work–family conflict (WFC) has emerged as a challenging issue all over the world. Based on identity, scarcity, basic human values and crossover theories, we examined how life role salience, value of self-enhancement, gender and spouse’s emotional stability affect WFC. Data were collected using questionnaires from 167 dual-earner couples in Sri Lanka. All the variables, except for emotional stability, were measured from the focal employee concerned. Emotional stability was measured from the spouse. Four moderated multiple regressions were conducted to test the proposed model. This study found that a higher level of occupational role salience predicts work-to-family conflict. Further, results indicated that a higher value of self-enhancement increases work-to-family conflict, gender determines the level of family-to-work conflict, and spouse’s emotional stability directly crossovers to reduce family-to-work conflict of the other spouse. Hence, it is evident that not only individual factors but factors related to significant others such as spouses also create WFC. This research contributes to the advancement of the existing understanding on WFC as life role salience, values and crossover effect of spousal factors are still under-researched areas in work–family literature.
Soft Side of Digital Transformation: The Connected Employee
The levels of business disruption and technology innovation in the past decade are unparalleled in human history. The Digital Age is fully and truly upon us and organisations are in a race to redefine and recast themselves. This practitioner-oriented paper discusses how organisations can reposition themselves for the digital future. By outlining the strategic pillars of digital transformation, including people, process, technology and culture, the paper demonstrates how firms and individuals can become digital ready and future ready.
Interview with MK Ajay, Executive Vice President of Human Resources, Colgate-Palmolive (India)
Colgate-Palmolive is a well-known American multinational corporation. It is well regarded as a very reputable, ethical, admired and sustainable company that values employee diversity. In this interview with the Head of HR of Colgate India, we can find some unique features in its management team, style and organisational culture. The interview explores the alignment and dynamics between business and HR strategies, long-term sustainable perspective on leadership at all levels, and building harmony in industrial relations.
Interview with Dr Anil K. Khandelwal: Leading Transformation of a Public Sector Bank Through People Processes and Building Intangibles
Dr Anil K. Khandelwal, former Chairman and Managing Director of Bank of Baroda (BoB) is credited with transforming the bank, one of the largest public sector banks, from a declining brand into a prime brand in the banking sector of India within just 3 years. Such a rapid and radical transformation using people processes by a human resource (HR) professional catapulted to chief executive officer (CEO) position is a rare example in the corporate world. In this interview, he describes the transformation journey he led, including how he overcame the challenges arising from trade union resistance to technology-led change and institutionalised people-centric business process reengineering in the new age of agile, digital banking. He describes his leadership style as “tough love” and expands on the leadership ideas he canvassed in his two books on the subject.
Urmi Nanda Biswas, Karin Allard, Anders Pousette and Annika Harenstam, Understanding Attractive Work in a Globalized World