Browsing by Author "Jan G"

Now showing 1 - 2 of 2
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    HRM practices and innovative work behavior within the hotel industry in Pakistan: Harmonious passion as a mediator
    (Taylor and Francis Group LLC, 2021-01-01) Jan G; Zainal SRM; Lee MCC
    Innovative work behavior (IWB) forms an essential basis for obtaining competitive advantage and long-term success for organizations. Empirical research on this behavior has received limited attention in hospitality context. This study tests a conceptual model that examines how IWB can be transpired through the different aspects of HRM practices (i.e., service training, servicing empowerment, participation in decision making) via harmonious passion. Two hundred and twenty full-time employees who worked in the four- and five-star hotels in Pakistan participated in the study. The findings reported significant mediating effect of harmonious passion between the three aspects of HRM practices and IWB.
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    Investigating aspects of paternalistic leadership within the job demands–resources model
    (Cambridge University Press, 2023-01-09) Lee M; Kee YJ; Lau SSY; Jan G
    The literature on the job demands–resources (JD-R) theory has flourished for the past decade due to the theory's simplicity and its applications in many areas of work life. However, the literature is lacking on how leaders can utilize this theory to manage employees, especially in the Asian leadership context. Using the JD-R theory, the current study investigated each aspect of paternalistic leadership (i.e., benevolent leadership, authoritarian leadership and moral leadership) and its influence on employees' job resources (i.e., work meaningfulness and influence at work), job demands (i.e., emotional and cognitive demands), work engagement, burnout and the processes involved. Four hundred and thirty-one (431) full-time working employees (mean age: 31.58; female: 57.8%) from various organizations in Malaysia participated in the study. Using structural equation modelling, the study's results showed that the benevolent aspect of paternalistic leadership was related to higher work engagement and lower burnout through work meaningfulness (but not through influence at work). In contrast, the authoritarian aspect of paternalistic leadership was related to higher burnout through emotional demands (but not through cognitive demands), while the moral leadership aspect had no significant relationship to employees' job demands or job resources, with a mediation process not found in either relationship. Overall, the study revealed three contrasting mechanisms for each aspect of paternalistic leadership and suggested how paternalistic leadership may be practised in Asian countries.