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"Employee development"
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Employee development and turnover intention: theory validation
Purpose - This study aims to examine the pattern of behavior of turnover intentions in developing countries vis-à-vis the one in advanced countries through the empirical data from public universities in Khyber Pakhtunkhwa, Pakistan. The study provides empirical evidence from academia in Pakistan, thereby enriching the understanding of similarities or differences in development-attitude-behavior relationship. In addition, the study also looks into the social exchange theory and human capital theory that affect employee's attitude and behavior.Design methodology approach - The study uses a sample of 329 collected from 16 public universities in the province with about 3,500 population for analysis. The hypothesized relationships are tested using Amos 18 through path analysis.Findings - The results indicate employee's turnover intention is predicted by employee development perceptions. The study validates the theory of development-attitude-behavior relationship.Research limitations implications - The paper carries discussion about the methodology used in the paper, limitations of the research and recommendations for possible future research.Originality value - This is an empirical study of academia in a region of Pakistan with a sufficiently large sample that has not been carried out earlier. The study has importance for those at the helm of affairs and policy makers.
Journal Article
The retention revolution : 7 surprising (and very human!) ways to keep employees connected to your company
\"Build a business with relationships at the center, and you will seize the competitive edge in today's volatile job/or talent market\"-- Provided by publisher.
Book
Perceived investment in employee development and taking charge
Purpose
– The purpose of this paper is to investigate whether the relationship between perceived investment in employee development (PIED) and taking charge is moderated by perceived job autonomy.
Design/methodology/approach
– Self-report data were obtained from 737 employees. In addition, manager ratings of taking charge were obtained for 154 employees from their respective managers. Hierarchical moderated regression analyses were used to test the hypotheses.
Findings
– The results revealed a positive relationship between PIED and both self-reported and manager-rated taking charge only for employees who perceived high levels of job autonomy.
Research limitations/implications
– Given the cross-sectional nature of the data, no causal inferences can be drawn.
Practical implications
– Managers and organizations may benefit from providing work conditions that facilitate a felt obligation to reciprocate, but at the same time provide sufficient levels of perceived job autonomy to actually do so with respect to increasing the levels of employees’ voluntary and constructive efforts to improve work situations.
Social implications
– Greater levels of employee taking charge behaviors may offset the decline of businesses and thus aid in reducing long-term unemployment in the society at large.
Originality/value
– This study contributes to a more complete understanding of how job characteristics may facilitate or inhibit the influence of antecedents for taking charge.
Journal Article
Development Factors of an Agile Organization in the Light of our Own Research
Originality/Value: The article brings a new perspective on the factors of organizational agility, emphasizing the special role of employee development in building the flexibility of the enterprise. The originality of the research lies in the detailed analysis of the dominant opinions of respondents regarding the key aspects of organizational agility in various sectors.
Journal Article
The sustainability of public health interventions in schools: a systematic review
Background
The sustainability of school-based health interventions after external funds and/or other resources end has been relatively unexplored in comparison to health care. If effective interventions discontinue, new practices cannot reach wider student populations and investment in implementation is wasted. This review asked: What evidence exists about the sustainability of school-based public health interventions? Do schools sustain public health interventions once start-up funds end? What are the barriers and facilitators affecting the sustainability of public health interventions in schools in high-income countries?
Methods
Seven bibliographic databases and 15 websites were searched. References and citations of included studies were searched, and experts and authors were contacted to identify relevant studies. We included reports published from 1996 onwards. References were screened on title/abstract, and those included were screened on full report. We conducted data extraction and appraisal using an existing tool. Extracted data were qualitatively synthesised for common themes, using May’s General Theory of Implementation (2013) as a conceptual framework.
Results
Of the 9677 unique references identified through database searching and other search strategies, 24 studies of 18 interventions were included in the review. No interventions were sustained in their entirety; all had some components that were sustained by some schools or staff, bar one that was completely discontinued. No discernible relationship was found between evidence of effectiveness and sustainability. Key facilitators included commitment/support from senior leaders, staff observing a positive impact on students’ engagement and wellbeing, and staff confidence in delivering health promotion and belief in its value. Important contextual barriers emerged: the norm of prioritising educational outcomes under time and resource constraints, insufficient funding/resources, staff turnover and a lack of ongoing training. Adaptation of the intervention to existing routines and changing contexts appeared to be part of the sustainability process.
Conclusions
Existing evidence suggests that sustainability depends upon schools developing and retaining senior leaders and staff that are knowledgeable, skilled and motivated to continue delivering health promotion through ever-changing circumstances. Evidence of effectiveness did not appear to be an influential factor. However, methodologically stronger primary research, informed by theory, is needed.
Trial registration
The review was registered on PROSPERO:
CRD42017076320
, Sep. 2017.
Journal Article
The Impact of Artificial Intelligence on Workers’ Skills: Upskilling and Reskilling in Organisations
Aim/Purpose: This paper examines the transformative impact of Artificial Intelligence (AI) on professional skills in organizations and explores strategies to address the resulting challenges. Background: The rapid integration of AI across various sectors is automating tasks and reducing cognitive workload, leading to increased productivity but also raising concerns about job displacement. Successfully adapting to this transformation requires organizations to implement new working models and develop strategies for upskilling and reskilling their workforce. Methodology: This review analyzes recent research and practice on AI's impact on human skills in organizations. We identify key trends in how AI is reshaping professional competencies and highlight the crucial role of transversal skills in this evolving landscape. The paper also discusses effective strategies to support organizations and guide workers through upskilling and reskilling processes. Contribution: The paper contributes to the existing body of knowledge by examining recent trends in AI's impact on professional skills and workplaces. It emphasizes the importance of transversal skills and identifies strategies to support organizations and workers in meeting upskilling and reskilling challenges. Our findings suggest that investing in workforce development is crucial for ensuring that the benefits of AI are equitably distributed among all stakeholders. Findings: Our findings indicate that organizations must employ a proactive approach to navigate the AI-driven transformation of the workplace. This approach involves mapping the transversal skills needed to address current skill gaps, helping workers identify and develop skills required for effective AI adoption, and implementing processes to support workers through targeted training and development opportunities. These strategies are essential for ensuring that workers' attitudes and mental models towards AI are adaptable and prepared for the changing labor market. Recommendation for Researchers: We emphasize the need for researchers to adopt a transdisciplinary approach when studying AI's impact on the workplace. Given AI's complexity and its far-reaching implications across various fields including computer science, mathematics, engineering, and behavioral and social sciences, integrating diverse perspectives is crucial for a holistic understanding of AI's applications and consequences. Future Research: Looking ahead, further research is needed to deepen our understanding of AI's impact on human skills, particularly the role of soft skills in AI adoption within organizations. Future studies should also address the challenges posed by Industry 5.0, which is expected to bring about even more extensive integration of new technologies and automation.
Journal Article