Employee Relations最新文献

Purpose

The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.

Design/methodology/approach

A quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.

Findings

The findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.

Originality/value

The present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.

Purpose

Talent management can provide an organization with a competitive advantage. However, little is known about how human resource practices pertaining to talent management drive positive outcomes. Drawing on social exchange theory, this study investigates the effect of talent management practices usage on employee commitment and intention to leave. Integrating social exchange theory and the theory of met expectations facilitated predicting the mediating role of perceived career growth in the talent management practices usage-employee outcomes relationship.

Design/methodology/approach

Data were collected using a survey from 268 employees from eight organizations from the financial and services industries in Jordan.

Findings

Talent management practices usage has a significant direct positive effect on employee commitment but no direct effect on employees’ intention to leave. Further, there is pioneering evidence that perceived career growth mediates the following relationships: talent management practices usage and commitment and talent management practices usage and intention to leave.

Originality/value

The study provides unprecedented evidence of the effect of TM practices usage on employee outcomes and the role of perceived career growth in the TM practices usage-employee outcomes relationship from an underexplored context of Jordon. Our research results contribute to theory development in TM by supporting, extending and integrating social exchange theory and the theory of met expectations.

Purpose

A key meta-narrative of Employment Relations in the UK over recent decades has been that of labour market deregulation. However, governments have simultaneously introduced workplace rights legislation that juridified individual employment relationships. Within this process, employers and their representatives, Employers’ Organizations (EOs), are generally depicted as opposing the introduction of employment law or attempting to weaken its application. Contrary to this belief, our research identified a range of other responses to ask: how and why have EO responses varied?

Design/methodology/approach

This article draws on primary qualitative and quantitative data from three projects; one examined the totality of EOs in the UK while the others examined topic-specific behaviour of EOs and other actors. The main source is the first project and its 98 interviews with representatives of EOs and related organisations between 2013 and 2017.

Findings

We demonstrate that opposition is not the only EO response to individual employment law by identifying three others: compliance, advocating for law and going beyond legally stipulated requirements by promoting voluntary standards/best practice. The article argues that there are two explanations for this pattern. One is that individual EOs possess different sets of member interests, the other relates to differences in their organizational characteristics.

Originality/value

The article makes two contributions to the literature. One is that our identification of varying responses challenges more unitary accounts emphasising neoliberal and deregulatory patterns. The other lies in our identification of causal forces not previously identified. Both combine to illustrate how the neo-liberal order is not characterised by employer consensus as to regulation.

Purpose

Based on self-determination theory, the paper examines the employee’s innovative behaviour in a remote-working context. It explores the relationship between e-skill self-efficacy (ESSE) in developing innovative behaviour (IB) to stay up with the rising rate of change through the mediating mechanism of employee resilience (ER) and considering organisational support (OS) as a potential moderator in these relationships.

Design/methodology/approach

The study adopted empirical research tested on 298 remote workers from the Indian IT and Education industry. Structural Equation Modelling (SEM) via Partial Least Squares (PLS) is the statistical methodology used.

Findings

The results identified that ER partially mediates the relationship between ESSE and IB. Further, for the direct effects, it was found that ESSE directly impacts ER and IB. Intriguingly, the moderating role adds depth to our understanding of predicting nuanced conditions under which ESSE and ER influence IB.

Originality/value

Due to organisational significance, IB is gaining increasing attention from scholars. There is a dearth of knowledge on how innovative behaviour can be stimulated at the individual level, despite the rising interest of academicians. Hence, this study bridges the gap and intends to analyse the theoretical model linking ESSE and IB mediated by ER and moderated by OS conducive to the future of remote work. Further, the findings add knowledge to the literature on contemporary remote working. It aids in designing, adopting and implementing policies and practices for the organisations that have (or will move) to remote and hybrid work settings.

Purpose

Pay communication policies continue to garner attention in human resource management. This article draws on social exchange theory to examine the consequences of different types of pay information on employees' perceived organizational support (POS). Similarly, it draws on the relational model to examine whether pay level satisfaction and satisfaction with variable pay and pay raise procedures mediate the relationships between the different types of pay information and employee POS.

Design/methodology/approach

The hypothesized model was tested using structural equation modeling in a sample of 695 employees of Spanish firms.

Findings

The five types of pay information considered in this study did not have a direct effect on employee POS. Furthermore, distributive base pay information and distributive base pay information on other employees in the firm and in the industry had an indirect influence on POS through the multiple mediating effect of pay comparison and pay level satisfaction. Finally, procedural variable pay and procedural pay raise information were indirectly related to employee POS through satisfaction with pay procedures.

Originality/value

This study highlights the importance of considering the type of pay information provided to employees and the need to understand the mediating variables that explain how each type of pay information can influence employees’ POS.

Purpose

Wasta, the prevailing form of informal networks in the Arab region, exerts a significant controversial influence on organisations in this region. Despite the pervasive negative perceptions and alleged detrimental effects of Wasta, it remains a frequently employed practice. This research aims to comprehensively explore the influence of Wasta on organisational justice across organisations in the Arab world, with Jordanian organisations taken as an illustrative case.

Design/methodology/approach

Employing a qualitative approach, semi-structured interviews were conducted with 20 employees from various industries in Jordan.

Findings

The study reveals that Wasta significantly affects distributive, procedural and interactional justice within organisations, eliciting feelings of unfairness and hopelessness among employees.

Practical implications

This study recommends that HR departments focus on implementing ethical policies and standards to enhance transparency in organisational decision-making processes. By understanding and addressing the implications of Wasta, organisations can foster a more just and equitable workplace environment.

Originality/value

This study advances our understanding of informal network theories in the Arab world by highlighting the interconnectedness between Wasta and organisational justice, and its profound impact on the work environment and employees. This study also explains how Wasta directly influences decision-making processes, at high managerial levels.

Purpose

The main goal of the article is to identify, analyze and evaluate the mediating role of HRM outcomes in the relationships between employee retention (ER) and company performance results, with a specific focus on discerning any shifts or differences in this mediation across non-crisis and crisis times in the foreign subsidiaries of MNCs.

Design/methodology/approach

The empirical research covered 200 MNCs headquartered in Central Europe. A Computer-Aided Telephone Interviewing (CATI) method was used for data collection. The raw data was adjusted using the Efficiency Index (EI) to accurately represent the relationships between the variables under study. The research hypotheses were examined, and the mediating effects were assessed through Partial Least Squares Structural Equation Modeling (PLS-SEM).

Findings

The research findings provide valuable insights by exploring the mediating role of HRM outcomes between ER and company performance results, highlighting HRM’s crucial role in enhancing results in finance, innovation and quality, particularly during crises. They underscore the strategic importance of HRM in fostering organizational resilience and innovation.

Originality/value

The study offers a new methodological contribution through introducing the EI for a precise quantitative evaluation of the relationships between ER, HRM and company performance results. However, the greatest added value of this article is the creation of the ER-HRM Mediation Theory of Organizational Resilience through Innovativeness in Crisis.

Purpose

Quiet quitting (QQ) has been around in academic and professional discussions for quite some time. Despite many definitions and reasons for QQ being proposed, no study has systematically undertaken exploratory research on the reasons and behavioral manifestations of employees who QQ.

Design/methodology/approach

Our study adopted an exploratory qualitative approach to understand the reasons for QQ without any prior judgment. We undertook interviews with 21 employees who have undergone QQ in their careers.

Findings

The qualitative inquiry brought out the reasons behind QQ. The three major reasons for QQ were identified by thematic analysis: personal, organizational politics and people dynamics. Further, overt and covert behaviors that employees undertake while QQ were framed with this study. Findings are discussed in the framework of existence, relatedness and growth (ERG) theory.

Research limitations/implications

The theoretical implications include understanding QQ within the purview of ERG theory and the frustrated regression model. Practically, measures to be taken by organizations to mitigate the instances are presented, along with employee suggestions on what measures need to be taken to avoid QQ behaviors of employees.

Originality/value

This study is a pioneering work on the exploratory understanding of QQ. Empirically validated theory formulation of QQ is developed here for the first time.

Purpose

Leader high performance expectation (LHPE) as a performance management practice is becoming more common in today’s business environment, with managers setting ambitious goals to motivate employees to excel at their jobs. This study aims to critically examine LHPE as a performance management practice within contemporary organizations, focusing on whether LHPE has opposing effects on employee performance and health, as well as how servant leadership can improve the benefits of LHPE while lowering its costs.

Design/methodology/approach

A path analysis of data from a three-wave survey of 416 full-time employees was used to test our hypotheses.

Findings

LHPE has opposing effects on employees via two distinct pathways: motivational effects on employee performance via harmonious work passion and strain effects on employee health via work strain. In the face of LHPE, servant leadership can assist in achieving a mutual gain between employee performance and health.

Originality/value

This study contributes uniquely to the field of employee relations by offering a comprehensive analysis of LHPE’s dual effects. It moves beyond traditional views that focus on singular outcomes, providing a deeper understanding of how LHPE can both motivate and strain employees. Highlighting servant leadership’s role signifies a novel approach to managing LHPE’s complexities, presenting valuable insights for HR practitioners and organizational leaders. This research underlines the importance of balancing performance expectations with employee well-being, aligning with modern perspectives on positive employment relationships.

Purpose

Previous research has demonstrated that the experience of fair treatment (organizational justice) motivates workers to accept their leaders’ decisions, even when these decisions are viewed as unfavorable. We aim at extending these findings by testing for mediating effects of the perceived impact of the COVID-19 pandemic on the organization as a particular example of a hindering external condition. We expected that employees’ perception of management response to the pandemic would partly mediate the effect of organizational fairness on employee compliance.

Design/methodology/approach

In Study 1 we surveyed a nationally representative (N = 1,001) sample of employees. In Study 2 we used a representative sample (N = 250) of those workers who were laid off during the pandemic.

Findings

We show that an organization’s perceived ability to adapt to the pandemic partly mediated the relationship between organizational justice and acceptance of management decisions. Employees who were treated fairly were more ready to accept management decisions and viewed their organization as better prepared for hindering external conditions such as COVID-19. Their perceptions of organization’s ability to adapt partly mediated the effect of organizational justice on decision acceptance.

Originality/value

Our study is among the first to identify a link between organizational fairness and organizational adaptation. We show that employees perceive fair organizations as better prepared for external shocks.