Faculty Achievement View More Faculty Achievements
Published Works
IBA faculty co-authors a paper on the harmful effects of a perceived silent climate on employee negative intentions and job engagement
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled 'Ethics, Faith, and Engagement: Unpacking the Effect of Voice Climate on Work Engagement, published in the Journal of Business Ethics (ranked in Financial Times top 50 Journals; ABS-3, SCOPUS-Q1, HEC -W).
Abstract
To remain competitive, organizations need an engaged workforce. Although ample research has been carried out on the antecedents of employee work engagement, a comprehensive understanding of how and when voice climate is associated with employee work engagement is currently lacking. Drawing on the theory of planned behavior (TPB), this study examines the pathway by which voice climate affects employee work engagement. Two studies were conducted to test the proposed linkages. More specifically, in field and experimental studies, we find evidence that voice climate reduces employees' intention to engage in counterproductive work behavior (CWB), which, in turn, fosters their engagement in their work. In addition, ethical leadership and religiosity were found to act as boundary conditions in the relationship between voice climate and intention to CWB and work engagement.
The paper can be accessed here.
Published Works
IBA faculty co-authors a paper on how fairness in monitoring can boost employee performance in Pakistani organizations
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper titled ‘Digital transformation and electronic performance: exploring the relationship between fairness perception, organizational identification, and individual performance’, published in the Review of Managerial Science (ABS-2, SCOPUS-Q1, HEC -W).
Summary:
The study's findings revealed that implementing electronic performance monitoring does not inherently boost employee performance unless employees perceive the system as fair. When employees believe that the monitoring is conducted equitably, it fosters a stronger sense of belonging to their organization. This heightened sense of belonging, in turn, drives increased performance, highlighting the critical role that perceived fairness plays in the effectiveness of performance monitoring systems. Hence, Pakistani organizations must prioritize the design and implementation of electronic performance monitoring systems that are transparent and perceived as fair by employees. Fostering a culture of fairness in monitoring practices is essential for maximizing the benefits of performance monitoring and achieving organizational goals.
The paper can be accessed here.
Published Works
IBA faculty co-authors a paper on how and when subordinates' innovative work behaviour promotes leaders' despotic behaviour
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled ‘Unraveling the link between innovative work behavior and despotic leadership: the roles of supervisor conflict and dispositional resistance to change trait’, published in the International Journal of Conflict Management (ABDC-A, SCOPUS-Q1, HEC -W).
Summary:
This study delves into the dynamics of how subordinates' innovative work behavior influences leaders' despotic leadership tendencies—characterized by authoritarian and dominant behaviors aimed at self-interest, self-motivation, and the exploitation of subordinates. Our findings revealed that subordinates' innovative behavior frequently triggers interpersonal conflicts with supervisors, ultimately fostering despotic leadership tendencies among leaders. Notably, this relationship is particularly pronounced when supervisors exhibit high levels of dispositional resistance to change.
The article can be accessed here.
Published Works
IBA faculty co-authors a paper on the role of high-performance work systems on employees' happiness at work
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled ‘Emotional culture of joy and happiness at work as a facet of wellbeing: a mediation of psychological safety and relational attachment’, published in the Journal of Personnel Review (ABDC-A, SCOPUS-Q1).
Summary:
The study demonstrated that an emotional culture of joy enhances employees' psychological safety and fosters their relational attachment with colleagues in the workplace, leading to increased happiness at work.
These findings are crucial as they offer valuable insights to policymakers and organizational administrators regarding the significance of an emotional culture of joy and its impact on employee well-being. Furthermore, they highlight the role of such a culture in cultivating essential psychological and emotional resources, including psychological safety and relational attachment.
The article can be accessed here.
Published Works
IBA faculty co-authors a paper on how Leader-member exchange fosters employee innovative work behavior
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', published in the Management Decision (ABS-2*, SCOPUS-Q1).
Abstract
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.
The article can be accessed here.
Published Works
IBA faculty co-authors a paper on how Joint Decision-Making fosters Team Creativity
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled ‘Joint Decision-Making and Team Outcomes: Examining Cross-Lagged Relationships and the Roles of Psychological Safety and Participative Leadership’, published in the Journal of Human Performance (ABS-3*, ABDC-A, SCOPUS-Q1).
Abstract
Despite increasing studies on team creativity, the relationship between joint decision-making and team creativity needs further exploration. Our study employs social exchange theory to investigate the potential bidirectional association between joint decision-making and team psychological safety while also exploring the role of participative leadership as a contextual constraint on this relationship. Through our analysis, we aim to shed light on the vital role of team psychological safety in mediating the moderating effect of participative leadership on the linkage between joint decision-making and team creativity. We test our hypotheses using a sample of 372 employees in 75 teams with a time-lagged research design. Our results demonstrated that joint decision-making is positively related to team psychological safety, and participative leadership strengthened the association between joint decision-making and team psychological safety and the association between joint decision-making and team creativity via team psychological safety. Overall, our findings suggest that team creativity could be improved if leaders can enhance their participative behaviors and identify appropriate channels for employees to feel psychologically safe in the workplace.
The article can be accessed here.
Published Works
Dr. Yasir M. Kundi
IBA faculty co-authored a paper on paradoxical leadership's role in Pakistan’s hospitality sector
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled ‘Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination’, published in the Journal of Management Decision (ABS-2*, SCOPUS-Q1).
Abstract
The study highlights the importance of paradoxical leadership, which is an underexplored leadership style in the hospitality literature, and contributes to the literature by examining the multilevel effect of paradoxical leadership on employee performance outcomes. The findings suggest that leaders should recognize the importance of managing conflicting demands and promoting flexibility, adaptability, and creativity in their leadership approach. Second, leaders can promote work engagement by providing employees with opportunities for autonomy, mastery, and relatedness, and by promoting a positive work environment that supports employee well-being. Third, leaders should recognize the role of organizational factors in shaping employee engagement and performance and should take steps to promote a positive work environment at all levels of the organization.
The article can be accessed here.
Published Works
Dr. Yasir M. Kundi
IBA faculty co-authored a paper on environmentally-specific empowering leadership's influence on employees' green creativity
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper, titled 'Linking environmentally-specific empowering leadership to hotel employees' green creativity: understanding mechanisms and boundary conditions', published in the Journal of Service Theory and Practice (ABS-2*, ABDC A, SCOPUS-Q1).
Abstract
The authors introduce a new scale designed to measure environmentally-specific empowering leadership (ESEL) and investigate the ways in which ESEL influences employees' green creativity. The study gathered data from 265 employees working in three, four and five-star hotels situated in major cities across Pakistan. The results of the study showed a positive correlation between ESEL and green creativity, with green knowledge sharing behavior being identified as an effective underlying mechanism for the ESEL-green creativity association. Additionally, the findings suggested that the green psychological climate plays a moderating role, with stronger associations being observed when the green psychological climate was more positive. The study's implications offer valuable insights to managers and policymakers regarding the benefits of ESEL for promoting green employee creativity within the hospitality sector. Furthermore, the study highlights the relevance of addressing global challenges in the context of the United Nations (UN) Sustainable Development Goals (SDGs). This study is the first to examine the green adaptation of empowering leadership, its effects, mechanisms, and boundary conditions.
The article can be accessed here.
Published Works
Dr. Yasir M. Kundi
IBA faculty co-authored a paper on how and when discretionary (non-mandatory) HR practices influence employees’ attitudes and behaviors
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper titled ‘The impact of discretionary HR practices on knowledge sharing and intention to quit – a three-wave study on the role of career satisfaction, organizational identification, and work engagement’, published in The International Journal of Human Resource Management (ABS 3*, ABDC A).
Abstract
While it is known that high-quality human resource management (HRM) contributes to organizational performance, the process through which individual outcomes are influenced is understudied. Further, not all HRM practices are similarly influential in making impact on performance. We introduce and empirically test a theoretical model that explores the mechanism through which discretionary HRM practices influence employees’ attitudes and behaviors. Employing a three-wave dataset collected from full-time employees (478 employees in Time 1, 266 employees in Time 2, and 235 employees in Time 3), we identify the mediating role of career satisfaction and organizational identification and the moderating role of work engagement as relevant factors in the relationship between perceived discretionary HRM practices and employees’ knowledge sharing behavior and turnover intentions. The analysis, based on Structural Equation Modeling (SEM), has validated the proposed model. The theoretical contribution we offer expands the understanding of role of HRM in shaping work behaviors and outcomes. The study identifies the unique impact of perceived discretionary HR practices on individual and organizational factors, in particular, the important issue of knowledge sharing. The major added value we bring to the literature is about the relevance and impact of discretionary HR practices and the implications it offers to HRM and line managers. Using the findings, organizations can tailor HRM system to fit their position and characteristics and develop ‘best practice’ to fit their needs.
The article can be accessed here.
Published Works
Dr. Yasir M. Kundi
IBA faculty co-authored a paper examining the link between diversity-related HR practices and employees’ performance
Dr. Yasir M. Kundi, Assistant Professor, Department of Management, School of Business Studies (SBS), co-authored a research paper titled ‘A multi-level examination of the link between diversity-related HR practices and employees’ performance: evidence from Italy’, published in the European Journal of Work and Organizational Psychology (ABS 3, ABDC A).
Abstract
Understanding how diversity-focused HR practices influence individual performance is critical to enhancing organizational competitiveness. In the current article, we examine the effects of diversity-focused HR practices on individual performance in terms of social information processing theory and social exchange theory. In particular, we draw upon constructs of diversity-focused HR practices, inclusion climate, employee relational attachment, and individual performance to hypothesize serial mediation mechanisms linking diversity-focused HR practices to individual performance. We collected time-lagged, multi-level, and multi-source data from 475 employees and their immediate supervisors working in the hotel industry of Italy. Our results demonstrated that diversity-focused HR practices were positively related to inclusion climate, which in turn improved relational attachment among employees. Moreover, diversity-focused HR practices were positively related to individual performance via sequential mediation of inclusion climate and relational attachment.
The article can be accessed here.
