Dr. Yasir M. Kundi, Assistant Professor, Department of Management, SBS, co-authored a research paper titled "Linking high-performance Work Systems and Happiness at Work: Role of Career Aspiration and Thriving," which was recently published in Career Development International.
The study's findings emphasize the significance of implementing employee-centric high-performance work systems practices that foster employees' career aspirations and provide ample opportunities for growth and advancement. Organizations can cultivate a more engaged, productive, and healthy workforce by cultivating a supportive environment where employees feel valued and empowered to pursue their professional goals.
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Dr. Yasir M. Kundi, Assistant Professor, Department of Management, SBS, co-authored a research paper titled "Interpersonal conflict and innovative job performance: examining cross-lagged relationships and the moderating roles of goal orientations" which was recently published in the European Journal of Work and Organizational Psychology. (ABS-3; ABDC-A)
This research investigates the impact of various forms of interpersonal conflicts (including task, process, and relationship conflicts) on individual innovative job performance. Findings from the study indicate that interpersonal conflict tends to reduce employees' innovative job performance. However, this negative relationship is less pronounced in employees with a mastery goal orientation, whereas it intensifies in those with a performance goal orientation.
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Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled "Leader–member exchange and innovative work behavior: a 2-1-1 model," was recently published in the Management Decision (ABS-2*, SCOPUS-Q1).
This study aims to examine how leader-member exchange (LMX) fosters employee innovative work behavior (IWB). Data collected from 284 employees working in the banking sector of Pakistan revealed that LMX, which refers to the quality of the relationship between a leader and their subordinates, plays a significant role in fostering job crafting. Job crafting involves reshaping one's job roles, tasks, and responsibilities to align them with one's skills, interests, and preferences. When employees engage in job crafting, they are more likely to feel a sense of ownership and autonomy over their work, which, in turn, fuels their motivation and creativity. As a consequence, employees are more inclined to exhibit innovative work behavior, such as generating new ideas, problem-solving, and seeking novel solutions to challenges.
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