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Book part
Publication date: 10 July 2019

Employees as the Brand: Internal Marketing at the Sanctuary Hotel

Sjoerd Gehrels

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Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
DOI: https://doi.org/10.1108/978-1-78973-069-220191007
ISBN: 978-1-78973-069-2

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Book part
Publication date: 23 July 2019

Artificial Intelligence, Employee Engagement, Fairness, and Job Outcomes

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…

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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.

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Managing Technology and Middle- and Low-skilled Employees
Type: Book
DOI: https://doi.org/10.1108/978-1-78973-077-720191005
ISBN: 978-1-78973-077-7

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Book part
Publication date: 1 August 2019

Connection between Organizational Culture and Specifics of the Process of Decision Making in Modern Business Systems

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…

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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
DOI: https://doi.org/10.1108/978-1-78756-691-020191012
ISBN: 978-1-78756-692-7

Keywords

  • Organizational culture
  • decision making
  • modern business systems
  • involvement of employees in management
  • business management
  • D81
  • M14
  • M21

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Book part
Publication date: 13 January 2021

Managing Redundancy

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…

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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
DOI: https://doi.org/10.1108/978-1-83909-612-920211008
ISBN: 978-1-83909-612-9

Keywords

  • Employees
  • job loss
  • market outlook
  • redundancy
  • uncertainties
  • surviving employee

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Article
Publication date: 1 July 2020

Employee age and the impact on work engagement

Stephanie Douglas and Robin Roberts

Employee engagement studies are popular in contemporary research because of the complexity organizations face in nurturing the performance and productivity of…

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Purpose

Employee engagement studies are popular in contemporary research because of the complexity organizations face in nurturing the performance and productivity of multi-generations of workers. The purpose of this paper is to assess association of age and dimensions of work engagement.

Design/methodology/approach

In total, 181 participants completed the Utrecht Work Engagement Scale (UWES) to measure work engagement including the dimensions of absorption, vigor and dedication as well as demographics. One-way ANOVA and post hoc tests were conducted to examine the relationship between age and work engagement.

Findings

Employees 50 years of age and older were found to have statistically significant higher work engagement scores than the employees under the age of 50. Statistically significant scores were also found to be higher in absorption and dedication.

Originality/value

The workforce is aging with older employees becoming larger populations in organizations. Understanding how age influences employee work engagement supports human capital management strategy within organizations. HR professionals can also use the findings to develop targeted employee engagement to leverage the dedication and talents of older employees.

Details

Strategic HR Review, vol. 19 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/SHR-05-2020-0049
ISSN: 1475-4398

Keywords

  • Human capital
  • Age differences
  • Employee engagement
  • Work engagement

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Article
Publication date: 13 June 2020

Study of banking sector in Ghana shows importance of HRD training practices in developing employee effectiveness through the mediating role of employee competencies

The purpose was to examine the mediating role of employee competencies in the relationship between human resource development (HRD) practices and organizational effectiveness.

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Purpose

The purpose was to examine the mediating role of employee competencies in the relationship between human resource development (HRD) practices and organizational effectiveness.

Design/methodology/approach

Data were collected through questionnaire from 550 employees of the selected banks. The author tested four hypotheses

Findings

The results confirmed Hypothesis One, indicating training and development have a big influence on employee competencies. There was also support for Hypothesis Two, revealing employee involvement influences employee competencies. But the results did not support Hypothesis Three, which stated that career development has a significant influence on employee competencies. Finally, there was support for Hypothesis Four, which said HRD practices influence organizational effectiveness through the mediating role of employee competencies.

Originality/value

The author chose to focus on the banking sector because of its significance to a country’s economy. A further justification was that similar studies have focused on Western banks and there is a paucity of research into HRD practices in the West African banking industry. More broadly, there have been very few studies of the mediating processes through which HR practices impact performance.

Details

Human Resource Management International Digest , vol. 28 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/HRMID-03-2020-0046
ISSN: 0967-0734

Keywords

  • SEM
  • Organizational effectiveness
  • Banking industry
  • Employee competencies
  • HRD practices

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Article
Publication date: 28 December 2020

Significant household factors that influence an IT employees’ job effectiveness while on work from home

Vivek Sridhar and Sanjay Bhattacharya

The purpose of this study is to find out the significant factor/s relating to an information technology (IT) employee’s household that determines the job effectiveness of…

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Purpose

The purpose of this study is to find out the significant factor/s relating to an information technology (IT) employee’s household that determines the job effectiveness of an employee.

Design/methodology/approach

The approach involves surveying IT employees from across levels of work-experience, companies and cities on household factors that affect their job effectiveness while they work from home and uses discriminant analysis to find out important factor/s that determines if an employee’s job effectiveness remains constant or is better at the workplace that at home.

Findings

The number of elderly staying in the house, age of the eldest member of the household, observable power cuts at home and number of cars owned by individuals were found to be significant factors affecting an IT employees’ job effectiveness.

Originality/value

The study targets a very niche area of the impact of household factors on an IT employee. The findings of this research enable IT organizations from India with insights and enable them to come up with innovative interventions to manage employees on a personalized basis to improve an employees’ job effectiveness and drive organizational effectiveness on a whole, during and post the COVID-19 pandemic.

Details

International Journal of Innovation Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/IJIS-09-2020-0171
ISSN: 1757-2223

Keywords

  • IT industry
  • COVID-19
  • Work from home
  • Household factors
  • Job effectiveness

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Article
Publication date: 13 January 2021

Investigating leadership and employee well-being in higher education

Ataus Samad, Michael Muchiri and Sehrish Shahid

This article aims to understand the underlying mechanisms through which transformational leadership influences employee job satisfaction and turnover intentions…

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Purpose

This article aims to understand the underlying mechanisms through which transformational leadership influences employee job satisfaction and turnover intentions. Specifically, the study explores the mediation role of employee well-being on the relationships between leadership and both employee job satisfaction and turnover intentions.

Design/methodology/approach

Employing a quantitative research method, data were collected from 280 academics and professional staff from an Australian regional university. The Mplus software was used for data analysis.

Findings

The results showed that transformational leadership had significant positive impact on employee well-being and job satisfaction while it alleviated employee turnover intentions. Furthermore, employee well-being mediated the effect of transformational leadership on employee job satisfaction and turnover intentions.

Research limitations/implications

The research was cross-sectional, and data were collected from a convenient sample and therefore minimises our ability to generalise the findings to other contexts.

Practical implications

Effective leadership, employee well-being, job satisfaction and employee turnover are of strategic importance in the higher education sector in Australia and internationally. These findings will therefore provide a basis for university policy makers to craft relevant policies that promote effective leader behaviours and enhance employee well-being as they facilitate employee job satisfaction and minimise turnover intentions among higher education sector employees (i.e. academics and professional staff).

Originality/value

Our study provides a unique contribution to knowledge as it explains the mediation effect of employee well-being on the relation between transformational leadership a, job satisfaction and turnover intentions.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/PR-05-2020-0340
ISSN: 0048-3486

Keywords

  • Transformational leadership
  • Well-being
  • Job satisfaction
  • Turnover intentions and Australian higher education sector

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Article
Publication date: 12 January 2021

Are employees' emotional labor strategies triggering or reducing customer incivility: a sociometer theory perspective

Xiaojun Zhan, Wenhao Luo, Hanyu Ding, Yanghao Zhu and Yirong Guo

Prior studies have mainly attributed customer incivility to dispositional characteristics, whereas little attention has been paid to exploring service employees' role in…

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Purpose

Prior studies have mainly attributed customer incivility to dispositional characteristics, whereas little attention has been paid to exploring service employees' role in triggering or reducing customer incivility. The purpose of the present study is to propose and test a model in which service employees' emotional labor strategies affect customer incivility via influencing customers' self-esteem threat, as well as examine the moderating role of customer's perception of service climate.

Design/methodology/approach

Based on a matched sample consisting of 317 employee-customer dyads in China, multiple regression analysis and indirect effect tests were employed to test our model.

Findings

The study shows that employee surface acting is positively related to customer incivility, whereas deep acting is negatively associated with customer incivility. Moreover, customer self-esteem threat mediates the relationship between both types of emotional labor and customer incivility. Customer perception of service climate moderates the relationship between deep acting and customer self-esteem threat.

Originality/value

The current research broadens the antecedents of customer incivility from the employee perspective and sheds more light on the role of customer self-esteem in the interactions between employees and customers. It also demonstrates a complementary relationship between service climate and individual employees' emotional labor strategies, thereby expanding the existing understanding of the management of employees' emotional labor.

Details

Journal of Service Theory and Practice, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/JSTP-01-2020-0009
ISSN: 2055-6225

Keywords

  • Emotional labor
  • Customer incivility
  • Surface acting
  • Deep acting
  • Customer self-esteem threat
  • Service climate

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Article
Publication date: 4 January 2021

Team reflexivity and employee innovative behavior: the mediating role of knowledge sharing and moderating role of leadership

Zhining Wang, Shuang Ren, Doren Chadee, Mengli Liu and Shaohan Cai

Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior…

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Purpose

Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior remains theoretically and conceptually underspecified. Taking a knowledge management perspective, this study aims to investigate the role of team-level knowledge sharing and leadership in transforming team reflexivity into innovative behavior at the individual level.

Design/methodology/approach

The paper follows a multilevel study design to collect data (n = 441) from 91 teams in 48 knowledge-based organizations. The paper tests our multilevel model using multinomial logistic techniques.

Findings

The overall results confirm that knowledge sharing in teams mediates the influence of team reflexivity on individual employee innovative behavior, and that leadership plays an important role in moderating these influences. Specifically, authoritarian leadership is found to attenuate the team reflexivity and knowledge sharing effect, whereas benevolent leadership is found to amplify this indirect effect.

Originality/value

The multilevel study design that explains how team-level processes translate into innovative behavior at the individual employee level is novel. Relatedly, our use of a multilevel analytical framework is also original.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/JKM-09-2020-0683
ISSN: 1367-3270

Keywords

  • Knowledge sharing
  • Leadership
  • Employee innovative behavior
  • Team reflexivity

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