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Open Access
Commentary
Article ID: 3381
by Zahid Hussain Bhat
Human Resources Management and Services, Vol.6, No.1, 2024; 289 Views
In the rapidly evolving landscape of contemporary business, the strategic alignment of employees with their designated roles is a pivotal determinant of organizational success. Employee misfit, characterized by a misalignment between employees’ skills, interests, and assigned roles, poses formidable challenges to individual and collective performance. This comprehensive research report delves into the intricate implications of employee misfit, explores evolving trends in career consciousness among job seekers, outlines the multifaceted challenges HR managers face, and fervently advocates for implementing a comprehensive selection process to address this prevalent issue effectively. The report underscores the proactive role of management in cultivating a supportive work environment, fostering diverse career pathways, and embedding an inclusive selection framework to confront and mitigate the persistent issue of employee misfit.
Open Access
Article
Article ID: 3366
by Henk Jan van Essen, Jan de Leede
Human Resources Management and Services, Vol.5, No.2, 2023; 338 Views
This paper provides insight into innovation energy, its five working mechanisms, and innovative work behaviour (IWB). Although human energy is often mentioned as an important factor in theories about motivation, it is still an unexplored theme in literature. The management of organisations often focuses on the innovation content and neglects the process aspects. Strategic and operational HRM involvement is needed to realising the essential conditions for the innovation energy of innovative employees. An abductive case study on innovation energy took place in five educational departments of one academy at Saxion University of Applied Sciences in the Netherlands. We interviewed 21 innovating lecturers and their five team leaders individually and organised five focus groups with a total of 17 team members. Innovation energy converts individual innovation properties (creativity, psychological empowerment, and optimism) into IWB. Organisations must pay attention to these properties and four other working mechanisms (autonomy, teamwork, leadership, and external contacts) that influence this conversion process. HRM professionals should be involved with innovation processes to realise the right conditions for innovation energy, together with line management. The construct of innovation energy with five working mechanisms gives more insight into the IWB process from the perspective of the engaged employee with IWB. This research contributes to the body of knowledge on IWB, (human) innovation energy, and engagement in relation to HRM.
