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Dehghanpour Farashah, AliORCID iD iconorcid.org/0000-0001-8185-6879
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Publications (7 of 7) Show all publications
Dehghanpour Farashah, A. & Blomquist, T. (2020). Exploring employer attitude towards migrant workers: Evidence from managers across Europe. Evidence-based HRM
Open this publication in new window or tab >>Exploring employer attitude towards migrant workers: Evidence from managers across Europe
2020 (English)In: Evidence-based HRM, ISSN 2049-3983Article in journal (Refereed) Published
Abstract [en]

Purpose

Migrants play an essential role in economic and societal outcomes of the host society, both as members of the workforce and as citizens. However, integration and finding employment after migration remain critical issues. The purpose of this paper is to employ an evidence-based quantitative approach to identify migrant workers’ most important qualifications from an employer perspective and to explore factors that influence employer perception of migrants.

Design/methodology/approach

This study uses European Social Survey data that contain responses from managers in European countries in 2014 (n=2,828) and 2016 (n=3,014). Confirmatory factor analysis and structural equation modelling are used to analyse the data.

Findings

For managers, migrants’ commitment to the host country’s way of life is more important than their job skills, educational level and language proficiency. The effects of managers’ individual characteristics, including demographics, expectancies and personal values, on their general attitude towards migrants are also quantified.

Practical implications

The study’s outcomes can assist migrants to develop the qualifications most valued by employers, and allow policymakers to integrate the organizational perspective into policies and initiatives for integration of migrant labour.

National Category
Business Administration
Research subject
Working Life Studies
Identifiers
urn:nbn:se:mdh:diva-46283 (URN)10.1108/EBHRM-04-2019-0040 (DOI)502048500001 ()
Projects
FORTE, Dnr: 2017-00285
Available from: 2019-12-10 Created: 2019-12-10 Last updated: 2020-03-16Bibliographically approved
Dehghanpour Farashah, A., Thomas, J. & Blomquist, T. (2019). Exploring the value of project management certification in selection and recruiting. International Journal of Project Management, 37(1), 14-26
Open this publication in new window or tab >>Exploring the value of project management certification in selection and recruiting
2019 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 37, no 1, p. 14-26Article in journal (Refereed) Published
Abstract [en]

For many years project management has been moving toward professionalization through voluntary certification. Simultaneously, recruiters increasingly use voluntary professional certification as a signal of applicant competencies and likely future performance, to increase the efficiency of the selection process. This practice increases the value of certification to holders and leads to the growth of certification. However, despite significant research into the value of voluntary certification in numerous occupations, results linking certification with performance are tentative at best. We contribute to the growing body of research exploring the performance signaling ability of certification by empirically examining the case of project management professional certification using survey responses from 452 (certified (370), and uncertified (82)) international project managers. Our findings provide some support for this recruitment and selection practice, not through a direct relationship between certification and performance but by showing that self-efficacy mediates the relationship. Certification also relates to higher levels of professionalism. We conclude with a discussion of the implications of these findings for recruiters, project management professionals, and professional associations.

Place, publisher, year, edition, pages
Elsevier, 2019
Keywords
Voluntary certification, Professionalism, Project management, Performance, Recruitment and selection, Self-efficacy, Signaling, Business Administration, Företagsekonomi
National Category
Business Administration
Research subject
Industrial Economics and Organisations; Working Life Studies
Identifiers
urn:nbn:se:mdh:diva-43060 (URN)10.1016/j.ijproman.2018.09.005 (DOI)000459844300002 ()2-s2.0-85054794568 (Scopus ID)
Available from: 2019-04-11 Created: 2019-04-11 Last updated: 2020-01-22Bibliographically approved
Blomquist, T., Dehghanpour Farashah, A. & Thomas, J. (2018). Feeling good, being good and looking good: motivations for, and benefits from, project management certification. International Journal of Project Management, 36(3), 498-511
Open this publication in new window or tab >>Feeling good, being good and looking good: motivations for, and benefits from, project management certification
2018 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 36, no 3, p. 498-511Article in journal (Refereed) Published
Abstract [en]

Project management (PM) is one of many occupations following a path to professionalization that includes voluntary certification. It has been said that certification, and especially voluntary certification, can be seen as an approach to being good by improving our competence in the profession, or a means to looking good, essentially signaling the capabilities of the holder. Based on self-determination theory, we contribute to this discussion the notion of feeling good whereby certification provides a way to challenge one’s capabilities, provide self-actualization, and a sense of worth. Using two sets of survey responses, collected 10 years apart (2004 and 2014), we assess whether there are differences in the demographics of those seeking voluntary project management certification, and the motivations (expected benefits), and realized benefits associated with this certification, at these two points in time. Demographically, the people with certification and those not pursuing certification did not exhibit any significant differences in either time period. Analyses indicate that feeling good and being good are the main motivators but participants pursuing certification in 2014 reported lower levels of motivations and received more benefit than those in 2004. Comparing responses as to why professionals pursue voluntary PM certification across a decade span, gives us an indication of how these perceptions may be changing with the increased popularity of the certification. We compare these findings to similar studies examining other volunteer certifications and conclude by discussing the potential impact of these changes from the perspective of the individuals seeking certification, the occupation, and certifying organizations.

Place, publisher, year, edition, pages
Elsevier, 2018
Keywords
Motivation and Benefits, Professionalization, Project Management Profession, Self-Determination Theory, Voluntary Certification, Business Administration, Företagsekonomi
National Category
Business Administration
Research subject
Industrial Economics and Organisations; Working Life Studies
Identifiers
urn:nbn:se:mdh:diva-43061 (URN)10.1016/j.ijproman.2017.11.006 (DOI)000429759300008 ()2-s2.0-85037731009 (Scopus ID)
Available from: 2019-04-11 Created: 2019-04-11 Last updated: 2020-01-22Bibliographically approved
Blomquist, T., Dehghanpour Farashah, A. & Thomas, J. (2016). Project management self-efficacy as a predictor of project performance: Constructing and validating a domain-specific scale. International Journal of Project Management, 34(8), 1417-1432
Open this publication in new window or tab >>Project management self-efficacy as a predictor of project performance: Constructing and validating a domain-specific scale
2016 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 34, no 8, p. 1417-1432Article in journal (Refereed) Published
Abstract [en]

Measures of self-efficacy beliefs have been shown to be the best predictor of individual performance in many disciplines over 30 years. This makes measures of perceived self-efficacy a good indicator for those interested in hiring for, or improving specific skill sets. In project management, measuring the skill level of project managers is an important practical and academic question. Practically, hiring managers and program managers, needs an indicator of performance to help select the most appropriate project managers for each project. Academically, a common, established scale to measure project management self-efficacy would provide a tool for improving project management training and education, and increasing the comparability of research results across samples, industries and project results. This paper presents the construction and validation of a set of domain-specific, project management self-efficacy scales and provides evidence of its ability to predict project performance.

Keywords
Self-efficacy, Project management, Project performance, Scale development, Business Administration, Företagsekonomi
National Category
Business Administration
Research subject
Working Life Studies; Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-43062 (URN)10.1016/j.ijproman.2016.07.010 (DOI)000388247600001 ()2-s2.0-84984650222 (Scopus ID)
Available from: 2019-04-11 Created: 2019-04-11 Last updated: 2020-01-22Bibliographically approved
Dehghanpour Farashah, A. (2015). Strategic fit framework of succession planning: effects on career attitudes and career success. International Journal of Human Resources Development and Management, 15(2/3/4), 233-257
Open this publication in new window or tab >>Strategic fit framework of succession planning: effects on career attitudes and career success
2015 (English)In: International Journal of Human Resources Development and Management, ISSN 1465-6612, E-ISSN 1741-5160, Vol. 15, no 2/3/4, p. 233-257Article in journal (Refereed) Published
Abstract [en]

This study proposes a framework for aligning business strategy and succession planning and assesses the impact of the degree of fit on employee career attitudes and perceptions. Using configurational perspective of strategic human resource management, this study develops a strategic fit framework of succession planning. The framework of succession planning includes four kinds of configurations among strategy, organisational structure and succession planning culture that lead to positive career attitudes and a higher perception of career success among employees. Gathering data from 152 employees within 23 enterprise agencies, the paper empirically validates the developed framework. Results suggest perception of with the promotion process.

Keywords
succession planning, strategic HRM, strategic fit, career attitudes, career success, business strategy, job plateau, appraisal, reward, promotion, employee satisfaction, Business Administration, Företagsekonomi
National Category
Business Administration
Research subject
Working Life Studies; Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-43063 (URN)10.1504/IJHRDM.2015.071167 (DOI)2-s2.0-84940393694 (Scopus ID)
Available from: 2019-04-11 Created: 2019-04-11 Last updated: 2020-01-22Bibliographically approved
Dehghanpour Farashah, A. (2015). The effects of demographic, cognitive and institutional factors on development of entrepreneurial intention: toward a socio-cognitive model of entrepreneurial career. Journal of International Entrepreneurship, 13(4), 452-476
Open this publication in new window or tab >>The effects of demographic, cognitive and institutional factors on development of entrepreneurial intention: toward a socio-cognitive model of entrepreneurial career
2015 (English)In: Journal of International Entrepreneurship, ISSN 1570-7385, E-ISSN 1573-7349, Vol. 13, no 4, p. 452-476Article in journal (Refereed) Published
Abstract [en]

Upon a well-established theoretical foundation Social Cognitive Career Theory; Lent, Brown, and Hackett (J Vocat Behav 45:79–122, 1994; J Couns Psychol 47:36–49, 2000), this study examines the effects of cognitive, affective, social, demographic, and contextual factors on the development of entrepreneurial intention. To test the hypotheses, binary logistic regression analysis was conducted using data from Global Entrepreneurship Monitor survey in which 183,049 individuals nested within 54 countries that participated. Entrepreneurial self-efficacy beliefs and entrepreneurial career outcome expectations are significantly correlated with entrepreneurial intention. Mastery experience including previous business ownership, entrepreneurial activity as part of a regular job or investing in a venture, exposure to a role model, social persuasion through media, and fear of failure are significant sources of entrepreneurial self-efficacy. A moderate relationship exists between country-level institutional profile and the sources of self-efficacy.

Place, publisher, year, edition, pages
Springer, 2015
Keywords
Social cognitive career theory, outcome expectations, self-efficacy, entrepreneurial intention, institutional profile, Business Administration, Företagsekonomi
National Category
Business Administration
Research subject
Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-43064 (URN)10.1007/s10843-015-0144-x (DOI)000409800100005 ()2-s2.0-84949094320 (Scopus ID)
Available from: 2019-04-11 Created: 2019-04-11 Last updated: 2020-01-22Bibliographically approved
Farzaneh, J., Dehghanpour Farashah, A. & Kazemi, M. (2014). The impact of person-job fit and person-organisation fit on OCB: the mediating and moderating effects of organisational commitment and psychological empowerment. Personnel review, 43(5), 672-691
Open this publication in new window or tab >>The impact of person-job fit and person-organisation fit on OCB: the mediating and moderating effects of organisational commitment and psychological empowerment
2014 (English)In: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 43, no 5, p. 672-691Article in journal (Refereed) Published
Abstract [en]

Purpose: Drawing upon the social exchange theory and empowerment theory, this study attempts to investigate the effect of perceived person-environment fit on organisational citizenship behavior. Furthermore, this study assesses the roles of organizational commitment and psychological empowerment in this relationshsip. Design/methodology/approach: Respondents of this study were employees of the Iran Northeast Gas Transfer Company. Data were collected through conducting a survey on 500 employees, of which 412 questionnaires were used for further analysis. Confirmatory factor analysis, structural equation modelling, Baron and Kenny's (1986) procedure for examining mediator effect and finally Zhao and Cavusgil's (2006) technique of evaluating moderator effect were utilised for the analyses. Practical implications: This research has implications for organisational approaches to human resource management organisations. Findings: Results indicated that organizational commitment acts as a mediator between Person-Job and Person-Organization fit and OCB. Psychological empowerment acts as a moderator between organizational commitment and OCB. Originality/value: This study empirically synthesises the joint effect of P-O fit and P-J fit on a behavioural variable (OCB) in the social context of organisation and explains the mechanism of the effect. The pattern of relationships tested is relatively novel.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2014
Keywords
person-job fit, person-organisation fit, psychological empowerment, organisational commitment, organisational citizenship bahaviour, Business Administration, Företagsekonomi
National Category
Business Administration
Research subject
Working Life Studies; Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-43066 (URN)10.1108/PR-07-2013-0118 (DOI)000342003900002 ()2-s2.0-84927559851 (Scopus ID)
Available from: 2019-04-11 Created: 2019-04-11 Last updated: 2020-01-22Bibliographically approved
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Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-8185-6879

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