Search results

This paper aims to examine the widespread effects of service actors’ verbal aggression on witness customers’ intentions toward the service organizations through their self-conscious emotions. The moderating roles of the witness customers’ empathic tendencies and the source of aggression are also examined.

In two scenario-based experiments and by adopting a multifoci approach, severity of mistreatment (aggression vs incivility vs no-mistreatment) and source of mistreatment (employee-to-employee and customer-to-customer) were manipulated to test distinctive effects of witnessing aggression on self-conscious emotions and intentions.

This study shows that witnessing aggression during service experiences negatively influences customers’ intentions towards the service organization through self-conscious emotions. Moreover, empathic tendencies of customers make these effects more pronounced. It is also shown that witnessing employee-to-employee aggression has a stronger effect on self-conscious emotions and intentions than customer-to-customer aggression.

This paper uncovers the distinctive effects of aggressive behaviors of service actors on self-conscious emotions from the third-party perspective. It is also shown that empathic tendencies can be detrimental to service organizations in certain conditions.

The results warn service managers against verbal aggression because of its negative effects on witness customers. It is suggested that they should try to clarify the incident and restore justice in front of the witnesses.

This paper is one of the first attempts to investigate the distinctive effects of witnessing aggression during service experiences and the roles of self-conscious emotions and emphatic tendencies.

This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category taxonomy of workplace stressors and we then review theories that explain the relationships between workplace stressors and job performance. The subsequent literature review is divided into two sections. In the first section, we present a summary of Jex's (1998) review of research on the job stress–job performance relationship. In the second section, we provide an updated review of the literature, which includes studies that have been published since 1998. In this review, we evaluate how well the contemporary research has dealt with weaknesses and limitations previously identified in the literature, we identify and evaluate current trends, and we offer recommendations and directions for future research.

New ways of working (NWW) change some fundamental processes in the workplace. NWW practices like teleworking, flexible workspaces, and flexible working hours lead to different behaviors of employees. But does the employment of NWW practices also have an impact on the innovation behavior of employees? This chapter explores this relationship and uses qualitative data from case studies to illustrate the complex linkages between three components of NWW and IWB.

Part-time employment is a vital portion of the U.S. labor force, yet research to date has provided only limited insights into how to successfully create and manage this sector of the workforce. We propose that these limitations are due, at least in part, to an inadequate explication of the levels issues inherent in this area. In this article, we present a summary framework of constructs at the economic, industry, organization, individual, and work levels that influence part-time work arrangements. We then specify a cross-level moderator model that examines how the number of hours worked by employees influences their attitudes and behaviors. We posit that this relationship is moderated by a number of contextual effects at multiple levels. Using this sample model, we demonstrate the way in which researchers examining part-time work arrangements can effectively address levels issues. Our article concludes with a discussion of the implications that this summary framework has for researchers, practitioners, and policy makers.

This paper examines the relationship between human resource practices in 173 hospitals in the United Kingdom and four organizational outcome categories – clinical, financial, employee attitudes and perceptions, and patient attitudes and perceptions. The overarching proposition set forth and examined in this paper is that human resource management (HRM) practices and delivery of care practices have varied effects on each of these outcomes. More specifically, the authors set forth the proposition that specific practices will have positive effects on one outcome category while simultaneously having a negative effect on other performance outcomes, broadly defined.

The paper introduces a broader stakeholder framework for assessing the HR–performance relationship in the healthcare setting. This multi-dimensional framework incorporates the effects of human resource practices on customers (patients), management, and frontline staff and can also be applied to other sectors such as manufacturing. This approach acknowledges the potential for incompatibilities between stakeholder performance objectives. In the healthcare industry specifically, our framework broadens the notion of performance.

Overall, our results provide support for the proposition that different stakeholders will be affected differently by the use of managerial practices. We believe that the findings reported in this paper highlight the importance of examining multiple stakeholder outcomes associated with managerial practices and the need to identify the inherent trade-offs associated with their adoption.

Traditionally, hiring indefinite duration contract employees has been the dominant method used by U.S. organizations to staff their labor needs. Indefinite duration contract employees, hereafter referred to as “regular” employees, have three defining characteristics: (1) they are hired directly as employees of the organization whose work they perform; (2) the duration of the employment relationship is unspecified, with a mutual expectation that it will continue as long as it is mutually satisfactory; and (3) the employment relationship provides ongoing – as opposed to intermittent – work. When their demand for labor increases, organizations staffed exclusively by regular employees can respond by having their employees work overtime or by hiring additional regular employees. Conversely, when their demand for labor decreases, such organizations can either maintain “inventories” of excess regular employees or reduce labor inputs by laying-off or reducing the work hours of regular employees.

This study aims to reveal the constituents of seafaring service quality (physical and social environment) and their effects on seafarer employee satisfaction (job satisfaction and turnover intention) and analyse any differences among seafarer ranks. Literature on service quality has overlooked the transportation sector and seafaring in particular.

Seafaring service quality is measured by the workplace environment constituted of physical and social environments. Two types of employee (job) satisfaction were explored: overall job satisfaction and turnover intention. This study is based on a unique, large survey based on the Existence-Relatedness-Growth (ERG) needs theory. An exploratory factor analysis revealed four physical environment factors (Ship conditions, Communication facilities, Nautical health and Living conditions) and four social environment factors (Social fit, Team cohesion, Ship company support and Intercultural environment). Multi-group regression analysis assessed the effects of seafaring service quality on employee satisfaction.

The social environment has stronger effects than the physical environment on job satisfaction but not on employee retention. Team cohesion has strong effects on employee retention, while social fit has stronger effects on overall job performance. Seafarer ranks showed significant variations. The physical environment matters for 2nd engineers' and cadets’ job satisfaction but not for ratings, masters and chief officers. Team cohesion is significant to master, chief officer, engineer and cadet ranks but not for junior officers and ratings. Social fit has stronger effects on overall job performance than employee retention, particularly for ratings, cadets, master, chief officer and chief engineer ranks. Ship company support has the stronger effect on overall job satisfaction among all workplace factors; this is also observed across all ranks.

Motivation theories like the ERG theory can help understand service quality and employee satisfaction in the maritime sector; future studies should examine more behaviour variables/constructs from these theories.

Maritime companies can offer better services to seafarers, who are considered as key workers, by customising their interventions to specific seafarer ranks and developing a supportive culture that improves seafarer well-being.

This study examined the overlooked topic of maritime service quality based on a large-scale survey grounded on ERG theory and reveals how the physical and social environment has different effects on seafarer job satisfaction and retention.

The effects of lean on employees have been debated ever since the concept was introduced. The purpose of this paper is to review the scientific literature on the effects of lean on the working environment and employee health and well‐being.

Relevant databases were searched for studies of lean and the working environment. In total, 11 studies with quantitative effects of lean are included in this review. The methodology and results are analysed to extract information about lean and the effects on working environment.

There is strong evidence for the negative impact of lean on both the working environment and employee health and well‐being in cases of manual work with low complexity. However, since examples of positive effects were also found in the literature, it is important to move from a simple cause‐and‐effect model to a more comprehensive model that understands lean as an open and ambiguous concept, which can have both positive and negative effects depending on the actual lean practice used on the shop floor.

The evidence remains limited with regard to the effect of lean on the working environment outside of manufacturing industry. The literature reflects, only to a limited extent, on the significance of implementation strategy and production context.

Organizations working with lean should make efforts to avoid an impaired working environment for manual employees. Involvement of employees in lean's practical application is one possible way of developing a healthy working environment.

This is the first paper to make use of the existing research evidence to examine the complex and ambiguous relations between lean and the working environment.

This paper provides an overview of the empirical findings on how relative performance information (RPI) affects employee behavior. Additionally, the review identifies future research opportunities based on a systematic analysis of the literature that incorporates findings across several disciplines and provides replicable, extensive coverage.

This paper addresses a research gap via synthesis, drawing on the empirical literature identified and analyzed systematically. A conceptual framework is developed to integrate the studies.

The effect of RPI on performance through enhanced effort is positive; moreover, publicity and performance-dependent compensation strengthen the effect. However, RPI has also been found to increase sabotage among employees, and it can lead to less honest reporting. Future research could examine critical mediators and moderators of the RPI-performance relationship and thus complement the findings. Additionally, the effects of group-based RPI remain underrepresented. Future work could help to assess in greater detail how RPI interacts with culture and norms and whether RPI is due to personal expectations. There is also room for further research regarding the effects of RPI on cooperation, its consequences for learning, how it affects budgeting decisions and its implications for risk taking.

This paper presents the first literature review in the field of RPI. It provides synthesized knowledge about whether RPI is beneficial or detrimental to organizational performance.

The purpose of this paper is to apply social exchange theory to predict the effects of procedural and interpersonal justice on turnover intentions. Specifically, it is predicted that organizational commitment mediates the effects of procedural justice on turnover intentions and that supervisory commitment mediates the effect of interpersonal justice on turnover intentions.

Surveys were administered to 212 call center employees to measure the effects of procedural justice, interpersonal justice, organizational commitment, supervisory commitment and turnover intentions. Mediation effects were tested using Baron and Kenny's methodology.

Support was found for a partial mediation effect of organizational commitment on the effect of procedural justice on turnover intentions; and for a full mediation effect of supervisory commitment on the effect of interpersonal justice on turnover intentions.

Reduction of turnover is a major problem for the call center industry, as considerable resources are spent training new employees. This research suggests that turnover intentions can be reduced by addressing problems with organizational procedures and with the treatment of employees by supervisors.

The findings of this study replicate the mediation effects of organizational commitment on the effect of procedural justice on turnover intentions in call centers. In addition, this is the first study of its kind to show the mediation effects of supervisory commitment on the effect of interpersonal justice on turnover intentions.