Showing papers by "Nuttawuth Muenjohn published in 2015"

Unlocking the black box of the conceptual relationship between hrm system and organizational performance

Abstract: Despite the promising relationship that has been reported between HRM and Organization Performance (OP) in the last two decades, it is found that good HRM system and practices do not directly lead to better organization performance. However, questions remain about what factors mediate the HRM-OP relationship, which is commonly referred to as the “black box”. The aim of this paper, therefore, is to develop and propose a conceptual model that captures the mediating effects of organizational factors such as “AMO” (skills and Abilities, Motivation, and Opportunity to participate), employees’ attitudes, and employees’ behaviors on the relationship between the HRM system and organizational performance. The proposed model intends to integrate both the content and the process approach to HRM. The paper, as a part of a project, uses an operationalization method to develop a theory-based model. The model development process involves a large amount of review of the literature in the field of HRM and OP. Analysis of the key concepts is conducted. The potential association and relationship among the factors are identified through integration of the findings in the mainstream literature. In the second stage of the project, the proposed model will be empirically tested by quantitative method. A questionnaire survey will be carried out to collect primary data using random sampling method. Structural Equation Modelling (SEM) technique will be utilized for data analysis. Validity and reliability tests will be performed. Drawing on literature review, this paper supports the assertion that the impact of HRM on OP is indirect. Such impacts are achieved through its impacts on employees. Based on the operationalization, a conceptual framework is presented to represent the mediating effects of the factors on the relationship between the HRM system and organizational performance. The proposed framework argues that employees’ AMO, attitudes and behavior should be sequentially considered as the mediating factors in the HRM-OP relationship. Moreover, shared perceptions among employees (strong climate) towards the HRM system should have a significant moderating effect on the HRM-AMO relationship. It is expected that the findings from this paper and project can partially unlock the “black box” in the HRM-OP relationship. The proposed framework can help organizations realize that good HRM policy does not directly lead to expected OP. Policies and systems should be in place to monitor whether and how HRM system help achieve OP through its influences on employees.

Leadership behaviour, creativity and innovative behaviour: instrument development inquiry

Abstract: For organisations the capability to continuously produce new and/or innovative products or services for the market can help guarantee the organisational survival. To achieve this, firms need to concentrate on their individuals' creativity and innovative behaviour, because these behaviours of individuals are the foundations of innovative behaviour in every organisation. From all the forecasters of these behaviours, leadership behaviour appears to be one of the most important elements for fostering and enhancing individual creativity and innovative behaviour. However, the review of literature and previous empirical studies led to diagnose existing problems around the topic of this study. A solution to overcome identified problems is then proposed.

Leadership, design process, and team performance: A comparison between the Japanese and Australian R&D teams

Abstract: Background: Design-oriented innovations can build long-term competitive advantage for businesses. Creative and innovative designs can lead to superior business performance and better team satisfaction. Public and private firms hence are strategically focusing on creative designs and innovations through an enormous investment in research and development (RD and b) compare the perceptions of Australian and Japanese RD namely ‘envisioning the future’ (5 items), ‘directing design investment’ (4 items), ‘manifesting strategic intent’ (4 items) and ‘creating and nurturing an environment of innovation’ (5 items). Design process was measured by three key stages namely; ‘idea generation’ (3 items), ‘design development’ (4 items) and ‘evaluation of design’ (4 items). 600 questionnaires were distributed with 165 questionnaires returned, representing approximately 27.5% response rate. Key dimensions of design leadership were extracted using the reliability test of Cronbach alpha. Statistical analyses were carried out to test the difference in design leadership between Australian and Japanese R&D teams. Research Results: The results show that Australian respondents perceived that their leaders exhibit higher levels of design leadership as compared to Japanese respondents. Design leaders from Australian firms are more likely to embed leadership in various stages of design process and thus help enhance team performance and satisfaction. However, the Japanese respondents perceived design development dimension as the most important stage in the design process. They perceived the process of bringing the idea into actual prototype of the design is critical to the success of design process. Implications: Significant differences found in design leadership between Australian and Japanese R&D teams provide evidence base for devising strategies to improve design process in shaping firm’s strategic intent. Managers can be trained in design leadership to help enhance team performance and satisfaction.

The Conceptual Link between Leadership and Innovation: The Role of Organizational Climate and Personal Initiative

Abstract: Travel and Tourism industry is recognized as one of the vehicles for socio-economic developments. The growing competition arising from globalization trends and technological advances exacerbates the demand for hotels to innovate their services and processes to ensure their effectiveness and competitiveness. It is believed that employees' innovative behavior can be seen as a competitive advantage for their organization and therefore the research into employees' behaviors that associate with innovation is essential. Also, clarifying the factors shaping individual innovation will allow researchers to encourage and motivate such behaviors. Given such importance, the key purpose of this paper is to introduce a conceptual framework that represents the relationship among key organizational variables: namely, leadership, organizational climate, personal initiative and individual innovative behavior. The paper will first review the leadership qualities that are identified as essential for successful innovation practices with its focus on the hotel industry. Then, the four variables are linked by examining organizational climate and personal initiative as moderators on the relationship between leadership and individual innovation behavior. Three propositions are later developed based on the proposed relationships. The framework provides a starting point for further discussion and research on the topic of innovation in the hotel industry which has been neglected with most scholarly studies focusing on manufacturing, and R & D innovation.

Self-initiated expatriate academics (SIEAs) in the Malaysian higher education sector: instruments development and preliminary results

Abstract: In Malaysia's quest to become the international hub of education in Asia, more expatriate academics are working in the country's higher education institutions. The high demand for an international academic workforce has created the opportunity for self-initiated expatriate academics (SIEAs) to take up employment opportunities. Consequently, the issues that are associated with expatriation experienced by expatriate academics especially SIEAs are becoming more complex. Failure to identify and manage these complex issues will affect the success or failure of SIEAs who would like to work overseas. This paper aims to develop a survey instrument based on important issues that have affected SIEAs as described in the literature. Multi-item scales were constructed and adapted to assess SIEAs' expatriation issues, job satisfaction, organisational commitment, cultural intelligence and emotional intelligence. The item selection, item analysis, and determination of the final 122-item scale are also described. Reliability and validity of the instruments for the SIEAs Expatriation Issues Survey (SEIS)were also discussed.