Search results

The primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.

The study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.

The results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.

The differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.

The findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.

This study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.

The study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.

The purpose of this paper is to investigate the relationship between perceived corporate social responsibility (PCSR) and perceived organizational corruption (POC) in a developing country context. The research suggests mediating roles of perceived ethical leadership (PEL) and job satisfaction (JS) in the PCSR–POC relationship.

Data were collected through survey questionnaires. The sample consisted of 434 employees working in private and public organizations in Kosovo. Regression analysis was conducted by using a serial mediation model.

Applying a social learning framework, this study provides evidence that employees’ perceptions of corporate social responsibility (CSR) are positively related to perceived ethical leadership and job satisfaction and negatively related to perceived organizational corruption. Furthermore, results confirm that the relationship between CSR perception and organizational corruption perception is mediated by ethical leadership perception and job satisfaction.

Armed with the findings, organizations can adopt CSR practices to positively influence employee behaviors and attitudes. From these results, it is possible to better comprehend the role of CSR in dealing with relevant aspects such as corruption at the organizational level, especially in developing and emerging markets.

The findings of this research indicate that employees in socially responsible organizations perceive less organizational corruption. Adopting a more ethical and responsible management approach might represent a promising solution to fight the corruption phenomenon inside and even outside organizations. These results should serve as reflection for both managers and public authorities.

With regard to CSR, previous studies have investigated different employee outcomes but never considered the potential impact on corruption at the organizational level. Furthermore, this study extends the literature by conceptualizing perceived ethical leadership and job satisfaction as mediators between perceived CSR and organizational corruption perception, in a developing country context where the concept of CSR is still less investigated.

This study aims to analyse the relationship between diversity practices and employee engagement in the specific context of a telecommunications company.

Using simple and multiple linear regressions, the authors test the mediating effect of the perception of inclusion and the moderating role of inclusive leadership, as well as whether this style of leadership promotes the perception of inclusion among employees.

The results are based on a sample of 238 responses and show that a positive correlation exists between the perception of diversity practices and engagement which is mediated by the perception of inclusion. However, inclusive leadership fails to moderate this relationship, although it does positively influence employees’ perception of inclusion.

The study emphasises: the importance of employees’ perceptions of diversity and inclusion as a strategic priority of their organisations and the importance of its embeddedness in the organisational culture and daily practices and the role of inclusive leaders in shaping employees’ perceptions, as this leadership may have significant implications for their engagement and performance.

This research offers a better understanding of what contributes to an inclusive workplace and the role of inclusive leaders in building up employees’ perception of inclusion that, thus, enhances their engagement.

Neste estudo analisamos a relação entre práticas de diversidade e engagement dos colaboradores no contexto específico de uma empresa de telecomunicações.

Mediante regressões lineares simples e múltiplas, avaliamos o efeito mediador da perceção de inclusão e o papel moderador da liderança inclusiva, bem como se este estilo de liderança promove a perceção de inclusão dos colaboradores.

Os resultados têm por base uma amostra de 238 respostas e mostram que existe uma correlação positiva entre a perceção das práticas de diversidade e o engagement, mediada pela perceção de inclusão. A liderança inclusiva não modera, porém, aquela relação, embora influencie positivamente a perceção de inclusão dos colaboradores.

Este estudo enfatiza: (a) a importância da perceção de diversidade e inclusão dos colaboradores como prioridade estratégica nas suas organizações e a importância da sua incrustração na cultura organizacional e práticas quotidianas; e (b) o papel dos líderes inclusivos na modelação das perceções dos colaboradores, dado que este estilo de liderança tem implicações significativas ao nível dos seus níveis de engagement e desempenho.

Esta pesquisa oferece uma melhor compreensão sobre o que contribui para um ambiente de trabalho inclusivo e o papel dos líderes inclusivos na construção da percepção de inclusão dos colaboradores, que, por seu turno, melhora o seu engagement.

En este estudio analizamos la relación entre las prácticas de diversidad y el engagement de los trabajadores en el contexto específico de una empresa de telecomunicaciones.

Mediante regresiones lineales simples y múltiples, evaluamos el efecto mediador de la percepción de inclusión y el rol moderador del liderazgo inclusivo, así como si este estilo de liderazgo promueve la percepción de inclusión de los trabajadores.

Los resultados se basan en una muestra de 238 respuestas y muestran que existe una correlación positiva entre la percepción de las prácticas de diversidad y el engagement, mediada por la percepción de inclusión. El liderazgo inclusivo no modera, sin embargo, esa relación, aunque influye positivamente en la percepción de inclusión de los trabajadores.

Este estudio enfatiza: (a) la importancia de la percepción de diversidad e inclusión de los trabajadores como una prioridad estratégica en sus organizaciones y la importancia de su incrustación en la cultura organizacional y las prácticas diarias; y (b) el papel de los líderes inclusivos en la configuración de las percepciones de los trabajadores, ya que este estilo de liderazgo tiene implicaciones significativas para su engagement y desempeño.

Esta investigación ofrece una mejor comprensión de lo que contribuye a un ambiente de trabajo inclusivo y el papel de los líderes inclusivos en la construcción de la percepción de inclusión de los trabajadores, que, a su vez, mejora su engagement.

The paper aims to considering quality that comes from quality employees taking discretionary efforts, having right perception towards quality, getting satisfied from their contribution. Exploring the relationship of engagement, perception and satisfaction, and mapping the levels and identifying managerial implications for improving the levels.

William Kahn’s employee engagement dimensions, Parasuraman and Zeithaml’s quality dimensions and Harter et al.’s satisfaction dimensions applied and variables framed in health-care context, tested and applied. Survey data collected from randomly selected medical and non-medical employees from south Indian state Tamil Nadu health-care organizations, using structured questionnaire.

Age, experience and roles of the respondents in work have a significant association with the levels. It explores a significant positive relationship of perception, engagement and satisfaction. The study explores an average 28% of employees have high level of engagement, perception (18%) and satisfaction (22%), and the rest fall under moderate and low levels. The roles of the respondents significantly predict the levels.

The study focuses on engagement, perception and satisfaction of employees, not of patients. It registered the responses of trained physicians, nurses and administrative staff. It illustrates human resource strategic importance to improve the levels concerning quality measures.

This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement practices. Targets and monitoring are hypothesised to be associated with employee perceptions of job control, supportive management and job demands, which in turn, are expected to be linked to employee-wellbeing and organisational commitment.

Matched employee workplace data are extracted from a nationally representative and publicly available survey. Structural equation models are estimated.

Performance measurement systems are neither perceived as resources nor additional demands. Setting many targets and a focus on productivity can lead to negative employee outcomes, since these positively correlate with perceptions of job demands, which negatively correlate with employee wellbeing. However, monitoring financial performance and monitoring employee performance may be helpful to managers, as these are positively associated with employee perceptions of job control and supportive management, which positively correlate with job satisfaction and organisational commitment and, negatively, with anxiety. Overall, common criticisms of performance measurement systems in healthcare are questioned.

Given the lack of consensus on how performance measurement systems can influence employee experiences and outcomes, this study combines theories that argue for performance measurement systems in managing operations with models developed by psychologists to describe how perceptions of the work conditions can affect employee attitude and wellbeing. A conceptual model is therefore developed and tested, and potential direct and indirect effects of performance measurement systems in the health sector are inferred.

This study aims to investigate the moderating role of psychological capital (PC) and the mediating role of safety climate (SC) in the relationship between the perception of psychological well-being (PWB) and ethical climate perception (ECP) of yacht crews in commercial yachts.

This study follows a quantitative approach. Data were obtained from a total of 339 yacht crews in Türkiye. The data were analyzed using SPSS 22 and AMOS 22 statistics package software.

This study uncovers the role of SC and PC in the causal relationship between the PWB and ECP of yacht crews who are, as tourism and maritime industry employees, expected to exhibit positive organizational attitudes and behaviors. The PWB of yacht crews in the work environment is affected by their SC and PC levels.

Although the holistic model of this study is a strong one, there are some limitations. The sample includes only Turkish yacht crews in yacht organizations in Türkiye. Yacht crews work periodically under harsh conditions. We acquired the research data from the yacht crews who had experienced the challenging environment; hence, the findings are specific to the crews. Ethical perceptions and standards may differ across cultures; for this reason, future research on employees in different organizations may conclude with different results. The significance of this research lies in the fact that it tests a comprehensive model.

This study can guide managers in finding ways to affect the PWB of crews. Ethical and safety climate should be taken into account by yacht organizations to improve the perceptions of yacht crews. The findings show that ECP and SC have a positive effect on the PWB of yacht crews. From this perspective, this study suggests that yacht organizations should involve their crews in their ethical decisions to foster an ECP. Yacht businesses should act consistently in all areas and adopt clear safety and ethical rules and procedures for yacht crews to follow to create a perception of ethical and safety climate.

This study contends that yacht crews, who face lengthy shifts and professional duties, are a component of the tourism and maritime industries. The findings indicated the necessity for more study on different perspectives related to the factors that impact PWB in the light of the employees. There are relatively scarce data on yacht crews and the relationship between their PWB, SC, ECP and personality constructs such as PC. This research shows that the PWB of yacht crews in stressful and demanding working environments depends on positive ECP and high PC through SC.

This study is the first to assess the role of SC and PC in the relationship between the ECP and PWB of yacht crews. It further aims to fill the research gaps and build on the tourism and maritime literature on yacht crews and PWB, and climate within the tourism and maritime context.

The purpose of this paper is to analyze the impact of employees’ perception of performance appraisal (PA) practices on innovative behavior (IB). The authors also propose to analyze consistency, a dimension of Human Resource Management (HRM) system strength, as a moderating variable in the aforementioned relationship.

A quantitative study was conducted, using a sample of 166 employees carrying out highly qualified, intensive knowledge jobs in four industrial companies in the Valencian region of Spain. The hypotheses were tested by applying the Smart-PLS 3.2 software.

The findings confirmed that in a context of professional and qualified work, PA practices have a direct and positive effect on IB. However, the results obtained did not enable us to affirm that employee perceptions of the consistency of the HR system moderated the relationship between PA and IB.

The paper’s originality lies in including the role of consistency, a dimension of HRM system strength, in the analyzed relationship. When employees believe that PA achieves the goals for which this practice was designed, and that this appraisal follows a clear strategic direction over time, they perceive that the assessment system is not arbitrary, i.e., that this HR practice is being applied consistently. Consequently, the present work shows the relevant role of the perception of consistent PA when the firm wants to encourage IB. This fact opens up the field to study how to define and implement control mechanisms that tell managers whether there is a fit between employees’ perceptions and the intentionality of the HRP these managers have defined.

本研究旨在分析僱員對工作表現評核實務的看法，如何影響其創新行為。作者們亦建議去分析人力資源管理系統的其中一個優點特質： 一致性，並且以一致性作為上述關係的一個調節變量來進行分析。

此為一項定量研究。樣本為166名在西班牙巴倫西亞地區四間工業公司內從事高質素及知識密度高的工作的僱員。各項假設已應用了Smart-PLS 3.2 軟件進行了測試。

研究結果確認了在專業及合資格工作的環境下，工作表現評核實務對創新行為會起直接及積極的影響。唯取得的研究結果不能讓我們確認僱員對人力資源系統一致性的看法、調節了表現評核與創新行為之間的關係。

本研究的原創性、在於就該關係的分析研究內，納入了人力資源管理系統強度的一個層面 -一致性 - 的角色。若僱員相信表現評核達到其設立的預期目的，並相信該評核長期跟隨著一個清晰的戰略方向，他們會覺得有關的評核制度不是隨機的；即是說，他們會覺得該人力資源實務是一貫地應用的。因此，本研究明確顯示了如公司欲鼓勵創新行為，僱員覺得表現評核有一致性這個觀感是有其相關角色的。這項事實、開啟了研究如何界定及執行機制，讓主管知悉員工的看法與他們所釐定的人力資源實務的目的是否吻合。﹞

Adaptation to the requirements of digital economy is especially difficult for older workers, which is a challenge for today’s organizations due to workforce shrinking and ageing. Therefore, the purpose of this paper is to investigate how it is possible to develop older employees’ potential in technology use in the business environment.

The authors examined how employees at various age perceive barriers during enterprise system (ES) adoption and use. This exploratory study is based on grounded theory and draws from the opinions of 187 Polish ES practitioners.

With age, emphasis on employees’ perception of mandatory ICT implementation projects is shifting from technology to people-related considerations. For older employees, job security and workload appear the most critical issues in such projects. Age-diverse collaboration appears necessary to address the problems posed by technology-related and demographic changes.

The findings imply that incorporating multiple stakeholder perspectives and age-related considerations into research on ICT adoption appears essential.

ICT adoption in the business environment can be successfully supported by age-balanced team building, cooperation between younger and older employees, and age-adjusted change management initiatives.

Supporting older employees during the implementation of mandatory business software should embrace reducing their negative attitudes to ICT-induced change by minimizing their perception of job insecurity.

Unlike many prior studies, the current research places age in the central role and discusses not only how it is possible to support older employees, but also how to leverage their potential in the process of ICT adoption and use in a mandatory setting.

This study offers an empirical framework for how hotel employees CSR perceptions affect their job satisfaction by incorporating the parallel mediating roles of organizational identification and psychological contract fulfillment. In addition, it examines the moderator effects of employees' CSR-induced attributions on the constructed mediated model, providing a powerful lens through which to evaluate when and how employees' CSR perceptions influence organizational identification and psychological contract fulfillment.

The study use PLS-SEM techniques to analyze a sample of 520 employees from 49 luxury hotels with 4–5 stars in Khanh Hoa province, Vietnam.

The results show that CSR positively influences job satisfaction through the mediating role of psychological contract fulfillment and organizational identification. Besides, attachment styles also play moderator role in the relationship between CSR and psychological contract fulfillment/organizational identification.

The discoveries elucidated within this research endeavor proffer actionable discernments to be earnestly contemplated by professionals entrenched in the hotel industry, earnestly aspiring to ameliorate the contentment of their workforce and, concomitantly, augment the overarching efficacy of their organizational operations.

This study provides human resource departments with insights and suggestions for maximizing the efficacy of CSR implementation in the hotel industry.

This study aims to understand how integration efforts at both communication and channel levels can foster customer engagement behavior in the retail sector from the perspective of employees.

Data were collected through 231 face-to-face questionnaires completed by frontline employees in shopping centers. A structural equation modeling approach was applied to test the proposed hypotheses.

The results highlight the importance of integration efforts as external stimuli for enhancing employees’ perceptions about customer engagement behavior. Findings extend the stimulus-organism-response model by predicting responses that go beyond employees’ behavior to predict customer engagement behavior. Results also confirm the mediating role of attitudes toward marketing communications and synergy realization in the proposed model.

Retailers should integrate their multiple channels and operate consistently and in coordination through them to develop employees’ perceptions about customer engagement behavior. Managers should regularly collect information from their employees as they represent an important touchpoint in omnichannel retailing.

There is a gap in the omnichannel retailing literature regarding how integration efforts at a communication level may complement integration efforts at a channel level for developing customer engagement. This study addresses this gap by adopting a novel perspective using frontline employees as a source of information for assessing customer engagement behavior. It extends knowledge about how customer engagement behavior may be developed and strengthened from the employees’ point of view.

Este estudio analiza, desde la perspectiva del empleado, cómo la integración de la comunicación y la coordinación de los canales de distribución fomenta el engagement de los clientes en el sector minorista.

Los datos fueron recogidos a través de 231 cuestionarios personales realizados a empleados de centros comerciales. Las hipótesis se contrastaron mediante un modelo de ecuaciones estructurales.

Los resultados destacan la importancia de la integración para fomentar la percepción de los empleados acerca del engagement del cliente. Estos resultados extienden la aplicación del Modelo de Estimulo-Organismo-Respuesta para predecir no sólo el comportamiento de los empleados si no el engagement del cliente. Los resultados también corroboran el rol mediador de la actitud hacia las comunicaciones de marketing y la obtención de sinergias.

Los distribuidores deben integrar todos los canales y actuar de forma coordinada y consistente para mejorar la percepción de los empleados acerca del engagement del cliente. Se debe recabar información periódica sobre las percepciones de los empleados ya que constituyen un importante punto de contacto en la gestión omnicanal de los establecimientos comerciales.

Este estudio aborda un gap existente en la literatura acerca de cómo los esfuerzos de integración a nivel de comunicación complementan los esfuerzos a nivel de canal para fomentar el engagement del cliente. La novedad de este estudio reside en estudiar estos aspectos desde la perspectiva de los empleados.

本研究旨在从员工的角度了解沟通和渠道层面的整合工作如何促进零售部门的顾客参与行为。

数据收集于购物中心一线员工所填写的231份面对面问卷。应用结构方程建模方法来检验所提出的假设。

本文结果强调了整合工作作为外部激励对于提高员工对顾客参与行为的认知的重要性。研究结果通过预测超越员工行为的反应来预测客户参与行为, 从而扩展了刺激-机体-反应模型。结果还证实了对营销传播和协同实现的态度在所提出的模型中的中介作用。

零售商应该整合其多种渠道, 并通过这些渠道持续协调地运作, 以培养员工对顾客参与行为的认知。管理者应该定期从员工那里收集信息, 因为他们是全渠道零售的一个重要接触点。

在全渠道零售业的文献中, 关于沟通层面的整合工作如何补充渠道层面的整合工作以发展顾客参与的问题, 存在研究差距。本研究通过采用新颖的视角, 将一线员工作为评估顾客参与行为的信息来源来解决这一差距。它扩展了关于如何从员工的角度发展和加强顾客参与行为的知识。