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JournalISSN: 0142-5455

Employee Relations 

Emerald Publishing Limited
About: Employee Relations is an academic journal published by Emerald Publishing Limited. The journal publishes majorly in the area(s): Industrial relations & Human resource management. It has an ISSN identifier of 0142-5455. Over the lifetime, 1467 publications have been published receiving 39483 citations.


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Journal ArticleDOI
TL;DR: In this article, the authors investigated the relationship between talent management and levels of employee engagement using a mixed method research design and found that low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization.
Abstract: Purpose – With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design.Design/methodology/approach – The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis.Findings – The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high ...

555 citations

Journal ArticleDOI
TL;DR: In this article, the authors consider how the motivation of workers to share their knowledge may be shaped by their level of organizational commitment, and link commitment with knowledge sharing attitudes and behaviours.
Abstract: This paper contributes to the development of the knowledge management and human resource management literatures through developing the linkages between them. Increasingly it is being acknowledged that the success of knowledge management initiatives is fundamentally predicated on having workers who are prepared to share their knowledge. It is suggested that HRM concepts and frameworks could be utilized to improve our understanding of what shapes the willingness (or reluctance) of workers to share their knowledge. Specifically the paper considers how the motivation of workers to share their knowledge may be shaped by their level of organizational commitment. Guest and Conway’s model of the psychological contract is modified to link commitment with knowledge‐sharing attitudes and behaviours. Finally, it is suggested that, if commitment is linked to knowledge‐sharing attitudes, then the apparently low commitment levels reported by a number of surveys may mean this represents a key problem for knowledge management initiatives.

499 citations

Journal ArticleDOI
TL;DR: In this paper, the authors explored the linkage between employees' attitudes towards organizational change and two of the most significant constructs in organizational behaviour; occupational stress and organizational commitment, and found that highly stressed individuals demonstrate decreased commitment and increased reluctance to accept organizational change interventions.
Abstract: Purpose – Occupational stress and organizational change are now widely accepted as two major issues in organizational life. The current study explores the linkage between employees’ attitudes towards organizational change and two of the most significant constructs in organizational behaviour; occupational stress and organizational commitment.Design/methodology/approach – A total of 292 participants completed ASSET, a new “Organizational Screening Tool”, which, among other things, measures workplace stress and organizational commitment and a measure assessing attitudes towards organizational change.Findings – The results were in the expected direction showing negative correlations between occupational stressors and attitudes to change, indicating that highly stressed individuals demonstrate decreased commitment and increased reluctance to accept organizational change interventions. The most significant impact on attitudes to change was coming from bad work relationships emphasizing the importance of that o...

389 citations

Journal ArticleDOI
TL;DR: In this article, the authors explore employment relations in SMEs and argue that the existing literature tends to polarise into a "small is beautiful" or "bleak house" perspective.
Abstract: Most of the HRM literature is based on large firms despite the growing significance now accorded to smaller firms. In this paper, we explore employment relations in SMEs and argue that the existing literature tends to polarise into a “small is beautiful” or “bleak house” perspective. The paper examines some of the key issues in relation to employment relations in SMEs.

363 citations

Journal ArticleDOI
TL;DR: In this article, three dimensions of silence climate are constructed and measured in order to examine their effects on employee silence behaviour, organisational commitment and job satisfaction, and results indicate that supervisors' attitudes to silence, top management attitude to silence and communication opportunities are associated and predict employees' silence behaviour.
Abstract: – Although the phenomenon of organisational silence is widely seen in organisations, there is little empirical evidence regarding its nature and main components. This paper aims at investigating the dimensions of silence climate as they are perceived by individuals and exploring the effects of these dimensions on job attitudes., – In a sample of 677 employees, three dimensions of silence climate are constructed and measured in order to examine their effects on employee silence behaviour, organisational commitment and job satisfaction., – Results indicate that supervisors’ attitudes to silence, top management attitudes to silence and communication opportunities are associated and predict employees’ silence behaviour. These three dimensions are also associated with organisational commitment and job satisfaction., – Although the phenomenon of organisational silence is expected in organisations, there is little empirical evidence in the literature aimed at defining it, analysing it and coping with it. Silence climate has an impact on organizations’ ability to detect errors and learn and, therefore, organizational effectiveness is negatively affected. This exploratory study aims to measure organisational silence as a continuum between silence and voice explain silence behaviour through organisational climate dimensions. Based on the findings of this study, there are some important implications that are discussed.

316 citations

Performance
Metrics
No. of papers from the Journal in previous years
YearPapers
202330
202252
202122
202032
201943
201861