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The purpose of this paper is to identify the traditional practices in the modern banking system (MBS) and examine the effects of these on employee response, customer reactions and customer loyalty, in the context of public sector banks in India. The study also investigates the effects on customers of employees’ use of traditional banking practices in the MBS.

A total of 460 usable responses were gathered from customers of seven public sector banks in Bhopal (MP), India. The study scales were refined and validated by exploratory factor analysis and confirmatory factor analysis.

The results indicated that the MBS utilising traditional practices (MBSTP) significantly influences unfavourable employee responses, customer reactions and loyalty. In addition, employee responses in MBSTP motivate and generate unfavourable reactions of customers, which further influence their loyalty adversely towards public sector banks.

The identified traditional practices with MBS are expected to bring clarity to the issue of employee response, customer reaction and loyalty. This would help the management of banks.

The results of the analysis indicated that public sector banking services are facing the internal challenges by its own service processes and employees’ behavioural intentions.

Individuals’ intentional responses to declining job satisfaction have been associated with the EVLN model. Employees’ silence, as an independent construct, can be understood as an individual, intentional and deliberate decision to retain important information for the organization. The purpose of this paper is to analyze employees’ silence, which can be understood as a fifth individual response to job satisfaction declining, along with the remaining four responses proposed in the EVLN model. It is proposed as an extension to the original model through the introduction of employee silence; the model is referred to as the EVLNS model.

The present study is quantitative, hypothetical-deductive, correlational and transversal. The sample is composed of 756 professionals working in the higher education sector. The paper used structural equation modeling (SEM) analyses to test its hypotheses.

Results showed that employees’ silence has a dual factorial structure, which is composed of an adhesion dimension and a rejection dimension. The study also finds that these two dimensions can be integrated as an extension of the original EVLN model. It is found that, although they are related, these dimensions also capture a certain degree of independence, with different levels of influence of job satisfaction.

An important implication is that silence is a complex phenomenon, suggesting that this is more than the simple absence of voice and may have different motives. Additionally, it is important to emphasize that job satisfaction can contribute to different individual responses and managers must act accordingly.

The study contributes to a better understanding of the individuals’ potential responses to declining job satisfaction through the extension of the original EVLN model with the introduction of a fifth response – the employees’ silence.

As respostas intencionais dos indivíduos ao declínio da satisfação com o trabalho têm sido associadas ao Modelo EVLN. O silêncio dos colaboradores, enquanto construto independente de outros, pode ser entendido como uma decisão intencional e deliberada do indivíduo em reter informação importante para a organização. Pretende-se analisar medida o silêncio dos colaboradores pode ser entendido como uma resposta dos indivíduos ao declínio da satisfação com o trabalho, a par das restantes quatro estratégias propostas no Modelo EVLN. Propõe-se uma extensão ao modelo original através da introdução do silêncio denominando-se assim de modelo EVLNS.

O presente estudo caracteriza-se pela sua componente quantitativa, hipotético-dedutiva, correlacional e transversal. A amostra é construída 756 profissionais que atuam no sector do ensino superior. Os dados foram analisados fazendo recurso à técnica da modelagem por equações estruturais.

Os resultados demonstraram que o silêncio dos colaboradores apresenta uma estrutura fatorial dual, composta por uma dimensão de adesão e uma de rejeição e que estas duas dimensões correspondem à expansão do modelo original EVLN sobre as respostas deliberadas dos indivíduos ao declínio da satisfação. Verifica-se assim que estas respostas apresar de relacionadas apresentam um determinado grau de independência nomeadamente pelos diferentes graus de influência da satisfação com o trabalho.

Uma importante implicação deste estudo é o facto do silêncio ser um fenómeno complexo, sugerindo-se que este é mais que a simples ausência da voz e que pode ter diferentes motivos. Adicionalmente, destaca-se também a importância reforçar que a satisfação com o trabalho poderá contribuir para diferentes respostas dos indivíduos, devendo os gestores atuar em conformidade.

O estudo contribui com um melhor entendimento das potenciais respostas dos indivíduos ao declínio da satisfação, nomeadamente através da extensão do modelo original com a introdução de uma quinta estratégia – o silêncio dos colaboradores.

Silêncio dos colaboradores, Modelo EVLN, Voz, Saída, Lealdade, Satisfação com o Trabalho

Trabalho de investigação

Las respuestas intencionales de los individuos a la disminución de la satisfacción laboral se han asociado con el Modelo EVLN. El silencio de los empleados, como constructo independiente, puede entenderse como una decisión individual, intencional y deliberada de retener información importante para la organización. Nuestro objetivo es analizar el silencio de los empleados, que puede entenderse como una quinta respuesta individual a la disminución de la satisfacción laboral, junto con las cuatro respuestas restantes propuestas en el Modelo EVLN. Se propone como una extensión del modelo original a través de la introducción del silencio de los empleados; el modelo se conoce como el modelo EVLNS.

El presente estudio es cuantitativo, hipotético-deductivo, correlacional y transversal. La muestra está compuesta por 756 profesionales que trabajan en el sector de la educación superior. El artículo utilizó análisis de modelos de ecuaciones estructurales (SEM) para probar sus hipótesis.

los resultados mostraron que el silencio de los empleados tiene una estructura factorial dual, que se compone de una dimensión de adhesión y una dimensión de rechazo. El estudio también encuentra que estas dos dimensiones se pueden integrar como una extensión del modelo EVLN original. Se observa que, aunque están relacionadas, estas dimensiones poseen un cierto grado de independencia, con diferentes niveles de influencia de la satisfacción laboral.

una implicación importante es que el silencio es un fenómeno complejo, lo que sugiere que esto es más que la simple ausencia de voz y puede tener diferentes motivos. Además, es importante enfatizar que la satisfacción laboral puede contribuir a diferentes respuestas individuales y que los gerentes deben actuar en consecuencia.

el estudio contribuye a una mejor comprensión de las posibles respuestas de los individuos a la disminución de la satisfacción en el trabajo mediante la extensión del modelo EVLN original con la introducción de una quinta respuesta: el silencio de los empleados.

Silencio de los empleados, Modelo EVLN, Voz, Salida, Lealtad, Satisfacción laboral

Trabajo de investigacion

The study aims to explore job demands experienced by employees and managers in micro-enterprises and small and medium-sized enterprises (SMEs). Drawing on the job demands framework, the study discusses the experienced demands from the perspective of challenges that create opportunities for learning and achievement and hindrances that create obstacles for work. The study builds on the idea that the same demand can be perceived both as a challenge and a hindrance. That approach opens a path to responding to challenges by reformulating working practices and removing hindrances by designing, developing and crafting jobs and tasks.

The authors analyzed open-ended survey responses (N = 306) to study experienced job demands in 50 micro-enterprises and SMEs, how the perceived demands differ between employees and managers and whether they represent challenge or hindrance demands.

The authors identified 17 job demand categories most including both challenge and hindrance demands. Time management and prioritization was the most central challenge and hindrance category for both employees and managers. For employees, sales and stakeholder relationships represented the second largest challenge category and communication and information flow was the second largest hindrance category. For managers, the second largest challenge and hindrance categories were organization and management of activities and the fragmentation of work, respectively.

By focusing on employee experience, the achieve a more nuanced understanding of the SME context, which has been dominated by managerial evaluations. The study also advances the discussion on job demands by extending our knowledge of demands that may be experienced both as a challenge and a hindrance.

The objective of this research is to analyze in a multidimensional perspective the individual responses to organizational change, specifically about the implementation of a new performance evaluation system, investigating some antecedents of the individual reactions to change.

Companies from the education industry were surveyed, and standardized questionnaires were applied. We obtained a sample size of 386 valid responses. The structural equation modeling (SEM) was employed to assess the measurement model and test the hypotheses.

The results indicate positive reactions to the organizational change, without ambivalent responses. Employees' cognitive and behavioral reactions are influenced by the individuals' anticipation and past similar organizational change and do not depend on the perceived threat to social work life. The influence of group pressure and organizational readiness on cognitive and behavioral reactions differs in the direction that group pressure affects behaviors but not thoughts, and organizational readiness affects thoughts but not behaviors.

Limitations include the inadequate measures of individuals' emotional reaction, preventing this dimension from being tested.

This research provides theoretical contributions as the literature on organizational change lacks a multidimensional view on individuals' reactions to change. The main contribution of this study is to investigate how each of the individual and organizational antecedents of the employees' responses to the change influences the cognitive and behavioral reactions towards the change employing a multidimensional approach.

The growing instability of the labor market will almost certainly result in more employees whose values misfit with their organization’s. This paper draws from the exit-neglect-voice-loyalty model to examine a broader range of responses to misfit; explores sociopolitical resources as the mechanisms through which misfit transmits its effects and investigates job mobility as a boundary condition enhancing or constraining responses to misfit.

A novel model (N = 152 New Zealand employees) examined links from misfit to two sociopolitical resources (perceived influence and organizational responsiveness) and from these to exit-neglect-voice-loyalty moderated by job mobility. Supplemental analyses examine moderated-mediation.

Misfit negatively predicted both sociopolitical resources, perceived influence and organizational responsiveness. Moderated-mediation analyses showed that the constructive reactions to misfit (voice and loyalty) were predicted conditionally at low levels of job mobility and indirectly via the respective sociopolitical resources. In contrast, destructive reactions to misfit (exit and neglect) were predicted directly, with neglect predicted at high levels of job mobility.

Implications for human resource practitioners highlight the deleterious repercussions of misfit but also include the conditions under which misfit employees may attempt to constructively salvage their employment relationship.

This study integrates a broader set of concurrent responses to misfit using the exit-neglect-voice-loyalty typology, as well as introducing sociopolitical perspectives to the literature on misfit.

This study aims to examine the correspondence between the use and evaluation of management communication on the one hand and positive and negative responses to a planned organizational change on the other hand.

The study was conducted among employees of a Dutch branch of a large international organization which had survived a recent planned organizational change. In a survey, respondents were asked to report on their opinions about the organizational change at the time of the study, and retrospectively report on their opinions about the organizational change at the introduction of the organizational change.

It was found that positive responses to the planned organizational change increased and negative responses decreased in the due course of the organizational change. In addition, survivors were ambivalent in their attitude towards the organizational change, as positive responses existed next to negative ones. With respect to the role of management communication it was found that satisfaction with management communication is most strongly related to responses to the organizational change as survivors who are satisfied with management communication score high on positive responses and low on negative responses.

The study has methodological limitations as it employs a one point in time measurement.

This paper is a source for practitioners in the field of management communication as the results may guide them in focusing on maximizing employee satisfaction with management communication as this communication component is most strongly related to response to the organizational change.

This paper provides empirical evidence of the value of management communication for survivors of organizational change processes.

Employees today face a number of threats to their work and financial well-being (i.e., economic stress). In an aim to provide an agenda and theoretical framework for research on multilevel outcomes of economic stress, the current chapter considers how employees’ economic stress gives rise to emergent outcomes and how these emergent outcomes feed back to influence well-being. Specifically, we draw from Conservation of Resources theory to integrate competing theoretical perspectives with regard to employees’ behavioral responses to economic stress. As employees’ behaviors influence those with whom they interact, we propose that behavioral responses to economic stress have implications for group-level well-being (e.g., interpersonal climate, cohesion) and group-level economic stress. In turn, group-level and individual-level behavioral outcomes influence well-being and economic stress in a multilevel resource loss cycle. We discuss potential opportunities and challenges associated with testing this model as well as how it could be used to examine higher-level emergent effects (e.g., at the organizational level).

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

The purpose of this paper is to examine causal attribution in interactional service experiences. The paper investigates how triggers in the environment of a customer-employee interaction influence customer behavioral response to employees’ negative and positive affect. Additionally, it studies the role of sympathy and authenticity as underlying mechanisms of this relationship.

Two scenario-based experimental designs (N1=162; N2=138) were used. Videotaped scenarios served as stimulus material for the manipulation of two focal variables: the employee’s emotional display as either negative or positive and the availability of an emotion trigger in the interaction environment to convey the attribution dimension of cause uncontrollability. The emotion trigger’s visibility was varied in the two studies. Customer response was captured by buying intentions.

Customer responses are more favorable for both positive and negative interactional experiences when customers have access to information on cause uncontrollability (i.e. notice triggers in the interaction environment). Analyses reveal that these effects stem from feelings of sympathy for negative experiences and authenticity for positive experiences.

This research supports the relevance of causal attribution research on interactional service experiences, which have high-profit impact. Moreover, the findings underline the importance of the experience of fact in service interactions and thereby provide a more nuanced view on the discussion of whether service providers should use impression management strategies to engender customer satisfaction even when this behavior is “faked.”

Most existing studies treat the relationship between experienced incivility and behavioral responses as linear. However, the current study examines the curvilinear relationships between experienced incivility and organizational citizenship behavior (OCB) and instigated incivility using conservation of resources (COR) theory and by referring to related studies that have identified typical positive and negative employee nontask behaviors. Furthermore, this study identifies turnover intention as a moderator of these curvilinear relationships.

All samples were obtained from respondents working for Korean companies listed on the Korean Securities Dealers Automated Quotations (KOSDAQ); 228 samples were used for the analysis. A quadratic regression function was established to analyze the curved relationships according to hierarchical stages.

Our analysis determined that a U-shaped curvilinear relationship exists between experienced incivility and OCB, and an inverted U-shaped curvilinear relationship exists between experienced and instigated incivility. However, the moderating effect of turnover intention is significant only in the relationship between experienced and instigated incivility.

This study exhibits three points of originality—first, by simultaneously considering two dependent variables as responses to experienced incivility and examining their response patterns; second, by using a curvilinear relationship model to investigate the relationship between experienced incivility and its dependent variables; and finally, by finding a moderator to the curved relationship.