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Employee surveys are an important tool for communicating messages to employees, measuring cultural and behavioral indicators, and driving organization development and change in the workplace. This chapter expands upon prior research in this area by presenting longitudinal trends in survey action planning efforts over an 11-year period and the impact on employee attitudes at a multinational consumer products company. Results from the Survey Outcome Matrix are analyzed over time, by level, and by content area. Comments from employees are used to explore reasons why action does not occur from surveys in some contexts. The chapter concludes with implications for practice.

The purpose of this paper is to examine the risk‐incentive effect of CEO stock options in the banking industry.

For a sample of industrial mergers, Williams and Rao find that the risk‐incentive effect of CEO stock options is associated with higher post‐merger risk. This result indicates that stock options may be effective in mitigating the agency problem of Jensen and Meckling wherein managers take too little risk on behalf of shareholders. The authors extend the method of Williams and Rao to the banking industry. In particular, they are interested in determining whether the same relationship holds for these highly regulated and leveraged firms.

Using a sample of 131 bank mergers that took place between 1993 and 2002, the authors determine that the risk‐incentive effect of CEO stock options is positively related to the post‐merger level of equity risk. The results of this study also show that the interaction of size and the risk‐incentive effect is negatively related to volatility following the merger, which agrees with the original study.

This paper extends the literature by examining an industry that is largely ignored because of its highly regulated nature.

Highlighting the prominence of spirituality at work, this paper aims to scrutinize the mediating role of perceived person-organization fit (P-O fit) on the relationship between workplace spirituality and nurse work engagement in the context of two Indonesian government hospital.

Cross-sectional survey data of 138 nursing staff from two government hospitals operating in Indonesia were analyzed using structural equation modeling to estimate the mediation effects of perceived P-O fit on the relationship between workplace spirituality and nurse engagement.

The results of the research proved the positive effect of workplace spirituality on nurse work engagement. Likewise, P-O fit act as a mechanism through which workplace spirituality affects nurse engagement.

This study only uses a sample of two government hospitals, which may limit the generalizability of the outcomes. Despite of the small sample, the result of this inquiry provides new insights into the advancement of human behavior theory in hospital service, especially on the factors that influence nurse work engagement. On a broader sense, top management might set a necessary program to wholly nurture nurse spiritual potential as a step to convalesce their spiritual awareness.

Based on the discovery, the study presents strong theoretical and managerial implications that can be used by health care institutions to evaluate the importance of workplace spirituality on employee engagement among nurses. This paper contributes by fulfilling the fissure in the management literature of health care, in which empirical studies on workplace spirituality in the relationship with employee engagement have been scarce until now.

The present perceived P-O fit in the relation between the spirituality of the workplace and nurse engagement enhances human behavior theory in the health care context.

THE bulk of our hospitals, etc., were built about a century ago and when examined in the light of present‐day needs and future requirements they are found to be far from satisfactory. Millions of hours are wasted annually due to the inadequacies of the buildings, equipment and management. Most of these institutions are trying to give a more comprehensive service to a volume of patients twice as large as they were originally designed to accommodate.

Past research has found meaningful differences between job and organisational engagement. However, research to date has mainly focused on job engagement, whereas the construct of organisational engagement has been largely neglected. The purpose of this study was to investigate the antecedents of organisational engagement and its influence on withdrawal attitudes.

Using an on‐line survey, the authors investigated employees’ perceptions of fairness and trust in senior management, 12 months prior to the measurement of organisational engagement and withdrawal attitudes. The study was conducted in a professional services public organisation, characterised by frequent change and uncertainty.

The authors showed that perceptions of procedural justice and trust in senior management predicted organisational engagement 12 months later. In addition, organisational engagement partially mediated the relationship between procedural justice perceptions, trust in senior management, and withdrawal attitudes.

The authors’ research suggests that monitoring and influencing employees’ levels of engagement can benefit organisations, and that leaders in particular can influence employees’ level of engagement. Indeed, the present research showed that employees who had trust in senior management and felt that they had a voice in the organisation showed higher levels of engagement and lower intentions to exit the organisation.

This research contributes to our understanding of the drivers of engagement, and demonstrates the importance of organisational‐level, in addition to job‐level engagement.

The purpose of this study is to investigate whether the perceived ease of use and the usefulness of a virtual employee engagement platform (VEEP) positively influence employees’ intentions to use the VEEP and, in turn, actual use of VEEP. This study further examined how using the VEEP influences employee engagement as well as two organizational outcomes (i.e. employee participation and intention to stay).

The survey items for this study were developed based on the technology acceptance model (TAM) and motivation theory. Structural equation modeling (SEM) was used to test the proposed relationships in a sample of 373 employees of a hospitality organization in the USA.

The results indicate that employees’ perceived ease of use and usefulness of a hospitality company’s VEEP positively influence employees’ intentions to use the VEEP. The study also found employees with greater intentions to use their company’s VEEP tend to use the VEEP more frequently, which in turn positively influenced their engagement. Eventually, the more-engaged employees showed a higher level of participation, as well as intention to stay.

This study addresses the call by researchers to demonstrate how a VEEP can positively influence employee engagement and to present new insights into how employee engagement can contribute to improving organizational outcomes in a hospitality setting.

This study is the first empirical study involving the emergent field of engagement platforms and employee engagement in a hospitality setting. Moreover, this research provides support for increased adoption and investment in the VEEP by hospitality companies.

In this article, we consider the evolution of the US stock market from the 1770s through the early 20th century. Adopting an institutional lens, we conceive of the stock market as an institutional field constituted by socially constructed cultural logics and myths. We focus on the role of the US government as an actor embedded in the stock market field and sharing in the prevailing field logics. Tracking the dominant logics of the stock market field at different historical periods, we examine how these logics impacted government regulatory action upon the stock market, and how those government regulations affected the subsequent logics of the stock market field. Our research included both quantitative content analysis of articles in historical newspapers and qualitative historical analysis of multiple primary and secondary accounts of stock market problems and solutions across more than 150 years. We document how government regulatory action both reflects and shapes the logics of the stock market field.

These details and drawings of patents granted in the United States are taken, by permission of the Department of Commerce, from the ‘Official Gazette of the United States Patent Office’. Printed copies of the full specification can be obtained, price 10 cents each, from the Commissioner of Patents, Washington, D.C., U.S.A. They are usually available for inspection at the British Patent Office, Southampton Buildings, Chancery Lane, London, W.C.2.

The purpose of this paper is to shed light on the relationship between organizational commitment (OC) and organizational citizenship behavior (OCB) as mediated by employee engagement (EE). The impact of different facets of OC (affective, continuance and normative) and EE (alignment, affectiveness and action-orientation) is examined with respect to OCB.

Insights from the literature underpin the hypotheses on how EE mediates the relationship between OC and OCB. Primary data using survey questionnaire were collected from 881 permanent employees of Delhi Metro Rail Corporation (DMRC) in India. Hayes' model 4 has been used for the mediation analysis.

The analyses show that only one facet of OC- affective commitment and the alignment and action-orientation dimensions of EE positively affect OCB. The relationship between OC and OCB is fully mediated by EE.

The results imply that engaging employees is pivotal for effectively fostering citizenship behavior among employees. Organizations should be willing to implement strategies and interventions which enhance the emotional experience of employees to foster a sense of belongingness with the organization and engage them.

The paper draws on a unique data set of a prestigious organization in India to provide insights with substantial degree of generalizability into the relationship between OC, OCB and EE, whilst applying a comprehensive definition of these constructs. It is the first study to examine the inter-relationship among different facets of these constructs.

Even though there is neither case law nor policy negating the concept of the maximisation of shareholders' profits, the ‘schizophrenia’ of the legal conception of the corporation (Allen 1992), and the incertitude that stems from this, justify a new definition of the ‘best interests of the corporation’. Doubt is accentuated by the statutes of American companies, called non-shareholder constituency statutes, which refer to ‘best interests’ in the assessment of corporation director duties. Indeed, nearly half of U.S. states have adopted ‘constituency statutes’ which allow the board of directors to take into account the interests of non-shareholders when making decisions (Mitchell, 1992; Orts, 1992).⁷