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Article
Publication date: 4 October 2021

Emmanuel Senior Tenakwah

Retaining talents has been a significant issue for companies globally. Recent statistics suggest that the trend is rising at an alarming rate. This paper aims at examining…

Abstract

Purpose

Retaining talents has been a significant issue for companies globally. Recent statistics suggest that the trend is rising at an alarming rate. This paper aims at examining these statistics, the driving factors, and how organisations can deal with this issue to retain current employees and to attract prospective employees.

Design/methodology/approach

This paper discusses the drivers of these high turnover rates and the associated costs. Based on these, suggestions on how to retain and attract talents are offered.

Findings

The evidence available illustrates that employee turnover continues to hamper the growth of companies and can pose existential threats to these companies. It also suggests that listening to concerns or reasons accounting for the exit of employees can go a long way to reduce the current trends.

Practical implications

The suggestions presented in this paper highlight the possibility of curbing the high rate of turnover. By taking these suggestions, organisations can avoid the enormous costs associated with employee turnover while building a healthy organisation for their employees.

Originality/value

This work is timely given the high rate of turnover recorded worldwide, even during the pandemic.

Details

Strategic HR Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 23 August 2021

The author said his study suggested a unique mechanism for the link between HPWS and organizational innovation and also filled a gap in existing research. Previous studies…

Abstract

Purpose

The author said his study suggested a unique mechanism for the link between HPWS and organizational innovation and also filled a gap in existing research. Previous studies have tended to concentrate on outcomes at the organizational level rather than individual level.

Design/methodology/approach

The author sent the questionnaire to employees at R&D centers, where employees are expected to produce a lot of creative ideas. Each organization in the study had a maximum of three employees responsible for R&D. In total, 272 complete questionnaires were collected from 159 SMEs in Amman, in Jordan.

Findings

The study confirmed that employee engagement fully mediates the relationship between HPWS (high-performance work systems) and employee creativity. Results showed it accounted for 69.5% of the variance. The author of the report also revealed that perspective-taking also moderated the relationship between HPWS and employee engagement, and employee creativity predicted organizational innovation to moderate levels.

Originality/value

The positive results of the study have theoretical implications, the author argues. It proposed a causal mechanism of mediation, which was an original contribution. And it also focused on individuals, whereas other studies have tended to concentrate on outcomes at the organizational level. Management must also take into account the vital role HPWS play in shaping creativity and engagement. On the other hand, training can’t be offered for the sake of it, but in order to influence the employee’s view of the organization.

Details

Human Resource Management International Digest , vol. 29 no. 6
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 5 July 2021

Paul White

Communicating appreciation to employees has been shown to be an important factor in contributing to employee engagement and making workplaces more effective. Research has…

Abstract

Purpose

Communicating appreciation to employees has been shown to be an important factor in contributing to employee engagement and making workplaces more effective. Research has shown that employees differ in how they desire to be shown appreciation. The purpose of this paper is to examine how working remotely (vs onsite), the experience of the COVID-19 pandemic and employees’ age group impacted the ways employees want to be shown appreciation at work.

Design/methodology/approach

Using the five Languages of Appreciation as a framework (Chapman and White, 2019), over 200,000 individuals’ results from the Motivating By Appreciation Inventory were compared across various groups. The dependent variable: (Primary Language of Appreciation) was examined in light of three independent variables: work setting (onsite vs remote), timeframe (pre-COVID-19 vs during COVID-19) and age range of the employee.

Findings

Preferences for how to be shown appreciation were quite stable across work setting, timeframe and age range, suggesting that one’s preferred ways of being shown appreciation is largely an internal characteristic that is only mildly influenced by external factors. Minor trends were found when comparing various age groups and remote vs onsite employees.

Originality/value

Understanding the impact of the COVID-19 pandemic on employees’ desires for appreciation is critical for organizational leaders. With vast numbers of new remote employees in the workforce, understanding how they are similar to and vary from onsite employees is paramount for addressing the needs of all team members. This study provides valuable information on both topics, as well as differences across age groups.

Details

Strategic HR Review, vol. 20 no. 4
Type: Research Article
ISSN: 1475-4398

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Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

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Book part
Publication date: 23 July 2019

Claretha Hughes, Lionel Robert, Kristin Frady and Adam Arroyos

Artificial intelligence (AI) is defined as the ability of a computer system to sense, reason, and respond to the environment. Computer systems with advanced AI can engage…

Abstract

Artificial intelligence (AI) is defined as the ability of a computer system to sense, reason, and respond to the environment. Computer systems with advanced AI can engage in sensing, reasoning, and responding in the most complex and dynamic environments. AI systems are being adapted rapidly by organizations to help manage their workforce. The reason for the popularity of AI is twofold. One, organizations now have access to huge amounts of data (i.e., big data) about their business operations which can be leveraged to make more efficient and effective management decisions. Two, advances in AI now afford organizations the ability to capture and process this data in real-time. Organizations can now incorporate the latest information into their decision making even in the most complex and dynamic competitive markets. Despite this, management through AI also presents new challenges to employees who are now both directed and held accountable by AI.

Details

Managing Technology and Middle- and Low-skilled Employees
Type: Book
ISBN: 978-1-78973-077-7

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Book part
Publication date: 1 August 2019

Aleksei V. Bogoviz, Leonid F. Malinovski, Tamara G. Stroiteleva, Maxim M. Sharamko and Vera V. Dvoretskaya

Purpose: The purpose of the chapter is to determine the connection between organizational culture and specifics of the process of decision making in modern business…

Abstract

Purpose: The purpose of the chapter is to determine the connection between organizational culture and specifics of the process of decision making in modern business systems and to determine the directions of managing the organizational culture depending on the set criteria of decision making.

Methodology: A proprietary classification of the types of organizational culture of modern business systems according to the criterion of employees' involvement into decision making is offered. This classification uses two dimensions of employees' involvement into decision making for classification of the types of organizational culture of modern business systems. First dimension: interest of business manager in involvement of employees into the process of decision making. Second dimension: employees' inclination for participation in the process of making of managerial decisions. The factors that influence these dimensions are determined.

Conclusions: Connection between organizational culture and specifics of decision making in modern business systems according to the criterion of employees' involvement in decision making is determined. The minimal level of involvement envisages independent decision making by business manager without participation of employees. In this case, a lot of problems of the business system remain unsolved and possibilities remain unused. Resource intensity of decision making is the highest, and their practical implementation is complicated by employees' dissatisfaction, but this process is conducted very quickly. The medium level of involvement envisages either collective discussion, but decision making by business manager, or collection of feedback by business manager with low interest in it from employees. In this case, resource intensity of decision making is lower, and decisions could be made and implemented faster. The highest level of involvement is connected to collective decision making by employees and business manager. This allows determining problems and using possibilities of the business system with minimal resources. Though the duration of the process of decision making is the highest, solutions are implemented quickly due to employees' support.

Originality/value: The determined specifics show the necessity for considering the influence of the organizational culture on specifics of the process of decision making in modern business systems. It is substantiated that no type of organizational culture of modern business systems according to the criterion of employees' involvement in decision making can provide a guarantee of decisions' optimality. The directions of managing the organizational culture depending on the set criteria (completeness, speed, resource intensity) of decision making are recommended.

Details

Specifics of Decision Making in Modern Business Systems
Type: Book
ISBN: 978-1-78756-692-7

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Book part
Publication date: 13 January 2021

Dennis Pepple, Crystal Zhang and Chioma Ofoma

At the end of this chapter, learners should be able to:

  • Explain what redundancy is.
  • Understand how to manage redundancy.
  • Calculate redundancy pay.
  • Understand the support…

Abstract

Learning Objectives

At the end of this chapter, learners should be able to:

  • Explain what redundancy is.

  • Understand how to manage redundancy.

  • Calculate redundancy pay.

  • Understand the support available for surviving employees.

Explain what redundancy is.

Understand how to manage redundancy.

Calculate redundancy pay.

Understand the support available for surviving employees.

Details

Financial and Managerial Aspects in Human Resource Management: A Practical Guide
Type: Book
ISBN: 978-1-83909-612-9

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Article
Publication date: 11 October 2021

Neuza Ribeiro, Ana Patrícia Duarte, Rita Filipe and Rajasekhar David

This study aims to examine the impact of authentic leadership (AL) on employees’ organizational citizenship behaviors (OCB) by investigating the mediating effect of…

Abstract

Purpose

This study aims to examine the impact of authentic leadership (AL) on employees’ organizational citizenship behaviors (OCB) by investigating the mediating effect of affective commitment (AC).

Design/methodology/approach

Data were collected on 194 leader-follower dyads in diverse organizations, using individual surveys. Followers reported their perceptions of AL and their AC, and leaders assessed each follower’s level of OCB.

Findings

The results support the research hypotheses proposed, confirming that employees’ perceptions of AL are positively related to both their AC and OCB. Moreover, AC completely mediates the relationship between AL and OCB, indicating that authentic leaders increase employees’ affective bonds to their organization, and therefore, strengthen workers’ tendency to engage in OCB.

Research limitations/implications

Additional studies with larger samples are needed to clarify more fully not only AL’s influence on OCB but also other psychosocial variables affecting this relationship.

Practical implications

The findings suggest that organizations can foster employees’ AC and OCB by encouraging managers to adopt a more AL style. Authentic leaders are likely to focus on the collective as they care about their teams, the wider organization and even society’s welfare and sustainability.

Social implications

Growing concerns about sustainability and business ethics and the crisis of trust in organizations can be addressed through further research on positive leadership forms such as AL. This study’s findings suggest that AL fosters employees’ affective bond to organizations and their willingness to engage in OCB, which are two indicators related to organizational sustainability.

Originality/value

This study integrated AL, AC and OCB into a single research model, thereby extending previous investigations. In addition, the data were collected from two sources (i.e. both leaders and followers in dyads) to minimize the risk of common-method variance.

Details

Sustainability Accounting, Management and Policy Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8021

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Article
Publication date: 6 October 2021

Shuwen Li, Ruiqian Jia and Rui Sun

The purpose of this study is to examine the differential association of family supportive supervisor behavior on promotive voice under different gender. Further, while…

Abstract

Purpose

The purpose of this study is to examine the differential association of family supportive supervisor behavior on promotive voice under different gender. Further, while employees’ self-concept factors have received considerable attention in the research on the triggering mechanism of employee voice, the authors’ knowledge about how and when family factors affect employee voice remains underdeveloped.

Design/methodology/approach

According to the resource conservation theory and gender role theory, the authors constructed a research model to investigate the influence and boundary of family supportive supervisor behavior on employee promotive voice and tested their research model using a paired data of 332 married employees and their direct supervisors of enterprises in China.

Findings

The findings suggest that family supportive supervisor behavior has a positive effect on employee promotive voice. Family supportive supervisor behavior can strengthen employee promotive voice by improving work-to-family enrichment and reducing work–family conflict, yet no significant mediation effect was found regarding family-to-work enrichment and conflict. Furthermore, family supportive supervisor behavior is more likely to improve female employee work–family enrichment and assuage male employee work–family conflict and thus enhance employee promotive voice.

Originality/value

This study sheds light on the different influential paths of family supportive supervisor behavior on promotive voice of employees of different genders and provides references for enterprises to motivate employees’ promotive voice.

Details

International Journal of Conflict Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 14 October 2021

Pa Sinyan and Marco Nink

This paper aims to establish the state of employee engagement levels in Europe and offer insights into the reasons behind the current state of affairs. It proposes that…

Abstract

Purpose

This paper aims to establish the state of employee engagement levels in Europe and offer insights into the reasons behind the current state of affairs. It proposes that management matters most out of all the factors influencing employee engagement, and that European organisations should therefore invest in equipping their leadership teams to provide employees with a positive experience of the workplace.

Design/methodology/approach

This paper uses data from the Gallup World Poll, which Gallup has used to conduct surveys of the world’s adult population, using randomly selected samples, since 2005. Covering more than 160 countries since its inception, the survey was conducted via computer-assisted telephone interviews in 2020 to account for COVID-compliant safety measures.

Findings

This paper provides insights into the engagement levels of European employees, which remained dismally low in 2020 as it has for the last decade. By far, the biggest influence on the state of employee engagement is leadership, which will require improvement if European organisations are to improve their employee engagement levels.

Originality/value

This paper fulfils the need for organisations to gain a better understanding of how to improve their employee engagement levels in the wake of a significant global crisis. Inspiring workplace cultures that maximise the well-being of every employee can help to reverse the decline of economic dynamism across the globe.

Details

Strategic HR Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1475-4398

Keywords

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