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Article
Publication date: 17 June 2019

Ulrich Lichtenthaler

The purpose of this paper is to present paradoxical employee attitudes towards interacting with artificial intelligence (AI).

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Abstract

Purpose

The purpose of this paper is to present paradoxical employee attitudes towards interacting with artificial intelligence (AI).

Design/methodology/approach

This is a conceptual paper, which builds on prior research, especially on the widely accepted notion of not-invented-here attitudes in technology adoption.

Findings

Many companies experience barriers in implementing AI owing to negative attitudes among their employees. This paper develops the concept of no-human-interaction attitudes, which describe employees’ preference to collaborate with real humans rather than having virtual colleagues. If they perceive a benefit from voluntarily using AI, however, many employees exhibit positive attitudes, leading to the concept of intelligent-automation attitudes. Jointly, these attitudes lead to the paradox that the same persons may have positive or negative attitudes to AI, depending on the particular situation. Firms need to address these attitudes because the interface of human and AI will be a key driver of competitive advantage in the future.

Originality/value

The new concepts of negative and positive employee attitudes contribute to our understanding of firms’ success and problems in implementing AI. Moreover, the paradox of negative and positive attitudes among the same employees helps to reconcile partly diverging findings in extant studies. A thorough understanding of the roots of these employee attitudes, along with several examples, further provides immediate starting points for actively influencing these attitudes in practice.

Details

Journal of Business Strategy, vol. 41 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Article
Publication date: 25 September 2007

M. Voermans and M. van Veldhoven

The purpose of this paper is to present a research project on attitude towards electronic human resource management (E‐HRM). A research model was formulated, based on two…

9836

Abstract

Purpose

The purpose of this paper is to present a research project on attitude towards electronic human resource management (E‐HRM). A research model was formulated, based on two theories from complementary research areas: Davis' technology acceptance model and Ulrich's model on HR roles.

Design/methodology/approach

The study used an online questionnaire, in which 99 managers and 257 employees within Philips (Electronics) Netherlands participated. Managers and employees answered questions as to their previous experiences with regard to IT systems in general, their preferred HR roles, and their attitude towards E‐HRM systems.

Findings

Differences in perceived usability of current IT systems, as well as the preferred HR roles strategic partner (high preference) and employee champion (low preference), were related to a positive attitude towards E‐HRM systems. For managers, user support was also found to be a predictor of a positive attitude towards E‐HRM.

Originality/value

This research suggests a multi‐factorial framework that can help organizations in understanding and solving difficulties of implementation with E‐HRM systems, as far as attitude towards these systems is concerned.

Details

Personnel Review, vol. 36 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 June 2005

Ooi Keng Boon, V. Arumugam and Teo Seng Hwa

This study seeks to investigate the effects of soft total quality management (TQM) on employeesattitudes within a large Malaysian semiconductor organization. Despite…

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Abstract

Purpose

This study seeks to investigate the effects of soft total quality management (TQM) on employeesattitudes within a large Malaysian semiconductor organization. Despite extensive research on “soft” TQM practices, there has not been much research this area. Therefore, the proposed model was developed with the intention of examining this relationship.

Design/methodology/approach

Original research using self‐completed questionnaires, distributed to all staff within this organization, is thoroughly reported. The study sample consisted of 230 employees, resulting in a response rate of 76.6 percent. Data were analyzed by the latest version of SPSS, employing correlation and multiple regression analysis.

Findings

The results revealed that employees' perceptions of soft TQM significantly relate to employeesattitudes with those perceiving a greater degree of awareness of soft TQM exhibiting more positive reactions towards job involvement, career satisfaction and organizational commitment. It is also found that, where teamwork was a dominant soft TQM practice, strong associations with employeesattitudes existed. This analysis gives new insight into “soft” TQM concepts and, furthermore, the results of the multiple regression analysis confirmed that all variables were significantly related to perceptions of soft TQM practices and thus implementing TQM does pay off. The results also support the proposed model based on the empirically validated soft TQM instruments, which are reliable and valid.

Originality/value

The significance of this study would enable top management to strategize their goal alignments, which would eventually help promote mutual understanding between the management and employees and thus yielding significant results on employeesattitudes. The conclusions, limitations and implications of the study are also extensively discussed.

Details

The TQM Magazine, vol. 17 no. 3
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 6 March 2019

Noorliza Karia and Muhammad Hasmi Abu Hassan Asaari

The purpose of this paper is to understand the emergence of employee leadership attributes and, further, examine its impact on employee work-related attitudes in terms of…

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Abstract

Purpose

The purpose of this paper is to understand the emergence of employee leadership attributes and, further, examine its impact on employee work-related attitudes in terms of the competitive context of higher education institutions.

Design/methodology/approach

A data from a survey of 245 academic employees in Malaysian public universities were tested and analyzed on the 12 proposed hypotheses.

Findings

The results reveal that the emergence of employee leadership attributes, independently, has a significantly positive effect on work-related attitudes. Specifically, executive leadership has a significantly positive effect on organizational commitment, career satisfaction and job satisfaction, while innovative leadership has a significantly positive effect on organizational commitment and career satisfaction. In contrast, adaptive and effective leadership is associated when explaining organizational commitment, career satisfaction and job satisfaction, while innovative leadership is associated when explaining job satisfaction.

Practical implications

Academic scholars/leaders in higher education should realize that the emergence of employee leadership attributes has a positive effect on work-related attitudes, such as organizational commitment, career satisfaction and job satisfaction.

Originality/value

The paper extends the knowledge regarding complexity leadership theory which explains the emergence of employee leadership attributes naturally and, further, provides empirical evidence.

Article
Publication date: 7 April 2015

Jenell L.S. Wittmer, Agnieszka K Shepard and James E. Martin

Employees working nonstandard schedules outside the daytime hours of the Monday-Friday work week are increasing. Using Social Exchange Theory (SET), the purpose of this…

Abstract

Purpose

Employees working nonstandard schedules outside the daytime hours of the Monday-Friday work week are increasing. Using Social Exchange Theory (SET), the purpose of this paper is to hypothesize relationships between scheduling preferences, attitudes, and retention indicators.

Design/methodology/approach

Survey data were collected from 343 US Postal Service mail processors (day, evening, or night shift; all shifts working weekends) from three cities. Multivariate analysis of covariance and multiple linear regression were used to test hypotheses related to participants’ perceptions of scheduling preferences and attitudes.

Findings

The authors found that preferences and attitudes toward shift worked had stronger relationships with each other and employee retention indicators for the night and evening shifts than the day shift, and these same relationships were stronger for the day shift when focussing on days of the week worked.

Research limitations/implications

Although limited by generalizability concerns, this study provides a distinctive application of SET to work schedules and offers a unique perspective on how working nonstandard days and nonstandard times, individually, impact the employment relationship.

Practical implications

Better work schedule management, with increased flexibility and control, may be one way of reducing negative employee reactions to nonstandard schedules.

Originality/value

This study goes beyond the typical examinations of standard vs nonstandard shifts, to study multiple nonstandard shifts and examines the relationships of these schedules on employee retention variables, focussing on both shift and weekend work.

Details

American Journal of Business, vol. 30 no. 1
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 28 August 2019

Prince Addai, John Avor, Isaac Nti Ofori and Daniel Ntiamoah Tweneboah

Ethical leadership wields a significant influence on productive work attitudes of employees. The relationship may partly be because of existing conditions in the…

Abstract

Purpose

Ethical leadership wields a significant influence on productive work attitudes of employees. The relationship may partly be because of existing conditions in the organization. However, there is dearth of research on the impact that conditions in the organization affect work attitudes and other employee behaviours. Thus, the purpose of this study is to examine organizational climate as an explanatory mechanism for the relationship between ethical leadership and employees’ productive work attitudes (employee commitment, organizational citizenship behaviour).

Design/methodology/approach

The researchers obtained responses from 150 employees working in micro financial institutions in the Greater Accra Region of Ghana. The cross-sectional survey design was used. The hypotheses of the study were analysed using regression analyses.

Findings

Findings indicated a positive and significant relationship between ethical leadership and productive work attitudes (employee commitment, organizational citizenship behaviour). Hierarchical regression analyses revealed that organizational climate moderated the relationships between both ethical leadership – employee commitment and ethical leadership – organizational citizenship behaviours. Explicitly, ethical leadership produced the highest productive work attitudes when organizational climate was favourable for productive work attitudes.

Originality/value

Generally, this study highlights the prominence of organizational climate in understanding the influence of ethical leadership on employees’ work attitudes.

Article
Publication date: 10 October 2022

Valentini Kalargyrou, Vidya Sundar and Shiva Jahani

This study aims to examine the individual and contextual predictors of managerial attitudes toward employees with chronic depression (EwCD) in the hospitality and tourism…

Abstract

Purpose

This study aims to examine the individual and contextual predictors of managerial attitudes toward employees with chronic depression (EwCD) in the hospitality and tourism field, the relationship between managerial attitudes toward EwCD and levels of organizational citizenship behavior, and the mediating role of personality in this relationship.

Design/methodology/approach

Empirical data were collected through an online survey of 305 managers working in the hospitality and tourism industry in the USA. SmartPLS 3 software was used to conduct a partial least squares-structural equation modeling analysis.

Findings

Organizational and individual characteristics of managers, such as pressure to be productive in the workplace, previous experience with depression, levels of anxiety and personality characteristics, are strong predictors of attitudes toward employees with depression. Personality mediates the effect of managers’ attitudes toward organizational citizenship behavior.

Practical implications

The study provided support that managers who have experienced depression are more understanding of the needs of EwCD and, consequently, can reduce related stigma in the workplace. Likewise, open and agreeable managers who do not feel the constant pressure to showcase high performance and who score low on anxiety and high on organizational citizenship behavior can create a safe working environment free from prejudice and discrimination toward EwCD.

Originality/value

Examining depression in the hospitality and tourism industry becomes even more critical as mental health issues are increasing in the workplace. This research contributes to the hospitality and tourism literature, which seldom investigates managerial perspectives of mental illness and sheds light on the desirable managerial personality traits necessary for creating an inclusive workplace.

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 24 August 2022

Galy Binyamin and Yael Brender-Ilan

As the global workforce ages, organizations face unprecedented challenges, especially managing effective communication between generations. The phenomenon of middle ageism…

Abstract

Purpose

As the global workforce ages, organizations face unprecedented challenges, especially managing effective communication between generations. The phenomenon of middle ageism (i.e. discriminating against middle-aged employees based on their age) has become more prevalent. The authors examined how contextual settings and communication affect attitudes toward middle-aged employees and hiring intentions.

Design/methodology/approach

Data were collected from 537 employees from various organizations, via questionnaires. The moderated mediation model was analyzed using Hayes' PROCESS models.

Findings

Results showed that attitudes toward middle-aged employees mediated the relationship between social climate of shared codes and language and hiring intentions. Social climate was positively related to attitudes toward their adaptability, but negatively to attitudes toward their ability. Also, decision-makers' own perceived employability moderated the relationship between attitudes toward employees' adaptability and hiring intentions, and the indirect relationship between social climate and hiring intentions.

Practical implications

Since age diversity is expected to become one of the most dominant diversity classifications in the very near future, coping with middle ageism constitutes a growing challenge for managers and HR staff. The findings indicate that in order to enhance sustainable employment and prevent discrimination, organizations need not only maintain a supportive climate for older employees, as an affirmative action, but also ensure better communication in terms of sharing codes and language that enhance positive attitudes toward middle-aged colleagues.

Originality/value

In an era where diversity and inclusion dominate human resource management decision making, this study contributes to the literature on the underexplored domain of age diversity.

Details

Equality, Diversity and Inclusion: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-7149

Keywords

Book part
Publication date: 15 December 2015

Dan Weltmann, Joseph R. Blasi and Douglas L. Kruse

Past research has found employee ownership to be linked to better attitudes and behaviors. We investigate three possible mechanisms: (a) a selection effect – employees who…

Abstract

Past research has found employee ownership to be linked to better attitudes and behaviors. We investigate three possible mechanisms: (a) a selection effect – employees who buy stock in their own company may have better attitudes to begin with; (b) a status effect – employees who have any amount of employee ownership may have better attitudes; and (c) a size of stake effect – employee attitudes and behaviors may be influenced by the size of their employee ownership stake. We used a rich database of over 40,000 employee surveys from one large multinational company and 13 other companies. We find some support for all three mechanisms. Selection effects are indicated by several positive relationships between attitudes and stock that is bought by the employees rather than being granted by the employer. Status and size of stake effects are indicated by several positive relationships between attitudes and stock that is granted by the employer, particularly when the employee ownership is accompanied by high-performance work policies. While dividing employee ownership into bought or granted stock sheds light on the selection issue, the data are cross-sectional so selection and causality cannot be firmly established. There is need for further research on selection versus causality in examining the effects of employee ownership. The results indicate that companies may improve employee attitudes and behaviors of people by granting them stock and by having opportunities for employees to purchase stock. Even the results pointing to selection effects, however, can be important for companies, since offering stock ownership opportunities to employees may be an effective way to identify which employees are most committed to the firm and are likely to become good corporate citizens.

Details

Advances in the Economic Analysis of Participatory & Labor-Managed Firms
Type: Book
ISBN: 978-1-78560-379-2

Keywords

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