Arif Hassan

Linking quality assurance to human resource management: a study of SMEs in Malaysia

Purpose – As organizations try to provide quality assurance from ISO certification, the importance of people management through better HR management assumes greater significance. This paper aims to examine this issue. It seeks to compare selected ISO certified SMEs with non‐ISO certified SMEs on several HR practices.Design/methodology/approach – A sample of 292 employees drawn from ten SMEs, five of them ISO certified, responded to a questionnaire which measured the adequacy of the following HRM systems: career system (manpower planning and recruitment, potential assessment, career planning), work system (role analysis, contextual analysis, performance appraisal), development system (training and learning, performance guidance, knowledge sharing, other means of competency development), self‐renewal system (role efficacy, OD practices, action‐oriented research), and HRD system (HRD climate, organizational values, quality orientation, reward and recognition).Findings – The results indicated a moderate ratin...

Organizational practices across cultures An exploration in six cultural contexts

This study examined organizational practices in a sample of 1239 employees from various organizations in Argentina, Brazil, Malaysia, New Zealand, Turkey, and the United States. Twenty-four items measuring employee-orientation, formalization, and innovation practices showed a clear factorial structure across all samples, along with good reliabilities. Significant organizational position differences were found for employee-orientation and innovation practices. Sector differences were found for formalization and innovation practices. Cultural differences were found for employee-orientation and innovation practices, which can be explained using macroeconomic indicators, tightness–looseness, and individualism. Our study demonstrates the importance of individual, organizational, economic, and cultural level for understanding perceptions of organizational practices across a wider range of societies.

Be Careful Where You Smile: Culture Shapes Judgments of Intelligence and Honesty of Smiling Individuals

Smiling individuals are usually perceived more favorably than non-smiling ones—they are judged as happier, more attractive, competent, and friendly. These seemingly clear and obvious consequences of smiling are assumed to be culturally universal, however most of the psychological research is carried out in WEIRD societies (Western, Educated, Industrialized, Rich, and Democratic) and the influence of culture on social perception of nonverbal behavior is still understudied. Here we show that a smiling individual may be judged as less intelligent than the same non-smiling individual in cultures low on the GLOBE’s uncertainty avoidance dimension. Furthermore, we show that corruption at the societal level may undermine the prosocial perception of smiling—in societies with high corruption indicators, trust toward smiling individuals is reduced. This research fosters understanding of the cultural framework surrounding nonverbal communication processes and reveals that in some cultures smiling may lead to negative attributions.

Islamic spirituality and social responsibility in curtailing the workplace deviance

Purpose The current study aims to examine the relationship between Islamic spirituality (IS), Islamic social responsibility (ISR) and workplace deviance (WD). Design/methodology/approach Data were collected from 400 Muslim employees of 9 business groups in Pakistan from manufacturing and services industry. The structure equation modeling was used to test the hypotheses, and the proposed model was assessed through renowned model fit indices. Findings The findings revealed that IS and ISR help curtail WD. The study also provides empirical support to the hypotheses that employees with high levels of IS and social responsibility will tend to avoid deviant behavior at workplace. Originality/value This study proposed IS and ISR as two possible stimuli that can help reduce employee deviant behavior at workplace. The findings of the present study revealed that IS, as well as ISR, is inversely related to WD. The present results augmented the existing body of knowledge regarding workplace spirituality in the field of organization behavior and further enriched the WD theory by offering new empirical relationships from an Islamic perspective.

Supervisory behaviour and employee work engagement: interpersonal and institutional trust as mediator

This paper examines the mediating role of interpersonal and organisational trust in the relationship of ransformational leadership style with employees’ work engagement. A sample of 395 bank employees rated their immediate supervisors’ leadership behaviour, interpersonal and organisational trust and work engagement. The results confirmed all the hypotheses.Transformational leadership was significantly associated with interpersonal and intuitional trust as well as work engagement. Both forms of trust also predicted work engagement. The test of mediation effect of trust in the relationship between transformational leadership style and employees work engagement indicated the full mediation effects of both forms of trust, i.e. interpersonal and institutional trust.

Policy Implications for Government and Higher Education in Pursuing Innovation

Innovation management and research must be a core element of the mission of higher education. It is a policy directive set by the government, which is often a major source of funding for educational needs in our country. The extent to which higher education institutions are engaged in research and development activities has a key role in determining the status and the quality of these institutions and the contribution, which they make to economic and social development. This paper attempts to answer the concerns and challenges faced by higher education institutions in Malaysia today

Catching up with wonderful women: The women-are-wonderful effect is smaller in more gender egalitarian societies: CATCHING UP WITH WONDERFUL WOMEN

Inequalities between men and women are common and well-documented. Objective indexes show that men are better positioned than women in societal hierarchies-there is no single country in the world without a gender gap. In contrast, researchers have found that the women-are-wonderful effect-that women are evaluated more positively than men overall-is also common. Cross-cultural studies on gender equality reveal that the more gender egalitarian the society is, the less prevalent explicit gender stereotypes are. Yet, because self-reported gender stereotypes may differ from implicit attitudes towards each gender, we reanalysed data collected across 44 cultures, and (a) confirmed that societal gender egalitarianism reduces the women-are-wonderful effect when it is measured more implicitly (i.e. rating the personality of men and women presented in images) and (b) documented that the social perception of men benefits more from gender egalitarianism than that of women.

Catching up with wonderful women

Inequalities between men and women are common and well-documented. Objective indexes show that men are better positioned than women in societal hierarchies-there is no single country in the world without a gender gap. In contrast, researchers have found that the women-are-wonderful effect-that women are evaluated more positively than men overall-is also common. Cross-cultural studies on gender equality reveal that the more gender egalitarian the society is, the less prevalent explicit gender stereotypes are. Yet, because self-reported gender stereotypes may differ from implicit attitudes towards each gender, we reanalysed data collected across 44 cultures, and (a) confirmed that societal gender egalitarianism reduces the women-are-wonderful effect when it is measured more implicitly (i.e. rating the personality of men and women presented in images) and (b) documented that the social perception of men benefits more from gender egalitarianism than that of women.

Catching up with wonderful women : the women-are-wonderful effect is smaller in more gender egalitarian societies

Inequalities between men and women are common and well-documented. Objective indexes show that men are better positioned than women in societal hierarchies-there is no single country in the world without a gender gap. In contrast, researchers have found that the women-are-wonderful effect-that women are evaluated more positively than men overall-is also common. Cross-cultural studies on gender equality reveal that the more gender egalitarian the society is, the less prevalent explicit gender stereotypes are. Yet, because self-reported gender stereotypes may differ from implicit attitudes towards each gender, we reanalysed data collected across 44 cultures, and (a) confirmed that societal gender egalitarianism reduces the women-are-wonderful effect when it is measured more implicitly (i.e. rating the personality of men and women presented in images) and (b) documented that the social perception of men benefits more from gender egalitarianism than that of women.

Cultural uncertainty as moderator of the organizational formalization puzzle

Examining the complex role of formalization within a globalized context, we develop and test a new multi-level theory to address the positive and negative effects of formalization on organizational citizenship behavior (OCB). We review classic assumptions of culture-fit theories that argue that organizational practices are most effective if they match the larger technological and cultural context. We argue that there is a complex dynamic in that formalization has negative associations with OCB in national contexts that are relatively certain but positive associations with OCB in contexts of higher environmental uncertainty. A three-level hierarchical linear modeling analysis of data from 7,537 employees in 267 organizations across 17 countries supports our hypotheses. In nations with greater levels of uncertainty, formalization is positively associated with voice OCB. Effects on helping are more complex and appear masked by other culture-level dimensions. Our findings emphasize the need for further study of the dynamics between national contexts, organizational cultures and individual behavior.