Listen to our full conversation on Spotify or iTunes Meet my ex-CEO, Ayman Al-Abdullah. He joined AppSumo in 2016, and took the company from $5M to $70 million per year in revenue in only 6 years. Now, as a CEO coach, Ayman helps 7-figure CEOs get to 9-figure by working less. Here’s his story: Struggling […]

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In this episode, entrepreneur and bestselling author Josh Kaufman reveals the secrets to running a successful creator business as a solo entrepreneur. Josh shares his insights on leveraging AI and smart systems to accomplish the work of an entire team while maintaining work-life balance. Learn practical strategies for working efficiently, understanding your audience, and building […]

This empirical study investigates the mediating role of two components of psychological capital (PsyCap), namely self-efficacy and optimism, in the context of the relationship between transformational leadership (TL), work engagement (WE), and innovative work behaviour (IWB). The study was conducted among IT professionals with a minimum of three years of experience employed in Chennai, India. Data collection was executed using a Google Form, and both measurement and structural models were examined using SPSS 25.0 and AMOS 23.0. The findings of this study reveal several significant relationships. Firstly, transformational leadership (TL) demonstrates a robust positive association with work engagement (WE). Furthermore, work engagement (WE) positively correlates substantially with innovative work behaviour (IWB). Notably, the study underscores that two crucial components of psychological capital, specifically self-efficacy and optimism, mediate the relationship between transformational leadership (TL) and work engagement (WE). These findings carry valuable implications for IT company managers. Recognising that transformational leadership positively influences both work engagement and employees' innovative work behaviour highlights the pivotal role of leaders in fostering a productive and innovative work environment within IT organisations.

The study investigated the influence of ebullient supervision on employee commitment in a Ghanaian public university through the mediating role of employee engagement. The simple random sampling technique was used to draw 302 administrative staff of the university to respond to the self-administered questionnaire on the constructs. Furthermore, the partial least square structural equation technique was deployed to test the research hypotheses in the study. The results showed that ebullient supervision had a significant positive relationship with employee commitment and employee engagement. The findings further revealed that employee engagement positively correlated with employee commitment. Finally, the study's findings established that employee engagement partially mediated the link between ebullient supervision and employee commitment. The study emphasised that various supervisors in a university's administration should create an environment that favours fun where subordinates can form ties with one another.

This paper examines the growing aspect of perceive organisational politics (POPs) in organisations by understanding their employee engagement with mediating effect of emotional intelligence. This study is cross-sectional, wherein a survey is conducted on executives of different sectors holding strategic positions. The purposive sampling technique is applied to find the 117 most suitable executives for this survey. The survey is self-administered, and a questionnaire is used as an instrument with 43 measurement scale items adopted from previous similar studies. Construct's reliability and validity followed by PLS-SEM is performed using JASP statistical application. The result revealed that the dimensionality support and validation of POP based on a new set of measures centred on generalised beliefs of the application and abuse of power, infrastructure, credibility, choice making, and line-of-sight. In line with previous findings, the current findings also showed that POP works as a barrier to individual behavioural demand and can negatively affect work efficiency. Existence of perceive organisational politics due to the normative belief of the situation happing in the organisation, disengagement of employees, and also evaluates new empirical insight into the organisation by mediating emotional intelligence.

With the rapid development of Artificial Intelligence (AI) technology, significant breakthroughs have been made in its application in many fields. Especially, in the field of enterprise human resource management and employee performance evaluation, AI has demonstrated its powerful ability to optimise and improve performance. This study explores the application of AI in enterprise human resource management and how to use AI to evaluate employee performance. The research includes analysing and comparing existing AI-driven human resource management models, evaluating how AI can help improve employee performance and leadership styles, and designing and developing human resource management computer systems for enterprise employees. Through empirical research and case analysis, this study proposes a new AI-optimised employee performance evaluation model and explores its application and effect in practice. In general, the application of AI can improve the efficiency and accuracy of enterprise human resource management, and provide new possibilities for employee performance evaluation. At present, artificial intelligence technology has been widely used in various fields of daily life, especially in corporate human resource management, providing better support for the development of enterprises.

Aim/Purpose . The quantitative comparative ex post facto research study covered in this paper aims to fill gaps in the literature by focusing on whether gender influences perceptions of leadership; diversity, equity, inclusion, and accessibility (DEIA); and job satisfaction among federal employees within the Department of Justice using empirical data. The study also explores whether there are relationships between the perception of leadership and job satisfaction and the perception of DEIA and job satisfaction. Background. Since 2002, the United States Office of Personnel Management (OPM) has administered the Federal Employee Viewpoint Survey (FEVS), which measures employee perceptions of whether and to what extent successful organizational conditions exist in their agencies. Areas currently assessed within the FEVS include training, job satisfaction, leadership effectiveness, management effectiveness, work-life balance, and diversity, equity, inclusion, and accessibility. The exploration of variations in perceptions of leadership, DEIA efforts, and job satisfaction among U.S. federal employees by gender and other criteria are crucial areas for research that are underrepresented in the literature. This is not only important for the United States federal government, which is grappling with high attrition rates, but also for public administrations around the world. Methodology. A quantitative ex post facto research design was used to analyze data from responses of U.S. federal employees working for the Department of Justice. Leadership, job satisfaction, and DEIA were all measured using aggregate scores from pre-determined question sets. Differences based on gender were analyzed using t-tests. Additionally, chi-squares and Spearman’s rank correlations were employed in order to explore whether there is a relationship between the perception of leadership and job satisfaction and the perception of DEIA efforts and job satisfaction among U.S. federal government workers. Contribution. The findings of this study aid in providing empirical data to support the need for federal government leadership to understand the impact of employees’ perceptions on their willingness to continue working in the federal government. The research study was grounded in Public Service Motivation Theory, which centers around factors that motivate individuals to pursue and maintain careers in the public service sector. More specifically, this study supported the public service motivation theory in that it looked at gender as a mitigating factor in public service motivation as well as explored the role of leadership and DEIA as a correlating factor to job satisfaction. The results of this research have practical implications for federal government leaders interested in increasing employee motivation and retention and who should be considering the range of sociocultural and demographic characteristics that have been found in the research to impact employee perceptions and experiences. Findings. The analyses found differences in perceptions of leadership, DEIA, and job satisfaction among United States Federal Government employees based on gender. Additionally, perceptions of leadership and DEIA were both found to influence job satisfaction. The first research question explored in this study used a t-test to consider whether the perception of leadership among U.S. federal employees differed based on participant gender with significance found. The second research question examined whether the perceived job satisfaction of U.S. federal employees differed based on gender, with statistical significance detected. The third research question focused on whether perception of DEIA differed when gender was explored and the results of the t-test indicated a significant difference in perceptions of DEIA when gender was considered. The fourth research question considered the relationship between the perception of leadership and job satisfaction. A Chi-square and a Spearman Rank Correlation were performed, and a relationship was found to exist. Research question five explored whether a relationship exists between the perception of diversity, equity, inclusion, and accessibility initiatives and job satisfaction, with significance found following a chi-square and a Spearman rank correlation. Recommendations for Practitioners. Leadership behaviors of managers and the existence of DEIA policies play a critical role in employees’ job satisfaction and commitment. The recommendations for organizational leadership in the public service sector include addressing gender inequality in work practices and environments and cultivating more inclusive organizational cultures. Recommendations for Researchers. The lack of inclusion of socio-cultural norms in the research on public service motivation is a gap that has yet to be sufficiently addressed and is an area of research that should be explored. Impact on Society. Research on public service motivation in local, state, national, and international government employment can aid organizations in developing strategies for improving recruitment, selection, and retention in public service organizations. This information can advance scientific knowledge on transforming management and leadership practices across sectors. Future Research. Future research can expound on what has been done here by examining in more detail how various identities, and more specifically intersecting identities, within the LGBTQIA+ community as well as other historically marginalized groups, impact such factors as perceptions of leadership, job satisfaction, employee motivation and retention, and work-life balance. Perceptions of specific DEIA initiatives should also be further explored.

Power differences affect implementation of information and communication technology (ICT) in a way that creates differences in ICT use. Involuntary non-use of new ICT at work occurs when employees want to use the new technology, but are unable to due to factors beyond their control. Findings from an in-depth qualitative study show how involuntary non-use of new ICT can be attributed to power differences between occupational groups in the same organization. The findings suggest that experience is a moderating variable and that closeness to formal power holders as well as closeness to the new technology increases the probability for expert control of the ICT-organization processes. These power differences favor ICT experts over ICT novices and result in a high-quality learning environment for the ICT experts characterized by autonomy, inclusion, and adequate work processes and technological solutions. The ICT novices try to navigate in a learning-hostile work environment characterized by marginalization through expert control, isolation, and inadequate work processes and technological solutions. This led to involuntary non-use by the ICT novices, while the experts became more proficient in ICT use. These findings give managers facing a technological organizational change tools to understand important mechanisms for implementing the change in their own organization, and help them take the right actions to integrate new technology and new organization of work.

Aim/Purpose: This paper identifies the antecedents that affect E-Banking (EB) adoption and investigates the relationship between the level of EB adoption and the performance of private banks. Background: Rapid technological advancement has transformed the business environment dramatically. These advancements particularly the Internet has reshaped the way businesses operate. Over the last decade, the banking industry has become highly complex and competitive and operates in a highly volatile and unpredictable global economy. With the increasing demand for electronic services, banks are harnessing EB technology to improve their products and services. Methodology: Quantitative research using Structural Equation Modelling (SEM) was carried out with a sample size of 211 by sending questionnaires to employees of six banks in Khartoum, Sudan. The study is based on different technology theories and models. Contribution: The study provides insights into the employees’ perception of EB adoption in their banking transactions. Findings: The results showed that four factors are significant in the adoption of EB in Sudan. However, training and user trust were insignificant in determining its adoption. Moreover, the level of adoption of EB significantly affected private bank performance. Recommendations for Practitioners: Private banks in Sudan that are interested in EB might find these findings helpful in guiding their technology adoption and application initiatives. Recommendation for Researchers: To validate the research model, cross data from different countries are encouraged to apply the model to capture the differences and similarities among them. In addition, a longitudinal research could be conducted to gather data for adoption process over a longer period rather than one point of time, to investigate antecedents and bank performance outcomes by the end of the study period. Other antecedents and outcomes could possibly be included to improve the power of the study model. Impact on Society: This study provides a reference for banks with similar developing country backgrounds in adopting EB to enhance their performance. Moreover, knowledge of antecedents and outcomes of EB adoption could be positively reflected in service quality performance. Future Research: This research is limited to the employees’ perspective, and future research could consider the perception of customers from a developing country towards EB adoption.

Aim/Purpose: This paper examines the behavior of financial firm employees with regard to information security procedures instituted within their organization. Furthermore, the effect of information security awareness and its importance within a firm is explored. Background: The study focuses on employees’ attitude toward compliance with information security policies (ISP), combined with various norms and personal abilities. Methodology: A self-reported questionnaire was distributed among 202 employees of a large financial Corporation Contribution: As far as we know, this is the first paper to thoroughly explore employees’ awareness of information system procedures, among financial organizations in Israel, and also the first to develop operative recommendations for these organizations aimed at increasing ISP compliance behavior. The main contribution of this study is that it investigates compliance with information security practices among employees of a defined financial corporation operating under rigid regulatory governance, confidentiality and privacy of data, and stringent requirements for compliance with information security procedures. Findings: Our results indicate that employees’ attitudes, normative beliefs and personal capabilities to comply with firm’s ISP, have positive effects on the firm’s ISP compliance. Also, employees’ general awareness of IS, as well as awareness to ISP within the firm, positively affect employees’ ISP compliance. Recommendations for Practitioners: This study can help information security managers identify the motivating factors for employee behavior to maintain information security procedures, properly channel information security resources, and manage appropriate information security behavior. Recommendation for Researchers: Researchers can see that corporate rewards and sanctions have significant effects on employee security behavior, but other motivational factors also reinforce the ISP’s compliance behavior. Distinguishing between types of corporations and organizations is essential to understanding employee compliance with information security procedures. Impact on Society: This study offers another level of understanding of employee behavior with regard to information security in organizations and comprises a significant contribution to the growing knowledge in this area. The research results form an important basis for IS policymakers, culture designers, managers, and those directly responsible for IS in the organization. Future Research: Future work should sample employees from another type of corporation from other fields and should apply qualitative analysis to explore other aspects of behavioral patterns related to the subject matter.

Aim/Purpose: ************************************************************************ After its investigation, the Research Ethics, Integrity, and Governance team at RMIT University found that the primary author of this paper breached the Australian Code and/or RMIT Policy and requested that the article be retracted. ************************************************************************** This paper aimed to examine the influence of ethical and transformational leadership on employee creativity in Malaysia’s private higher education institutions (PHEIs) and the mediating role of organizational citizenship behavior. Background: To ensure their survival and success in today’s market, organizations need people who are creative and driven. Previous studies have demonstrated the importance of ethical leadership in fostering employee innovation and good corporate responsibility. Research on ethical leadership and transformational leadership, in particular, has played a significant role in elucidating the role of leadership in relation to organizational citizenship behavior (OCB). In this study, we have focused on ethical and transformational leadership as an antecedent for enhancing employee creativity. Despite an increase in leadership research, little is known about the underlying mechanisms that link ethical leadership and transformational leadership to OCB. Because it sheds light on factors other than ethical leadership and transformational leadership that influence employees’ extra-role activity, this research is relevant theoretically. OCB may have a mediating function between ethical leadership and transformational leadership style and employee creativity because it is associated with the greatest outcomes, but empirical research has yet to prove this. So, one of the study’s goals is to add to the hypotheses about how ethical leadership style and transformational leadership affect employee creativity by using an important mediating variable – OCB. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. A convenient sampling approach was used to gauge 275 employees from Malaysia’s PHEIs. To test the hypotheses and obtain a conclusion, the acquired data was analyzed using the partial least square technique (PLS-SEM). Contribution: The study contributes to leadership literature by advancing OCB as a mediating factor that accounts for the link between ethical and transformational leadership and employee creativity in the higher education sector. Findings: According to the research, OCB has a substantial influence on the creativity of employees. Furthermore, ethical leadership boosted OCB and boosted employee creativity, according to the research. OCB and employee creativity have both been demonstrated to benefit greatly from transformational leadership. Further research revealed that OCB is a mediating factor in the link between leadership styles and creative thinking among employees. Recommendations for Practitioners: Higher education institutions should focus on developing leaders who value transparency and self-awareness in their interactions with followers and who demonstrate an inner moral perspective in addition to balanced information processing to ensure positive outcomes at the individual and organizational levels. Higher education institutions should place a priority on hiring leaders that exhibit ethical and transformational traits to raise awareness of these leadership styles among employees. Recommendation for Researchers: The new study also adds significantly to the body of knowledge by examining the relationship between ethical and transformational leadership and the creativity of the workforce. It aimed to identify the relationship between transformational leadership style and individual creativity in higher education by examining the mediating influence of OCB. Impact on Society: Higher education institutions should devise strategies for developing ethical and transformative leaders who will assist boost OCB and creativity within their workforce. Students and faculty in higher education can benefit from these leadership methods by learning to think in more diverse ways and by developing thought processes that lead to a larger pool of innovative ideas and solutions. As a consequence, employees who show creative behavior may be effectively managed by leaders who utilize ethical and transformational leadership styles and motivate them to show OCB that allow them to solve creative problems creatively. Future Research: A mixed-methods approach should be used in future research, and this should be done in public institutions in developing and developed nations to put the findings to use and generalize them even further. Future research will be able to examine other mediators to learn more about how and why ethical and transformational leadership styles affect PHEI employees’ creativity.

Aim/Purpose. COVID-19 was an unprecedented disruptive event that accelerated the shift to remote work and encouraged widespread adoption of digital tools in organizations. This empirical study was conducted from an organizational-strategic perspective, with the aim of examining how the COVID-19 pandemic outbreak affected employees’ use of organizational information systems (IS) as reflected in frequency. Background. To date, only a limited effort has been made, and a rather narrow perspective has been adopted, regarding the consequences of the adoption of new work environments following COVID-19. It seems that the literature is lacking in information regarding employee use of organizational IS since the outbreak of the pandemic. Specifically, this issue has not yet been examined in relation to employees’ perception about the organization’s digital efforts and technological maturity for remote work. The present study bridges this gap. Methodology. The public sector in Israel, which employs about a third of the Israeli work-force, was chosen as a case study of information-intensive organizations. During the first year of COVID-19, 716 questionnaires were completed by employees and managers belonging to four government ministries operating in Israel. The responses were statistically analyzed using a Chi-Square and Spearman’s Rho tests. Contribution. Given that the global pandemic is an ongoing phenomenon and not a passing episode, the findings provide important theoretical and practical contributions. The period prior to the COVID-19 pandemic and the period of the pandemic are compared with regard to organizational IS use. Specifically, the study sheds new light on the fact that employee perceptions motivated increased IS use during an emergency. The results contribute to the developing body of empirical knowledge in the IS field in the era of digital transformation (DT). Findings. More than half of the respondents who reported that they did not use IS before COVID-19 stated that the pandemic did not change this. We also found a significant positive correlation between the perception of the digital efforts made by organizations to enable connection to the IS for remote work and a change in frequency of IS use. This frequency was also found to have a significant positive correlation with the perception of the organization’s technological maturity to enable effective and continuous remote work. Recommendations for Practitioners. In an era of accelerating DT, this paper provides insights that may support chief information officers and chief digital officers in understanding how to promote the use of IS. The results can be useful for raising awareness of the importance of communicating managerial messages for employees regarding the organizational strategy and the resilience achieved through IS not only in routine, but also in particular in emergency situations. Recommendations for Researchers. Considering that the continual crisis has created challenges in IS research, it is appropriate to continue researching the adaptation and acclimation of organizations to the “new normal”. Impact on Society. The COVID-19 pandemic created a sudden change in employment models, which have become more flexible than ever. The research insights enrich the knowledge about the concrete consequences of this critical change. Future Research. We suggest that researchers investigate this core issue in other sectors and/or other countries, in order to be obtain new and complementary empirical insights on a comparative basis.

Aim/Purpose: This paper examines the impact of the transformational, servant, and paternalistic leadership styles on employee performance at the middle and senior levels. Background: Transdisciplinary research promotes the integration and development of various sciences. It provides more choices for leaders to adopt ways and practical activities to promote enterprise development. Complexity leadership theory emphasizes that effectively functioning organizations need distinct forms of leadership to work together. Leaders rely on different leadership practices in an emergent collaborative context, and finding an optimal balance is challenging. Many scholars have attempted to explore which leadership styles have a more significant impact on employees by distinguishing and defining types of leadership styles and explaining the process by which they influence employee behavior and performance. Various scholars have further explored and empirically demonstrated the impact of these three types of leadership styles (transformational, servant, paternalistic)on employee performance. While transformational and servant leadership have their roots in the West, paternalistic leadership has roots in China. Few scholars have conducted comparative studies on their positive impact on employee performance. How do these three leadership styles affect employee performance at the middle and senior levels in the Chinese context? Which combination of middle and senior leadership styles performs best? These are the second area that this paper will attempt to explore. Methodology: This study constructs a three-tier model at the senior, middle, and grassroots levels. A questionnaire survey was used to collect data. SPSS 22.0 and Amos were used for data analysis. Contribution: Through its construction of a three-tier model (senior, middle, and grassroots levels), the paper explores the combined effect of three leadership styles (transformational, servant, and paternalistic) on grassroots employees. It explores the impact of senior leaders across levels on grassroots employee performance, which is expected to provide a valuable addition to theories on leadership styles. It is also instructive to examine which leadership style performs better and what middle and senior leadership configurations are more conducive to driving beneficial employee behavior and, ultimately, corporate growth. Findings: The transformational, servant, and paternalistic leadership styles, both at the top and middle levels, have a significant positive relationship with employee performance; the middle leadership style plays a positive mediating role between the top leadership style and employee performance. In terms of impact on employee performance, transformational leadership shows the best results at both the top and middle levels, with paternalistic leadership second and servant leadership at the same level. Regarding which middle and senior leadership style pairing is the best, the sample is relatively small, and the gap between various pairing combinations is not evident from the data. If the sample size is enlarged, the coefficient will likely expand year-on-year. Therefore, we can assume that the pairing effect of top servant leadership and middle transformational leadership is the best, top paternalistic leadership and middle transformational leadership is the second-best, and the combination of top paternalistic leadership and middle-level servant leadership leaders is the weakest. Recommendation for Researchers: This paper extends the study of top and middle leadership’s combined effect on employee performance as a positive response to the call for multi-layer or cross-layer analysis in leadership research. The findings further enrich the literature on leadership style-related theories. The middle leadership style plays a positive mediating role between the top leadership style and employee performance. The trickle-down effect is further verified, i.e., the top leadership will have a permeating influence on employees through the middle leadership, and the top’s influence on the middle is generally more significant than the influence on grassroots employees. However, the difference between the influence of the middle leadership on the grassroots and that of the top on the grassroots is not apparent, which is inconsistent with the trickle-down effect that the middle leadership communicates more with the grassroots and has more influence on the grassroots, and further verification is needed. All three types of leaders positively affected employee performance, with the best being transformational leadership, paternalistic leadership, and servant leadership. This finding is consistent with some scholars and inconsistent with some scholars. The interested scholars can do further research. The better performance of diverse pairings in middle and senior leadership combinations is consistent with previous research suggesting that leadership styles have their own strengths and can be complementary. This paper further provides a comparative study of multiple leadership styles to validate the recognition and adaptability of leadership styles and further explain the complex relationship between leadership styles and employee job performance. Scholars can conduct comparative research on other leadership styles, and there may be different results. Future Research: Because of the cross-sectional data taken, the findings’ generalizability still needs further validation. There are many types of leadership styles, and there are other types of leadership styles that can be explored comparatively, perhaps leading to different findings. From another point of view, various leaders have their strengths, and they are not mutually hindering. More research is needed on team formation in a variety of contexts. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction or dialogue. So we can further examine the influence process of leaders on employees from how to give full play to their advantages, such as improving shared leadership and shared communication.

Aim/Purpose: To explore the incidence of addiction potential within the Iranian public working population, describing how many Iranian public employees fall within the diagnostic categories of low, moderate, and high addiction potential. Also, to investigate the predicting role of occupational variables such as perceived stress, job security, and job satisfaction on addiction potential and belonging to low, moderate, and high addiction potential diagnostic categories. Background: Substance addiction among employees can lead to several negative consequences at the individual and organizational levels. Also, it is the fourth cause of death in Iran. However, few studies have been conducted on the topic among employees, and non among Iranian employees. Methodology: The study participants were 430 employees working in governmental offices of the North Khorasan province, Iran. Descriptive statistical analysis and multiple linear regression analysis were conducted to explore the incidence of addiction potential within the analyzed population and to investigate whether occupational variables such as perceived stress, job security, and job satisfaction predicted low, moderate, or high addiction potential. Contribution: This paper suggests that perceived stress might act as a risk factor for developing addiction, whereas job security and job satisfaction might be protective factors against the likelihood of addiction development. Findings: More than half of the sample showed moderate to high addiction potential. Perceived stress was positively related to addiction potential. Job security and job satisfaction were negatively related to addiction potential. Recommendation for Researchers: When addressing the topic of substance addiction, researchers should focus on the preventative side of investigating it; that is, addiction risk rather than already unfolded addiction. Also, researchers should be mindful of the cultural context in which studies are conducted. Future Research: Future research might investigate other relevant occupational predictors in relation to employee addiction potential, such as leadership style, work-life balance, and worktime schedule, or expand on the relevant causal chain by including personality traits such as neuroticism.

Aim/Purpose: The truism is that leadership fosters or restricts innovation behaviours in organisations, but the extent to which it does depends on the leadership style in practice. This study focuses on one of the contemporary leadership styles, knowledge-oriented leadership [KOL], which has received scant attention in research. In doing so, the contextual factors of psychological safety [PS] and employee voice [EV] were applied to determine how KOL influences are channeled to innovation at the individual level. Methodology: Data were collected from 347 academic staff in public universities in Southern Nigeria and subjected to a partial least square [PLS] analytical procedure for data treatment and hypotheses testing using the SmartPLS 3 software for variance-based structural equation modelling. Contribution: The study formed an integrated research framework that links knowledge-oriented leadership and innovation by accounting for the contextual mechanisms of psychological safety and employee voice. Findings: The PLS results demonstrated that the knowledge-oriented leadership and innovation relationship was positive and significant, and this relationship was partially mediated by two variables, namely, PS and EV. Furthermore, the two mediating variables channeled KOL’s influence on innovation in a sequence. Recommendation for Researchers: Organisations need to consider the practical application of KOL to improve innovation outcomes considerably. By this, leadership training programs should include modules, courses, or topics on KOL to engender the formation of requisite managerial skills. More so, they should consider the criterion of demonstrable KOL abilities for leadership selection and recruitment. As a personal development initiative, managers can attend leadership development programmes as well as obtain certification in knowledge management to improve their KOL abilities. This initiative should be encouraged and supported by organisations. In all, the human resource management framework should be responsive to the dynamics of the knowledge economy regarding leadership. Given that PS and EV function as mediators, organisations should actively cultivate an environment enabling interpersonal risky behaviours founded on trust, respect, and cooperation and encourage/support employees who demonstrate such behaviour accordingly. In this line, they should create and sustain a supportive environment that positively reinforces voice decisions and behaviours. Future Research: The study only determined the links between KOL, PS, EV, and innovation in public universities in Southern Nigeria. Other studies may examine the linkages in other knowledge-intensive organisations as well as expand the geographic scope to make for better generality of findings. Future studies should look at other underlying mechanisms that can affect the KOL-innovation relationship, such as psychological capital, work engagement, work commitment, etc. The role of moderators can be identified and introduced to this integrative framework to demonstrate the conditions affecting the linkages.

Drawing on human capital theory, strategy scholars have emphasized firm-specific human capital as a source of sustained competitive advantage. In this study, we begin to unpack the micro-foundations of firm-specific human capital by theoretically and empirically exploring when employees perceive their skills to be firm-specific. We first develop theoretical arguments and hypotheses based on the extant strategy literature, which implicitly assumes information efficiency and unbiased perceptions of firm-specificity. We then relax these assumptions and develop alternative hypotheses rooted in the cognitive psychology literature, which highlights biases in human judgment. We test our hypotheses using two data sources from Korea and the United States. Surprisingly, our results support the hypotheses based on cognitive bias - a stark contrast to the expectations embedded within the strategy literature. Specifically, we find organizational commitment and, to some extent, tenure are negatively related to employee perceptions of the firm-specificity. We also find that employer provided on-the-job training was unrelated to perceived firm-specificity. These findings suggest that firm-specific human capital, as perceived by employees, may drive behavior in ways not anticipated by existing theory - for example, with respect to investments in skills or turnover decisions. This, in turn, may challenge the assumed relationship between firm-specific human capital and sustained competitive advantage. More broadly, our findings may suggest a need to reconsider other theories, such as transaction cost economics, that draw heavily on the notion of firm-specificity and implicitly assume widely shared and unbiased perceptions.

We argue that employees who perceive that they are provided with a safe climate at work within which to voice their concerns and suggestions about work-related issues or problems will not only be more engaged employees but will also be likely to be more engaged and involved members of their communities. By focusing on the importance of employee voice opportunities, in work organizations, we seek to build our understanding of how to create "positive" organizations that contribute to the building of human potential, both inside the organizational setting and outside in our communities and societies. We also consider how employee voice opportunities in for-profit organizations may be influenced by the law and prevailing attitudes about corporate governance.

As research begins to accumulate on employee volunteering, it appears that this behavior is largely beneficial to employee performance and commitment. It is less clear, however, how employee volunteering is perceived by others in the workplace. Do colleagues award volunteering "credit"- for example, associating it with being concerned about others - or do they "stigmatize" it - for example, associating it with being distracted from work? Moreover, do those evaluations go on to predict how colleagues actually treat employees who volunteer more often? Adopting a reputation perspective, we draw from theories of person perception and attribution to explore these research questions. The results of a field study revealed that colleagues gave credit to employee volunteering when they attributed it to intrinsic reasons and stigmatized employee volunteering when they attributed it to impression management reasons. Ultimately, through the awarded credits, volunteering was rewarded by supervisors (with the allocation of more resources) and coworkers (with the provision of more helping behavior) when it was attributed to intrinsic motives - a relationship that was amplified when stigmas were low and mitigated when stigmas were high. The results of a laboratory experiment further confirmed that volunteering was both credited and stigmatized, distinguishing it from citizenship behavior, which was credited but not stigmatized.

Published on behalf of SAP Concur. Are companies relieved of their duty to care for the wellbeing of their employees during this lockdown period? Angelique Montalto, Regional Sales Director at SAP Concur, clarified the situation: “Organisations owe it to their employees...

Ideological disagreements have expanded into the publishing realm. A group of employees at Hachette Book Group have sent a letter to the management of their company condemning the forthcoming launch of Basic Liberty, a new imprint meant for conservative readers.

Two employees have died following an explosion at a Louisville, Kentucky, factory that caused a partial collapse of the building and blew out windows in nearby homes and businesses, the company said Wednesday.

Washington Post employees enjoying flexible work schedules introduced as the pandemic unfolded will return to the office full time starting in February.

Being a primary caregiver while working full time is a challenge in itself and even more so during the pandemic. Elaine Varelas guides on how to best keep your family members safe while maintaining your work responsibilities.

The post As both a full-time employee and a primary caregiver to one of my family members, I am worried about potentially exposing my family to COVID. Is there anything I can do? Elaine Varelas guides appeared first on Boston.com.

In March 2021, the U.S. House of Representatives passed the Protecting the Right to Organize (PRO) Act. This legislation calls for wide-ranging, union-friendly revisions to the National Labor Relations Act (NLRA). 

Imagine training employees with a virtual reality, audio-visual headset that puts them on the job, inside a realistic house, with saws buzzing, hammers tapping and birds chirping. That is the concept behind an industry-leading virtual reality training program sponsored by Owens Corning.

Every day in the United States, more than 10,000 workers are injured on the job with 14 of those injuries resulting in death. While the sheer number of those injuries is staggering, the financial impact to employers is crippling.

Washington — OSHA is accepting nominations until Feb. 22 for an employee representative on its Advisory Committee on Construction Safety and Health.

Is your office prepared to deal with workplace violence? If you’re unsure or think it’s unlikely to occur, consider this: “Some 2 million American workers are victims of workplace violence each year,” states OSHA, which adds that “workplace violence can strike anywhere, and no one is immune.”

Honolulu – Injured public employees in Hawaii must complete a return-to-work program before receiving vocational rehabilitation benefits, under a new state law.

Austin, TX — The percentage of injured workers who returned to work within six months of an injury steadily rose about 5 points in Texas during a recent 11-year period, according to a recent report from the Texas Department of Insurance Division of Workers’ Compensation.

Washington — The Department of Labor has issued a final rule that targets “employee misclassification” of workers as independent contractors.

Washington — The House has passed legislation that would expand the types of medical professionals who can treat injured employees under the Federal Workers’ Compensation Program.

Composed of two parts, the Loner Bridge System includes the Loner Bridge Portable Satellite and GSM Base Station and the Loner 900 Employee-Worn Safety Monitoring Device.

Designed for personnel working in paint booths and on-the-ground manufacturing repair and operations, the G7c is a combined safety monitoring and communications device that continuously monitors the concentration of hazardous gases or fumes, and communicates the employee’s identity and location to a live monitoring team in real time.

Is an alarm company responsible for injuries sustained on a routine maintenance call?

Albany, NY — Legislation signed into law by New York Gov. Kathy Hochul (D) on Oct. 28 expands whistleblower protections for the state’s private-sector employees.

As malicious actors use AI to increase the volume and velocity of their attacks, leaders believe these threats will be harder for their employees to spot, according to the Fortinet survey.

What is the best way to achieve a higher level of employee engagement in our safety and health training sessions?

How can we enhance employee EHS training and increase learning?

What should employers and environmental, health and safety professionals consider when choosing virtual training for workers?

A new white paper contains valuable insights from J. J. Keller’s experts, as well as interactive elements to let you see firsthand how e-learning can transform your training program for the better.

If you’re responsible for purchasing or leasing passenger vehicles for worker use, NIOSH says you need to consider two factors to help ensure safety.

London — Workplace leaders with low self-esteem are more likely to place stress on their employees, a university professor and well-being expert says.

Madison, WI — A federal grand jury has indicted Didion Milling and six of its current and former employees on nine charges, including two willful violations of OSHA standards.

Download a free white paper containing expert guidance to help you keep your business, your employees and the environment safe when dealing with universal wastes.