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Showing papers in "Employee Relations in 2020"


Journal ArticleDOI
TL;DR: In this paper, the authors examined the relationship between digital skills and employment and in this way accentuated importance of policy interventions for improving digital literacy, using Eurostat data, they demonstrated statistically significant correlation between digital skill and employment rates in EU.,This implies why it is so important for governments and employers to seek, propose and implement new strategies to promote digital inclusion, literacy and the training not only for new ICT professionals but also for the whole workforce.
Abstract: The purpose of this paper is to examine the relationship between digital skills and employment and in this way accentuate importance of policy interventions for improving digital literacy.,Using Eurostat data, this paper demonstrates statistically significant correlation between digital skills and employment rates in EU.,This implies why it is so important for governments and employers to seek, propose and implement new strategies to promote digital inclusion, literacy and the training not only for new ICT professionals but also for the whole workforce.,Digital skills, particularly digital literacy, are an important factor for socio-economic development of the society and employability of the labour force. Without adequate digital literacy, it is not possible to participate in the economy and the digital society, particularly having in mind the digital transformation that the world of work is experiencing in the content and the organisation. Beyond the work environment, it also affects the way people live and communicate.,In this paper, the importance and definition of digital literacy are elaborated, explaining the measurement of digital literacy and skills, as well as the relation between digital literacy and employability.

55 citations


Journal ArticleDOI
TL;DR: In this article, the authors investigated how telecommuters' organizational commitment may be linked to psychological and physical isolation, and they found that telecommuter's affective commitment is negatively associated with psychological isolation, whereas their continuance commitment is positively correlated with physical isolation.
Abstract: In light of the increasing popularity of telecommuting, this study investigates how telecommuters' organizational commitment may be linked to psychological and physical isolation. Psychological isolation refers to feelings of emotional unfulfillment when one lacks meaningful connections, support, and interactions with others, while physical isolation refers to physical separation from others.,An online survey was used to collect data from 446 employees who telecommute one or more days per week.,The results of this study indicate that telecommuters' affective commitment is negatively associated with psychological isolation, whereas their continuance commitment is positively correlated with both psychological and physical isolation. These findings imply that telecommuters may remain with their employers due to perceived benefits, a desire to conserve resources such as time and emotional energy, or weakened marketability, rather than emotional connections to their colleagues or organizations.,Organizations wishing to retain and maximize the contributions of telecommuters should pursue measures that address collocated employees' negative assumptions toward telecommuters, preserve the benefits of remote work, and cultivate telecommuters' emotional connections (affective commitment) and felt obligation (normative commitment) to their organizations.,Through the creative integration of the need-to-belong and relational cohesion theories, this study contributes to the telecommuting and organizational commitment literature by investigating the dynamics between both psychological and physical isolation and telecommuters' organizational commitment.

43 citations


Journal ArticleDOI
TL;DR: In this article, the authors explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations, using the ability, motivation, and opportunity (AMO) framework under the theory of HPWS, and hypothesize that the AMO enhancing practices of projectbased organizations lead to better innovation performance of their employees through the mediating role of knowledge sharing.
Abstract: This article aims to explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations.,Using the ability, motivation, and opportunity (AMO) framework under the theory of HPWS, our article hypothesizes that the AMO enhancing practices of project-based organizations lead to better innovation performance of their employees through the mediating role of knowledge sharing. Time-lagged data of AMO practices and knowledge sharing practices were collected from the employees of these organizations over three weeks. Furthermore, the innovation performance data were collected from the supervisors of these employees over an additional three-week period.,Our results confirm the initial hypothesis of the causal relationship of two of the AMO HRM practices, that is, ability and motivation with innovation performance with the mediation of knowledge sharing, while the third hypothesis of opportunity enhancing HRM practice was not accepted.,This research has implications for both theory and practice and it can help the project managers of these organizations to better design HRM practices in order to improve the creativity and innovation performance of their employees. Accordingly, this is one of the first studies dealing with the effectiveness of HRM on AMO, and the key role of knowledge sharing.

40 citations


Journal ArticleDOI
TL;DR: Li et al. as mentioned in this paper investigated the mediating role of employee attitude between organizational support and employee performance in the context of flexible manufacturing and found that a sense of belonging plays an important role in the sense of awe (SA) of employees.
Abstract: Building on organizational support theory and social exchange theory, the purpose of this paper is to study the impact of organizational support on employee performance (EP) in the context of flexible manufacturing. In particular, the authors aimed to investigate the mediating role of employee attitude between organizational support and EP, and the moderating role of organizational justice (OJ).,A total of 180 participants from 36 work teams employed in 7 large automotive manufacturing enterprises in China were surveyed using a questionnaire designed by the authors. Multiple linear regressions were used to test the proposed hypotheses.,The results revealed four new performance indicators of frontline workers in the context of flexible manufacturing: continuous learning, teamwork, problem solving and active work. Organizational support can be divided into reinforcing support and inhibitive support. Reinforcing organizational support has a positive effect on new performance of frontline workers, and a sense of belonging plays a strong mediating role between them. Inhibitive organizational support plays an important role in the sense of awe (SA) of employees, but the SA has no influence on new performance of frontline workers. OJ plays a strong moderating role between organizational support and employee attitudes.,This study is one of the first attempts to explore the performance of frontline workers in the context of flexible manufacturing and contributes to the existing literature on the relationship between organizational support and EP.

39 citations


Journal ArticleDOI
TL;DR: In this article, a qualitative study examines both the impact of mental health conditions on self-perceived job performance and how individuals cope with their conditions at work, revealing coping strategies that positively and negatively affect one's performance at work.
Abstract: This exploratory qualitative study examines both the impact of mental health conditions on self-perceived job performance and how individuals with mental health conditions cope with their conditions at work.,A total of 257 responses to a qualitative questionnaire and 17 in-depth interviews with individuals with mental health conditions are analyzed.,The findings show that mental health conditions can negatively impact self-perceived job performance in the form of lower quality of one's work, slower pace, and more mistakes. In addition, the findings reveal coping strategies that positively and negatively affect one’s performance at work. Strategies that negatively influence one’s performance include substance abuse and self-harm, suppressing and hiding one's symptoms, and forcing oneself to continue to work when feeling unwell. Coping strategies that tend to positively affect their performance include accepting one's condition and taking time off, medication and counseling, mindfulness activities, transparent communication, humor, and a compensation strategy.,A growing number of individuals struggle with mental health conditions at work, impacting both organizations and employees. However, little is known about the influence of mental health conditions on one's performance at work, how individuals cope with their mental health conditions at work, and what effect those coping strategies have on organization-relevant outcomes.

33 citations


Journal ArticleDOI
TL;DR: In this article, the authors investigated the relationship between managerialist employment relations and employee turnover intention in Nigeria, and found that although managerialist employees' employment relations lead to turnover intention, Nigeria's unique, non-participatory and authoritarian employment relations system exacerbates this situation, forcing doctors to consider leaving their employment.
Abstract: The purpose of this paper is to investigate the relationship between managerialist employment relations and employee turnover intention in Nigeria. The study context is public hospitals in Nigeria, which have a history of problematic human resource management (HRM) practice, a non-participatory workplace culture, managerialist employment relations and a high employee turnover intention.,Based on a qualitative, interpretive approach, this paper investigates the process by which Nigerian employment relations practices trigger the employee turnover intention of doctors using 33 semi-structured interviews with key stakeholders in public hospitals.,This study found that Nigeria’s managerialist employment relations trigger the employee turnover intention of medical doctors. Additionally, it was found that although managerialist employment relations lead to turnover intention, Nigeria’s unique, non-participatory and authoritarian employment relations system exacerbates this situation, forcing doctors to consider leaving their employment.,Studies on the interface between managerialism and employment relations are still under-researched and underdeveloped. This paper also throws more light on issues associated with managerialist employment relations and human resources practice including stress, burnout and dissatisfaction. Their relationship with doctors’ turnover intention has significant implications for employment policies, engagement processes and HRM in general. The possibility of generalising the findings of this study is constrained by the limited sample size and its qualitative orientation.,This paper contributes to the dearth of studies emphasising employer–employee relationship quality as a predictor of employee turnover intention and a mediator between managerialist organisational system and turnover intention. The study further contributes to the discourse of employment relations and its concomitant turnover intention from developing countries’ perspective within the medical sector.

18 citations


Journal ArticleDOI
TL;DR: In this paper, an analytical review of the existing sustainable HRM literature is presented, along with a broader review of wider literature considering further ways to sustain employment, including trade unions and self-organised employees.
Abstract: PurposeCurrently, sustainable HRM is largely an employer-driven exercise based on raising employee productivity. The purpose of the article is to expand this position by fully mapping out sustainable HRM and placing employees at the centre of such practices. A further purpose is to provide a research agenda suited to a wider take on sustainable HRM.Design/methodology/approachThe article centres on an analytical review of extant sustainable HRM literature, plus an analytical review of wider literature considering further ways to sustain employment.FindingsEmployee-centred sustainable HRM goes far beyond what is accounted for in the extant HRM literature. The new map accounts for wider parties to sustainable HRM, including trade unions and self-organised employees. An extensive research agenda is a further key output from the study.Research limitations/implicationsThe article is based on a literature review. Follow-up empirical research is required to test out aspects of the new map, as well as address research gaps identified by the review.Practical implicationsThe findings have practical implications for HRM and occupational health practitioners, line managers, built environment and ergonomics specialists, governments, trade unions and workplace activists. A key practical implication is the potential to create micro-forms of corporatism, where wider political structures are absent, to foster employee-centred forms of sustainable HRM.Originality/valueThe article is novel in terms of drawing on a wide range of incongruous literature and synthesising the literature into a new map and an extensive research agenda.

18 citations


Journal ArticleDOI
TL;DR: In this paper, the authors report a qualitative study of a talent management program in a Finnish-Swedish Multinational corporation undergoing major strategic renewal and emphasize the role of talent management (TM) in strategic renewal.
Abstract: The purpose of this paper is to emphasize the role of talent management (TM) in strategic renewal. Furthermore, the authors extend the existing knowledge on the process of TM implementation by underlining particular activities, which are involved in this process during strategic renewal.,The authors report a qualitative study of a TM program in a Finnish–Swedish Multinational corporation undergoing major strategic renewal. The data consist of 46 semi-structured interviews and secondary data.,The role of TM in the context of strategic renewal is to provide the conditions for the self-initiation and identification of potential change agents and for the development of the talented employees to perform in their roles of change agent. In the context of strategic renewal, TM process consists of identification of key projects to address critical business opportunities and challenges, the identification of talented employees to execute them, and the identification and creation of key positions.,The authors encourage scholars to explore the empirical settings characterized by change and unpredictability in more detail, and thus examine the role of talented employees and TM in other specific contexts. Future studies are also encouraged to study other cultural settings and examine to what degree the process of TM implementation may positively influence attitudes and behaviors of talented employees and, consequently, the overall organizational performance.,This study offers practical advice for top management and HR managers. First, the process of TM implementation during strategic renewal should start with the identification of “must-win-battles” that can have a more profound impact on change. Furthermore, top management should allow and enable motivated potential talented employees to volunteer for the job of aiding company-wide changes. Next, top management should provide the talented employees with the space to come up with novel ideas and conceive new business opportunities. Finally, the importance of transparent and spot-on evaluation criteria should be emphasized.,The study contributes to advancing our understanding of TM and strategic management in practice.

17 citations


Journal ArticleDOI
TL;DR: In this article, the authors investigate whether a focal employee's perception of organizational support is shaped by the social context or, more specifically, by his/her coworkers' POS, and they further aim to identify the conditions under which coworkers' perceptions may have more influence or, on the contrary, less or even no influence.
Abstract: The purpose of this paper is to investigate whether a focal employee’s perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her coworkers’ POS. The authors further aim to identify the conditions under which coworkers’ POS may have more influence or, on the contrary, less or even no influence.,Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors.,Coworkers’ levels of POS are positively related to the focal employee’s POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers’ POS is strengthened when the focal employee experiences low voice in the workplace.,Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially constructed process and not only on an individual-level psychological process.,Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change.,Building on a few recent studies suggesting that the social context may influence employees’ perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice.

17 citations


Journal ArticleDOI
TL;DR: In this paper, the authors explored leaders' approaches toward developing an organizational climate to stimulate innovation in tourism SMEs, where leaders share frequent communication and knowledge with their subordinates, they perceive a climate for innovation developments.
Abstract: Purpose: Innovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs) are arguably well positioned to innovate through their potential for rapid adjustment. Although leadership and organizational climate have been identified as playing a key role in innovation, little is known about whether such influences play out in SMEs. The aim of this study is to explore how leaders shape the organizational climate of their firms to enhance innovation. Design/methodology/approach: The article presents findings from semi-structured interviews conducted with 20 CEOs of SMEs in the Vietnamese tourism sector. Findings: The findings indicate that SME leaders in the tourism sector influenced an organizational climate that provided for autonomy and supported innovation through a number of leadership approaches. They also used daily interaction-based practices to drive the innovative behaviors of employees and developed reward systems to encourage innovation in their organizations. Research limitations/implications: This study explored leaders' approaches toward developing an organizational climate to stimulate innovation in tourism SMEs. Where leaders share frequent communication and knowledge with their subordinates, they perceive a climate for innovation developments, which stimulates innovation in tourism SMEs. Practical implications: The study provides implications for managers to improve creativity and innovation in firms through the development of reward and incentive systems along with leadership and team development programs. Originality/value: This study describes how different leader approaches affect innovation through orientating the organizational climate and business processes within their firms toward encouraging staff to initiate and try out new ideas.

17 citations


Journal ArticleDOI
TL;DR: In this paper, the authors carried out two longitudinal case studies concerning innovative SMEs in the medical equipment sector, which are now over 10 years old and seeking to stabilise an ambidextrous way of operating.
Abstract: Innovative small and medium-sized enterprises (SMEs) are key economic actors, but they are fragile. Their innovation trajectory requires an evolution in their competencies as their strategy evolves, and this is a particularly critical concern when they are engaged in both exploration and exploitation activities and want to develop organisational ambidexterity. In turn, this brings challenges for human resource management (HRM): some research studies have identified “mobilising” practices for innovation, but few authors have taken a dynamic approach. This study aims to fill this double-theoretical gap by answering the following two questions: how does HRM respond to the challenges associated with the search for ambidexterity in an innovative SME's trajectory? What HRM practices are mobilised in the innovation trajectory of SMEs?,The authors carried out two longitudinal case studies concerning innovative SMEs in the medical equipment sector, which are now over 10 years old and seeking to stabilise an ambidextrous way of operating. The authors conducted 37 semi-structured interviews in 2018–2019 and collected public and internal documents. For each case, the authors identified sequences (Bidart et al., 2013) displaying a certain homogeneity in terms of innovation strategy. The authors then performed a cross-case analysis.,These case studies produced two main results. First, the trajectory of innovative SMEs consisted of sequences during which competency needs and HRM practices evolved. Despite their similar modes of ambidexterity, the two SMEs have mobilised different human resource (HR) practices. Second, the HRM practices implemented struggle to support the firm at key turning points in the innovation trajectories and can even hinder such changes in direction.,The originality of this work lies in two major dimensions. First, the authors choose to explore innovation and the search for ambidexterity, two themes that are traditionally studied in large firms, in the setting of SMEs. Second, the authors choose a longitudinal method to explore the evolution over time in modes of ambidexterity and HRM, along these SMEs' innovation trajectory. This is a departure from more traditional approaches seeking to identify which HR practices, or configurations of practices, are best able to foster ambidexterity and innovation. It leads the authors to show, in a contingent, dynamic perspective, the importance of the Human Resources Foundation’s (HRF's) positioning and attitude in supporting diversified SMEs’ innovation trajectories. This requires allocation of the necessary resources to the function, which needs time and resources to reflect on how to build the ambidextrous HRM that is essential for the firm's survival.

Journal ArticleDOI
TL;DR: In this article, the authors examined variations in the adoption of HRM practices among SMEs in three different business sectors (services, manufacturing and trade) and found that service SMEs use more formal HRM practice than manufacturing SMEs.
Abstract: Purpose Guided by institutional theory, this empirical paper examines variations in the adoption of HRM practices among SMEs in three different business sectors (services, manufacturing and trade) Design/methodology/approach Data from 300 owners/managers representing three business sectors were collected through a survey method Findings The results suggest that service SMEs use more formal HRM practices than manufacturing and trade SMEs Manufacturing SMEs are more formal than trade firms Results are not affected by firm age Research limitations/implications Social desirability bias may have influenced respondents into portraying a positive image of the organization by inflating HRM sophistication A further limitation is that the performance of the firms was not measured As such, it is not possible to judge whether greater HRM formality correlated with improved organizational performance Practical implications This study shows how the business sector shapes HRM practices in Pakistani SMEs Findings help to inform Pakistan's Small and Medium Enterprise Development Authority (SMEDA) in dealings with manufacturing and trade firms in terms of improving HRM practices Originality/value Given the important role of SMEs in economic development, comparative research on HRM in SME contexts is scarce Since SMEs are vital for Pakistan's economy, an improved understanding of the sector's approach to human resource development is important The findings extend the boundaries of prior comparative HRM literature in SMEs by addressing sector influences while controlling for contextual factors

Journal ArticleDOI
TL;DR: In this paper, the authors explored the significant contribution of human resource development (HRD) managers in building organisational brands in the hotel industry through the lenses of dynamic capabilities for sustaining competitiveness.
Abstract: This research explores the significant contribution of human resource development (HRD) managers in building organisational brands in the hotel industry through the lenses of dynamic capabilities for sustaining competitiveness.,Using a qualitative case study design, this study deployed a semi-structured interview research method. It used a purposive sample of 20 HRD managers across twenty different hotels in India and South East Asia (ISEA) to explore their contribution to organisational brands. The data was analysed using thematic analysis.,The findings show the significance of HRD in building organisational brands. From a dynamic capabilities perspective, it was found that HRD has an impact on fostering brand awareness culture; HRD functional branding enhances the creation and sustaining of quality service culture; functional branding of HRD helps differentiate the brand and quality service, for product development and innovation by linking talent development and growth of key competencies and capabilities; brand training and behavioural training directly influence the right behaviour knowledge and effective communication that is translated into the enhancement of guest experience; and finally, organisational branding through branding culture and employer branding creates organisational wealth.,The authors propose a new conceptual framework for the branding of the Heroes to reclaim the HRD's splendour in the realm of other functions in the hotel industry in ISEA contexts. While the authors do not claim an external generalisability, we believe that an analytical application of this framework could be relevant in similar environments. The study also claims that HRD practitioners could use parallel literature repertoires from brand management discourse to value their strategic contributions in building and maintaining their reputational position at the board level. Practical implications and further research are discussed.

Journal ArticleDOI
TL;DR: In this article, the authors highlight the need for more discussion between employees and employers about the collection, use, storage, and ownership of data in the workplace and propose a number of recommendations to support future data collection efforts in organisations.
Abstract: The purpose of this paper is to critically reflect on the pros and cons of using employee information in big data projects.,The authors reviewed papers in the area of big data that has immediate repercussions for the experiences of employees and employers.,The review of papers to date suggests that big data lessons based on employee data are still a relatively unknown area of employment literature. Particular attention is paid to discussion of employee rights, ethics, expectations and the implications employer conduct has on employment relationships and prospective benefits of big data analytics at work for work.,This viewpoint paper highlights the need for more discussion between employees and employers about the collection, use, storage and ownership of data in the workplace. A number of recommendations are put forward to support future data collection efforts in organisations.

Journal ArticleDOI
TL;DR: Li et al. as discussed by the authors investigated how skill variety promotes employee job crafting and the moderating roles of employee's promotion focus and procedural justice climate, and found that a high level of skill variety within a job promotes worker job crafting.
Abstract: The literature on job crafting has paid scant attention to the role of skill variety, one dimension of job characteristics, as a predictor of employee job crafting. By integrating regulatory focus and social exchange perspectives with job crafting literature, the authors investigate how skill variety promotes employee job crafting and the moderating roles of employee's promotion focus and procedural justice climate.,The authors conducted two questionnaire surveys, one with a sample of 205 employees from a variety of organizations in China, and the other one with a sample of 265 employees within 44 work groups at a state-owned enterprise in China, to examine the hypotheses.,Results suggest that a high level of skill variety within a job promotes employee job crafting, that such an effect is stronger when the employee's promotion focus is high rather than low, and that procedural justice climate mitigates the negative influence of a low level of promotion focus.,The authors' findings suggest that both self-regulatory and social exchange mechanisms play a critical role in promoting employee job crafting when individuals are engaged in jobs that entail a high level of skill variety.

Journal ArticleDOI
TL;DR: In this paper, the authors explored the construction of the Executive Director role in Chilean NGOs with reference to organisational functions, organisational dynamics, and external influences, and highlighted the pivotal role played by Executive Directors in conducting organisational activities.
Abstract: The emergence of Governance practices in the non-governmental organisation (NGO) sector has become associated with increasingly high levels of organisational complexity. In the light of an expanding civil society sector in Chile and the emergence of formalised governance practices, this paper explores the construction of the Executive Director role in Chilean NGOs with reference to organisational functions, organisational dynamics, and external influences.,Grounded theory is used to explore qualitative data derived from a set of N = 39 interviews conducted in Chile These interviews involve NGO founders, funders, Executive Directors, scholars, consultants, and team members.,The findings reveal the pivotal role played by Executive Directors in conducting organisational activities which, in other types of organisations, are often distributed across various organisational functions. The data also highlight complex dynamics involving overt compliance with external regulatory requirements, uncertainties about financial sustainability, the recruitment of Executive Board members, the exercise of power by Executive Directors, and the influence of founders in leadership configurations.,The implications of the study are discussed in relation to the governance and accountability of NGOs, the nature of the Executive Director role, the purpose of Executive Boards in the NGO sector, and the recruitment and training of Board members. It is noted that the study was conducted in the NGO sector in Chile; further research is necessary to establish the generalisability of the findings to other contexts.,This paper addresses the shortage of organisational research on NGOs. It contributes by offering analytical perspectives on organisational processes of Leadership and Governance. This paper highlights the relationship between, and interdependency of, those processes.

Journal ArticleDOI
TL;DR: In this article, a construct of "decent work" with both soft and hard variables was adopted for research and methods which were collaborative and participative with stakeholders in one national context, and the authors explored the relative importance of the constituent parts of decent work involved research with a range of stakeholders; employees, employers and advocates.
Abstract: What matters most for improving work quality and who can make a difference are perennial topics in employee relations research. The literature on work quality provides answers to these with regard to various constructs on a continuum from “soft” to “hard” variables and stakeholders seeking to influence employers who fall short of reasonable expectations with regard to these. A construct of “decent work” with both soft and hard variables was adopted for research and methods which were collaborative and participative with stakeholders in one national context.,The “decent work” construct was operationalised from the literature and refined by collaborative and participative research. Exploring the relative importance of the constituent parts of decent work involved research with a range of stakeholders; employees, employers and advocates. The study involved most prominently low-paid workers, with employers and advocates also engaged through interviews.,Primarily hard “decent work” variables were identified among employees, primarily soft variables among employers and a mix of hard and soft among advocates. There are some common priorities across these stakeholders.,The main implication is that to engage a range of stakeholders requires a combination of soft and hard variables to be included in research and policy development. However, generalisation about what matters most and who makes a difference to work quality is intrinsically limited in context and time. In this research, the extent of employer engagement in the collaboration initiated by advocates and concerned most with the experiences of low-paid workers is a limitation.,What matters most are a set of soft and hard priorities to engage across stakeholders. Pay is an abiding priority among these and the priority most prominent for many advocates seeking to make a difference through influencing low-paying employers to provide a living wage. While the living wage is a significant focus for work quality, it is not in itself sufficient, as other soft and hard variables in the workplace matter as well. Those who can make a difference are the employers falling short of benchmark standards. Influence on these may emerge through decent work knowledge and skills in management and professional development programmes as well as in initiatives advocating wider adoption of the living wage.,Problem areas of work quality, and problem employers, can be influenced by strategies shaping “hard” factors, including legislation. This needs to be complemented and integrated with strategies on “soft” factors, including identifying positive role models on themes of well-being, work–life balance and precarious forms of employment, as well as pay.,The identification of what matters and who can make a difference is based on an original, collaborative, research project, in one national context, offering analytical generalisability about “decent work” and an experience of collaborative research.

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the impact of fun and training climate on turnover with a sample of 902 employees from Belgium, Germany and The Netherlands, and found that group-level manager support for fun and coworker socializing were significantly related to turnover, but not fun activities.
Abstract: As a step toward more firmly establishing factors to promote retention among younger employees in the hospitality industry, this study aims to focuses on fun in the workplace (fun activities, manager support for fun and coworker socializing) and training climate (organizational support, manager support and job support) as potential antecedents of turnover in a European context.,Logistic regression was used to analyze the impact of fun and training climate on turnover with a sample of 902 employees from Belgium, Germany and The Netherlands. Data on fun and training climate were obtained through surveys, which were paired with turnover data from organizational records.,With respect to fun in the workplace, group-level manager support for fun and coworker socializing were significantly related to turnover, but not fun activities. With respect to training climate, individual-level job support was significantly related to turnover, but not organizational support and manager support.,As the data were obtained from employees from one organization, further research would be valuable with additional samples to substantiate the generalizability of the results.,Given the challenge of turnover, organizations should foster informal aspects of fun in the workplace and learning opportunities to promote retention.,The study examined the fun–turnover relationship in a context outside of the USA where previous fun–turnover research has been conducted, and it examined fun relative to training climate, which has not been studied heretofore. This study also investigated group- and individual-level effects of both fun and training climate on turnover.

Journal ArticleDOI
TL;DR: In this paper, the authors explored the relationship between work-life conflict and possible barriers to career progression due to the perception of anticipated work life conflict, considering the unbounded nature of academic work through features such as its intensity, flexibility and perception of organizational support.
Abstract: This paper aims to further the understanding about the relationship between work–life conflict and possible barriers to career progression due to the perception of anticipated work–life conflict, considering the unbounded nature of academic work through features such as its intensity, flexibility and perception of organizational support.,The model was tested using survey data from academics in a public university in the south of Spain. Hierarchical regression analyses were used to test the hypotheses.,The results reveal that current work–life conflict, job intensity and perception of support have a direct effect on the anticipation of work–life conflict in the event of progression in academic careers. The flexibility that academics enjoy is not sufficient to prevent the expected conflict. Academics' age is relevant, but gender or having childcare responsibilities have no significant effect of the anticipation of conflict.,This study addresses the gap in the literature on anticipated work–life conflict, expanding the focus to nonfamily commitments in unbounded jobs such as academic posts. The authors are not aware of any other study that focuses on the anticipation of work–life conflict in the case of career advancement among current employees with professional experience or accurate knowledge of what job they will be doing instead of students. Work–life balance should not be restricted to women with caring responsibilities, as conflict is no longer only related to gender roles.,This paper not only explores existing work–life conflict but also empirically analyzes anticipated work–life conflict in unbounded careers such as academia. It represents a significant contribution in an underresearched field and may lead to future research in other settings.

Journal ArticleDOI
TL;DR: In this article, the authors investigated the relationship between injustice perceptions, exposure to bullying behaviors and turnover intention, employing a moderated mediation analysis based on a reanalysis and extension of data gathered among a sample of Norwegian bus drivers.
Abstract: Intention to leave as an outcome of exposure to workplace bullying is well documented in previous studies, yet, research on explanatory conditions for such an association is lacking.,The present study investigates the relationship between injustice perceptions, exposure to bullying behaviors and turnover intention, employing a moderated mediation analysis based on a reanalysis and extension of data gathered among a sample of Norwegian bus drivers (N = 1, 024).,As hypothesized, injustice perceptions were indirectly related to intention to leave via workplace bullying, however, only under conditions of higher perceived injustice levels.,The results underscore the importance of preventing workplace bullying and of maintaining ample levels of justice at work, where employees are treated with fairness and respect.,The study adds important knowledge to the bullying literature by focusing on the role of mechanisms and moderators in bullying situations, investigating how the combination of workplace bullying and injustice perceptions is reflected in employees' intention to leave the organization.

Journal ArticleDOI
TL;DR: In this paper, a psychometrically sound measurement instrument dealing with line managers' attributions for effective HRM implementation is developed and validated, based on the theory of causal attributions, which distinguish internal and external attributions that determine how line managers implement HRM practices on the work floor.
Abstract: Purpose – Many HRM practices are never thoroughly implemented or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, we have developed and validated a psychometrically sound measurement instrument dealing with line managers’ attributions for effective HRM implementation. Based on the theory of causal attributions, we distinguish between internal and external attributions that determine how line managers implement HRM practices on the work floor. Design/methodology/approach - A multi-dimensional approach has been used and, after collecting data from 471 line managers, thorough scale development guidelines and validation procedures have been applied for instrument development. Findings - The instrument’s psychometric qualities have been assessed by calculating the reliability and validity of line managers’ internal attributions – including its composing dimensions of desire and competences - and their external attributions – including the dimensions of support, capacity and policy & procedures. In particular, both convergent and discriminant validity as well as intra-class correlations have been established. The newly developed measures are found to be of good quality. The scales appear to discriminate well between the distinguished groups and show a good variation within groups. Practical implications – The newly developed measurement instrument helps HRM professionals to better understand line managers’ attributions to effectively implement HRM practices and to provide them with support and training for effective HRM implementation. Originality/value – Previous research has already identified weaknesses in HRM implementation, but lacked to address the causes of this. We present antecedents for HRM implementation effectiveness, based on the causal attribution theory, and present a psychometrically validated instrument to measure these antecedents.

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TL;DR: The authors explored the link between employee stress and the high-power distance (HPD) culture in Nigeria and found that the HPD culture promotes a servant-master relationship type, making it impossible for employees to challenge employers on issues relating to stressors such as work overload, unconducive work environments, work-life imbalance and burnout, thereby exacerbating their stress levels.
Abstract: This paper explores the link between employee stress and the high-power distance (HPD) culture in Nigeria. The study context is the banking and manufacturing sectors in Nigeria, which have a history of exploitation, unconducive work environments to productivity, work-life imbalance, work overload, burnout and employee stress.,Using a qualitative, interpretive methodology, this article adopts a thematic analysis of data drawn from semi-structured interviews with 24 managerial and non-managerial workers to explore the process by which Nigerian manufacturing and banking sectors' work (mal)practices go unchallenged, thereby triggering and exacerbating employees' stress levels.,The study found that the high power distance culture promotes a servant-master relationship type, making it impossible for employees to challenge employers on issues relating to stressors such as work overload, unconducive work environments, work-life imbalance and burnout, thereby exacerbating their stress levels in a country in which stress has become a way of life.,Research on the relationship between employee stress and HPD culture is relatively underdeveloped. This article sheds light on issues associated with stressors in Nigeria's human resource management (HRM) and employment relations practices. The link between the inability of employees to challenge these stressors (which are consequences of an HPD culture) and increased employee stress has substantial implications for employment and work-related policies and practices in general. The study is constrained by the limited sample size, which inhibits the generalisation of its findings.,The article adds to the scarcity of studies underscoring the relationship between high-power distance and the inability of employees to challenge work-related stressors as a predictor of employee stress and a mediator between workplace practices and employee stress, particularly in the emerging economies.

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TL;DR: In this article, a case study from a multi-actor perspective based on interviews with HR managers, line managers and employees, and organizational documents was conducted to understand how line managers faced three types of complexities during implementation, i.e. dilemmas, understandings and local adaptations.
Abstract: Two research questions are asked in this paper: RQ1. How does line management involvement in PA work unfold in practice? RQ2. How does line management involvement contribute toward any divergence arising between intended and implemented PA work?,An in-depth case study from a multi-actor perspective based on interviews with HR managers, line managers and employees, and organizational documents.,The findings illustrate how line managers faced three types of complexities during implementation, i.e. dilemmas, understandings, and local adaptations. These jointly contributed to a divergence arising between the PA as intended and the PA as implemented. This divergence became associated with how line management involvement was restricted to the local context and the initial stages of the PA process, highlighting how HR practices can contain both devolved and non-devolved elements.,We respond to calls for more in-depth qualitative studies of how line managers are involved in HR work; this is done specifically by conceptualizing the complexities line managers face in practice when implementing HR practices. As such, we add to the understanding of HR practices as relational and social in nature. We also contribute to the processual understanding of HRM by highlighting how HR practices can contain both devolved and non-devolved elements. By stressing the limitations of binary conceptualizations of HR devolution, we add to the understanding of HR devolution as more complex and multifaceted than traditionally assumed.

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TL;DR: In this paper, the intention of managers to accommodate religious expression at work (REW) when they are not obliged to do so was investigated in the context of diversity management in the French context.
Abstract: Purpose This research aims to explain, in the secular French context, the intention of managers to accommodate religious expression at work (REW) when they are not obliged to do so. This paper seeks to understand the determinants of managerial positions on REW. Building on previous studies on how organisations and managers deal with religious expression, this research seeks to extend the evidence on this important aspect of managerial behaviour in relation to accommodating REW. Design/methodology/approach The hypotheses were tested using a structural equation model based on the theory of planned behaviour (TPB) in diversity management (N = 151 French managers). This method highlights attitudinal and organisational determinants favourable to the intent to accommodate. Findings The present research provides new insight by identifying two main direct factors affecting managers' accommodation, namely, organisational flexibility (flexible hours, autonomy) and perceived consequences (advantages, disadvantages) and one indirect factor, religiosity. In line with the contradictions within diversity management, the perceived consequences are ambivalent and highly context dependent. One issue to explore is that managers seek to deal with religious expression by making it invisible. Research limitations/implications In the French context, the explanatory social norm might not be “religiosity” but rather “perceived secularity”. The authors recommend that future studies use qualitative methods with interviews and photo elicitation to extend this first study. Indeed, the complexity of the managerial position requires an in-depth understanding of managers' attitudes and behaviours with regard to religion. How do managers apply a common ground strategy and create unity despite differences? Is the desire to make arrangements invisible with a view to inclusive neutrality specific to France, or can it be generalised to managers in other countries? Does the intention to accommodate not essentially depend on the manager-employee relationship dynamic? This research raises questions for scholars about the relationship with the other and ethical managerial conduct. Practical implications France is a secular country where a debate is emerging on cases of discrimination due to REW. The results contribute to approaches to drafting company guidelines for managers and may help organisations anticipate the risks associated with REW. The discussion of the results reveals the importance of social norms in the sense of hypernorms (religiosity) and undoubtedly of secularism, nondiscrimination and gender equality in the decision-making process on accommodation. These inclusive norms should therefore be handled with care in the various guidelines that have been developed. Originality/value REW is increasing but is a neglected dimension of diversity management. This study helps explore this new field by promoting an understanding of managers' intention to accommodate in a specific secular context.

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TL;DR: In this article, the authors conducted a random coefficient modeling (RCM) analysis with a multisource, time-lagged data set collected from 235 employees in Chinese firms and found that more OCB-E resulted from standard employees with higher levels of reflective moral attentiveness (RMA) and OBSE.
Abstract: PurposeDrawing on a motivational model of proactive behavior, this study theorizes that employment status, reflective moral attentiveness (RMA), and organization-based self-esteem (OBSE) constitute the can-do, reason-to, and energized-to motivational states, which interact to induce organizational citizenship behavior toward the environment (OCB-E).Design/methodology/approachThe authors conducted random coefficient modeling (RCM) analysis with a multisource, time-lagged data set collected from 235 employees in Chinese firms.FindingsThis RCM analysis found that more OCB-E resulted from standard employees with higher levels of RMA and OBSE.Originality/valueThe value of this research lies in understanding of the antecedents of green behavior at the individual level by identifying specific motivational states and highlighting the coexistence of motivational states in predicting OCB-E. These findings provide new insight into the theory of developing and managing green OCB performers in today's workplace characterized by workforce mixing.

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TL;DR: In this paper, the authors studied the attitudes and behaviour of 148 managers in a major Russian energy provider and found that only a small number of employees perceived the future as offering many opportunities and showed willingness to pursue them.
Abstract: When a major Russian energy provider introduced a new technology that required organisational adjustment, the company’s management was surprised by the degree of internal resistance these changes provoked. The paper aims to discuss this issue.,The authors took reference to the work on readiness to change and studied how the future time perspective, which connects with early writings by Lewin (1942), would explain the attitudes and behaviour of 148 managers.,The findings indicate that only a small number of employees perceived the future as offering many opportunities and showed willingness to pursue them. The majority of employees are either fearful of future changes, or do not have a strong sense of belonging to the company and hence are disinterested in prospective opportunities within the firm.,The different constructs of the future introduce an emic perspective to the study of organisational change and answer calls to enrich the measurements that are currently in use.

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TL;DR: In this article, the authors used critical discuss analysis to examine the link between professional and organisational culture, using qualitative research approach to establish the significance of professional culture as a determinant of organizational culture among healthcare organizations.
Abstract: Despite the fundamental role of culture in an organisational setting, little is known of how organisational culture can be sometimes determined/influenced by professional culture, particularly in the global south. Using Nigeria as a research focus, this article uses critical discuss analysis to examine the link between professional and organisational culture.,This study uses qualitative research approach to establish the significance of professional culture as a determinant of organisational culture among healthcare organisations.,We found that the medical profession in Nigeria is replete with professional duties and responsibilities, such as professional values and beliefs, professional rules and regulations, professional ethics, eagerness to fulfil the Hippocratic Oath, professional language, professional symbols, medicine codes of practice and societal expectations, all of which conflate to form medical professionals' values, beliefs, assumptions and the shared perceptions and practices upon which the medical professional culture is strongly built. This makes the medical professional culture stronger and more dominant than the healthcare organisational culture.,The extent to which the findings of this research can be generalised is constrained by the limited and selected sample of the research.,The primacy of professional culture over organisational culture may have dysfunctional consequences for human resource management (HRM), as medical practitioners are obliged to stick to medical professional culture over human resources practices. Hence, human resources departments may struggle to cope with the behavioural issues that arise due to the dominant position taken by the medical practitioners. This is because the cultural system (professional culture), which is the configuration of beliefs, perceived values, code of ethics, practices and so forth. shared by medical doctors, subverts the operating system. Therefore, in the case of healthcare organisations, HRM should support and enhance the cultural system (the medical professional culture) by offering compatible operating strategies and practices.,This article provides valuable insights into the link between professional culture and organisational culture. It also enriches debates on organisational culture and professional culture. We, therefore, contend that a strong professional culture can overwhelm and eventually become an organisational culture.

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TL;DR: In this article, the authors explored the relationships between workplace bullying, organizational justice dimensions and intentions to leave, and found that bullying is positively associated with intentions to quit, and this effect is transmitted through lower justice perceptions.
Abstract: The purpose of this paper is to explore the relationships between workplace bullying, organizational justice dimensions and intentions to leave. The authors posit that workplace bullying is positively related to intentions to leave, and that this effect is transmitted through lower justice perceptions.,The authors surveyed 146 healthcare workers, using factor analysis and the Preacher and Hayes (2008) PROCESS macro to test their hypotheses.,The study results indicate that workplace bullying is positively associated with intentions to leave. This effect is transmitted through lower entity-based distributive justice perceptions.,The study sample was cross-sectional and collected at a single point in time. Future research should examine these relationships in a longitudinal method.,The study results suggest that when a healthcare worker experiences bullying in the workplace, they begin to perceive their organization as more unfair. These negative feelings toward their organization lead to a desire to permanently separate from the organization. These results suggest that workplace bullying has serious ramifications for turnover, and that healthcare organizations can mitigate these negative effects by increasing perceptions of organizational justice through being transparent about their decisions and the process going into this decision-making.,These findings extend existing research by empirically testing the effects of workplace bullying on intentions to leave within the healthcare industry.

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TL;DR: In this paper, the authors employ a multiple case study approach to explore the role of HRM in fostering employees' innovative work behavior in four Tunisian tech companies and find substantial support for the importance of establishing a work environment for learning where employees can build their innovative capacities by upgrading their knowledge and skills through both formal and informal methods.
Abstract: The study seeks to reduce the blurriness remaining around the value that HRM can bring to innovation in the specific context of start‐ups, it advocates that the early adoption of appropriate HRM practices, can act as a catalyst for innovation because they constitute a powerful means to systematically promote and facilitate employees' innovative behaviours.,In the aim of complementing the existing quantitative work, this paper employs a multiple case study approach to explore the role of HRM in fostering employees' innovative work behaviour in four Tunisian tech companies.,The study found substantial support for the importance of establishing a work environment for learning where employees can build their innovative capacities by upgrading their knowledge and skills through both formal and informal methods. Work autonomy and freedom are found to be essential parts of this environment. Workspace design that takes into account employees' comfort and the collaborative nature of their work, also stands out as a major contributor to innovative work behaviour.,The adopted qualitative approach enabled a grasp of the less apparent aspects underpinning the HRM and innovation relationship in start‐ups. “Ownership of space” is revealed as a key element of the innovation-supportive work environment. By having a feeling of control on the workspace, employees can develop a sense of ownership towards the organisation which enhances their eagerness to exert innovation efforts. It also demonstrated that developing an overly creative workforce can turn into a source of stagnation which can be mitigated by cultivating “an environment for idea ownership”.

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TL;DR: In this article, the authors used the theory of purposeful work behaviour to explain how individuals with different levels of Type A components sort into abstract, service, and routine jobs, using longitudinal data.
Abstract: A prominent labour market feature in recent decades has been the increase in abstract and service jobs, while the demand for routine work has declined. This article examines whether the components of Type A behaviour predict workers' selection into non-routine abstract, non-routine service and routine jobs.,Building on the work by Barrick et al. (2013), this article first presents how the theory of purposeful work behaviour can be used to explain how individuals with different levels of Type A components sort into abstract, service and routine jobs. Then, using longitudinal data, it examines whether the components of Type A behaviour predict occupational sorting. Estimations were performed based on the linear regression method.,The results show that the Type A dimension “leadership” was associated with a higher level of abstract and service job tasks in occupation. High eagerness-energy and responsibility were also positively linked with occupation's level of abstract tasks. These results suggest that workers sort into jobs that allow them to pursue higher-order implicit goals.,Job market polarisation towards low-routine jobs has had a pervasive influence on the labour market during the past few decades. Based on high-quality data that combine prime working-age register information on occupational attainment with information about personality characteristics, the findings contribute to our knowledge of how personality characteristics contribute to occupational sorting in terms of this important job aspect.