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Linking digital leadership and employee digital performance in SMEs in China: The chain-mediating role of high-involvement human resource management practice and employee dynamic capability

Wang G, Mansor ZD, Leong YC

Heliyon, 2024 Aug 30;10(16):e36026.
PMID: 39247307 DOI: 10.1016/j.heliyon.2024.e36026

BACKGROUND: In the digital era, the role of digital leadership is becoming increasingly prominent. However, the exploration of the alignment between digital leadership and high-involvement human resource management practices (HI-HRMPs) in influencing employee-based resources remains an overlooked research area among current scholars.
OBJECTIVE: This study aims to analyze the influence of these elements on the digital performance of employees. Based on the Resource-Based View (RBV) and Dynamic Capability Theory (DCT), this research focuses on Chinese Small and Medium Enterprises (SMEs) and employs purposive sampling to select four representative regions in China (Shanghai, Guangzhou, Guizhou, and Anhui). The survey targeted employees within SMEs and was conducted using questionnaire surveys. Structural equation modeling (AMOS) is utilized for analysis.
RESULTS: The findings indicate that: (1) digital leadership cannot directly influence employee digital performance and employee dynamic capability but can directly influence HI-HRMP; (2) HI-HRMP mediate the influence of digital leadership on employee digital performance, but employee dynamic capability cannot mediate the influence of digital leadership on employee digital performance; (3) HI-HRMP and employee dynamic capability play a chain mediating role between digital leadership and employee digital performance.
CONCLUSION: In the digital market, digital leadership improves employee digital performance by boosting HI-HRMP and enhancing employee dynamic capabilities. The findings support studies on practical applications and link between digital leadership and employee digital performance. The uniqueness of this study lies in applying HI-HRMP and employee dynamic capabilities as chain mediating variables in the digital market. This approach extends the application of HRMPs and dynamic capability theory, providing theoretical guidance and decision support for the digital operations of SMEs.
How to Reduce Employees' Turnover Intention from the Psychological Perspective: A Mediated Moderation Model

Yan Z, Mansor ZD, Choo WC, Abdullah AR

Psychol Res Behav Manag, 2021;14:185-197.
PMID: 33633474 DOI: 10.2147/PRBM.S293839

Background: The hospitality industry is deemed a great generator of global GDP and employment. However, high rates of voluntary turnover have gradually undermined global service organizations and brought huge losses to them. Nowadays, the hotel sector continues to be plagued by high turnover rates.
Purpose: A research model investigating job attitudes (job satisfaction and organizational commitment) as mediators of the impact of psychological capital (PsyCap) on turnover intention and also examining position as a moderator between job attitudes and turnover intention was proposed and tested.
Methods: This study collected data from 406 employees selected from four-star and five-star hotels in the southwest region of China. Online survey questionnaires and a purposive sampling technique were employed in this study. Structural equation modeling was utilized to evaluate the direct, mediating, and moderating effects.
Results: The results showed that organizational commitment and job satisfaction fully mediated the association between PsyCap and turnover intention. Moreover, position played a moderating role on the effect of the aforementioned two job attitudes on turnover intention.
Conclusion: The findings implied that hoteliers should focus on employees' PsyCap and job attitudes in order to mitigate serious turnover issues in the hotel sector in China. Besides, the fact that position resulted in disparity impacts in the formation of turnover intention was evidenced.
Fulltext Mitigating Effect of Psychological Capital on Employees' Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

Yan Z, Mansor ZD, Choo WC, Abdullah AR

Front Psychol, 2021;12:617023.
PMID: 33868086 DOI: 10.3389/fpsyg.2021.617023

High turnover rate is one of the striking features of the hotel industry and one of the most significant challenges. High turnover rate causes substantial costs for recruitment, selection and training in hotels, on the other hand, it also leads to negative consequences such as the decline of organizational performance and service quality. Thus, it is necessary to search for the root causes of turnover and put forward solutions. This study was designed to examine the impact of psychological capital (PsyCap), organizational commitment (OC), and job satisfaction (JS) on turnover intention among hotel employees. Additionally, it aimed to test the mediating roles of job satisfaction (JS) and organizational commitment (OC). The data were obtained from 228 hotel customer-contact employees with a time lag of two weeks in three waves in Kuala Lumpur based on convenience sampling. A series of structural equation modeling analyses were utilized to investigate hypothesized relationships. The results reveal that there exists a significant and negative impact of PsyCap on employees' turnover intention and this correlation is partially mediated through two job attitudes. That is to say, to retain hotel talents, five-star hotel management should take proper measures to help employees obtain and maintain positive psychological resources such as PsyCap, on the other hand, how to cultivate positive job attitudes and strengthen their sense of identification and belonging for their organizations is supposed to be more focused on.
Fulltext Unlocking digital potential: Exploring the drivers of employee dynamic capability on employee digital performance in Chinese SMEs-moderation effect of competitive climate

Wang G, Niu Y, Mansor ZD, Leong YC, Yan Z

Heliyon, 2024 Feb 29;10(4):e25583.
PMID: 38379974 DOI: 10.1016/j.heliyon.2024.e25583

While dynamic capabilities have been described as crucial for achieving organizational performance in dynamic environments, there has been limited scholarly distinction between dynamic capabilities and employee dynamic capabilities (EDC), especially in the digital era. Consequently, a knowledge gap has emerged. To address this void, this paper aims to investigate the driving factors of EDC and their impact on employee digital performance (EDP). Simultaneously, incorporating the competitive climate (CC) as a moderating variable between employee dynamic capabilities and employee digital performance addresses theoretical gaps in specific regions in China, particularly in small and medium-sized enterprises (SMEs). This study utilizes survey data from SMEs in four Chinese provinces: Shanghai, Guizhou, Guangdong, and Anhui. It employs CB-SEM (AMOS) to analyze the new conceptual framework. Firstly, the research uncovers that the positive relationship between digital capabilities and employee digital performance necessitates employee dynamic capabilities as a mediator. Secondly, there exists a direct and indirect relationship between organizational learning and employee digital performance. Finally, this study discerns that the competitive climate moderates the relationship between employee dynamic capabilities and employee digital performance. This finding demonstrates remarkable alignment with the competitive culture in specific regions of China. The research results encourage SMEs to seize the opportunities presented by emerging digital technologies and industry digitization trends. They should commit to embracing new digital technologies, enhancing digital capability, strengthening organizational learning, fostering a positive competitive climate, and focusing on the development of employee dynamic capability to enhance their competitive edge. The findings of this research contribute not only to academic inquiry but also furnish pertinent decision-making references for relevant departments.