Correlation among Human Resource Flexibility Strategy, Organizational Citizenship Behavior and Organizational Performance in Ecotourism Industry

To satisfy the demands for production peak, reduce personnel costs for labor, limit the increase of employees in enterprises, and focus on corporate specialty to develop the competitive advantage, enterprises would generally apply human resource flexibility strategy to achieve the objectives. The practice of human resource flexibility strategy would change work-related characteristics; besides, the effect of the system on employees would decide the effort, absenteeism, or turnover. Aiming at supervisors and employees in ecotourism, as the research objects, a total of 500 copies of questionnaire are distributed, and 351 valid copies are retrieved, with the retrieval rate of 70%. The research results reveal positive and significant effects of 1. human resource flexibility strategy on organizational citizenship behavior, 2. organizational citizenship behavior on organizational performance, and 3. human resource flexibility strategy on organizational performance. According to the results, suggestions are eventually proposed, expecting to provide essential assistance for the human resource flexibility strategy in ecotourism and assist in the sustainable development.

Learning, Dynamic Capabilities, and Firm Performance: The Case of Entrepreneurial Firms in the South Korean Fashion Industry

Given their small size and young age, entrepreneurial firms are resource deprived. However, to successfully compete in dynamic environments, these firms are still required to build their dynamic capabilities. Using the ever-changing Korean retail fashion industry, we suggest that entrepreneurial firms deprived of formal marketing departments can learn from their main external repositories of market and product knowledge and develop their strategic marketing (dynamic) capabilities as routines, which, in turn, improve the entrepreneurial firms’ performance. Moreover, following the microfoundations argument of dynamic capabilities, we argue that these strategic marketing capabilities in the form of routines can be further enhanced by the entrepreneurial firm’s human resource flexibility. Our data reveals support for our arguments.

The Value of Human Resource Flexibility: A Study of Private and Public Organisations in The Gambia

Human resource flexibility has attracted lots of research attention, but limited papers categorically address the benefits of HR flexibility to employees. This paper ispurposely crafted to address the knowledge gap and bridge the perception and expectation gap from both sides regarding the benefit of HR flexibility. The research uses a mixed method approach. First used questionnaire-based survey, but and second interviewed 10 employees randomly selected from organisations that participate in the survey. About 80 senior HR personnel participated in the survey representing the views of 40 private and public organisations. A stratified random sampling technique was used using two organisation directories as sample frame. The outcome of the study discovers differences in the practice of HR flexibility between private and public organisations in the Gambia. The outcome also dictates that, the views expressed by the senior HR personnel cannot represent the position of the employees. HR flexibility has economic and social benefits for the organisation and employees, therefore further study is recommended to delve deep into the issues.

Cooperative goals and dynamic capability: the mediating role of strategic flexibility and the moderating role of human resource flexibility

Purpose The dynamic capabilities theory indicates that uncertain environments necessitate firms’ dynamic capability. This study aims to examine how dynamic capability can be shaped based on cooperative goal interdependence with supply chain partners by focusing on the mediating role of strategic flexibility and the moderating role of human resource flexibility. Design/methodology/approach Questionnaire surveys were administered to firm presidents, chief executive officers, chief human resources officers (CHOs) and other senior managers at 300 firms located in China. The data collection process was carried out in one wave with multiple sources. Of the firms contacted, the sample in this study consisted of 233 matched “CHO-other top manager” dyads. Structural equation modeling and the bias-corrected bootstrap method were used to test the proposed causal relationships, moderation model, mediation model and moderated mediation model. Findings Cooperative goal interdependence with both upstream companies and downstream companies was positively related to dynamic capability and strategic flexibility mediated these main effects. Moreover, human resource flexibility moderated the positive direct relationship between strategic flexibility and dynamic capability and the indirect relationships among cooperative goals, strategic flexibility and dynamic capability such that these relationships in companies with high human resource flexibility were stronger than these relationships in companies with low human resource flexibility. Originality/value The findings contribute to the literature on dynamic capability by providing empirical evidence regarding the relationships among cooperative goals, strategic flexibility, human resource flexibility and dynamic capability, which enriches the theory of cooperation and competition and suggests a new path to promote dynamic capability.

The Impact of Knowledge Employees’ Psychological Capital on Their Organizational Employees’ Behaviors: The Relationship Among Human Resource Flexible Management, Psychological Capital and Job Performance

Human resource flexibility management, psychological capital and job performance are the core of organizational management. From the existing research, psychological capital as an intermediary variable, and specifically for China's employees as the sample of research less. In this paper, human resource flexibility management, job performance and psychological capital are taken as research variables. A correlation analysis and regression analysis were conducted on the work behaviors of employees. The results are as follows: first of all, human resource flexibility management has a significant effect on psychological capital. Function elasticity, salary elasticity and working hour elasticity are positively related to psychological capital. Secondly, among the direct effects of psychological capital on job performance, self-efficacy, hope, resilience and optimism all have significant positive effects on task performance. Self-efficacy, hope, resilience and optimism all have significant positive effects on Contextual performance. Finally, in the regulatory effect, psychological capital plays an intermediary role between human resource flexibility and job performance.

What Do We Still Need to Know about Employee Creativity: A fsQCA Approach

This study explored employees behavior flexibility, status, and independence value as vital factors of employee creativity. Based on the theory of interaction creativity, we theorize the core factors, synergistic effects, and substitution effects of employee creativity. This paper adopted a qualitative approach using a self-administrated survey to collect data. Data were collected from 380 Chinese employees via an online and offline survey. The results contribute to creativity literature and expand the study on employee’s creativity performance. Moreover, it opens the black box of employee creativity from a new insight by exploring the effects of human resource flexibility and work values. The paper suggests that to obtain innovation and organizational sustainability, companies should not only advocate human resource flexibility management but also combine the work values of employees.