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International experience, attitudes toward women and the adoption of supportive HR practices

- Biswas, Kumar, Boyle, Brendan, Mitchell, Rebecca

  • Authors: Biswas, Kumar , Boyle, Brendan , Mitchell, Rebecca
  • Date: 2020
  • Type: Text , Journal article
  • Relation: Asia Pacific Journal of Human Resources Vol. 58, no. 1 (Jan 2020), p. 66-84
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  • Description: Underpinned by upper echelons theory, this study examines a mediated model to understand the link between human resource (HR) managers' international experience and the adoption of supportive HR practices, and whether their attitudes towards women as managers and anticipated affective reactions mediate this link. Structural equation modelling based on a sample of 183 organisations in Bangladesh reveals that HR managers' international experience has both direct and indirect effects on theadoption of supportive HR practices. Our findings indicate that the extent to which supportive HR practices are implemented in the organisation is contingent upon the cognitive and affective evaluation of managers' attitudes towards the initiative of a gender-balanced top management team. Therefore, our study offers novel contributions to our understanding of how HR mangers' attitudes shape the adoption of supportive HR practices in organisations.

A mediated model of the effects of human resource management policies and practices on the intention to promote women : An investigation of the theory of planned behaviour

- Biswas, Kumar, Boyle, Brendan, Mitchell, Rebecca, Casimir, Gian

  • Authors: Biswas, Kumar , Boyle, Brendan , Mitchell, Rebecca , Casimir, Gian
  • Date: 2017
  • Type: Text , Journal article
  • Relation: International Journal of Human Resource Management Vol. 28, no. 9 (2017), p. 1309-1331
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  • Description: This study investigates the role of supportive human resource management policies and practices in senior HR managers’ intention to promote women to senior management positions. Based on the theory of planned behaviour, we argue a model in which supportive HR policies and practices affect managers’ attitudes towards the promotion of women to senior positions and their perception of organisational norms and control over the decision. We employ partial least squares based structural equation modelling to investigate data from a sample of 183 firms in Bangladesh. Our results support the utility of the theory of planned behaviour in understanding the positive effects of HR practices on the intent of senior managers to promote women. Our findings suggest that the role of HR policies and practices is not only to eliminate opportunity for discrimination but also to encourage the development of deeper attitudinal and normative acceptance of women’s role in senior management. © 2016 Informa UK Limited, trading as Taylor & Francis Group.

Impacts of supportive HR practices and organisational climate on the attitudes of HR managers towards gender diversity – a mediated model approach

- Biswas, Kumar, Boyle, Brendan, Bhardwaj, Sneh

  • Authors: Biswas, Kumar , Boyle, Brendan , Bhardwaj, Sneh
  • Date: 2020
  • Type: Text , Journal article
  • Relation: Evidence-based HRM Vol. 9, no. 1 (2020), p. 18-33
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  • Description: Purpose: Using the theoretical lens of the behavioural perspective on HRM, this study examined a mediated model to understand the extent to which organisational factors such as supportive human resource management policies and practices (SHRPP) and organisational climate (OC) can influence the affective attitudes of HR managers towards promoting women into organisational leadership roles. Survey data collected from 182 human resource managers in Bangladesh were analysed using partial least squares–based structural equation modelling (PLS-SEM) and the PROCESS macro to test mediating effects. The results reveal that the adoption of SHRPP is positively associated with OC, which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Design/methodology/approach: Quantitative survey data collected from 182 human resource managers in Bangladesh were analysed using PLS-SEM and PROCESS macro. Findings: The results reveal that the adoption of SHRPP is positively associated with OC which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Research limitations/implications: Self-report, cross-sectional survey data may contribute to the methodological bias such as common method bias (CMB). Harman's single-factor test revealed that no single component explained a major portion of the total variance. Furthermore, partial correlational analysis using a marker variable coupled with an assessment of social desirability indicates that common method variance is unlikely to have any CMB risks to the validity of the study results. Practical implications: From a practical point of view, the findings of this study suggest that supportive HR practices may create a positive organisational climate that leads to creating a healthy work environment ensuring an equal opportunity for everyone to grow and excel irrespective of their socio-cultural backgrounds and gender identity; thus, facilitating the organisation to take advantage of creativity and innovation offered by their talents, a critical factor for the organisation to survive and flourish in the dynamic market. Social implications: The study findings provide insights into why organisations should adopt fair and transparent HR policies to create a congenial work climate impacting on positive social attitudes towards acceptance of a gender-balanced empowered society. Originality/value: To the best of author's knowledge, this is the first study that examined a mediated model to understand how organisational factors such as SHRPP and OC can impact on the affective attitudes of HR managers towards promoting women in the organisational leadership roles. © 2020, Emerald Publishing Limited.

Managerial religiosity, attitudes towards women as managers and supportive HR practices

- Biswas, Kumar, Boyle, Brendan, Bhardwaj, Sneh, Patel, Parth

  • Authors: Biswas, Kumar , Boyle, Brendan , Bhardwaj, Sneh , Patel, Parth
  • Date: 2024
  • Type: Text , Journal article
  • Relation: International Journal of Emerging Markets Vol. 19, no. 1 (2024), p. 154-169
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  • Description: Purpose: The authors' study aims to examine to what extent managerial religiosity does influence human resource (HR) managers' attitudes towards women as managers (ATWM), and whether such posi(nega)tive attitudes can facilitate or impede the adoption of supportive HR practices (SHRP). Design/methodology/approach: This study empirically examines a theoretical model by employing partial least squares-based structural equation modelling (PLS-SEM) using quantitative survey data from 182 HR managers in Bangladesh. Findings: The authors' findings reveal that individual religiosity may adversely affect HR managers' attitudes towards recognising women as managers, and such stereotyped attitudes, in turn, may attenuate the adoption of supportive HR practices in organisations operating particularly in highly religious socio-culture environments. Research limitations/implications: The findings of the authors based on self-report, cross-sectional survey data collected from HR managers/equivalent working in the Bangladeshi organisations may unlikely to predict the ATWM held by the top leaders in organisations and other employees in similar socio-cultural settings. Practical implications: The authors' findings suggest that religiosity cannot be ignored in management development and recruitment processes for HR managers, particularly in a society characterised by relatively weaker formal institutions and people with a higher degree of religiosity. Originality/value: To the best of the authors' knowledge, this study is the first attempt explicating how top management's religiosity interacts with the attitudes towards the acceptance of women as managers and how such attitudes can influence the adoption of supportive HR practices. © 2022, Emerald Publishing Limited.
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