PurposeThe literature on HR metrics does not address the political issues that surround the definition and interpretation of these metrics. However, the need for agreement about HR metrics between different stakeholders is underlined by the framework of the sociology of quantification. This research aims to complement the literature on HR metrics by studying the process of defining and interpreting appropriate HR metrics, focusing on the example of the gender pay gap.Design/methodology/approachA case study with interviews and participant observation is conducted on a French company.FindingsThe results show that HR metrics are essential to prove the existence of inequalities. However, there are disagreements between management, unions and gender equality referents concerning appropriate HR metrics and their use.Originality/valueContrary to the literature on the subject, which remains predominantly positivist and normative, this article sheds light on the political issues surrounding the definition and use of HR metrics and shows the importance of involving a range of actors (managers, unions and employees) in the entire process.
{"title":"Measuring the gender pay gap: the complexity of HR metrics","authors":"Clotilde Coron","doi":"10.1108/ER-07-2020-0316","DOIUrl":"https://doi.org/10.1108/ER-07-2020-0316","url":null,"abstract":"PurposeThe literature on HR metrics does not address the political issues that surround the definition and interpretation of these metrics. However, the need for agreement about HR metrics between different stakeholders is underlined by the framework of the sociology of quantification. This research aims to complement the literature on HR metrics by studying the process of defining and interpreting appropriate HR metrics, focusing on the example of the gender pay gap.Design/methodology/approachA case study with interviews and participant observation is conducted on a French company.FindingsThe results show that HR metrics are essential to prove the existence of inequalities. However, there are disagreements between management, unions and gender equality referents concerning appropriate HR metrics and their use.Originality/valueContrary to the literature on the subject, which remains predominantly positivist and normative, this article sheds light on the political issues surrounding the definition and use of HR metrics and shows the importance of involving a range of actors (managers, unions and employees) in the entire process.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"1 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2021-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44829074","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}
K. Cafferkey, B. Harney, K. Townsend, J. Winterton
The motivation in proposing this special issue was to explore the links between human capital, high involvement work and well-being. In this overview, we review the state of the art of research on human capital, high involvement work and worker well-being drawing on the extant literature and seminal work from the foundations of classical economists to recent writings on human resource management (HRM).
{"title":"Human capital, high involvement and well-being: assessing progress and advancing understanding (Editorial)","authors":"K. Cafferkey, B. Harney, K. Townsend, J. Winterton","doi":"10.1108/ER-06-2021-545","DOIUrl":"https://doi.org/10.1108/ER-06-2021-545","url":null,"abstract":"The motivation in proposing this special issue was to explore the links between human capital, high involvement work and well-being. In this overview, we review the state of the art of research on human capital, high involvement work and worker well-being drawing on the extant literature and seminal work from the foundations of classical economists to recent writings on human resource management (HRM).","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"43 1","pages":"829-841"},"PeriodicalIF":3.4,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62191294","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}
Marie-Laure Buisson, Lisa Gastaldi, B. Geffroy, Romain Lonceint, Cathy Krohmer
PurposeInnovative small and medium-sized enterprises (SMEs) are key economic actors, but they are fragile. Their innovation trajectory requires an evolution in their competencies as their strategy evolves, and this is a particularly critical concern when they are engaged in both exploration and exploitation activities and want to develop organisational ambidexterity. In turn, this brings challenges for human resource management (HRM): some research studies have identified “mobilising” practices for innovation, but few authors have taken a dynamic approach. This study aims to fill this double-theoretical gap by answering the following two questions: how does HRM respond to the challenges associated with the search for ambidexterity in an innovative SME's trajectory? What HRM practices are mobilised in the innovation trajectory of SMEs?Design/methodology/approachThe authors carried out two longitudinal case studies concerning innovative SMEs in the medical equipment sector, which are now over 10 years old and seeking to stabilise an ambidextrous way of operating. The authors conducted 37 semi-structured interviews in 2018–2019 and collected public and internal documents. For each case, the authors identified sequences (Bidart et al., 2013) displaying a certain homogeneity in terms of innovation strategy. The authors then performed a cross-case analysis.FindingsThese case studies produced two main results. First, the trajectory of innovative SMEs consisted of sequences during which competency needs and HRM practices evolved. Despite their similar modes of ambidexterity, the two SMEs have mobilised different human resource (HR) practices. Second, the HRM practices implemented struggle to support the firm at key turning points in the innovation trajectories and can even hinder such changes in direction.Originality/valueThe originality of this work lies in two major dimensions. First, the authors choose to explore innovation and the search for ambidexterity, two themes that are traditionally studied in large firms, in the setting of SMEs. Second, the authors choose a longitudinal method to explore the evolution over time in modes of ambidexterity and HRM, along these SMEs' innovation trajectory. This is a departure from more traditional approaches seeking to identify which HR practices, or configurations of practices, are best able to foster ambidexterity and innovation. It leads the authors to show, in a contingent, dynamic perspective, the importance of the Human Resources Foundation’s (HRF's) positioning and attitude in supporting diversified SMEs’ innovation trajectories. This requires allocation of the necessary resources to the function, which needs time and resources to reflect on how to build the ambidextrous HRM that is essential for the firm's survival.
创新型中小企业(SMEs)是重要的经济行为体，但它们很脆弱。他们的创新轨迹要求他们的能力随着战略的发展而发展，当他们从事勘探和开发活动并希望发展组织的两重性时，这是一个特别关键的问题。反过来，这给人力资源管理(HRM)带来了挑战:一些研究已经确定了“动员”创新实践，但很少有作者采用动态方法。本研究旨在通过回答以下两个问题来填补这一双重理论空白:人力资源管理如何应对与创新型中小企业发展轨迹中寻找双重性相关的挑战?中小企业在创新过程中运用了哪些人力资源管理实践?设计/方法/方法作者对医疗设备部门的创新型中小企业进行了两个纵向案例研究，这些企业现已成立10多年，正在寻求稳定一种灵活的经营方式。作者在2018-2019年进行了37次半结构化访谈，并收集了公开和内部文件。对于每种情况，作者都确定了在创新策略方面表现出一定同质性的序列(Bidart et al.， 2013)。然后，作者进行了跨案例分析。这些案例研究产生了两个主要结果。首先，创新型中小企业的发展轨迹由能力需求和人力资源管理实践演变的序列组成。尽管这两家中小企业的双重性模式相似，但它们在人力资源方面的做法却不同。其次，实施的人力资源管理实践难以在创新轨迹的关键转折点上支持公司，甚至可能阻碍这种方向上的变化。这部作品的独创性主要体现在两个方面。首先，作者选择在中小企业的背景下探索创新和寻找双重性，这两个主题传统上是在大公司中研究的。其次，作者选择纵向方法，沿着这些中小企业的创新轨迹，探索双元模式和人力资源管理模式随时间的演变。这与传统的方法不同，传统的方法是寻求确定哪些人力资源实践或实践配置最能促进双重性和创新。本文从一个偶然的、动态的角度展示了人力资源基金会(HRF)的定位和态度在支持多元化中小企业创新轨迹中的重要性。这需要将必要的资源分配给职能部门，这需要时间和资源来反思如何建立对企业生存至关重要的灵活的人力资源管理。
{"title":"Innovative SMEs in search of ambidexterity: a challenge for HRM!","authors":"Marie-Laure Buisson, Lisa Gastaldi, B. Geffroy, Romain Lonceint, Cathy Krohmer","doi":"10.1108/er-04-2020-0176","DOIUrl":"https://doi.org/10.1108/er-04-2020-0176","url":null,"abstract":"PurposeInnovative small and medium-sized enterprises (SMEs) are key economic actors, but they are fragile. Their innovation trajectory requires an evolution in their competencies as their strategy evolves, and this is a particularly critical concern when they are engaged in both exploration and exploitation activities and want to develop organisational ambidexterity. In turn, this brings challenges for human resource management (HRM): some research studies have identified “mobilising” practices for innovation, but few authors have taken a dynamic approach. This study aims to fill this double-theoretical gap by answering the following two questions: how does HRM respond to the challenges associated with the search for ambidexterity in an innovative SME's trajectory? What HRM practices are mobilised in the innovation trajectory of SMEs?Design/methodology/approachThe authors carried out two longitudinal case studies concerning innovative SMEs in the medical equipment sector, which are now over 10 years old and seeking to stabilise an ambidextrous way of operating. The authors conducted 37 semi-structured interviews in 2018–2019 and collected public and internal documents. For each case, the authors identified sequences (Bidart et al., 2013) displaying a certain homogeneity in terms of innovation strategy. The authors then performed a cross-case analysis.FindingsThese case studies produced two main results. First, the trajectory of innovative SMEs consisted of sequences during which competency needs and HRM practices evolved. Despite their similar modes of ambidexterity, the two SMEs have mobilised different human resource (HR) practices. Second, the HRM practices implemented struggle to support the firm at key turning points in the innovation trajectories and can even hinder such changes in direction.Originality/valueThe originality of this work lies in two major dimensions. First, the authors choose to explore innovation and the search for ambidexterity, two themes that are traditionally studied in large firms, in the setting of SMEs. Second, the authors choose a longitudinal method to explore the evolution over time in modes of ambidexterity and HRM, along these SMEs' innovation trajectory. This is a departure from more traditional approaches seeking to identify which HR practices, or configurations of practices, are best able to foster ambidexterity and innovation. It leads the authors to show, in a contingent, dynamic perspective, the importance of the Human Resources Foundation’s (HRF's) positioning and attitude in supporting diversified SMEs’ innovation trajectories. This requires allocation of the necessary resources to the function, which needs time and resources to reflect on how to build the ambidextrous HRM that is essential for the firm's survival.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":" ","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-04-2020-0176","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44063078","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}
PurposeThe study seeks to reduce the blurriness remaining around the value that HRM can bring to innovation in the specific context of start‐ups, it advocates that the early adoption of appropriate HRM practices, can act as a catalyst for innovation because they constitute a powerful means to systematically promote and facilitate employees' innovative behaviours.Design/methodology/approachIn the aim of complementing the existing quantitative work, this paper employs a multiple case study approach to explore the role of HRM in fostering employees' innovative work behaviour in four Tunisian tech companies.FindingsThe study found substantial support for the importance of establishing a work environment for learning where employees can build their innovative capacities by upgrading their knowledge and skills through both formal and informal methods. Work autonomy and freedom are found to be essential parts of this environment. Workspace design that takes into account employees' comfort and the collaborative nature of their work, also stands out as a major contributor to innovative work behaviour.Originality/valueThe adopted qualitative approach enabled a grasp of the less apparent aspects underpinning the HRM and innovation relationship in start‐ups. “Ownership of space” is revealed as a key element of the innovation-supportive work environment. By having a feeling of control on the workspace, employees can develop a sense of ownership towards the organisation which enhances their eagerness to exert innovation efforts. It also demonstrated that developing an overly creative workforce can turn into a source of stagnation which can be mitigated by cultivating “an environment for idea ownership”.
{"title":"HRM as a catalyst for innovation in start‐ups","authors":"Dorra Jebali, Viviana Meschitti","doi":"10.1108/ER-03-2020-0140","DOIUrl":"https://doi.org/10.1108/ER-03-2020-0140","url":null,"abstract":"PurposeThe study seeks to reduce the blurriness remaining around the value that HRM can bring to innovation in the specific context of start‐ups, it advocates that the early adoption of appropriate HRM practices, can act as a catalyst for innovation because they constitute a powerful means to systematically promote and facilitate employees' innovative behaviours.Design/methodology/approachIn the aim of complementing the existing quantitative work, this paper employs a multiple case study approach to explore the role of HRM in fostering employees' innovative work behaviour in four Tunisian tech companies.FindingsThe study found substantial support for the importance of establishing a work environment for learning where employees can build their innovative capacities by upgrading their knowledge and skills through both formal and informal methods. Work autonomy and freedom are found to be essential parts of this environment. Workspace design that takes into account employees' comfort and the collaborative nature of their work, also stands out as a major contributor to innovative work behaviour.Originality/valueThe adopted qualitative approach enabled a grasp of the less apparent aspects underpinning the HRM and innovation relationship in start‐ups. “Ownership of space” is revealed as a key element of the innovation-supportive work environment. By having a feeling of control on the workspace, employees can develop a sense of ownership towards the organisation which enhances their eagerness to exert innovation efforts. It also demonstrated that developing an overly creative workforce can turn into a source of stagnation which can be mitigated by cultivating “an environment for idea ownership”.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":" ","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ER-03-2020-0140","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45864659","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}
T. Jayaweera, M. Bal, K. Chudzikowski, S. D. de Jong
Purpose The purpose of this paper is to explore the macro-economic factors that may moderate the psychological contract breach and work outcome relationship. Design/methodology/ approach This study conducted a meta-analysis based-on data from 95 studies. Findings The study revealed that the inflation rate and the unemployment rate of a country moderated the association among employee psychological contract breach, job performance and turnover. Research limitations/ implications The availability of more detailed macro-economic data against the PCB and outcome relationship for other countries and studies examining the impact of micro-economic data for psychological contract breach and outcome relationship would provide a better understanding of the context. Social implications Employment policies to capture the impact of macro-economic circumstances as discussed. Originality/value The paper contributes to understanding the impact of macro-economic indicators on the relationships among psychological contract breach, job performance and turnover.
{"title":"The impact of economic factors on the relationships between psychological contract breach and work outcomes: a meta-analysis","authors":"T. Jayaweera, M. Bal, K. Chudzikowski, S. D. de Jong","doi":"10.1108/ER-03-2020-0095","DOIUrl":"https://doi.org/10.1108/ER-03-2020-0095","url":null,"abstract":"Purpose The purpose of this paper is to explore the macro-economic factors that may moderate the psychological contract breach and work outcome relationship. \u0000Design/methodology/ approach This study conducted a meta-analysis based-on data from 95 studies. \u0000Findings The study revealed that the inflation rate and the unemployment rate of a country moderated the association among employee psychological contract breach, job performance and turnover. \u0000Research limitations/ implications \u0000The availability of more detailed macro-economic data against the PCB and outcome relationship for other countries and studies examining the impact of micro-economic data for psychological contract breach and outcome relationship would provide a better understanding of the context. \u0000Social implications \u0000Employment policies to capture the impact of macro-economic circumstances as discussed. \u0000Originality/value \u0000The paper contributes to understanding the impact of macro-economic indicators on the relationships among psychological contract breach, job performance and turnover.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"1 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ER-03-2020-0095","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42648209","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}
PurposeThe purpose of this paper is to explore the relationships between workplace bullying, organizational justice dimensions and intentions to leave. The authors posit that workplace bullying is positively related to intentions to leave, and that this effect is transmitted through lower justice perceptions.Design/methodology/approachThe authors surveyed 146 healthcare workers, using factor analysis and the Preacher and Hayes (2008) PROCESS macro to test their hypotheses.FindingsThe study results indicate that workplace bullying is positively associated with intentions to leave. This effect is transmitted through lower entity-based distributive justice perceptions.Research limitations/implicationsThe study sample was cross-sectional and collected at a single point in time. Future research should examine these relationships in a longitudinal method.Practical implicationsThe study results suggest that when a healthcare worker experiences bullying in the workplace, they begin to perceive their organization as more unfair. These negative feelings toward their organization lead to a desire to permanently separate from the organization. These results suggest that workplace bullying has serious ramifications for turnover, and that healthcare organizations can mitigate these negative effects by increasing perceptions of organizational justice through being transparent about their decisions and the process going into this decision-making.Originality/valueThese findings extend existing research by empirically testing the effects of workplace bullying on intentions to leave within the healthcare industry.
{"title":"Investigating justice and bullying among healthcare workers","authors":"Michele N. Medina‐Craven, Kathryn Ostermeier","doi":"10.1108/er-04-2019-0195","DOIUrl":"https://doi.org/10.1108/er-04-2019-0195","url":null,"abstract":"PurposeThe purpose of this paper is to explore the relationships between workplace bullying, organizational justice dimensions and intentions to leave. The authors posit that workplace bullying is positively related to intentions to leave, and that this effect is transmitted through lower justice perceptions.Design/methodology/approachThe authors surveyed 146 healthcare workers, using factor analysis and the Preacher and Hayes (2008) PROCESS macro to test their hypotheses.FindingsThe study results indicate that workplace bullying is positively associated with intentions to leave. This effect is transmitted through lower entity-based distributive justice perceptions.Research limitations/implicationsThe study sample was cross-sectional and collected at a single point in time. Future research should examine these relationships in a longitudinal method.Practical implicationsThe study results suggest that when a healthcare worker experiences bullying in the workplace, they begin to perceive their organization as more unfair. These negative feelings toward their organization lead to a desire to permanently separate from the organization. These results suggest that workplace bullying has serious ramifications for turnover, and that healthcare organizations can mitigate these negative effects by increasing perceptions of organizational justice through being transparent about their decisions and the process going into this decision-making.Originality/valueThese findings extend existing research by empirically testing the effects of workplace bullying on intentions to leave within the healthcare industry.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":" ","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-04-2019-0195","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45179058","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}
Michael J. Tews, A. Hoefnagels, Phillip M. Jolly, K. Stafford
PurposeAs a step toward more firmly establishing factors to promote retention among younger employees in the hospitality industry, this study aims to focuses on fun in the workplace (fun activities, manager support for fun and coworker socializing) and training climate (organizational support, manager support and job support) as potential antecedents of turnover in a European context.Design/methodology/approachLogistic regression was used to analyze the impact of fun and training climate on turnover with a sample of 902 employees from Belgium, Germany and The Netherlands. Data on fun and training climate were obtained through surveys, which were paired with turnover data from organizational records.FindingsWith respect to fun in the workplace, group-level manager support for fun and coworker socializing were significantly related to turnover, but not fun activities. With respect to training climate, individual-level job support was significantly related to turnover, but not organizational support and manager support.Research limitations/implicationsAs the data were obtained from employees from one organization, further research would be valuable with additional samples to substantiate the generalizability of the results.Practical implicationsGiven the challenge of turnover, organizations should foster informal aspects of fun in the workplace and learning opportunities to promote retention.Originality/valueThe study examined the fun–turnover relationship in a context outside of the USA where previous fun–turnover research has been conducted, and it examined fun relative to training climate, which has not been studied heretofore. This study also investigated group- and individual-level effects of both fun and training climate on turnover.
{"title":"Turnover among young adults in the hospitality industry: examining the impact of fun in the workplace and training climate","authors":"Michael J. Tews, A. Hoefnagels, Phillip M. Jolly, K. Stafford","doi":"10.1108/er-11-2019-0432","DOIUrl":"https://doi.org/10.1108/er-11-2019-0432","url":null,"abstract":"PurposeAs a step toward more firmly establishing factors to promote retention among younger employees in the hospitality industry, this study aims to focuses on fun in the workplace (fun activities, manager support for fun and coworker socializing) and training climate (organizational support, manager support and job support) as potential antecedents of turnover in a European context.Design/methodology/approachLogistic regression was used to analyze the impact of fun and training climate on turnover with a sample of 902 employees from Belgium, Germany and The Netherlands. Data on fun and training climate were obtained through surveys, which were paired with turnover data from organizational records.FindingsWith respect to fun in the workplace, group-level manager support for fun and coworker socializing were significantly related to turnover, but not fun activities. With respect to training climate, individual-level job support was significantly related to turnover, but not organizational support and manager support.Research limitations/implicationsAs the data were obtained from employees from one organization, further research would be valuable with additional samples to substantiate the generalizability of the results.Practical implicationsGiven the challenge of turnover, organizations should foster informal aspects of fun in the workplace and learning opportunities to promote retention.Originality/valueThe study examined the fun–turnover relationship in a context outside of the USA where previous fun–turnover research has been conducted, and it examined fun relative to training climate, which has not been studied heretofore. This study also investigated group- and individual-level effects of both fun and training climate on turnover.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":" ","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-11-2019-0432","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43249141","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}
PurposeThe authors provide first evidence regarding the direct effect of a hiring policy oriented through higher (over) education on firm productivity. Moreover, the authors shine light on the moderating role of the working environment of the firm, qualified as (1) high-tech/knowledge-intensive and (2) knowledge-intensive activities.Design/methodology/approachThe authors use a detailed Belgian firm panel data and compute a measure of high-education hiring policy robust to sectorial bias.FindingsThe authors show that firms that decide to increase their hiring standards with a higher risk to hire overeducated workers are found to be more productive than others which follow the hiring norms in terms of educational levels. Concerning the role of the technological environment, the authors show that high-tech firms may take advantage of additional skills provided by highly educated workers to a bigger extent, such hiring policy leading to even higher productivity improvements.Originality/valueUnlike much of the earlier literature (still essentially focussed on workers' wages, job satisfaction and related attitudes and behaviours), the authors’ econometric estimates are based on direct measures of productivity. They are also robust to a range of measurement issues, such as time-invariant labour heterogeneity and firm characteristics.
{"title":"Is it worth relying on potential overeducation?","authors":"G. Vermeylen, Alexandre Waroquier","doi":"10.1108/er-12-2019-0481","DOIUrl":"https://doi.org/10.1108/er-12-2019-0481","url":null,"abstract":"PurposeThe authors provide first evidence regarding the direct effect of a hiring policy oriented through higher (over) education on firm productivity. Moreover, the authors shine light on the moderating role of the working environment of the firm, qualified as (1) high-tech/knowledge-intensive and (2) knowledge-intensive activities.Design/methodology/approachThe authors use a detailed Belgian firm panel data and compute a measure of high-education hiring policy robust to sectorial bias.FindingsThe authors show that firms that decide to increase their hiring standards with a higher risk to hire overeducated workers are found to be more productive than others which follow the hiring norms in terms of educational levels. Concerning the role of the technological environment, the authors show that high-tech firms may take advantage of additional skills provided by highly educated workers to a bigger extent, such hiring policy leading to even higher productivity improvements.Originality/valueUnlike much of the earlier literature (still essentially focussed on workers' wages, job satisfaction and related attitudes and behaviours), the authors’ econometric estimates are based on direct measures of productivity. They are also robust to a range of measurement issues, such as time-invariant labour heterogeneity and firm characteristics.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":" ","pages":""},"PeriodicalIF":3.4,"publicationDate":"2020-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-12-2019-0481","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47816121","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 explores the link between employee stress and the high-power distance (HPD) culture in Nigeria. The study context is the banking and manufacturing sectors in Nigeria, which have a history of exploitation, unconducive work environments to productivity, work-life imbalance, work overload, burnout and employee stress.,Using a qualitative, interpretive methodology, this article adopts a thematic analysis of data drawn from semi-structured interviews with 24 managerial and non-managerial workers to explore the process by which Nigerian manufacturing and banking sectors' work (mal)practices go unchallenged, thereby triggering and exacerbating employees' stress levels.,The study found that the high power distance culture promotes a servant-master relationship type, making it impossible for employees to challenge employers on issues relating to stressors such as work overload, unconducive work environments, work-life imbalance and burnout, thereby exacerbating their stress levels in a country in which stress has become a way of life.,Research on the relationship between employee stress and HPD culture is relatively underdeveloped. This article sheds light on issues associated with stressors in Nigeria's human resource management (HRM) and employment relations practices. The link between the inability of employees to challenge these stressors (which are consequences of an HPD culture) and increased employee stress has substantial implications for employment and work-related policies and practices in general. The study is constrained by the limited sample size, which inhibits the generalisation of its findings.,The article adds to the scarcity of studies underscoring the relationship between high-power distance and the inability of employees to challenge work-related stressors as a predictor of employee stress and a mediator between workplace practices and employee stress, particularly in the emerging economies.
{"title":"Employee stress and the implication of high-power distance culture: empirical evidence from Nigeria's employment terrain","authors":"E. Oruh, Chianu Dibia","doi":"10.1108/ER-11-2019-0425","DOIUrl":"https://doi.org/10.1108/ER-11-2019-0425","url":null,"abstract":"This paper explores the link between employee stress and the high-power distance (HPD) culture in Nigeria. The study context is the banking and manufacturing sectors in Nigeria, which have a history of exploitation, unconducive work environments to productivity, work-life imbalance, work overload, burnout and employee stress.,Using a qualitative, interpretive methodology, this article adopts a thematic analysis of data drawn from semi-structured interviews with 24 managerial and non-managerial workers to explore the process by which Nigerian manufacturing and banking sectors' work (mal)practices go unchallenged, thereby triggering and exacerbating employees' stress levels.,The study found that the high power distance culture promotes a servant-master relationship type, making it impossible for employees to challenge employers on issues relating to stressors such as work overload, unconducive work environments, work-life imbalance and burnout, thereby exacerbating their stress levels in a country in which stress has become a way of life.,Research on the relationship between employee stress and HPD culture is relatively underdeveloped. This article sheds light on issues associated with stressors in Nigeria's human resource management (HRM) and employment relations practices. The link between the inability of employees to challenge these stressors (which are consequences of an HPD culture) and increased employee stress has substantial implications for employment and work-related policies and practices in general. The study is constrained by the limited sample size, which inhibits the generalisation of its findings.,The article adds to the scarcity of studies underscoring the relationship between high-power distance and the inability of employees to challenge work-related stressors as a predictor of employee stress and a mediator between workplace practices and employee stress, particularly in the emerging economies.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"1381-1400"},"PeriodicalIF":3.4,"publicationDate":"2020-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ER-11-2019-0425","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44405612","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 purpose of this paper is to examine the ways in which workers employ rule breaking, rule bending and deviations from management defined norms in the workplace and the impact this has on their occupational health and safety (OHS) experiences.,The paper uses qualitative semi-structured interviews conducted with 37 seafarers working on board four vessels engaged in international trade. The data were recorded, transcribed and thematically analysed using NVivo software.,The findings indicate that seafarers utilised workplace fiddles – which included rule breaking, rule bending and deviating from management defined norms – in order to engender a workable system in which they could remain safe but also profitable to those who controlled their labour. Moreover, the findings suggest that shore-side management deflected the responsibility for rule violations by deferring many of the decisions regarding features of life on board – such as the scheduling of work hours – to the senior officers on board.,The paper sheds light on where, in practice, responsibility for OHS lies in the international shipping industry, an industry in which workers experience relatively high rates of work-related fatalities, injuries and mental health conditions.
{"title":"Workplace fiddles in the shipping industry","authors":"H. Devereux, E. Wadsworth, Syamantak Bhattacharya","doi":"10.1108/er-07-2019-0294","DOIUrl":"https://doi.org/10.1108/er-07-2019-0294","url":null,"abstract":"The purpose of this paper is to examine the ways in which workers employ rule breaking, rule bending and deviations from management defined norms in the workplace and the impact this has on their occupational health and safety (OHS) experiences.,The paper uses qualitative semi-structured interviews conducted with 37 seafarers working on board four vessels engaged in international trade. The data were recorded, transcribed and thematically analysed using NVivo software.,The findings indicate that seafarers utilised workplace fiddles – which included rule breaking, rule bending and deviating from management defined norms – in order to engender a workable system in which they could remain safe but also profitable to those who controlled their labour. Moreover, the findings suggest that shore-side management deflected the responsibility for rule violations by deferring many of the decisions regarding features of life on board – such as the scheduling of work hours – to the senior officers on board.,The paper sheds light on where, in practice, responsibility for OHS lies in the international shipping industry, an industry in which workers experience relatively high rates of work-related fatalities, injuries and mental health conditions.","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"42 1","pages":"933-948"},"PeriodicalIF":3.4,"publicationDate":"2020-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/er-07-2019-0294","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42399404","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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