Human Resource Management
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Browsing Human Resource Management by Author "El Baroudi, Sabrine"
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Item Ambition at work and career satisfaction : the mediating role of taking charge behavior and the moderating role of pay(Emerald Group Publishing Ltd., 2017) El Baroudi, Sabrine; Fleisher, Chen; Khapova, Svetlana N.; Jansen, Paul; Richardson, JuliaPurpose: The purpose of this paper is to examine the moderating role of pay in the relationship between employee ambition and taking charge behavior, and its subsequent effects on employee career satisfaction. Design/methodology/approach: A two-wave quantitative investigation was conducted among alumni of a large public university in the Netherlands. Findings: The results show that taking charge behavior mediates the positive relationship between employee ambition and career satisfaction. They also show that pay positively moderates this mediation, such that the relationship between employee ambition and taking charge behavior is stronger when ambitious employees receive an increase in pay, leading to increased career satisfaction. Conversely, a decrease in pay does not moderate ambitious employees’ taking charge behavior and the impact on their career satisfaction. Research limitations/implications: The study draws on self-report data collected in one country: the Netherlands. Practical implications: The study highlights the importance of pay for higher job involvement, demonstrating its impact on taking charge behavior among employees with higher levels of ambition. Originality/value: This is the first empirical study to examine the impact of pay on employees’ taking charge behavior and the subsequent implications for career satisfaction. © 2017, © Emerald Publishing Limited.Item Training effectiveness during technological changes in Dubai-based companies: perspectives from managers and employees(Emerald Group Publishing Ltd., 2018) El Baroudi, Sabrine; Abdulaal, Dawood Yaseen; Rampur, MahanteshPurpose: This paper aims to investigate the effectiveness of training during technological changes in Dubai-based companies by focusing on training program characteristics and employees’ training motivations. Design/methodology/approach: A qualitative investigation was conducted that included interviews with eight managers and seven employees. Findings: As demonstrated by the study results, managers and employees suggest that the 70-20-10 training model is effective for preparing employees to independently implement technological changes. However, employees argue that training motivations are not stable and vary within and among individuals during any organizational change, although this consideration is not acknowledged by managers. Originality/value: This study is the first to focus on identifying how change management can be improved in Dubai-based companies via effective training. © 2018, Emerald Publishing Limited.