Goal Clarity, Trust in Management and Intention to Stay: The Mediating Role of Work Engagement
Drawing from the Job Demands-Resources (JD-R) theory, the study explores the relationship between goal clarity, trust in
management, work–family conflict and intention to stay among managers in the IT and Information Technology Enabled Service sectors. It also analyses the mediating role of employee engagement in the relationship between job resources (i.e., goal clarity and
trust in management), job demands (i.e., work–family conflict) and intention to stay. Data were collected through a structured questionnaire from 200 managerial level employees in India. The model was tested using structural equation modelling techniques.
Results indicate that employee engagement fully mediates the relationship between goal clarity, trust in management and intention to stay. This study makes significant theoretical contributions by exploring and establishing the relationship between goal clarity
and intention to stay. It also contributes to relevant literature by demonstrating the mediating effects of employee engagement with goal clarity, trust in management and intention to stay of managerial level employees. In addition, this article describes
the practical implications of work engagement and intention to stay.
Technology Intense Workplaces, Boundary Preferences and Work–Life Conflict: Evidence from Sri Lanka
Workplaces today are more technologically pervasive than ever before, and communication devices such as smartphones have
blurred traditional boundaries between work and non-work spheres of people. In fact, employers need to be mindful about this phenomenon when they have technology-based work expectations from their employees. Within this backdrop, this study attempts to reveal
how the technological intensity at workplaces affects work–life conflict of employees who have different boundary preferences. The analysis based on 225 respondents shows that technological intensity is a significant mediator between work–life boundary preferences
and work–life conflict of employees. Further, this study validates the findings of prior research based on Western samples on non-Western countries, followed by a discussion on the implications to practice and avenues for future research.
Contextual Support and Career Aspirations of Working Women
The purpose of this article was to investigate the impact of career-related support in work and non-work domains on the aspirations
of women for progression in career. Using multistage sampling technique, the data were collected from 438 female employees working in private sector banks and insurance companies in Punjab, a state in north India. AMOS-based structural equation modelling was
performed, and the results revealed that family/spousal support in non-work domain and supervisory and organisational support in work domain significantly predicted the career aspirations of working women, whereas the impact of collegial support was not observed.
Supervisor support was found to be the most significant source of support followed by family/spousal support and then organisational support.
The present study is a pioneer work, which has empirically examined the role of various forms of contextual supports in work
and non-work domains in determining the desired aspirations of working women in India. The study proposes that collective efforts on the part of women themselves, their families, supervisors, colleagues and organisations are required to enhance working women’s
propensity to aspire and realise their aspirations for advancement in career.
A Jack of All Trades Is a Master of None: The Nexus of Firm-specific Human Capital, Ambidexterity,
Productivity and Firm Performance
Drawing on the knowledge-based theory of the firm and organisational learning theory, the present study chiefly examines
the impact of firm-specific human capital on organisational ambidexterity and the subsequent effect of organisational ambidexterity on productivity by integrating human capital theory with the theory of transaction cost. The data were garnered from 197 managers
in Sri Lanka with self-reported questionnaires in a time-lagged approach. The results disclose strong significant relationships between the variables investigated: a chain of positive relationships between firm-specific human capital and organisational ambidexterity,
organisational ambidexterity and productivity, and productivity and firm performance; and mediated relationships between firm-specific human capital and productivity through organisational ambidexterity, and between organisational ambidexterity and firm performance
via productivity. The findings of the study push back the frontiers of human resource management literature in many ways. Notably, managers should be cognizant of the effects of firm-specific human capital, organisational ambidexterity, and productivity on
To Jugaad or Not? How Mumbai’s Gig Workers Thrive Against Psychological Contract Discrepancies
As gig economy based firms increasingly rely upon algorithmic management to regulate their gig workers, we explore how driver-partners’
psychological contacts working for two major ridesharing platforms based on Mumbai evolve. The gig workers’ responses in how they adapt and thrive to the challenges posed by the information asymmetry brought about by the app’s algorithms are qualitatively
captured using semi-structured interviews. From the thematic analysis that follows, we learn that the gig workers perceive psychological contract violation when repetitive attempts via problem-focused coping fail to resolve the psychological contract breach
induced discrepancies. Though functional coping responses are persisted initially, we find that a collective influenced employee reaction follows soon. This collective attempt at resetting the power asymmetry leads the drivers to disengage with their organisations
and resort to counterproductive work behaviour hacks. These temporary and significant quick fixes (identified as jugaad in the local culture) help the gig workers thrive amidst their disengagement states.
The study investigates the relationship between transformational leadership (TL) and organisational learning capability (OLC) and explores the mediating role of human resource (HR) effectiveness.
A quantitative survey method was used to gather data from the software industry in Pakistan through a self-administered questionnaire (N = 504). Both exploratory and confirmatory factor analyses were conducted to check the reliability and validity of
the research instrument. In addition, structural equation modelling (SEM) was used to test the proposed hypotheses. Research findings have demonstrated that TL positively affects OLC in software companies. Moreover, perceived HR effectiveness mediates the
relationship between TL and OLC. Current research has several theoretical and practical implications as it extends the ability-motivation-opportunity (AMO) theory by considering perceived HR effectiveness as an important facilitator of a firm’s learning capability.
This study provides valuable insights for organisational leaders to ensure HR effectiveness in terms of HR practices including recruitment, training and compensation for the development of learning capabilities. It also recommends managers to adopt TL for
utilising HR effectiveness in order to improve learning at an organisational level.