Employee Responsibilities and Rights Journal最新文献

In the last five years, the turnover rate of the operation employees in Bahrain Petroleum Company (Bapco) has augmented and attend a critical level, particularly with the government's early retirement attractive approach. Bapco starts to lose highly experienced employees who have a significant impact on the performance of the company. Moreover, the new oil discovery and the modernization of the production units push Bapco to minimize the turnover rate and retain talents to stay competitive. This study examines how organizational commitment has affected the Bahrain Petroleum Company's operation employees turnover intent. The tridimensional model of (Meyer and Allen in Commitment in the workplace: theory, research, and application, Sage, 1997) was used to evaluate organizational commitment. In addition, Abrams et al. (Personality Soc Psychol Bull 24(10): 1027-1039, 1998) model of Turnover Intention was used to examine employee intents to leave the firm. This work reports on a quantitative study of the Bapco operations employees. 154 questionnaires were collected, and the data were analysed with SPSS version 23. The results confirm a significant impact of the three dimensions of OC on TI. These results join previous research and conclude that OC can be used to understand and reduce Bapco operation employees' TI.

The main purpose of our research is to seek insight into the antecedents of employee empowerment at both organizational and individual levels. We also address the outcomes of empowerment at the individual level. Subsequently, the research discusses the mediation effect of psychological empowerment on structural empowerment and its outcome as job satisfaction. A total of 400 samples were collected from the employees of public and private sector banks in India using an online questionnaire, during the Covid-19 pandemic period. To test the hypotheses, Confirmatory factor analysis (CFA) and path analysis were used. The study proved that the antecedents such as psychological and structural empowerment have a positive and significant effect on job satisfaction, while psychological empowerment partially mediates between structural empowerment and job satisfaction. This research attempts an integrative approach as suggested by the Social Cognitive Theory for predicting empowerment. We have used unidimensional constructs of psychological empowerment, structural empowerment, and job satisfaction in the Indian banking sector. This study contributes to both theory and practice by providing insights into the benefits of public and private sector bank employees which is gained through the implementation of empowerment policies during the Covid-19 period.

Supplementary information: The online version contains supplementary material available at 10.1007/s10672-021-09393-z.

Servant leadership is a form of moral-based leadership where leaders tend to prioritize the fulfillment of the needs of followers, namely employees, customers and other stakeholders, rather than satisfying their personal needs. Although the concept is not new among both academics and practitioners, it has received growing consideration in the last decade, due to the fact that it can positively affect a series of individual and organizational outcomes, such as job satisfaction and organizational commitment. In particular, the latest trend in literature has focused on the identification of the antecedents, mediating and moderating mechanisms at the basis of this relationship, as well as on the development of a common scale to measure the construct across diverse economic and cultural contexts. The purpose of this paper is to depict the evolution of the scientific literature that has developed on the concept, to identify the main criticalities and provide avenues for future research. A dynamic methodology called "Systematic Literature Network Analysis" has been applied, combining the Systematic Literature Review approach with the analysis of bibliographic networks.

Servant Leadership is a holistic approach whereby leaders act with morality, showing great concern for the company's stakeholders and engaging followers in multiple dimensions, such as emotional, relational and ethical, to bring out their full potential and empower them to grow into what they are capable of becoming. Servant leadership has been linked through various mediators to positive individual and collective outcomes, including behavioral, attitudinal, and performance. Among follower attitudinal outcomes, the present study aims at deepening the relationship between servant leadership and employee engagement in a large Italian consulting firm; first, by assessing the implementation of a servant leadership approach through a survey based on SL-7; second, by qualitatively investigating the servant leadership experiences lived by junior employees and their influence on individual engagement though a semi-structured questionnaire. The findings of the study suggest that employee engagement is positively influenced by servant leadership through various mediators, either leader-centered, such as empowerment, team-centered, such as team cohesion, organization-centered, such as positive organizational climate, job-centered, such as challenging tasks, and employee-centered, such as proactive personality. Some factors also emerged to hinder the relationship between servant leadership and employee engagement, particularly those related to the working environment: namely, high pressure, poor work-life balance and remote-working. The article also provides theoretical and practical implications and identifies potential areas for future research on servant leadership.

This paper discusses organizational social capital with the view that its amenability to collaboration creates trust, mutuality and reciprocal relational values upon which organizations may synchronize their efforts to create graduate employment opportunities. We adopted a cross-sectional survey design with both quantitative and qualitative approaches. We conveniently collected data from staff and leaders of four organizations which were purposely selected to represent a cross-section of government, private and civil society organizations whose mandate touches on the employability of university graduates in the country in very direct ways. From a sample of 175 respondents, we received 105 filled questionnaires, representing a response rate of 62%. We observed that the extent to which the social capital components of trust, mutuality and reciprocal relations were amenable to interagency collaboration were low to sufficiently permit collaborative relationships upon which synergy between agencies would enhance the creation of graduate employment opportunities. The implication of this study is that we have been trained to foster self-sufficiency, individual competence, individual brilliance and independence through the pursuance of individual goals and actions. This greatly affects the trust, mutuality and reciprocal relationships that people/organizations develop with one another, consequently denying societies or organizations the opportunity to tap into the synergistic capital that would help people or organizations tackle the challenges that are beyond their individual capabilities.

An integrative model of ethical justifications in organizations is proposed. The model recognizes the roles of psychological and non-psychological factors on the link between ethical theories and the ethical reasoning and, consequently, on the way operators justify themselves when accused of being against (or not favoring) the good of the company. This study wants to contribute to highlighting the benefits of the prevention of deviant behavior through a more profound comprehension of its antecedents. The analysis confirms the complexity of human beings, and the need for an integrated approach that leads to clarity and coherence among tools (e.g. mission, code of ethics, incentive system), people and among both people and tools. A central role is played by the dissemination of a culture that considers the firm as a real entity, with its own interest, that is separated from that of its stakeholders and which brings the purpose of the common good.