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.
{"title":"Decent work: what matters most and who can make a difference?","authors":"Stephen Gibb, Mohammed Ishaq","doi":"10.1108/er-04-2018-0099","DOIUrl":"https://doi.org/10.1108/er-04-2018-0099","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"845-861"},"PeriodicalIF":3.4,"publicationDate":"2020-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-04-2018-0099","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46940315","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Checks and balances? Leadership configurations and governance practices of NGOs in Chile","authors":"D. Diaz, C. Rees","doi":"10.1108/er-08-2019-0327","DOIUrl":"https://doi.org/10.1108/er-08-2019-0327","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"1159-1177"},"PeriodicalIF":3.4,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-08-2019-0327","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49469797","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"OCB-E among Chinese employees of different contract types","authors":"Shuang Ren, Guiyao Tang, Andrea Kim","doi":"10.1108/er-01-2019-0067","DOIUrl":"https://doi.org/10.1108/er-01-2019-0067","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":" ","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-01-2019-0067","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45003209","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Line management involvement in performance appraisal work","authors":"Daniel Tyskbo","doi":"10.1108/er-06-2019-0236","DOIUrl":"https://doi.org/10.1108/er-06-2019-0236","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"818-844"},"PeriodicalIF":3.4,"publicationDate":"2020-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-06-2019-0236","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45641949","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A. Bos‐Nehles, B. I. Van der Heijden, Maarten van Riemsdijk, J. C. Looise
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.
{"title":"Line management attributions for effective HRM implementation","authors":"A. Bos‐Nehles, B. I. Van der Heijden, Maarten van Riemsdijk, J. C. Looise","doi":"10.1108/ER-10-2018-0263","DOIUrl":"https://doi.org/10.1108/ER-10-2018-0263","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"735-760"},"PeriodicalIF":3.4,"publicationDate":"2020-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ER-10-2018-0263","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41814509","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Anticipation of work–life conflict in higher education","authors":"Susana Pasamar, K. Johnston, Jagriti Tanwar","doi":"10.1108/er-06-2019-0237","DOIUrl":"https://doi.org/10.1108/er-06-2019-0237","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"777-797"},"PeriodicalIF":3.4,"publicationDate":"2020-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-06-2019-0237","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42698697","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"When and why skill variety influences employee job crafting","authors":"Jie Li, Tomoki Sekiguchi, Jipeng Qi","doi":"10.1108/er-06-2019-0240","DOIUrl":"https://doi.org/10.1108/er-06-2019-0240","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"662-680"},"PeriodicalIF":3.4,"publicationDate":"2020-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-06-2019-0240","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45789639","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Employee isolation and telecommuter organizational commitment","authors":"Wendy Wang, L. Albert, Qinqin Sun","doi":"10.1108/er-06-2019-0246","DOIUrl":"https://doi.org/10.1108/er-06-2019-0246","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"609-625"},"PeriodicalIF":3.4,"publicationDate":"2020-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-06-2019-0246","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41498624","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Leaders influencing innovation","authors":"G. Hoang, E. Wilson-Evered, L. Lockstone-Binney","doi":"10.1108/er-07-2019-0279","DOIUrl":"https://doi.org/10.1108/er-07-2019-0279","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":" ","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-07-2019-0279","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48248934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Putting employees at the centre of sustainable HRM: a review, map and research agenda","authors":"J. Richards","doi":"10.1108/er-01-2019-0037","DOIUrl":"https://doi.org/10.1108/er-01-2019-0037","url":null,"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.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":" ","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-01-2019-0037","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46375196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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