Purpose The paper examines the approach of United Kingdom (UK) Trade Unions to the use of institutional power resources (IPR) in the second half of the twentieth century. Design/methodology/approach Using secondary material, it examines the unions' approach to IPR in three cases; collective bargaining; worker representation and trade union structure. Findings The paper concludes that unions did not appreciate the importance of, and lacked a strategic approach to, IPR. Although employer and government action were largely responsible for the decline of industrial relations institutions, the failure of the unions to engage with IPR contributed to this process. It explains the failure of the unions to engage with IPR by reference to their lack of strategic capabilities and skills in relation to power resources (PRs) in general and IPR in particular. Research limitations/implications It would have been interesting to collect primary data via interviews with union actors from the period examined to test the interpretation of secondary data contained in the article. Practical implications The paper has identified the kind of strategic decision-making which is necessary for unions to engage effectively with IPR. It is has also indicated the key skills which unions need to develop to be able to manage their engagement with IPR. Social implications The paper has implications for the role of trade unions in society, showing the need for them to develop narratives to convince society of the importance of their role and action and to develop the skills which enable them to connect with other social groups, e.g. intermediation, engagement with coalitional resources. Originality/value Analysis of the decline of industrial relations institutions in this period has emphasized the role of employers and the state. This paper contributes to a more balanced perspective on this decline by drawing attention to the lack of a union strategy towards IPR and the importance of the detail of the management and employment of power resources.
{"title":"Trade unions and institutional power resources in the United Kingdom","authors":"Mike Rigby, Miguel Angel García Calavia","doi":"10.1108/er-11-2022-0496","DOIUrl":"https://doi.org/10.1108/er-11-2022-0496","url":null,"abstract":"Purpose The paper examines the approach of United Kingdom (UK) Trade Unions to the use of institutional power resources (IPR) in the second half of the twentieth century. Design/methodology/approach Using secondary material, it examines the unions' approach to IPR in three cases; collective bargaining; worker representation and trade union structure. Findings The paper concludes that unions did not appreciate the importance of, and lacked a strategic approach to, IPR. Although employer and government action were largely responsible for the decline of industrial relations institutions, the failure of the unions to engage with IPR contributed to this process. It explains the failure of the unions to engage with IPR by reference to their lack of strategic capabilities and skills in relation to power resources (PRs) in general and IPR in particular. Research limitations/implications It would have been interesting to collect primary data via interviews with union actors from the period examined to test the interpretation of secondary data contained in the article. Practical implications The paper has identified the kind of strategic decision-making which is necessary for unions to engage effectively with IPR. It is has also indicated the key skills which unions need to develop to be able to manage their engagement with IPR. Social implications The paper has implications for the role of trade unions in society, showing the need for them to develop narratives to convince society of the importance of their role and action and to develop the skills which enable them to connect with other social groups, e.g. intermediation, engagement with coalitional resources. Originality/value Analysis of the decline of industrial relations institutions in this period has emphasized the role of employers and the state. This paper contributes to a more balanced perspective on this decline by drawing attention to the lack of a union strategy towards IPR and the importance of the detail of the management and employment of power resources.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"29 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135365877","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 As every day work is central to people's lives and events serve as significant contextual factors, examining what impact the coronavirus disease 2019 (COVID-19) pandemic restrictions had on knowledge workers warrants further investigation. The author's research question investigated how employees in the London Insurance Market had made sense of their work identities during a period of mandated remote work and isolation from co-workers, leaders and others, amidst a turbulent environment. To address this enquiry, this research drew on Goffman's institutional, dramaturgical and stigma theories. Design/methodology/approach Data used in this research are from an ongoing PhD study of how individuals conceive, construct and conduct their careers in this field. As individuals and their social worlds are interwoven, a qualitative methodological approach was employed in this research. Findings Participants were thrusted into a position where they had no prior knowledge what identity they should adopt in a situation which had totalising characteristics. The loss of clear boundaries between work and home setting caused a deterioration of participants' work identities whilst physical separation from their institutions and co-workers posed a risk of disconnecting their past work identities from the present. Moreover, participants' experiences of deterioration and disconnection were intertwined with their demographic and occupational identities. Originality/value This study aligns with existing research on identity work, emphasising the crucial role of social interaction in the formation of work identities. However, it also highlights that the establishment and sustenance of work identities is also reliant on individuals having separate frontstage and backstage settings to understand and interpret their conduct and those of their significant others.
{"title":"“Who am I? What am I doing?” The impact of the COVID-19 pandemic on work identities","authors":"Mani Pillai","doi":"10.1108/er-01-2023-0048","DOIUrl":"https://doi.org/10.1108/er-01-2023-0048","url":null,"abstract":"Purpose As every day work is central to people's lives and events serve as significant contextual factors, examining what impact the coronavirus disease 2019 (COVID-19) pandemic restrictions had on knowledge workers warrants further investigation. The author's research question investigated how employees in the London Insurance Market had made sense of their work identities during a period of mandated remote work and isolation from co-workers, leaders and others, amidst a turbulent environment. To address this enquiry, this research drew on Goffman's institutional, dramaturgical and stigma theories. Design/methodology/approach Data used in this research are from an ongoing PhD study of how individuals conceive, construct and conduct their careers in this field. As individuals and their social worlds are interwoven, a qualitative methodological approach was employed in this research. Findings Participants were thrusted into a position where they had no prior knowledge what identity they should adopt in a situation which had totalising characteristics. The loss of clear boundaries between work and home setting caused a deterioration of participants' work identities whilst physical separation from their institutions and co-workers posed a risk of disconnecting their past work identities from the present. Moreover, participants' experiences of deterioration and disconnection were intertwined with their demographic and occupational identities. Originality/value This study aligns with existing research on identity work, emphasising the crucial role of social interaction in the formation of work identities. However, it also highlights that the establishment and sustenance of work identities is also reliant on individuals having separate frontstage and backstage settings to understand and interpret their conduct and those of their significant others.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136077916","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 This study explores the influence of Wasta, informal social network on the retention of non-family talented employees in family-owned SMEs in Jordan. Despite the increased attention received by talent management (TM) in the last decade, limited attention has focused on family-owned-SMEs. This study demonstrates while resource-based view explains how human capital provides sustainable competitive advantage the lack of strategic retention management may lead to losing this competitive advantage. Design/methodology/approach A multiple case study approach underpinned by a qualitative orientation was utilized to help explore the dynamics of TM practices in greater depth. The authors conducted a series of 18 semi-structured in-depth interviews with HR managers, non-family junior and middle managers from six family-owned enterprises. Findings Evidence showed that family Wasta accelerate employee dissatisfaction among non-family talented individuals and in turn enhances their intention to leave due to organizational injustice and lack of organizational support. Practical implications This study could help managers in family-owned organizations enforce the concept of organizational justice by implementing solid performance management systems and talent reviews to strengthen the social exchange with non-family competent employees. Originality/value First, this study demonstrates how access to Wasta accelerate the mobility of non-family talented individuals and in turn enhances their intention to leave. Second, this study provides a theoretical and contextual framework to deepen the authors’ understanding of the impact of social networks on strategic retention performance.
{"title":"Talent retention challenges among non-family talented individuals: multiple case studies of family SMEs in Jordan","authors":"Mohammad Alzbaidi, Abdallah Abu Madi","doi":"10.1108/er-08-2022-0397","DOIUrl":"https://doi.org/10.1108/er-08-2022-0397","url":null,"abstract":"Purpose This study explores the influence of Wasta, informal social network on the retention of non-family talented employees in family-owned SMEs in Jordan. Despite the increased attention received by talent management (TM) in the last decade, limited attention has focused on family-owned-SMEs. This study demonstrates while resource-based view explains how human capital provides sustainable competitive advantage the lack of strategic retention management may lead to losing this competitive advantage. Design/methodology/approach A multiple case study approach underpinned by a qualitative orientation was utilized to help explore the dynamics of TM practices in greater depth. The authors conducted a series of 18 semi-structured in-depth interviews with HR managers, non-family junior and middle managers from six family-owned enterprises. Findings Evidence showed that family Wasta accelerate employee dissatisfaction among non-family talented individuals and in turn enhances their intention to leave due to organizational injustice and lack of organizational support. Practical implications This study could help managers in family-owned organizations enforce the concept of organizational justice by implementing solid performance management systems and talent reviews to strengthen the social exchange with non-family competent employees. Originality/value First, this study demonstrates how access to Wasta accelerate the mobility of non-family talented individuals and in turn enhances their intention to leave. Second, this study provides a theoretical and contextual framework to deepen the authors’ understanding of the impact of social networks on strategic retention performance.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135476956","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 Encouraging employees to display innovative behavior at the workplace is the need of all enterprises in this competitive era of the modern business environment. The study aims to explore the mediating role of knowledge sharing in the relationship between organizational justice and innovative behavior among employees working in the information technology (IT) industry in Vietnam. Design/methodology/approach The research model was tested on the data collected from 387 employees working in IT enterprises with AMOS 22 software. Findings Confirmatory factor analysis implied a good model fit. The results show that knowledge sharing mediates the effects of organizational justice with three main forms distributive, procedural and interactional justice on innovative behavior. Practical implications The findings of this study provide valuable evidence and implications for the executive of IT enterprise in boosting knowledge sharing, and innovative behaviors among the employees, in improving their perception of justice in the workplace. This is particularly important due to the significant role of knowledge sharing in organizational development. Originality/value This study pioneered the identification of the underlying mechanism of organization justice – innovative behavior nexus by highlighting knowledge sharing as a mediator. Moreover, this study takes a step beyond by suggesting a more complicated model that explored mediating two dimensions of knowledge sharing.
{"title":"Organization justice, knowledge sharing and employees' innovative behavior: evidence from the knowledge-intensive industry","authors":"Toan Khanh Tran Pham","doi":"10.1108/er-04-2022-0211","DOIUrl":"https://doi.org/10.1108/er-04-2022-0211","url":null,"abstract":"Purpose Encouraging employees to display innovative behavior at the workplace is the need of all enterprises in this competitive era of the modern business environment. The study aims to explore the mediating role of knowledge sharing in the relationship between organizational justice and innovative behavior among employees working in the information technology (IT) industry in Vietnam. Design/methodology/approach The research model was tested on the data collected from 387 employees working in IT enterprises with AMOS 22 software. Findings Confirmatory factor analysis implied a good model fit. The results show that knowledge sharing mediates the effects of organizational justice with three main forms distributive, procedural and interactional justice on innovative behavior. Practical implications The findings of this study provide valuable evidence and implications for the executive of IT enterprise in boosting knowledge sharing, and innovative behaviors among the employees, in improving their perception of justice in the workplace. This is particularly important due to the significant role of knowledge sharing in organizational development. Originality/value This study pioneered the identification of the underlying mechanism of organization justice – innovative behavior nexus by highlighting knowledge sharing as a mediator. Moreover, this study takes a step beyond by suggesting a more complicated model that explored mediating two dimensions of knowledge sharing.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135476818","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}
Mohamed Osman Shereif Mahdi Abaker, Lindsey Kemp, Boo Yun Cho, Louise Patterson
Purpose The purpose of this article was to investigate the employee perceptions of diversity management and employee performance. To achieve this, employee respondents’ perceptions and perspectives have been tested, and findings are discussed. Design/methodology/approach To address this study's purpose, survey data were collected from 250 employees of two organizations in the United Arab Emirates (UAE). Data were analyzed by age, gender and nationality for two variables: diversity management and employee performance. Findings Results showed that respondents perceived an improvement in employee performance when diversity was managed for employees of different age groups, females/males working together and a workplace composed of employees from various nationalities. Research limitations/implications The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance. The research is limited by the geographical context and access to the collection of data during the COVID-19 pandemic. Social implications The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance. Originality/value The contribution to academic knowledge from this research is two-fold: findings from a novel study conducted in the Middle East evidenced diversity management improved perceptions of employee performance. The value of the study for praxis is to incorporate employees' belief in diversity management for its potential to improve employee performance.
{"title":"The perceptions of diversity management and employee performance: UAE perspectives","authors":"Mohamed Osman Shereif Mahdi Abaker, Lindsey Kemp, Boo Yun Cho, Louise Patterson","doi":"10.1108/er-11-2022-0523","DOIUrl":"https://doi.org/10.1108/er-11-2022-0523","url":null,"abstract":"Purpose The purpose of this article was to investigate the employee perceptions of diversity management and employee performance. To achieve this, employee respondents’ perceptions and perspectives have been tested, and findings are discussed. Design/methodology/approach To address this study's purpose, survey data were collected from 250 employees of two organizations in the United Arab Emirates (UAE). Data were analyzed by age, gender and nationality for two variables: diversity management and employee performance. Findings Results showed that respondents perceived an improvement in employee performance when diversity was managed for employees of different age groups, females/males working together and a workplace composed of employees from various nationalities. Research limitations/implications The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance. The research is limited by the geographical context and access to the collection of data during the COVID-19 pandemic. Social implications The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance. Originality/value The contribution to academic knowledge from this research is two-fold: findings from a novel study conducted in the Middle East evidenced diversity management improved perceptions of employee performance. The value of the study for praxis is to incorporate employees' belief in diversity management for its potential to improve employee performance.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134883688","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 The purpose of this paper is to examine how and why individuals involved in executive remuneration (top pay) decision-making consider quantum as being appropriate rather than excessive, theorised under the rubric of accountability. Design/methodology/approach In-depth interviews were conducted with non-executive directors (NEDs) serving on remuneration committees (Remcos), institutional investors, their external advisers and internal HR reward experts. Transcripts were analysed using NVivo and the Gioia qualitative methodology. Findings Defining, measuring and applying performance conditionality in the determination of top pay quantum such that it aligns with company strategy/culture and values, as well as individual recipient motivations, is difficult. While creative approaches to setting top pay so as to attract, retain and motivate key personnel are welcomed, these risk Remco members' personal/organisational reputations. Members recognise disconnection between top pay quantum and general pay levels and how the media highlights social inequality leading to public distrust. They believe they can contribute to more socially acceptable quantum by applying their own values in top pay decision-making. Originality/value Sanctions-based, trust-based and selection/peer networks/felt-based accountability theory is used to explain decision-makers’ actions when determining top pay quantum. This paper extends felt accountability theory to encompass public/societal accountability in the context of the appropriateness of top pay quantum decisions.
{"title":"Quantum accountability: when does enough become too much in top pay decision-making?","authors":"Susan Shortland, Stephen J. Perkins","doi":"10.1108/er-02-2023-0066","DOIUrl":"https://doi.org/10.1108/er-02-2023-0066","url":null,"abstract":"Purpose The purpose of this paper is to examine how and why individuals involved in executive remuneration (top pay) decision-making consider quantum as being appropriate rather than excessive, theorised under the rubric of accountability. Design/methodology/approach In-depth interviews were conducted with non-executive directors (NEDs) serving on remuneration committees (Remcos), institutional investors, their external advisers and internal HR reward experts. Transcripts were analysed using NVivo and the Gioia qualitative methodology. Findings Defining, measuring and applying performance conditionality in the determination of top pay quantum such that it aligns with company strategy/culture and values, as well as individual recipient motivations, is difficult. While creative approaches to setting top pay so as to attract, retain and motivate key personnel are welcomed, these risk Remco members' personal/organisational reputations. Members recognise disconnection between top pay quantum and general pay levels and how the media highlights social inequality leading to public distrust. They believe they can contribute to more socially acceptable quantum by applying their own values in top pay decision-making. Originality/value Sanctions-based, trust-based and selection/peer networks/felt-based accountability theory is used to explain decision-makers’ actions when determining top pay quantum. This paper extends felt accountability theory to encompass public/societal accountability in the context of the appropriateness of top pay quantum decisions.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135769490","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}
Silu Chen, Wenxing Liu, Guanglei Zhang, Chenling Tian
Purpose The purpose of this study was to examine the underlying mechanism as well as the boundary effect between employees' perceived ethical human resource management (HRM) and ethical voice based on social cognitive theory. The authors expect that employees who perceive ethical HRM could develop their moral reasoning and conduct through one of the cognitive processes (i.e. vicarious experience). Design/methodology/approach Based on structural equation modelling and hierarchical regression analysis, the authors conducted a questionnaire survey on 265 employees and their immediate supervisors from a manufacturing company in China. Findings Employees' perceived ethical HRM was positively related to ethical voice, and moral efficacy mediated this relationship. Moral task complexity not only moderated the relationship between employees' perceived ethical HRM and moral efficacy but also moderated the indirect effect of employees' perceived ethical HRM on ethical voice such that the impact was stronger when the moral task complexity level is higher and weaker when low. Practical implications This research model provides a framework through which organisations can diagnose potential ethical issues with the implementation of ethical HRM, as well as increase employee awareness of ethical values and then enhance their moral efficacy. Moreover, organisations can benefit from combining interventions and practices that influence the task design. Originality/value This study fills research gap by examining the mechanisms that shape employees' ethical voice from the perspective of HRM through moral efficacy and demonstrates that higher levels of moral task complexity contribute to higher levels of moral efficacy and ethical voice.
{"title":"Is ethical human resource management effective for ethical voice? Role of moral efficacy and moral task complexity","authors":"Silu Chen, Wenxing Liu, Guanglei Zhang, Chenling Tian","doi":"10.1108/er-05-2021-0220","DOIUrl":"https://doi.org/10.1108/er-05-2021-0220","url":null,"abstract":"Purpose The purpose of this study was to examine the underlying mechanism as well as the boundary effect between employees' perceived ethical human resource management (HRM) and ethical voice based on social cognitive theory. The authors expect that employees who perceive ethical HRM could develop their moral reasoning and conduct through one of the cognitive processes (i.e. vicarious experience). Design/methodology/approach Based on structural equation modelling and hierarchical regression analysis, the authors conducted a questionnaire survey on 265 employees and their immediate supervisors from a manufacturing company in China. Findings Employees' perceived ethical HRM was positively related to ethical voice, and moral efficacy mediated this relationship. Moral task complexity not only moderated the relationship between employees' perceived ethical HRM and moral efficacy but also moderated the indirect effect of employees' perceived ethical HRM on ethical voice such that the impact was stronger when the moral task complexity level is higher and weaker when low. Practical implications This research model provides a framework through which organisations can diagnose potential ethical issues with the implementation of ethical HRM, as well as increase employee awareness of ethical values and then enhance their moral efficacy. Moreover, organisations can benefit from combining interventions and practices that influence the task design. Originality/value This study fills research gap by examining the mechanisms that shape employees' ethical voice from the perspective of HRM through moral efficacy and demonstrates that higher levels of moral task complexity contribute to higher levels of moral efficacy and ethical voice.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136178205","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}
Md Shamirul Islam, Muslim Amin, Feranita Feranita, Jonathan Winterton
Purpose This paper aims to examine the effect of high-involvement work systems (HIWSs) on completing work and avoiding distraction as two dimensions of presenteeism. It also investigates competence as a mediator of the effect of HIWS on presenteeism. Design/methodology/approach Data were collected from 343 Bangladeshi bank employees using an online survey. The partial least squares-structural equation modelling (PLS-SEM) was employed to assess the abovementioned linkages. Findings The findings demonstrate HIWS directly avoid distraction but do not significantly impact the completing work dimension of presenteeism. The findings also indicate that competence mediates the effect of HIWS on completing work but not on avoiding distraction. Originality/value Drawing on the job demands-resources (JD-R) model, this study empirically demonstrates the contrasting role of HIWS in completing work and avoiding distraction related to presenteeism. It also provides a novel perspective on the unexplored mediating mechanism of competence on the relationship between HIWS and presenteeism and offers new directions for HIWS and presenteeism research.
{"title":"Coming to work with an illness: the role of high-involvement work systems and individual competence on presenteeism","authors":"Md Shamirul Islam, Muslim Amin, Feranita Feranita, Jonathan Winterton","doi":"10.1108/er-10-2022-0491","DOIUrl":"https://doi.org/10.1108/er-10-2022-0491","url":null,"abstract":"Purpose This paper aims to examine the effect of high-involvement work systems (HIWSs) on completing work and avoiding distraction as two dimensions of presenteeism. It also investigates competence as a mediator of the effect of HIWS on presenteeism. Design/methodology/approach Data were collected from 343 Bangladeshi bank employees using an online survey. The partial least squares-structural equation modelling (PLS-SEM) was employed to assess the abovementioned linkages. Findings The findings demonstrate HIWS directly avoid distraction but do not significantly impact the completing work dimension of presenteeism. The findings also indicate that competence mediates the effect of HIWS on completing work but not on avoiding distraction. Originality/value Drawing on the job demands-resources (JD-R) model, this study empirically demonstrates the contrasting role of HIWS in completing work and avoiding distraction related to presenteeism. It also provides a novel perspective on the unexplored mediating mechanism of competence on the relationship between HIWS and presenteeism and offers new directions for HIWS and presenteeism research.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135394849","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 This study addresses a gap in evidence on small employer experiences of managing mental health problems in the workplace. The authors gathered first-hand experiences of small business managers to empirically investigate how the small business context affects the management and support of mental health problems in the workplace, and the practice implications that arise. Design/methodology/approach Qualitative interviews, combining semi-structured and narrative approaches, with 21 small business managers with experience of managing employees with mental health difficulties. The 21 managers recounted a total of 45 employee cases, which were analysed thematically, using a case-based matrix. Study participants were drawn from small businesses within England and Scotland (UK). Interviews were conducted between November 2019 and February 2020. Findings Support aligned with current understanding of effective practice, yet was often informal, instinctive and flexible. Accommodating employees with mental health problems impacted the workload of managers and co-workers, and business operation and growth. Challenges and tensions reflected the difficult balancing act faced by managers in organisations of all sizes. However, the intensity and immediacy of cross-pressures was enhanced for small businesses, due to their smaller workforce and lack of dedicated Human Resource Management and occupational health expertise. Practical implications Guidance should address the navigation of day-to-day management and support for employees with mental health difficulties, including approaches to balancing the needs of the wider workforce and business operation. Access to HR and occupational health expertise is valuable. Financial subsidies may be of lesser concern to small businesses. Originality/value This study offers originality in focusing exclusively on small business managers with first-hand experience of supporting employees with mental health problems. Findings challenge the perception that small firms have unique experiences, whilst highlighting contextual features that exacerbate intensity and immediacy of impacts.
{"title":"Managing mental health problems in the workplace: are small businesses different?","authors":"Annie Irvine, Jane Suter","doi":"10.1108/er-09-2022-0451","DOIUrl":"https://doi.org/10.1108/er-09-2022-0451","url":null,"abstract":"Purpose This study addresses a gap in evidence on small employer experiences of managing mental health problems in the workplace. The authors gathered first-hand experiences of small business managers to empirically investigate how the small business context affects the management and support of mental health problems in the workplace, and the practice implications that arise. Design/methodology/approach Qualitative interviews, combining semi-structured and narrative approaches, with 21 small business managers with experience of managing employees with mental health difficulties. The 21 managers recounted a total of 45 employee cases, which were analysed thematically, using a case-based matrix. Study participants were drawn from small businesses within England and Scotland (UK). Interviews were conducted between November 2019 and February 2020. Findings Support aligned with current understanding of effective practice, yet was often informal, instinctive and flexible. Accommodating employees with mental health problems impacted the workload of managers and co-workers, and business operation and growth. Challenges and tensions reflected the difficult balancing act faced by managers in organisations of all sizes. However, the intensity and immediacy of cross-pressures was enhanced for small businesses, due to their smaller workforce and lack of dedicated Human Resource Management and occupational health expertise. Practical implications Guidance should address the navigation of day-to-day management and support for employees with mental health difficulties, including approaches to balancing the needs of the wider workforce and business operation. Access to HR and occupational health expertise is valuable. Financial subsidies may be of lesser concern to small businesses. Originality/value This study offers originality in focusing exclusively on small business managers with first-hand experience of supporting employees with mental health problems. Findings challenge the perception that small firms have unique experiences, whilst highlighting contextual features that exacerbate intensity and immediacy of impacts.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135394951","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}
Joanna Maria Szulc, J. Davies, M. Tomczak, Frances-Louise McGregor
PurposeExisting management research and management practices frequently overlook the relationship between the above-average human capital of highly functioning neurodivergent employees, their subjective well-being in the workplace and performance outcomes. This paper calls for greater attention to the hidden human capital associated with neurodiversity by mainstreaming implementation of neurodiversity-friendly policies and practices.Design/methodology/approachDrawing on the ability, motivation and opportunity (AMO) framework, this conceptual paper integrates research on employee neurodiversity and well-being to provide a model of HR-systems level and human capital development policies, systems and practices for neurodivergent minorities in the workplace.FindingsThis paper illustrates that workplace neurodiversity, like biodiversity, is a natural phenomenon. For subjective individual psychological and organisational well-being, neurodivergent employees require an empathetic culture and innovative talent management approaches that respect cognitive differences.Practical implicationsThe case is made for neurodivergent human capital development and policy-makers to promote inclusive employment and decent work in a context of relatively high unemployment for neurodivergent individuals.Originality/valueThis paper extends current debates on organisational equality, diversity and inclusion to a consideration of workplace well-being for highly functioning neurodivergent workers. It calls for more equitable and empathetic approaches to investing in employees with neurodevelopmental and cognitive disabilities.
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