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Engagement and identification

Engagement and identification Purpose – The purpose of this study was to investigate the unique contributions from social (i.e. trust climate, departmental integration) and organisational factors (i.e. managerial recognition, goal clarity and technology support) to work engagement and identification with the organisation in a human resource offshoring (HRO) context. Design/methodology/approach – Participants were recruited from a large Australian financial institution with an HR centre located in the Philippines. Ninety-one members of the captive HR centre completed the anonymous online questionnaire consisting of quantitative items and open-ended fields. Regression analyses were conducted to ascertain the relationships hypothesised. Findings – The findings suggest that goal clarity is a key predictor of both engagement and identification with the organisation, and that technology support and managerial recognition also influence offshore staff members’ motivation and workplace attitudes. Research limitations/implications – The cross-sectional, self-report nature of the study, along with the small sample obtained, are noted as limitations of the study. Nevertheless, the high response rate (91 per cent) and availability of qualitative data provide valuable insight into the key factors that impact HRO operations and performance. Practical implications – The study uncovers social and organisational variables that affect staff motivation and attitudes in an HRO context, and offers a number of guidelines for practitioners operating in these settings, focussing on goal clarity, managerial recognition and technology support. Originality/value – The study contributes to a growing body of research into the organisational and human capital factors that account for HRO performance and sustainability, and offers preliminary evidence for their unique contributions to key performance drivers. Guidelines for future research and business practice are proposed, namely, the consideration of multilevel and temporal approaches to the management and investigation of HRO operations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Outsourcing: An International Journal Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1753-8297
DOI
10.1108/SO-06-2014-0011
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this study was to investigate the unique contributions from social (i.e. trust climate, departmental integration) and organisational factors (i.e. managerial recognition, goal clarity and technology support) to work engagement and identification with the organisation in a human resource offshoring (HRO) context. Design/methodology/approach – Participants were recruited from a large Australian financial institution with an HR centre located in the Philippines. Ninety-one members of the captive HR centre completed the anonymous online questionnaire consisting of quantitative items and open-ended fields. Regression analyses were conducted to ascertain the relationships hypothesised. Findings – The findings suggest that goal clarity is a key predictor of both engagement and identification with the organisation, and that technology support and managerial recognition also influence offshore staff members’ motivation and workplace attitudes. Research limitations/implications – The cross-sectional, self-report nature of the study, along with the small sample obtained, are noted as limitations of the study. Nevertheless, the high response rate (91 per cent) and availability of qualitative data provide valuable insight into the key factors that impact HRO operations and performance. Practical implications – The study uncovers social and organisational variables that affect staff motivation and attitudes in an HRO context, and offers a number of guidelines for practitioners operating in these settings, focussing on goal clarity, managerial recognition and technology support. Originality/value – The study contributes to a growing body of research into the organisational and human capital factors that account for HRO performance and sustainability, and offers preliminary evidence for their unique contributions to key performance drivers. Guidelines for future research and business practice are proposed, namely, the consideration of multilevel and temporal approaches to the management and investigation of HRO operations.

Journal

Strategic Outsourcing: An International JournalEmerald Publishing

Published: Nov 11, 2014

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