Gender, workplace fun and organisational inclusion: an empirical study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Mousa ◽  
Rami Ayoubi ◽  
Hiba Massoud
Keyword(s):  
Management Practices ◽  
Empirical Studies ◽  
Diversity Management ◽  
Public Hospitals ◽  
Male Nurses ◽  
Content Type ◽  
Mean Values ◽  
Workplace Fun ◽  
Female Nurses ◽  
The Relationship

PurposeThis paper addresses nurses working in public hospitals in order to find out how gender may affect their perception of both diversity management and organisational inclusion. Moreover, and given the novelty of workplace fun and the lack of research in this field in the context of developing countries, the authors explore the relationship between diversity management and organisational inclusion and explore workplace fun as a predictor of organisational inclusion.Design/methodology/approachA total of 360 questionnaires were collected from nurses in three public hospitals in Egypt. The authors applied a t-test to identify how gender may affect perceptions of diversity management. Moreover, the authors employed hierarchical regressions to test gender and diversity management as predictors of organisational inclusion and to test whether workplace fun can predict organisational inclusion, too.FindingsThe findings indicate that compared to their male colleagues, female nurses respond to diversity management practices more positively. Second, no significant statistical differences in the mean values for female and male nurses were observed regarding their perceptions of organisational inclusiveness. Third, diversity management is positively associated with organisational inclusion for the nurses. Finally, workplace fun mediates the relationship between diversity management perceptions and organisational inclusion.Originality/valueThis paper contributes by filling a gap in human resources (HR) research in the health-care sector, in which empirical studies on the relationship between gender, workplace fun and organisational inclusion have been limited so far.

scholarly journals Gender, diversity management perceptions, workplace happiness and organisational citizenship behaviour

2020 ◽  
Vol 42 (6) ◽  
pp. 1249-1269 ◽  
Author(s):  
Mohamed Mousa ◽  
Hiba K. Massoud ◽  
Rami M. Ayoubi
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Management Practices ◽  
Diversity Management ◽  
Public Hospitals ◽  
Mediating Effect ◽  
Open Communication ◽  
Content Type ◽  
Workplace Happiness ◽  
The Relationship

PurposeThe purpose of this paper is to investigate whether females have different perceptions of diversity management and workplace happiness compared to their male colleagues. Furthermore, the paper explores whether diversity management perceptions mediate the relationship between workplace happiness and organisational citizenship behaviour.Design/methodology/approachA total of 260 questionnaires from a number of public hospitals in Egypt were analysed using both t-test and Structural Equation Modelling.FindingsWe found that female physicians perceive diversity management policies/protocols more positively than their male colleagues. Moreover, gender has no or little effect on physicians’ perceptions of workplace happiness. We also found that workplace happiness positively affects physicians’ organisational citizenship behaviour, and finally, diversity management practices can mediate the relationship between workplace happiness and physicians’ organisational citizenship behaviour.Practical implicationsWe believe that managers can raise the feeling of workplace happiness among their staff if they maintain some personal relationships with physicians, care about the physicians’ work/life balance, promote after work gatherings, initiate coffee time talks, encourage open communication practices and more.Originality/valueThe paper is based on the argument that although employees might be happy in the workplace through (engagement, job satisfaction, affective commitment), their happiness, however,will unlikely be reflected into a positive organisational citizenship behaviour towards their organisation, except (social exchange theory) they feel or perceive (equity theory) the overall practices of diversity management in that organisation positively. Thus, studying the mediating effect of perceptions towards diversity management is mainly our contribution.

Diversity management in hotels

2019 ◽  
Vol 2 (2) ◽  
pp. 166-185 ◽  
Author(s):  
Zakaria Elkhwesky ◽  
Islam Elbayoumi Salem ◽  
Mona Barakat
Keyword(s):  
Management Practices ◽  
Empirical Studies ◽  
Diversity Management ◽  
Capability Development ◽  
Basic Part ◽  
Content Type ◽  
Entry Level ◽  
Hr Managers ◽  
Moderating Role

Purpose The purpose of this paper is to investigate the importance of ethnic, gender and religious diversity management practices (DMPs) and the level of implementation from perspectives of five-star hotels in Egypt. Besides, it also examines the moderating role of empowerment and capability development (CD) between the importance and the implementation of gender and religious management practices. Design/methodology/approach The questionnaires were distributed personally to entry-level F&B employees, F&B managers, working in F&B departments, and HR managers in all accepted five-star hotels in their workplaces, during July and August 2017. Only 400 returned back, with a response rate of 35 percent and were considered usable for data analysis. Findings The results clarified that there was a significant moderate positive correlation between the importance and the implementation of gender and religious management practices (MPs). Nonetheless, the correlation proved to be significant, weak and positive between the importance and the implementation of ethnic MPs. The relationship between the importance and the implementation of ethnic, gender and religious MPs was not moderated by empowerment. Research limitations/implications Although questionnaires have been collected from diverse F&B outlets, comparisons among outlets were not conducted. This study concentrated on the F&B departments only; hence, future researchers can make comparisons among different departments. Practical implications This study implies that HR managers should recruit employees from diverse ethnicities, gender, ages, disabilities and religions to help five-star hotels achieve success in marketplaces. Recruiting diverse employees should be a basic part of the organizational culture of hotels, specifically F&B departments. Social implications Social activities organized in hotels, such as a tennis table, football and billiards tournaments, are included. Hotels can provide employees with special meals during fasting and they can also allow Christian employees to leave the hotel from 7 to 10 a.m. to attend the mass in church each Sunday. Originality/value Although DM is necessary for the hospitality industry, there is a lack of studies focusing on investigating the importance−implementation of DMPs and analyzing the moderating role of empowerment and CD in this industry, specifically in Egypt. This study provided weighty contributions to the management of diversity in the Egyptian hotel sector and formed one of the first empirical studies.

scholarly journals Identity, diversity and diversity management

2016 ◽  
Vol 35 (1) ◽  
pp. 48-64 ◽  
Author(s):  
Lotte Holck ◽  
Sara Louise Muhr ◽  
Florence Villesèche
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Policy Makers ◽  
Content Type ◽  
Hr Managers ◽  
The Relationship ◽  
Practical Implications ◽  
Diversity Research

Purpose – The purpose of this paper is to examine the relationship between the identity and diversity literatures and discuss how a better understanding of the theoretical connections between the two informs both diversity research and diversity management practices. Design/methodology/approach – Literature review followed by a discussion of the theoretical and practical consequences of connecting the identity and diversity literatures. Findings – The authors inform future research in three ways. First, by showing how definitions of identity influence diversity theorizing in specific ways. Second, the authors explore how such definitions entail distinct foci regarding how diversity should be analyzed and interventions actioned. Third, the authors discuss how theoretical coherence between definitions of identity and diversity perspectives – as well as knowledge about a perspective’s advantages and limitations – is crucial for successful diversity management research and practice. Research limitations/implications – The authors argue for a better understanding of differences, overlaps and limits of different identity perspectives, and for a stronger engagement with practice. Practical implications – The work can encourage policy makers, diversity and HR managers to question their own practices and assumptions leading to more theoretical informed diversity management practices. Originality/value – The theoretical connections between identity and diversity literature have so far not been reviewed systematically. The work foregrounds how important it is for diversity scholars to consider identity underpinnings of diversity research to help further develop the field within and beyond the three streams the authors discuss.

Inspiring organizational commitment

2019 ◽  
Vol 38 (3) ◽  
pp. 208-224 ◽  
Author(s):  
Mohamed Mousa ◽  
Vesa Puhakka
Keyword(s):  
Organizational Commitment ◽  
Empirical Studies ◽  
Positive Association ◽  
Public Hospitals ◽  
Responsible Leadership ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to focus on physicians in the four public hospitals located in the October province (Egypt) in an attempt to explore the effect of responsible leadership on physicians’ affective, continuance and normative commitment with and without mediating the role of organizational inclusion. Design/methodology/approach A total of 360 physicians were contacted and all of them received a set of questionnaires. After two follow-ups, a total of 240 responses were collected with a response rate of 66.67 percent. The authors used the χ2 test to determine the association between responsible leadership and organizational inclusion. Multiple regressions were employed to show how much variation in affective, continuance and normative commitment can be explained by responsible leadership and organizational inclusion. Findings The findings highlight a positive association between responsible leadership and organizational inclusion. Moreover, another positive association is also explored between organizational inclusion and affective, continuance and normative commitment. Furthermore, the statistical analysis proved that having an atmosphere of respect, equality and sameness in the workplace fosters the effect of responsible leaders on physicians’ affective, normative and continuance commitment. Originality/value This paper contributes by filling a gap in HR management, cultural diversity and organization literature, in which empirical studies on the relationship between responsible leadership, organizational inclusion and organizational commitment have been limited until now.

The relationship between school leaders' ability to manage underprivileged students' needs and the level of achievement of these students

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bity Salwana Alias ◽  
Mohd Radzi Ishak ◽  
Muhammad Nur Asyraf Nordin
Keyword(s):  
Management Practices ◽  
School Leaders ◽  
Pearson Correlation ◽  
Quantitative Methodology ◽  
Content Type ◽  
Mean Values ◽  
Community Needs ◽  
Human Needs ◽  
Development Goals ◽  
The Relationship

PurposeThe main purpose of this study was to determine school leaders' ability to manage underprivileged students' needs, the level of achievement of these students and the relationship between the two variables.Design/methodology/approachA quantitative methodology comprising a questionnaire instrument was utilized to collect data from 239 underprivileged students attending schools in Kelantan, Malaysia. Descriptive statistics comprising mean values and standard deviations were calculated to determine school leaders' ability to manage underprivileged students' needs and the level of achievement of these students. Inferential statistics comprising a Pearson correlation was calculated to determine the relationship between the two variables.FindingsSchool leaders' ability to manage underprivileged students' needs was high, whereas the achievement of underprivileged students was moderate. A weak positive relationship was observed between the two variables.Research limitations/implicationsThe sample was limited to 15–16-year-old students in one state in Malaysia. Further research is therefore needed on samples from across Malaysia. This paper enhances knowledge of the relationship between school leaders' ability to manage underprivileged students' needs and the level of achievement of these students. This study also has implications for Maslow's human needs theory.Practical implicationsThe implications of the findings for school management practices are that an ability to manage underprivileged students' needs can increase the level of achievement of these students. The findings also indicate that adhering to Sustainable Development Goals, the Malaysian Education Blueprint and the Eleventh Malaysian Plan to ensure quality education for underprivileged students is relevant and should be continued. The findings can also be used as input in training school leaders.Social implicationsThe findings suggest that the community needs to take more responsibility for underprivileged students, especially in managing their needs, in order to increase the achievement. The findings can usefully be employed to reduce the social gap between underprivileged and privileged groups.Originality/valueThis is the first study to examine the relationship between school leaders' ability to manage underprivileged students' needs and the students' achievement.

Climate change, responsible leadership and organizational commitment

2019 ◽  
Vol 30 (5) ◽  
pp. 945-962 ◽  
Author(s):  
Mohamed Mousa ◽  
Vesa Puhakka ◽  
Hala A. Abdelgaffar
Keyword(s):  
Climate Change ◽  
Organizational Commitment ◽  
Empirical Studies ◽  
Public Hospitals ◽  
Responsible Leadership ◽  
Normative Commitment ◽  
Content Type ◽  
Negative Effect ◽  
The Relationship

Purpose The purpose of this paper is to focus on physicians in the four public hospitals located in the October province of Egypt in an attempt to explore the effect of climate change on physicians’ affective, continuance and normative commitment with and without mediating the role of responsible leadership. Design/methodology/approach A total of 360 physicians were contacted and all of them received a set of questionnaires. After two follow-ups, a total of 240 responses were collected with a response rate of 66.67 percent. Multiple regressions were employed to show how much variation in affective, continuance and normative commitment can be explained by climate change with and without the mediation of responsible leadership. Findings The findings show a statistically negative effect for climate change on physicians’ three approaches of organizational commitment (affective, continuance and normative). Furthermore, the statistical analysis proved that having responsible leaders in hospitals has a negligible effect on the relationship between climate change and the affective, continuance and normative commitment. Originality/value This paper contributes by filling a gap in environment and organization literature, in which empirical studies on the relationship between climate change and organizational commitment have been limited until now.

The evolution of stakeholder management practices in Australian mega construction projects

2018 ◽  
Vol 25 (6) ◽  
pp. 690-706 ◽  
Author(s):  
Rebecca Jing Yang ◽  
Sajani Jayasuriya ◽  
Chathuri Gunarathna ◽  
Mehrdad Arashpour ◽  
Xiaolong Xue ◽  
...  
Keyword(s):  
Stakeholder Engagement ◽  
Construction Projects ◽  
Management Practices ◽  
Stakeholder Management ◽  
Empirical Studies ◽  
Stakeholder Analysis ◽  
Secondary Data ◽  
Project Teams ◽  
Content Type ◽  
Project Objectives

Purpose The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value This study will help academics to understand the adoption progress and status of stakeholder management methods.

scholarly journals Creating relationship continuity across projects in the construction industry

IMP Journal ◽  
2017 ◽  
Vol 11 (2) ◽  
pp. 207-229 ◽  
Author(s):  
Malena Ingemansson Havenvid ◽  
Elsebeth Holmen ◽  
Åse Linné ◽  
Ann-Charlott Pedersen
Keyword(s):  
Construction Industry ◽  
Empirical Studies ◽  
Mutual Orientation ◽  
Content Type ◽  
Construction Firms ◽  
Relationship Continuity ◽  
Time Period ◽  
Strategy Types ◽  
The Relationship ◽  
Over Time

Purpose The purpose of this paper is to investigate the relationship continuity across projects among actors in the construction industry, and to discuss why and how such continuity takes place. Design/methodology/approach The authors draw on the results from four in-depth case studies illustrating different strategies for pursuing relationship continuity. The results are analysed and discussed in light of the oft-mentioned strategies suggested by Mintzberg (1987): emergent, deliberate and deliberately emergent strategies. Furthermore, the ARA-model is used to discuss why the relationship continuity strategies are pursued, and which factors might enable and constrain the relationship continuity. Findings The main findings are twofold. First, the authors found that the strategy applied for pursuing relationship continuity may, in one-time period, contain one type of strategy or a mix of strategy types. Second, the type of strategy may evolve over time, from one type of strategy being more pronounced in one period, to other strategies being more pronounced in later periods. The strategies applied by construction firms and their counterparts can thus contain elements of emergent, deliberate and deliberately emergent strategies, in varying degrees over time. It is also shown that the strategies of the involved actors co-evolve as a result of interaction. Also, the main reasons for pursuing continuity appear to lie in the re-use and development of important resources and activities across projects to create efficiency and the possibility to develop mutual orientation, commitment and trust over time, and thus reduce uncertainty. Research limitations/implications Further empirical studies are needed to support the findings. For managers, the main implication is that relationship continuity can arise as part of an emerging interaction pattern between firms or as part of a planned strategy, but that elements of both might be needed to sustain it. Originality/value The authors combine Mintzberg’s strategy concepts with the ARA-model to bring new light to the widely debated issue of discontinuity and fragmentation in the construction industry.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Workplace fun and informal learning: the mediating role of motivation to learn, learning opportunities and management support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Morteza Taheri ◽  
Sharareh Motealleh ◽  
Jalil Younesi
Keyword(s):  
Informal Learning ◽  
Equation Modeling ◽  
Motivation To Learn ◽  
Opportunities To Learn ◽  
Management Support ◽  
Content Type ◽  
Learning Opportunity ◽  
Workplace Fun ◽  
The Relationship

Purpose Past research shows that workplace fun has a positive effect on informal learning, however, the role of individual and organizational mediating variables in this relation has not been studied much. This study aims to examine the role of management support, motivation to learn and learning opportunity in the relationship between workplace fun and informal learning. Design/methodology/approach In this multivariate correlation study, data were collected through questionnaires. In total, 200 employees of the petrochemical industry participated. Partial least squares structural equation modeling was used to analyze the data. Findings The main finding suggests that motivation to learn contributes to informal learning. Fun in the workplace has a positive and significant indirect effect on informal learning by providing a variety of opportunities to learn; the management support in the final model also mediates the relationship between workplace fun and opportunities to learn. Practical implications The results indicate the benefits of creating and maintaining fun in the workplace to improve informal learning. The authors will be better able to advise by providing abundant resources for formal training such as time, learning climate and financial resources, workplace fun can be used as a practical strategy to promote informal learning where the workplace is fun, innovation, creativity and performance improvement occur. Managers should make arrangements to spontaneously motivate employees to learn informally and provide fun and varied opportunities for informal learning. Originality/value In this study, the multiple correlations and the effect of motivation variables, learning opportunity and management support in the relationship between workplace fun and informal learning were studied. Examining how these relationships are and identifying the moderator of this relationship because of individual and environmental differences requires further studies.

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