Who cares about demands-abilities fit? Moderating effects of goal orientation on recruitment and organizational entry outcomes

2017 ◽  
Vol 71 (2) ◽  
pp. 201-224 ◽  
Author(s):  
Brian R. Dineen ◽  
Don Vandewalle ◽  
Raymond A. Noe ◽  
Lusi Wu ◽  
Daniel Lockhart
Keyword(s):  
Goal Orientation ◽  
Moderating Effects ◽  
Organizational Entry

A Conceptual Model of Learning Agility and Authentic Leadership Development: Moderating Effects of Learning Goal Orientation and Organizational Culture

2017 ◽  
Vol 23 (1) ◽  
pp. 40-51 ◽  
Author(s):  
Nidhi Yadav ◽  
Shikha Dixit
Keyword(s):  
Organizational Culture ◽  
Leadership Development ◽  
Goal Orientation ◽  
Conceptual Model ◽  
Authentic Leadership ◽  
Moderating Effects ◽  
Learning Agility ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Authentic Leadership Development

The present article attempts to examine the relationship between learning agility and authentic leadership development. The recent rise in the cases of fraud involving leaders at various levels in the organizations, and the resulting distrust among the employees towards their leaders, points to the need to have authentic leaders, given the positive organizational outcomes associated with this leadership approach. Further, scholars have suggested that leadership development is possible through learning from one’s life experiences. The developmental definition of authentic leadership also reflects the importance of learning from past experiences. Yet, studies have largely overlooked to explore the association between learning agility and authentic leadership development. This paper further tries to analyze the moderating effects of learning goal orientation and organizational culture on this relationship. Therefore, based on the existing research, the associations among these factors have been delineated and a conceptual model has been presented along with several propositions. Implications for future research and limitations of this work have also been discussed towards the end.

Effects of masculinity-femininity on quality of work life

2014 ◽  
Vol 29 (4) ◽  
pp. 229-253 ◽  
Author(s):  
Sarlaksha Ganesh ◽  
Mangadu Paramasivam Ganesh
Keyword(s):  
Social Support ◽  
Goal Orientation ◽  
Sampling Technique ◽  
Work Life ◽  
Quality Of Work Life ◽  
Moderating Effects ◽  
Content Type ◽  
Quality Of Work ◽  
The Relationship

Purpose – The purpose of this paper was to attempt to understand the effects of gender, masculinity-femininity and social support from three sources (supervisor, co-worker and family) on the quality of work life (QWL) of an employee. In addition, the paper tried to explore the moderating effects of gender and social support in the relationship between masculinity-femininity and QWL. Relevant background variables such as age, marital status, parental status and sector have been included as control variables in the study. Design/methodology/approach – Data were collected from a sample of 307 bank employees in India (208 males and 99 females) working in private and public sector banks using the purposive sampling technique. Prior permission was obtained from the relevant authorities. To test the hypotheses, t-tests and hierarchical regression analyses were performed. In addition, the Baron and Kenny (1986) approach was used to test the moderating effects of gender and social support in the relationship between masculinity-femininity and QWL. Findings – Masculinity-femininity was not found to be significant predictor of QWL, while gender emerged as a significant predictor of QWL. Also, gender moderated the relationship between masculinity-femininity and QWL. All three sources of social support significantly predicted QWL. Results of t-test showed that female employees experienced better QWL than male employees. Furthermore, supervisory category employees and parent employees reported significantly better QWL than non-supervisory and non-parent employees. Practical implications – The key implication for organisations is that employees with both masculine and feminine tendencies are required to strike a balance between goal orientation and people orientation within the company. Also, employees should understand that their gender as well as their individual orientations towards masculinity or femininity will affect the dynamics of any interaction. Hence, being aware of the tendencies that are typical of their gender role orientations both while dealing with themselves as well as while dealing with customers, colleagues or supervisors would help in improving the quality of their work, as well as their QWL, especially in customer service professions. Originality/value – This is one of the few studies that have tried to answer the “why” part of gender differences in QWL. In addition, this study contributes to an understanding of the relative importance of different sources of social support in improving an employee's QWL. Finally, this is the first study to understand the relationship between masculinity-femininity, social support, gender and QWL in the Indian context, where the overall cultural orientation towards gender roles is currently changing.

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