Ahmed Mostafa
Dados Biográficos
| ID | 4453480 |
|---|---|
| NOME | Ahmed Mostafa |
| PRENOMES | Ahmed |
| SOBRENOME | Mostafa |
| ASSINATURA | MOSTAFA A |
| AFILIAÇÕES | University of Warwick |
| ORCID | 0000-0001-5701-1630 |
| VERIFICADO | Sim |
| TOTAL DE OBRAS | 11 |
| TOTAL DE CITAÇÕES | 44 |
| TOTAL COMO AUTOR | 11 |
| TOTAL COMO EDITOR | 0 |
| PRIMEIRO ANO DE PUBLICAÇÃO | 2013 |
| ANO MAIS RECENTE DE PUBLICAÇÃO | 2026 |
| ÍNDICE H | 4 |
High Involvement Work Practices and Employee Well-Being in the Public Sector
Addressing calls for research on the HRM-well-being association in the public sector, this study examines whether the relationship between high involvement work practices (HIWP) and both work engagement and emotional exhaustion is contingent on supervisors’ public values-focused transactional leadership (PVTL). Drawing on self-determination theory (SDT), the study proposes that HIWP will improve employees’ sense of well-being when their superviso…
Comparison of Social Anxiety, Positive and Negative Perfectionism, and Quality of Life between Girls with Body Dissatisfaction and Normal Girls
Investigation of the Relationship between Metamemory, Metacognition, and Academic Vitality with Academic Procrastination among Students
The double-edged sword of online access to work tools outside work
Introduction: (OAWT), which can be seen as a double-edged sword fostering positive as well as negative aspects of flexibility. In our study, we investigated how OAWT relates to different forms of flexible working, work interrupting nonwork behaviors and job satisfaction. Method: We used a randomized sample of 758 Austrian employees from a broad range of organizations and tested the hypotheses by means of structural equation modeling. Results: Our…
The Moderating Role of Self-Sacrificing Disposition and Work Meaningfulness on the Relationship Between Work-Family Conflict and Emotional Exhaustion
Examining the Boundaries of Ethical Leadership
In recent years, scholars have sought to investigate the impact that ethical leaders can have within organisations. Yet, only a few theoretical perspectives have been adopted to explain how ethical leaders influence subordinate outcomes. This study therefore draws on social rules theory (SRT) to extend our understanding of the mechanisms linking ethical leadership to employee attitudes. We argue that ethical leaders reduce disengagement, which in…
New Public Management reforms in Europe and their effects
This article assesses the impact of New Public Management (NPM)-style reforms in European countries as perceived by top public sector officials. Using data from an executive survey conducted in 20 European countries, we look at the relationship between five key NPM reforms (downsizing, agencification, contracting out, customer orientation and flexible employment practices) and four dimensions of public sector performance: cost efficiency, service…
Organizational goal ambiguity and senior public managers’ engagement
The Job Demands–Resources model highlights that aspects of the work environment that place high demands on employees are job stressors, which can reduce their levels of engagement with their work and organization. By contrast, social support for employees is a resource that can sustain their engagement and enable them to cope with high demands. We analyse the separate and combined effects of two key job demands and resources on the engagement of …
When Bureaucracy Matters for Organizational Performance
Administrative intensity is arguably a major determinant of public service performance. Although a large administrative function might constitute a bureaucratic burden, it could also enable organizations to better coordinate key activities. In particular, administrative intensity may strengthen or weaken the performance effects of other key organizational characteristics, such as size and task complexity. To explore these ideas, we analyse the se…
High‐Performance Human Resource Practices and Employee Outcomes
This article responds to recent calls for research examining the mechanisms through which high‐performance human resource practices ( HPHRPs ) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employees’ affective commitment and organizational citizenship behaviors in public sector organizations. A sample o…
Civic Duty and Employee Outcomes
This article tests the impact of two organization‐relevant factors, high commitment human resource practices ( HCHRP ) and work overload on a component of public service motivation, civic duty and employee outcomes (job satisfaction, affective commitment, and quit intentions). Local government employees in Wales (n=1,755) were used to test our research hypotheses. Results show that both HCHRP and work overload had direct and indirect affects (via…
New Public Management reforms in Europe and their effects
This article assesses the impact of New Public Management (NPM)-style reforms in European countries as perceived by top public sector officials. Using data from an executive survey conducted in 20 European countries, we look at the relationship between five key NPM reforms (downsizing, agencification, contracting out, customer orientation and flexible employment practices) and four dimensions of public sector performance: cost efficiency, service…
When Bureaucracy Matters for Organizational Performance
Administrative intensity is arguably a major determinant of public service performance. Although a large administrative function might constitute a bureaucratic burden, it could also enable organizations to better coordinate key activities. In particular, administrative intensity may strengthen or weaken the performance effects of other key organizational characteristics, such as size and task complexity. To explore these ideas, we analyse the se…
High‐Performance Human Resource Practices and Employee Outcomes
This article responds to recent calls for research examining the mechanisms through which high‐performance human resource practices ( HPHRPs ) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employees’ affective commitment and organizational citizenship behaviors in public sector organizations. A sample o…
Civic Duty and Employee Outcomes
This article tests the impact of two organization‐relevant factors, high commitment human resource practices ( HCHRP ) and work overload on a component of public service motivation, civic duty and employee outcomes (job satisfaction, affective commitment, and quit intentions). Local government employees in Wales (n=1,755) were used to test our research hypotheses. Results show that both HCHRP and work overload had direct and indirect affects (via…
Organizational goal ambiguity and senior public managers’ engagement
The Job Demands–Resources model highlights that aspects of the work environment that place high demands on employees are job stressors, which can reduce their levels of engagement with their work and organization. By contrast, social support for employees is a resource that can sustain their engagement and enable them to cope with high demands. We analyse the separate and combined effects of two key job demands and resources on the engagement of …
Civic Duty and Employee Outcomes
This article tests the impact of two organization‐relevant factors, high commitment human resource practices ( HCHRP ) and work overload on a component of public service motivation, civic duty and employee outcomes (job satisfaction, affective commitment, and quit intentions). Local government employees in Wales (n=1,755) were used to test our research hypotheses. Results show that both HCHRP and work overload had direct and indirect affects (via…
High‐Performance Human Resource Practices and Employee Outcomes
This article responds to recent calls for research examining the mechanisms through which high‐performance human resource practices ( HPHRPs ) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employees’ affective commitment and organizational citizenship behaviors in public sector organizations. A sample o…
When Bureaucracy Matters for Organizational Performance
Administrative intensity is arguably a major determinant of public service performance. Although a large administrative function might constitute a bureaucratic burden, it could also enable organizations to better coordinate key activities. In particular, administrative intensity may strengthen or weaken the performance effects of other key organizational characteristics, such as size and task complexity. To explore these ideas, we analyse the se…
New Public Management reforms in Europe and their effects
This article assesses the impact of New Public Management (NPM)-style reforms in European countries as perceived by top public sector officials. Using data from an executive survey conducted in 20 European countries, we look at the relationship between five key NPM reforms (downsizing, agencification, contracting out, customer orientation and flexible employment practices) and four dimensions of public sector performance: cost efficiency, service…
Organizational goal ambiguity and senior public managers’ engagement
The Job Demands–Resources model highlights that aspects of the work environment that place high demands on employees are job stressors, which can reduce their levels of engagement with their work and organization. By contrast, social support for employees is a resource that can sustain their engagement and enable them to cope with high demands. We analyse the separate and combined effects of two key job demands and resources on the engagement of …
Examining the Boundaries of Ethical Leadership
In recent years, scholars have sought to investigate the impact that ethical leaders can have within organisations. Yet, only a few theoretical perspectives have been adopted to explain how ethical leaders influence subordinate outcomes. This study therefore draws on social rules theory (SRT) to extend our understanding of the mechanisms linking ethical leadership to employee attitudes. We argue that ethical leaders reduce disengagement, which in…
The Moderating Role of Self-Sacrificing Disposition and Work Meaningfulness on the Relationship Between Work-Family Conflict and Emotional Exhaustion
The double-edged sword of online access to work tools outside work
Introduction: (OAWT), which can be seen as a double-edged sword fostering positive as well as negative aspects of flexibility. In our study, we investigated how OAWT relates to different forms of flexible working, work interrupting nonwork behaviors and job satisfaction. Method: We used a randomized sample of 758 Austrian employees from a broad range of organizations and tested the hypotheses by means of structural equation modeling. Results: Our…
Comparison of Social Anxiety, Positive and Negative Perfectionism, and Quality of Life between Girls with Body Dissatisfaction and Normal Girls
Investigation of the Relationship between Metamemory, Metacognition, and Academic Vitality with Academic Procrastination among Students
High Involvement Work Practices and Employee Well-Being in the Public Sector
Addressing calls for research on the HRM-well-being association in the public sector, this study examines whether the relationship between high involvement work practices (HIWP) and both work engagement and emotional exhaustion is contingent on supervisors’ public values-focused transactional leadership (PVTL). Drawing on self-determination theory (SDT), the study proposes that HIWP will improve employees’ sense of well-being when their superviso…
Job Satisfaction and Organizational Behavior (6 obras) · Political science (6 obras) · Public relations (6 obras) · Business (5 obras) · Psychology (5 obras) · Public Policy and Administration Research (5 obras) · Social Psychology (5 obras) · Economics (4 obras) · Management (4 obras) · Public sector (4 obras)