Search results

The purpose of this paper is to report and discuss the principal findings of a recent study of thinking and practice about workforce health and wellbeing among UK accounting and finance and human resource management professionals.

The data informing the paper were collected using postal questionnaires to two samples of 1,000 UK accounting and finance and human resource directors. The research design incorporated the facility for a full second mailing to respondents.

The responses received from the sample of human resource directors were generally more supportive of viewing workforce health and wellbeing as a valuable organisational asset. Accounting and finance professionals employed in private sector organisations were the least enthusiastic about such issues.

While the design of the questionnaire afforded the opportunity for commentary on answers by respondents, semi‐structured interviews will allow a more detailed exploration of the issues.

The UK accountancy profession has yet to fully appreciate the significance of the intellectual capital phenomenon. In seeking to engage health and wellbeing issues, it may be desirable to consider collaboration with the human resource management profession.

Health and wellbeing have seldom been recognised as key constituents of human capital. Consequently, this is the first such study to be carried out.

The purpose of this paper is to identify employee wellness as a further component of intellectual capital and to illustrate how it might be possible to account for it in ways that depart from accounting's traditional focus on costs and valuations.

The paper is discursive in approach, considering a range of ideas relevant to visualising employee wellness as intellectual capital and how to account for it as such.

Employee wellness a component of primary intellectual capital, being something that employees bring to their organisations together with their experience, expertise, know‐how, leadership skills, creativity, etc. It is also a component of secondary intellectual capital envisaged as initiatives designed to promote greater levels of health and fitness among employees. While it is not possible to place financial valuations on employee wellness, individual or collectively, it is possible to develop metrics that will communicate useful information to a variety of stakeholders. In addition, employee wellness is a suitable topic for the development of self accounts by organisational participants.

The paper is an early contribution to a new field of enquiry and seeks to encourage further studies both empirical and conceptual.

Presents an exploratory study on travel agents’ attitudes towards automation. Surveys 167 travel agents from both Canada and New Zealand. Shows that there are four distinct groups of agents whose attitudes towards automation differ quite substantially and that these attitudes are related not so much to current use of technology but more to perceived future usage.

Part I of this paper addressed the environmental and leadership factors that contribute to employee engagement. Next, the purpose of this paper is to add the job and person to the engagement equation.

Summarizes the characteristics of engaging jobs. Then, reviews individual personality traits that engaged individuals are more likely to exhibit: hardiness, internal locus of control, active coping style, high self esteem, low neuroticism, and high extraversion. Finally, discusses the importance of a “match” between the employee's preferences and the general work conditions and offers performance improvement implications.

Engagement is a complex topic and a challenging goal. An engagement‐friendly culture values the diversity of talents employees bring to the table, respects individual needs, and inspires all employees to pursue a common and exciting vision of the future. Logically, engagement will not be impacted by a single training program, regardless of its quality. Enhancing engagement is a long‐term proposition.

Individuals are unlikely to become engaged because someone told them they should. Engagement occurs naturally, when the conditions are right, when the leaders are inspiring, when individuals find the ideal place in which to apply their strengths. If this is true, performance improvement professionals might consider the following interventions: educate the leaders; focus on career development; champion work‐life balance; encourage relationships.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

We discuss how attachment theory can help leaders maintain security in their relationships with followers during crisis, using the COVID-19 worldwide pandemic as an example. We describe how the COVID-19 pandemic has undermined the typical ways leaders may have fostered secure relationships with their followers. Guided by Lewin's action research paradigm, we integrate research on attachment theory with recent research on the COVID-19 pandemic to present leader interventions to maintain attachment security in spite of the disruption caused by COVID-19. We then discuss how these propositions can guide leader interventions in other types of crisis.

Attachment theory has received considerable attention in recent years from management and leadership scholars. We extend this line of inquiry by drawing parallels between the strange situation, a now classic paradigm for researching infant–caregiver attachment systems, to understand attachment security in leader–follower relationships during times of crisis.

We find that the crises such as COVID-19 present a challenge to attachment security in leader–follower relationships. We also find that research on adult attachment in response to crises and traumatic events is relevant to understanding how leaders can foster positive relations with followers during times of crisis when physical proximity is not possible.

We apply attachment theory and leadership research to present a framework for leadership during the COVID-19 pandemic; however, many of our theoretical assertions and related interventions could be applied to other unprecedented crises that disrupt leader–follower relationships. Hence, our paper offers a unique lens that is centered on the attachment security within the leader–follower relationship during crisis.

The purpose of this paper is to examine the use of weblogs by political parties in the 2005 general election campaign. It seeks to identify why, why not, and how parties used their weblogs during the election campaign.

The weblogs of the five political parties which had a weblog were assessed, and eight party e‐campaigners were interviewed.

The findings contrast with those of studies of the 2004 US presidential campaign where blogs appeared to play a significant campaigning role. Rather, in the UK, party blogs were essentially used as one‐way communication channels which added colour to party web sites. As a result, such weblogs may have encouraged visitors to return because of some form of voyeurism, but they were not either effective conversational, campaigning, or promotional tools.

The paper is based on a UK general election of an experimental political communication channel.

Suggests the key elements required for the effective use of weblogs. Also suggests that individual candidate weblogs may be a more appropriate channel to reach electors than party‐controlled weblogs. The motivation for using a weblog seems to be essentially a judgement that it might be worthwhile experimenting with one. However, until there is significant evidence that weblogs can have a tangible effect, it is likely that they will remain merely part of the background to a UK general election campaign.

The paper provides a means of judging the value of weblogs within political communication by political actors.

One of the strongest and most important outcomes of trait social courage is employee voice, but researchers have only studied this relationship with unidimensional conceptualizations of voice. The purpose of this paper is to apply Van Dyne et al.’s (2003) three-dimensional conceptualization of voice, which also distinguishes three dimensions of silence, to provide a nuanced understanding of the relationship of social courage with voice and silence. The authors also test for the moderating effect of three contextual influences: top management attitudes toward voice and silence, supervisor attitudes toward voice and silence, as well as communication opportunities.

The authors conducted a four-timepoint survey with each measurement occasion separated by one week. A total of 134 participants completed all four timepoints.

The results support that social courage positively relates to prosocial voice and silence, whereas it negatively relates to defensive voice and silence as well as acquiescent voice and silence. In other words, social courage positively relates to beneficial voice and silence as well as negatively relates to detrimental voice and silence. The results also failed to support any moderating effects, suggesting that the relationships of social courage are very resilient to outside forces.

These findings both test prior results and discover new relationships of social courage, which can further stress the importance of courage. The authors also draw direct connections between the influence of social courage on the surrounding workplace environment – as well as the influences of the environment on social courage. While the current paper provides insights into social courage, it also directs future researchers toward new insights of their own.

Courage is an emergent research topic within organizations. While many authors have assumed that courage is important to work, the current paper is among the few to empirically support this notion.

In this essay it is proposed first to draw the important distinction which exists in practice between the collective and procedure agreements and explain briefly the respective functions of each of these. An examination will then follow of the current legal status of the collective agreement in Great Britain where a discussion and analysis of various aspects of legal non‐enforceability will take place.