Purpose The study aimed to examine the direct and indirect influence of human resource analytics (HR analytics), comprising high-quality data (HQD), analytical competencies (AC) and strategic ability to act (SAA), on firm performance (FP) through business process performance (BPP). Design/methodology/approach Data were collected through a structured questionnaire from a sample of 300 HR professionals of varied industries in India. A two-stage approach was utilized for assessing scale reliability and validity through confirmatory factor analysis and structural equation modeling to test the proposed hypotheses. Findings The results indicate that AC and SAA positively influence BPP and firm performance. BPP mediates the relationship between HQD and AC on FP. However, the mediating influence of BPP on the SAA-to-FP relationship was not significant. The results lend support for the use of HR analytics for enhancing BPP and FP. Practical implications The hypothesized finding recommends that the integration of HR analytics by HR practitioners and HR managers in organizations will promote business process effectiveness and enhance FP. Originality/value The study contributes to the sparse evidence of the value creation of HR analytics capabilities (HQD, AC and SAA) on BPP and FP, extending the theoretical logic of the resource-based view, dynamic capability and knowledge-based view. Further, it advances the literature by examining the mediational mechanism of BPP on FP. The results extend valuable insights for HR managers and practitioners to formulate strategies for effective utilization of HR analytics for organizational outcomes.
Purpose Drawing on social information processing theory, this study examines the association between overwork climate and faculty members’ ambidextrous academic innovation. The study also examines the moderating roles of power distance and collectivist values in this relationship. Design/methodology/approach Survey data were collected from 401 faculty members across five Chinese universities. The data were analyzed using partial least squares structural equation modeling. Findings The results show that overwork climate is positively associated with ambidextrous academic innovation. Power distance values are also positively related to ambidextrous academic innovation and strengthen the positive relationship between overwork climate and ambidextrous academic innovation. In contrast, collectivist values are positively related to ambidextrous academic innovation but weaken the relationship between overwork climate and innovation. Originality/value The study extends existing research on overwork and innovation by integrating individual cultural value orientations as boundary conditions of this relationship. These findings contribute to a more comprehensive understanding of overwork climate by showing that its association with academic innovation varies according to how individuals interpret organizational expectations based on their cultural values.
Purpose This study investigates the relationship between prosocial motivation and job involvement among long-term care (LTC) workers, and how this relationship varies with the interplay between psychological and material needs, framed within person–environment (PE) fit theory. Design/methodology/approach A survey was conducted among 328 Taiwanese care workers in LTC settings. Hypotheses were tested using Hayes' PROCESS macro (Model 3) to examine a moderated moderation model. Findings Results showed that prosocial motivation was positively associated with job involvement. However, living a calling was positively associated with job involvement only when salary satisfaction was high. A significant three-way interaction revealed that the relationship between prosocial motivation and job involvement was not significant when living a calling was high but salary satisfaction was low, but remained significant under all other combinations, highlighting the enabling role of material adequacy. Originality/value By integrating supplementary and complementary fit perspectives within a single interactive model, this study offers a context-based, integrative account of when psychological fulfillment translates into job involvement, highlighting that living a calling alone may not suffice to sustain job involvement without adequate material support.
Purpose Grounded in self-determination theory, this study examines how autocratic leadership influences employees' intention to stay by investigating the mediating role of basic psychological need satisfaction and the moderating role of generational cohort. Design/methodology/approach Survey data were collected from 390 US employees with direct supervisors. A moderated mediation model was tested using Hayes' PROCESS macro (Model 7) with 5,000 bootstrap samples to examine whether satisfaction of autonomy, competence and relatedness mediates the relationship between autocratic leadership and intention to stay and whether this indirect effect varies across generational cohorts. Findings A key finding is that autocratic leadership does not have a significant direct effect on employees' intention to stay. Instead, its influence operates indirectly through employees' basic psychological need satisfaction, indicating that the relationship is mediated. This indirect effect varies across generational cohorts, with the strongest negative effect observed among Generation X employees, followed by Millennials, while Generation Z exhibits the weakest negative effect. Originality/value This study extends human resource management research on leadership and employee retention by identifying basic psychological need satisfaction as the mechanism through which autocratic leadership influences intention to stay. It also extends understanding of workforce heterogeneity by showing that the indirect effects of autocratic leadership differ across generational cohorts, offering insights for leadership and retention strategies in multigenerational workplaces.
Purpose The contemporary work landscape necessitates flexibility and the ability to navigate obstacles autonomously, which resonates with the ethos of self-leadership. This research investigates the factors leading to self-leadership and its effects within the boundaries of remote and hybrid work in two distinct cultural contexts. Design/methodology/approach The data were collected from India and the Middle East, representing full-time remote work and hybrid work settings. Responses were collected using a Google Forms-based questionnaire, resulting in 241(India) and 152 (Middle East) usable responses. Findings The findings reveal that the structural model explained 37.7 and 50.1% variance in self-leadership and meaningfulness at work for the Indian sample for full-time remote work and hybrid, respectively. The comparable figures for the Middle East were 23% and 29%. The study also examines gender differences in these traits and finds that females demonstrate higher levels of proactive personality than males in both India and the Middle East. Originality/value The study contributes to the growing literature on self-leadership by examining how core self-evaluation and proactive personality relate to self-leadership through the moderating role of psychological safety.
