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The purpose of this paper is to focus on the aims of discovering the problems existing in the seafarer recruitment management system and of finding out an efficiency recruitment system for shipping companies to retain skillful seafarers continue serving in their companies.

This study interviewed with the senior managers of shipping companies to clarify the seafarers’ problems they have encountered and conducted questionnaire survey to collect the seafarers’ perceptions for further analysis. Exploratory factor analysis and multi-regression analysis were applied for the data analysis.

There were four primary dimensions relating to seafarers’ management, namely, work attitude, loyalty, payment and welfare and opportunity. The results revealed that dimensions of payment and welfare and opportunity were significantly positive effect on seafarers’ loyalty; only the dimension of payment and welfare was found to significantly effect on the work attitude. However, these four dimensions were all found a positive effect on the work performance as well.

The results of cross-section research cannot fit all economic fluctuation conditions.

The ship owners and the operators should consider both the environmental motivation and the hygiene factor to establish a proper seafarers’ recruitment management system to retain seafarers and lead to better performance of the seafarers. The study findings also suggest the shipping company should pay attention to hire local seafarers, i.e. seafarers from the place where the company is based, as those local seafarers might have more work commitment than seafarers from other countries.

The findings of the study show that welfare and opportunity is the most important factor on loyalty, while it also exerts significant effect on work attitude and work performance. The results suggest that the motivation and performance are not merely dependent upon environmental needs (payment). The findings provide evidences of the importance of non-monetary remuneration within the seafarers’ recruitment management system.

Improving employee’s performance has always remained an area of concern in the hospitality industry where employees’ performance is related to customers’ satisfaction. The inadequacy of research work on demographics and organization variables’ influence on contextual and task performance has led to present research. Thus, the purpose of this study is to identify role of demographic and organizational variables in affecting contextual and task performance of hotel employees.

Data was collected from a sample of 350 hotel employees. The research is based on primary data and a structured questionnaire.

Task performance of employees increases with the age but contextual performance improves up to 40-50 years and then remains constant. Low salaries and job insecurity affected the performance of employees. A change of designation alone, without a corresponding increase in pay, did not enhance the performance of the employees. The type and size of the organization significantly affect job performance.

The study is a contribution to the theory and practice of employee management and improving employee’s performance. Factors affecting contextual and task performance have been identified. Future research can be conducted based on this study.

The study has highlighted the significant effect of demographic variables, organizational variables on contextual and task performance of hotel employees. The hotel industry plays an important role in economic development of a country. The study is practically helpful for hotel industry to understand what demographical and organizational variables can be considered to enhance employee’s performance.

Previous literature has lacked in identifying factors, which can affect the contextual and task performance of hotel employees. The paper is contributing to the existing body of knowledge related to employees’ performance. The managers of hotel industry can use outcome of this research to improve job performance of the employees. Findings open new avenues for future research.

The purpose of this paper is to examine relationships between perceived bullying, work engagement and work performance among Estonian academics. Specifically, it details what forms of bullying affect work engagement and performance. Moreover, the study explores the relationship between engagement and performance among bullied academics.

A total of 864 faculty members from nine Estonian universities participated in an e-mail survey in Spring 2014. Bullying was measured using the Negative Acts Questionnaire-Revised (NAQ-R22), and work engagement was assessed using the nine-item Utrecht Work Engagement Scale. Respondents’ perceived performance and productivity were measured on a ten-point rating scale. Structural equation modelling was used to analyse the relationship between bullying, engagement and performance.

Perceived bullying – especially “professional understating” – decreased work engagement and work performance among Estonian academics. The decrease in performance preceded the decrease in engagement or vice versa. The decrease in engagement was followed by lowered performance.

A longitudinal study is needed to prove the specific one-way effect of (decreased) performance (because of perceived bullying) on engagement.

Preventing bullying and further increasing engagement and performance among Estonian academics requires getting out of policy of professional understating.

The authors need to determine why Estonian academics experience professional understating, which includes being ordered to perform tasks below one’s level of competence and having key areas of responsibility removed or replaced with more trivial or unpleasant tasks.

The present results prove that it is possible to differentiate between specific forms of bullying in a specific context and further reveal those factors specifically that affect work performance and work engagement. Among Estonian academics – revealed in this study – “professional understating” seems to be such a factor.

While job insecurity generally impedes performance, there may be circumstances under which it can prompt performance. The purpose of this paper is to examine a specific situation (reorganization) in which job insecurity may prompt task and contextual performance. The authors propose that performance can represent a job preservation strategy, to which employees may only resort when supervisor-issued ratings of performance are instrumental toward securing one’s job. The authors hypothesize that because of this instrumentality, job insecurity will motivate employees’ performance only when they have low intrinsic motivation, and only when they perceive high distributive justice.

In a survey study among 103 permanent employees of a company in reorganization, the authors assessed perceived job insecurity, intrinsic motivation and perceived distributive justice. Supervisors rated employees’ overall performance (task performance and organizational citizenship behaviors).

Multilevel analyses showed that job insecurity was only positively related to supervisor-rated overall performance among employees with low intrinsic motivation and, unexpectedly, among employees who experienced low distributive justice. Results were cross-validated using employees’ self-rated performance, replicating the findings on distributive justice but not the findings on intrinsic motivation.

The results can inform future research on the specific situations in which job insecurity may prompt job preservation efforts, and call for research to uncover the mechanisms underlying employees’ negative and positive responses to job insecurity. The results and associated implications of this study are largely based on conceptual evidence. In addition, the cross-sectional design warrants precaution about drawing causal inferences from the data.

By combining insights from coping responses and threat foci, this study advances the understanding of when and why job insecurity may prompt performance.

Building on the social exchange theory (SET), this study aims to propose a model of the effects of green human resource management on employee in-role, extra-role and green innovative work behavior (GIWB). This study proposes, building on both the job demands-resources model and SET, that the aforementioned links can be explained through the mediating role of green work engagement (GWE).

Data were collected from employees (n. 208) working in Palestinian higher education organizations using a self-administered questionnaire. The partial least squares-structural equation modeling was the primary statistical technique adopted to examine the study’s hypotheses.

The results suggest that green human resources management (GHRM) was a significant predictor of employee in-role green behavior, extra-role green behavior and GIWB. Furthermore, GWE demonstrated to be a significant intervening mechanism to explain the above-mentioned relationships.

The results provide useful insights for higher education policymakers on how GHRM may positively contribute to employee green outcomes.

This paper is novel for several reasons. First, it contributes to the general literature of GHRM. Second, it contributes to the limited body of knowledge on GHRM in the context of higher education. Third, the distinct contribution of this study is the introduction of GIWB as an outcome of GHRM, and GWE as a mediating variable in the relationship between GHRM and employee green behaviors.