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This paper aims to study the impact of four dimensions of workplace spirituality (engaging work, spiritual connection, mystical experiences and sense of community), corresponding with workplace climate and compensation on employee perceived job performance.

A sample of 207 individuals from an international hospital were interviewed. Preliminary research, sale assessment, correlations and regressions were carried out.

The findings suggest that there are strong, positive and significant relationships between workplace spirituality (engaging work, sense of community), workplace climate, compensation and perceived job performance.

This paper relates to only the healthcare services. Hence, it is highly recommended that further research be administered in other professions and areas with a broader view and a longitudinal research design.

Some applicable recommendations to enhance personnel’s productivity and organizational effectiveness are suggested.

This paper could shed new light on the neglected acknowledged phenomena of spirituality, climate and compensation at work as well as make way for various applications in the working environment.

In the last 20 years wage inequality in the United States has grown significantly. At the same time, the increased popularity of employee involvement or the so-called high-performance work practices seems to offer opportunities for more skilled, autonomous, and participatory work. For many, this is a positive alternative to low-wage jobs, though others suggest that such jobs may raise skill requirements sufficiently to leave many workers behind and thereby contribute to growing inequality. Yet others are more critical and view participatory work systems as merely a method of work intensification. This paper examines the impact of participative work systems on workers’ wages and generally finds modest evidence of significant effects.

This chapter considers the commitment of gender equality at universities and how it is expressed and measured via a gender equality scorecard. The Gender Equality Scorecard is seen as an accountability measure that seeks to build awareness of the magnitude of the problem (if it exists), interpret the meaning of the (in)equities, and move to action. It is regarded as a supportive mechanism to the development and implementation of a Gender Policy as articulated in The UWI Strategic Plan, 2012–2017. The development of a Scorecard is also seen as an example of collaborative governance in action that fosters engagement, commitment, and action across an institution. The proposed model draws upon the experiences of the Gender Equity Scorecards used by international development agencies and other higher educational institutions. The chapter proposes a framework and methodology using staff and student data from The University of the West Indies for the period 1990–1991 to 2011–2012 to build a Gender Scorecard. Finally, the Scorecard is seen as a tool to track performance related to the creation and enhancement of relevant structures and processes to institutionalize gender equality into the functions, operations, and governance of institutions.

Higher education has experienced some significant changes over the past few years including a highly competitive landscape, use of new technology, managing COVID protocols and guiding students to resources that ensure their success. With prior research highlighting the changes in the workforce and poor working conditions of part-time faculty, this study aims to explore full-time perceptions of several employment-related variables to determine how these significant workplace changes have impacted them.

A mixed-methods approach is used. This includes a questionnaire being sent out via e-mail to faculty at a medium-sized, public, regional university located in the USA. This was sent through two separate listservs: full-time faculty listserv and part-time faculty listserv. The questionnaire included quantitative and qualitative questions. A one-way ANOVA was used to detect significant differences between the two groups of interest for the quantitative components. The qualitative portions of the questionnaire provided deeper insights into employee perceptions of their workplace.

This research uncovers some alarming trends for full-time faculty within higher education. Across several different employment variables, full-time faculty perceptions are significantly worse than part-time faculty. This includes work–family conflict, pay perceptions, compensation opportunities, online teaching experiences, overwhelming work activities, technology provided, travel funding provided, perceived satisfaction of a faculty advocate and perceived benefits of a faculty advocate. Qualitative and quantitative results support these findings and provide additional clarification as to why they have these negative workplace perceptions.

A convenience sample was used, where data was only gathered from one university. Future research could replicate finding with more universities varying in their make-up and location to determine if these results hold across the USA and internationally. Some measures did not use established scales in the literature, and some were single-item measures. Future research could replicate findings using established scales with multi-item measures to provide more confidence the results produced that are reliable and valid.

These results suggest alarming concerns for higher education institutions regarding their full-time faculty. Human resource managers and administrators at universities should respond to “the alarm” from this research and internal employee satisfaction surveys they have conducted with their employees. Changes should be made at higher education institutions to improve employee workplace perceptions in hopes of retaining valuable employees and improving worker morale to increase productivity. The recent workplace changes and challenges for full-time faculty are negatively impacting their workplace perceptions.

As a result of full-time faculty having significantly worse perceptions across all measured employment variables than their part-time colleagues, who already had poor perceptions, the authors may see more “good” employees leaving the industry for other more lucrative options. Others may become “dead wood” in the university and engage in “quite quitting” resulting in less productivity. With the tenure process protecting professors, this may result in universities being “stuck” with many unmotivated professors and hurt the quality of educational services provided. Some professors may even act out negatively toward the university. This could damage the quality of education provided at universities and perceptions of higher education by society.

To the best of the authors’ knowledge, this is the first study comparing full-time and part-time faculty workplace perceptions across several variables. After previous study has highlighted the poor work conditions and perceptions of part-time faculty, this study adds to the discussion showing that significant changes in the workplace have resulted in full-time faculty now perceiving their employment to be significantly worse than their part-time colleagues. This can have significant short-term and long-term ramifications for the industry that will make it more difficult for universities to attract talented individuals to choose a career in education and retaining their best workers based on current employment perceptions.

This study aims to examine the relationship between human resource management (HRM) practices and informal workplace learning.

Data were collected from a sample of 381 employees working as heads of the department of branches in private commercial banks of Bangladesh. Hypotheses were tested by using structural equation modelling-partial least square.

Findings of the study revealed that HRM practices such as selective hiring, extensive training, performance appraisal, compensation practices, empowerment and information-sharing, significantly positively related with informal workplace learning.

Based on the situated learning and organizational support theory, this study is empirically testing how HRM practices influence informal workplace learning.

This chapter analyzes the influence of inclusion, equal opportunity and antidiscrimination policies on the strength of diversity in a foreign firm domiciled in a developing country.

It used a questionnaire to collect fact from the depth of employees’ experiences of diversity management in practice to understand its implication for the strength of diversity in the workplace. It questioned the nature of the constructs on diversity in line with the effect of equal opportunity in the workplace.

The component factor analysis extraction method obtained valuable constructs from the stated dimensions of items in the questionnaire. The regression technique was used to analyze the influence of these constructs on the strength of diversity in the workplace.

The results revealed that inclusiveness is necessary to intensify the strength of diversity in foreign organization in a developing nation, with the need to deepen alternative equal opportunity policy and diverse work culture awareness. Power relations strategies foster staff welfare, but weaken compensation by merit heighten employees’ sentiments.

Data were only collected from the companies head office; its branches were not covered.

Employees detect biases in equal opportunity policies beyond the guises of control power relation. Thus, besides a policy for diversity and inclusion in the workplace, an alternative equal opportunity policy is essential to intensify diversity.

It empirically probes foreign organizations in a developing country staff response to changes in the workplace due to the cautious implementation of inclusion, equal opportunity and antidiscrimination policies to foster diversity.

The purpose of this paper is to report on survey results from a study about librarians’ experience with compensation (salary and benefits) negotiation in the library workplace in order to provide data that will inform professional discourse and practice.

A primarily quantitative survey instrument was administered via Qualtrics Survey Software and distributed through listservs and social media channels representing a range of library types and sub-disciplines. The survey was explicitly addressed to librarians for participation and asked them questions related to their work history and experience with negotiating for salary and benefits.

A total of 1,541 librarians completed the survey. More than half of survey respondents reported not negotiating for their current library position. The majority of those who did negotiate reported positive outcomes, including an increase in salary or total compensation package. Only a very small number of respondents reported threats to rescind or rescinded offers when negotiating for their current positions. Respondents cited prior salary and prior work experience and/or education as the top information sources informing negotiation strategy.

There is minimal discussion of salary and benefits negotiation by individuals in the library literature and prior surveys of librarians’ experience with compensation negotiation do not exist. This is the first paper that tracks negotiating practices and outcomes of librarians in library workplaces of all types.

Most research on worker participation treats it as an establishment-level phenomenon even though it is seldom used on an establishment-wide basis. This paper, however, examines how three forms of incentive compensation are used at the job level, and it assesses the potential ramifications for inequality. I find that the use of incentive compensation reflects the gender composition, unionization, and functional role of jobs. Jobs with many full-time women, for instance, are less likely to use group incentives and profit sharing because they are less likely to play central or managerial roles in establishments. This suggests that incentive compensation may increase inequality.

The purpose of this paper is to investigate differences in compensation related to gender concentrations among industries at different organisation levels of management to identify gender‐based patterns of compensation at the macro level not investigated in previous studies that simply suggest industry or occupational differences. Findings provide guidance for selection processes, career path management for maximising compensation and policy‐making.

Data from the Current Population Surveys and the Standard and Poor's ExecuComp database were used to examine differences in compensation of managers and top executives.

Findings suggest that men and women must seek different paths and endpoints to optimize compensation. Maximising compensation for women requires working as a minority and changing industries. Men, on the other hand, may work in male‐dominated industries at every level or may move to female‐dominated industries at the managerial and executive levels and still receive equitable pay.

The paper was conducted on a USA sample so further research should examine data from other countries.

In practice, this paper suggests that men and women must seek different paths and endpoints to optimize compensation. Human resource managers should be aware of these potential biases and try to rectify them within their organisations through the use of appropriate selection and compensation practices. At the macro‐level, policy‐makers can identify patterns of inequity to address.

Gender‐related difference studies of compensation offer little understanding about how to maximise compensation during one's management career as it progresses through management levels and across industries.

This study aims to examine whether are there human resources (HR) practices that influence firm performance of companies operating in the Mediterranean region and, specifically, in Greece. Existing literature comes mostly from American studies, leaving a research gap what happens when HR practices are applied by companies in the Mediterranean region.

The author reviewed the existent literature and examined six HR practices, which were initially proposed by Pfeffer. Using a self‐reported questionnaire, the author surveyed managers in Greece. The author used univariate and hierarchical multiple regression models to analyse the data.

Analysis of data provides overall support for all HR practices except of job security. Selective hiring and compensation policy were significant predictors for all performance variables.

Results from studies on a specific industry may have limitations to generalising to other sectors of the economy. More research is necessary to examine HR practices not covered by this study.

This study has practical implications particularly for small and medium enterprises (SMEs) that proliferate in Mediterranean countries. SMEs often find it difficult to see all the connections between antecedents (such as recruiting, compensating and training personnel) and consequences (such as turnover, financial performance). This study shows that there are high‐performance workplace practices that clearly pay off and thus, it is worthy investing on them.

This research is valuable to Mediterranean companies by highlighting the role of practices such as selective hiring and compensation policy in order to increase the overall firm performance.