Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Author: search.filters.author.Lee MCCSubject: search.filters.subject.1503 Business and Management

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Now showing 1 - 3 of 3
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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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    Job resources as a mediator between management trust climate and employees’ well-being: A cross-sectional multilevel approach
    (1/01/2017) Lee MCC; Idris MA
    Adopting the notion that environmental factors affect employees, we investigated the importance of management trust climate as a precursor to job resources (i.e., personal development), positive work outcomes (engagement and job performance) and better well-being (i.e., avoidance of burnout and sleeping problems). Because the Malaysian society is considered to have a higher level of trust than other Asian countries, we used a snowball sampling method and recruited 377 employees from 44 private organisations (62% response rate) in Malaysia as participants in the current study. Multilevel analyses revealed that management trust climate led to higher levels of personal development and job performance; however, it showed no relation to sleeping problems. In addition, personal development mediated management trust climate and job performance, whereas engagement mediated personal development and job performance. Higher burnout led to increased sleeping problems. This study showed organisational level to be an antecedent of job resources and its job resource-engagement model. Since trust conveys a soft psychological contract between two parties, organisations should be aware of the ways trust can be cultivated within the organisation, such as by allowing employees to grow and develop their skills. This may be an effective strategy for ensuring that employees are able to grow within their organisations and execute their duties effectively, without reprisals from higher management.
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    Psychosocial safety climate versus team climate: The distinctiveness between the two organizational climate constructs
    (1/01/2017) Lee MCC; Idris MA
    Purpose: The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback). Design/methodology/approach: A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study. Findings: Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance. Practical implications: This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance. Originality/value: The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.