Employee Voice, Employee Engagement and Business Performance: Understanding the links in a Mediated Model

Employee voice which refers to the collective bargaining of employees in an organization, is gaining much attention and importance. Studies are linking the role and relationship between employee voice with many important individual and organizational outcomes. To understand its current state and influence, the present study tested employee voice and its influence on employee engagement and business performance. Following the relationship hypothesized model, the current study applied structural equation modeling using Smart PLS 3 and found a significant relationship between employee voice and business performance. In addition, the study also found significant influence of employee voice on employee engagement and business performance. The study also found that employee engagement was mediating the relationship between employee voice and business performance. The results confirm that employees who have the freedom and opportunity to share their ideas, opinions, and input in decision-making are likely to show high engagement, which contributes to increasing business performance. The study results offer important findings based on which implications are drawn for theory and practice for businesses aspiring to increase performance.

Critical Review of Recruitment and Selection Methods: Understanding the Current Practices

The current paper is a critical review of the literature on the various recruitment and selection techniques that are actively used for staffing purposes. Different studies on the topic have highlighted the important role of recruitment and selection techniques in improving organisational performance. Critical review of the literature has outlined that advertisement, contracting agencies, employee referrals, labour unions and electronic recruitment approaches are some of the commonly and actively used sources for attracting candidates at present. For selection process, interviews, supervisors` approvals, reference checks, physical examination and online interview procedures are commonly used practices. The review has also discussed that the ongoing COVI-19 Pandemic has pushed many small, medium and large businesses to used electronic platforms for recruitment and selection. The review also discussed that social media platforms have become a much common facility for staffing activities and are increasingly becoming popular for all sorts of workforce sourcing needs for businesses globally.

The Moderating Effect of Organization Tenure on Job Rotation and Career Development

Career development serves as an important personnel factor with many consequences for business and individual self. The literature outlines many factors that can influence career development prospects, such as job rotation. To understand how such a relationship can be augmented further, the current study presents and discusses the moderating effect of organization tenure on the relationship between job rotation and career development. A survey instrument that included career development measures, job rotation and organization tenure was used to collect information from production workers in Japanese manufacturing companies in Malaysia. The study was conducted among 209 production workers and was analyzed by using hierarchical regression analyses. The result found that job rotation effects on career development are significantly stronger for employees with longer organization tenure than employees with lower organization tenure. The paper provides important research implications and suggestions for business owners based on the study findings. The authors also provide scope for future to guide researchers interested in studying career development, job rotation and organization tenure.

Towards Managing Firm Performance through Enterprise Risk Management Practices and Staff Competence: An Empirical Study from the Banking Sector

This study was aimed to measure the impact of enterprise risk management practices on firm performance following the moderation of staff competence. The present study proposed five hypotheses, three direct and two moderating. For measuring hypotheses and objectives, the current research targeted bank officers in the Kingdom of Bahrain's banking sector. A total final sample of 349 was used in primary analyses selected through simple random sampling. Current research shows significant positive effects of risk culture and risk knowledge sharing on the firm`s (financial and non-financial) performance of banks in the Kingdom of Bahrain. Similarly, the first moderation strengthens the relationship between risk knowledge sharing and firm performance through staff competence. In addition, the second moderation hypothesis does not strengthen the relationship between risk culture and firm performance with the moderating effect of staff competence. The current research findings are supported under the resource-based view with several theoretical and practical implications for researchers and industry practitioners.

Significance of Supportive HRM Practices and Job Satisfaction towards Work Engagement

The main intention is to probe the impression of the HR practices on work engagement. The study has tested the intervening role of job satisfaction in the connection between supportive HR practices (job security and job crafting) and work engagement. In line with this, partial least square (PLS-SEM) through SmartPLS software 3.0 was used to perform the analysis. 576 instruments were disseminated, out of which 465 were received returned, whereas 85 questionnaires were discarded because they were not filled correctly. Therefore, final analysis was executed on 380 responses and the response rate of 80.729%. The current research concluded a significant affirmative link exists among supportive HRM practices towards job satisfaction and work engagement. Findings show that workers of the hotel industry in Oman found time job security and job crafting better sources of job satisfaction and work engagement. Additionally, this research also found significant intervening influence of job satisfaction on the association of job security, job crafting with work engagement. This research has valuable theoretical and practical implications.

Towards Managing Organizational Change: An Empirical Study

This study examines the relationship between trust buildings, motivating employees, and employee commitment toward organizational change. A self-administrated questionnaire was used to gather data. The study provides a basic understanding of organizational change. Through systemic, theoretical, and conceptual understanding, the arguments of the study are built on the importance of communication in the organization and how in bringing organizational change. The current study proposed that trust-building, employee motivation, and employee commitment will be related to organizational change. A total of 292 copies of completed questionnaires were returned, representing 90.7% of the total questionnaire distribution to both managers and owners of manufacturing firms. Out of which, only 275 questionnaires were usable for the analysis after removing incomplete data and outliers. Partial Least Square-Structural Equation Modelling (PLS-SEM) was used to analyze as a popularly accepted model to justify the theory with the observation data. The study results revealed that trust-building, employee motivation and employee commitment have significant effects on organizational change. The current study also claims the importance of collaboration within employees of any organization at the level of transition. The current study will help professionals and academics and enhancing their leadership abilities, it will benefit and inspire trust members to show better outcomes. However, it is recommended that further research is needed in this direction to confirm the result of this study. Finally, this study concludes that trust-building, employee commitment and employee motivation play a significant role in organizational change.

Determining the Contact of Selected Human Resource Practices on Employee Job Retention in Pizza Max, Karachi

Fast food visage amplified challenges with the retention of employees. A newly established fast-food brand in a very short time since its commencement in 2009, Pizza Max has become the top brand name in Karachi even though facing tough and irresistible competition. Due to its extraordinary standards and exceptional service, Pizza Max already has a loyal customer base, and the brand is expanding each day with 8 branches across Karachi already. It also opened its branches in other cities of Pakistan. This research study is intended to getting an understandable and translucent view about employee job retention in diverse Pizza Max branches of Karachi. The prime intention of this research is to determine the contact and the end result of the selected factors on employee job retention in Pizza Max, Karachi. This research study brings a close-deduced representation of selected factors that align with employee retention. All Pizza max branches are tripped for primary data collection. The data was quantitatively collected with the help of survey questionnaires by using the probability random sampling technique. However, the data were analyzed via SPSS, and the outcomes were significant. The main reason for this research is to clarify the association and the result of the selected factors on employee job retention in Pizza Max. At the same time, findings show that the training has no association with employee retention in Pizza Max. However, pay and promotion have greatest association on employee retention in Pizza Max, Karachi. This research will help fast-food organizations enhance employee commitment with the organization along with helping future analysts and researchers.

Work Engagement During Pandemic: Is Organizational Trust Still Relevant?

In the present study, we tested the relationship between organizational trust and engagement. The study investigated how the three factors of organizational trust including trust in management, trust in supervisor and trust in coworkers can predict work engagement. The study collected data through sampling employees working in the retail food businesses in Sweden via social media. The study applied structural equation modelling on the final sample of 199 to test the three factors of organizational trust and their relationship with work engagement and found significant positive results for all. The study found that employees who expressed trust in the top management resulted in enhancing their work engagement. Furthermore, employees who had trust in their immediate supervisors for their facilitation, support and acknowledgement were also able to boost their engagement. Lastly, trust in coworkers also helped employees to enhance their work well-being, in other words predicting work engagement. The study offers discussion on the findings, implications, and recommendations for future research.

The Effect of Human Resource Practices and Organizational Commitment on Employee Performance

The aim of this analysis is to examine the effect of HRM practices and organizational commitment on employee performance in the Bahrain Cement Industry. This research used a convenience sampling tool to obtained data from 315 respondents through a self-administered questionnaire. The proposed structural model was also tested using variance-based partial least structural equation modelling (PLS-SEM). The findings of this study showed that all HRM practices and organizational commitment have a significant and positive effect on employee performance. Furthermore, importance-performance map analysis (IPMA) was used to investigate the significance of different aspects of employee performance. The results of this study are intended to assist Bahrain Cement Industry in better understanding the role of different dimensions of HRM practices and organizational commitment in improving employee performance. The study presents results alongside implications for theory and practice. The study also mentions recommendations for future studies.

Testing the Prediction of Knowledge Sharing Behavior through the Lens of Organizational Culture and Organizational Citizenship Behavior

This research intended to focus on the impact of organizational culture on knowledge sharing by bank employees directly and indirectly through mediation by organizational citizenship behavior. For achieving the purpose, 402 employees from banks in the Kingdom of Bahrain through simple random sampling. Data were collected through questionnaires. A current study found a significant outcome of organizational culture on knowledge sharing and organizational citizenship behavior. Besides this current study also found significant results between organizational citizenship behavior and knowledge sharing. Along with significant direct results, current research also found the mediating effect by organizational citizenship behavior in relationships of organizational culture with knowledge sharing. The current study contributes notable theoretical implications under social exchange theory. In addition, the current study also provides practical learnings and recommendations for the future.