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21 – 30 of over 2000Young Gin Choi, Junehee Kwon and Wansoo Kim
The aim of this study is to reveal how Generation Y employees' attitude toward workplace fun affects their experienced workplace fun, job satisfaction, task performance, and…
Abstract
Purpose
The aim of this study is to reveal how Generation Y employees' attitude toward workplace fun affects their experienced workplace fun, job satisfaction, task performance, and organizational citizenship behaviors toward individuals (OCBI) in the hospitality business context.
Design/methodology/approach
The conceptual model of this study was tested based on responses from 234 hospitality students in the USA who are Generation Yers and had worked in the hospitality industry for more than three months.
Findings
This study revealed that Generation Y employees' attitude toward workplace fun positively affects their experienced workplace fun. In turn, Generation Yers' experienced workplace fun showed positive direct effects on their job satisfaction, task performance, and OCBI.
Research limitations/implications
First, the older Gen. Yers who are 26 or older were underrepresented in this study. Also, Gen. Yers who are less than college educated are not included in this study. Second, a nation‐wide economic crisis in the USA may affect college students' attitude toward workplace fun, making them more serious about work.
Practical implications
The management in hospitality businesses needs to foster fun‐loving cultures to get rid of any unnecessary guilt feeling of having fun at work among employees, and thus fully enjoy the positive effects of workplace fun in the organization.
Originality/value
This study is the first to empirically test how hospitality employees' attitude toward workplace fun affects their job performance.
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Mohamed Osman Shereif Mahdi Abaker, Lindsey Kemp, Boo Yun Cho and Louise Patterson
The purpose of this article was to investigate the employee perceptions of diversity management and employee performance. To achieve this, employee respondents’ perceptions and…
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.
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Pierre Chenet, Caroline Tynan and Arthur Money
Focuses on the service performance gap, which occurs when service is not performed according to the standards set. It attempts to define the antecedents of the gap. The research…
Abstract
Focuses on the service performance gap, which occurs when service is not performed according to the standards set. It attempts to define the antecedents of the gap. The research is set in the European airline industry with a theoretical framework based on service quality and the trust‐commitment theory of relationship marketing. With support from a literature review on exchange theory, equity theory, role theory and the trust‐commitment theory of relationship marketing, 18 hypotheses are advanced to develop and test an alternative to the original model by Parasuraman et al. Data were collected from two European airlines. A postal survey of 600 customer contact employees produced 193 respondents, an overall response rate of 32 per cent. The empirical investigation involved the use of structural equation modelling to estimate the proposed model. Exploratory factor analysis was used to assess the measurement instrument. The study offers some support to the work of Parasuraman et al., in another industrial context. It extends their findings by proposing an alternative model, which shows that the service performance gap is influenced both directly and indirectly by a significant number of critical factors including trust, commitment and co‐operation.
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Ho Wook Shin, Sungho Cho and Jong Kwan Lee
Integrating the resource-based view (RBV) with pay dispersion research, the authors examine how the allocation of resources between hiring new employees and compensating current…
Abstract
Purpose
Integrating the resource-based view (RBV) with pay dispersion research, the authors examine how the allocation of resources between hiring new employees and compensating current employees, as well as the allocation of resources among new employees, affects organizational performance.
Design/methodology/approach
The authors use panel data on Major League Baseball teams. The authors also use system generalized method of moments (GMM) estimations to control for the impact of past performance on current performance, unobserved individual heterogeneity and omitted variable bias.
Findings
The authors find that the larger the portion of the human resources (HR) budget allocated to hiring new employees, the poorer organizational performance becomes unless the focal organization has already significantly underperformed. The authors also find that pay concentration among new employees has a positive impact on organizational performance unless the focal organization has already significantly overperformed.
Originality/value
This study extends RBV research by examining how resource allocation patterns affect organizational performance, which has rarely been studied. Moreover, by showing the organizational context's significant effect on the outcome of financial allocation for resource acquisition, this study extends both the RBV research and the pay dispersion research.
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Asim Talukdar and Anirban Ganguly
The primary aim of this paper is to study a dark side of e-HRM concerning its parallel effect on human resource (HR) socialization and HR service delivery and the consequent…
Abstract
Purpose
The primary aim of this paper is to study a dark side of e-HRM concerning its parallel effect on human resource (HR) socialization and HR service delivery and the consequent impact of perceived HR effectiveness.
Design/methodology/approach
The current study started with an in-depth review of the extant literature in the field of e-HRM to derive a set of constructs. Based on the theoretical foundation of the identified constructs, the current study went on to derive a set of hypotheses, which was subsequently validated using the uses the quantitative technique of PLS-SEM. A primary survey, in the form of a structured questionnaire, was used as the source for data collection on a sample size of 276 from the Indian industrial domain. Careful attention was paid to eliminate the common method bias in the study.
Findings
The findings of this study show a simultaneous significant full mediation effect of both HR service delivery and HR socialization is the relationship between e-HRM and HR effectiveness. However, e-HRM has a strong and significant negative effect on HR socialization. Though HR socialization is positively related to HR effectiveness, the significantly reduced level of HR socialization as a consequence of adaption of e-HRM had negatively affected the perceived HR effectiveness.
Originality/value
Although the dark side of e-HRM has been recognized by academicians and practitioners alike, its implications have seldom been studied in the academic literature. The current study intends to shed some light on this important, but sparsely discussed topic. Further, this study makes significant and meaningful contributions in the literature of e-HRM by empirically studying together the positive and negative consequences of e-HRM and its effects on HR effectiveness. Several e-HRM scholars have discussed the implications of e-HRM adoption and highlighted the negative impacts of e-HRM, and traversing the same path, the current study advances the literature by empirically investigating the effect of e-HRM on the dehumanization of HR processes and practices.
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The purpose of this paper is to examine the relationship between CEO pay slice (CPS) – the fraction of the top five executive directors’ total compensation that is captured by the…
Abstract
Purpose
The purpose of this paper is to examine the relationship between CEO pay slice (CPS) – the fraction of the top five executive directors’ total compensation that is captured by the chief executive officer (CEO) – and the value of firms in the UK. Specifically, this paper examines whether CPS alters the effectiveness of board performance by influencing cooperation and cohesiveness among its members.
Design/methodology/approach
This paper analyses a large sample of non-financial companies listed on the London Stock Exchange from 1997 to 2010. The empirical methodology includes the analysis of panel data by using a dynamic generalized method of moments estimator.
Findings
The evidence supports social comparison theory and demonstrates that high CPS is likely to impact negatively on executive team’s spirit and motivation. However, the tournament argument is supported when a subsample of companies with CEOs close to retirement age has been analysed. In addition, the findings suggest that companies perform better after the introduction of non-binding say on pay law in the UK in 2002.
Practical implications
The results have major implications for the on-going debate on how to reform executive remuneration, and highlight the importance of considering remuneration issues at the board level, supporting the principles of UK Corporate Governance Code (Financial Reporting Council, 2010).
Originality/value
The results indicate that CPS can provide a useful tool for research on firm performance, and that its relation with the value of firms is an important issue to be considered in the UK context. The findings also highlight the importance of considering board-wide remuneration issues without narrowing them down simply to the details of CEO compensation.
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Pradeepa Dahanayake, Diana Rajendran, Christopher Selvarajah and Glenda Ballantyne
The purpose of this paper is to argue that diversity management (DM) interventions, underpinned by principles of justice and fairness, create a powerful force that drives…
Abstract
Purpose
The purpose of this paper is to argue that diversity management (DM) interventions, underpinned by principles of justice and fairness, create a powerful force that drives sustainable outcomes. Further, the authors argue that justice and fairness should be embedded at the core of DM.
Design/methodology/approach
A qualitative case study methodology was used to ascertain how four organizations approached critical issues regarding diversity. Justice and fairness principles were used as a framework to evaluate each organization’s DM interventions. Different approaches adopted by the case study organizations were compared using a cross-case analysis.
Findings
Justice and fairness principles provide a useful framework to evaluate DM interventions. The findings show that justice and fairness principles have an effect across the continuum of DM, including identifying dimensions of diversity, executing DM programs and realizing outcomes of DM.
Research limitations/implications
The current study is limited to four case studies using qualitative methods.
Practical implications
The findings demonstrate the importance of integrating justice and fairness benchmarks when implementing DM programs.
Originality/value
The findings shed light on the link between DM and justice and fairness, an area lacking empirical studies. It also presents a new area for empirical enquiry—the application of social justice principles in evaluating organizational interventions in DM.
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Mai Nguyen, Sharyn Rundle-Thiele, Ashish Malik and Pawan Budhwar
The purpose of this paper is to focus on how adopting technologies impacts employees’ job performance and well-being. One such new job demand is the use of technology-based…
Abstract
Purpose
The purpose of this paper is to focus on how adopting technologies impacts employees’ job performance and well-being. One such new job demand is the use of technology-based knowledge sharing (TBKS), which has the potential to influence employees’ job performance and well-being. Therefore, human resource managers must provide resources that facilitate the adoption of TBKS to improve job performance while minimising mental health effects.
Design/methodology/approach
Guided by social capital theory, social exchange theory and the job demands-resources model, the authors analyse survey data from 281 Vietnamese employees.
Findings
The results of this paper show that TBKS influences employee mental health and directly and indirectly affects job performance. The authors examine the moderating effects of training, transformational leadership and organisational resources on the relationship between the new job demands of TBKS on job performance and mental health outcomes.
Practical implications
TBKS platform developers should offer user-friendly interface functions and extend critical features. HRM should communicate more with employees, care about their well-being and consider their goals and values. HRM needs to provide training to help employees adapt to organisational changes. Leadership also needs to make employees perceive that organisational success is closely related to the success of TBKS.
Originality/value
This paper draws upon the three fundamental tenets of three theories as a triangular base to examine the relationship between TBKS and its outcomes. This paper contributes to the knowledge management literature by delivering a comprehensive understanding and demonstrating how the inclusion of technology in knowledge sharing and human resource practices can impact employee performance and well-being.
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Kwesi Amponsah-Tawiah, Akosua Konadu Boateng and Samuel Doku Tetteh
This study examined the relationship between safety climate and employees' voluntary work behaviours (i.e. organisational citizenship behaviour and counterproductive work…
Abstract
Purpose
This study examined the relationship between safety climate and employees' voluntary work behaviours (i.e. organisational citizenship behaviour and counterproductive work behaviour). It also examined the moderating role of employees' voice on the relationship between safety climate and employees' voluntary work behaviours.
Design/methodology/approach
Using the quantitative survey research design, data were collected from 220 respondents from three manufacturing companies in Accra, Ghana. Pearson's correlation test (r) and hierarchical multiple regression were used for data analysis.
Findings
Results showed that safety climate plays a significant role in predicting employees' voluntary work behaviours. Also, employees' voice was found to moderate the relationship between safety climate and organisational citizenship behaviour but does not moderate the relationship between safety climate and counterproductive work behaviour.
Research limitations/implications
Data was collected from manufacturing firms in the Greater Accra Region of Ghana; hence, the findings may be limited to just the manufacturing industry in the Ghanaian setting.
Originality/value
This paper positions safety climate as a catalyst for positive voluntary work behaviours in the workplace and an antidote to negative workplace behaviours. It also highlights the role of employees' voice in enhancing positive voluntary workplace behaviours of employees.
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