Relevant bibliographies by topics / Employee behaviour

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee behaviour'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Employee behaviour"

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Zhang, Xinyong, Zhenzhen Sun, Zhaoxiang Niu, Yijing Sun, and Dawei Wang. "The Effect of Abusive Supervision on Safety Behaviour: A Moderated Mediation Model." International Journal of Environmental Research and Public Health 18, no. 22 (November 18, 2021): 12124. http://dx.doi.org/10.3390/ijerph182212124.

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Leadership behavior has an impact on the behavior of employees. Previous studies have mainly studied the impact of positive leadership behaviors on employees’ behaviors, but there is an absence of research on the impact of negative leadership behaviours (abusive supervision) on safety behaviours (including safety participation and safety compliance). In this study, 599 front-line employees in the petrochemical industry were selected as subjects. Abusive supervision, safety behaviour, safety motivation and a conscientiousness questionnaire were used as measurements to explore the relationship between abusive supervision and employee safety behaviors, and to further explore the roles of safety motivation, conscientiousness and the relationship between them. This study found that abusive supervision is negatively related to employee safety behaviours (safety compliance and safety participation); that safety motivation plays a mediating role in the relationship between abusive supervision and employees’ safety behavior; and that conscientiousness moderates the role of safety motivation between the relationship of abusive supervision and employees’ safety behaviour. With a higher level of conscientiousness, the indirect relationship between abusive supervision and employee safety behaviours is weaker. Finally, we discuss the theoretical and practical significance of these findings for abusive supervision and the management of safety behaviours.
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S, Pradeep Roy K., Arun Karthik V. M, and Dr Muthukumar K. "Minimizing Employee Injury by Changing the Behavior Through Behaviour Based Safety." International Journal of Trend in Scientific Research and Development Volume-2, Issue-6 (October 31, 2018): 1533–38. http://dx.doi.org/10.31142/ijtsrd18893.

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Tentama, Fatwa, and Cita Yuliantin. "Peran Subjective Well-Being dan Trust in The Employer terhadap Organizational Citizenship Behavior (OCB) Karyawan." Journal An-Nafs: Kajian Penelitian Psikologi 6, no. 2 (December 4, 2021): 152–64. http://dx.doi.org/10.33367/psi.v6i2.1402.

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Organizational citizenship behaviour is one of the behaviours that can affect the company's success, so it is necessary to study the factors that can influence it. This study examines the effect of subjective well-being and trust in the employer on employee organizational citizenship behaviour. The population in this study were 110 permanent employees at an automotive company in Yogyakarta. The research sample was 70 employees with the characteristics of working in an automotive company, a minimum of one year of service, a permanent employee who did not work in the workshop. The sample selection was male and female with a nonprobability purposive sampling technique. The research instrument used was organizational citizenship behaviour, subjective well-being, and trust in the employer scales. Hypothesis testing using multiple linear regression analysis with SPSS V.21 program. Simultaneous analysis results show a significant effect of subjective well-being and trust on employee organizational citizenship behaviour. The partial analysis shows a very significant positive effect of subjective well-being on organizational citizenship behaviour and trust in the employer on organizational citizenship behaviour. Subjective well-being and trust in the employer contributed 49% to organizational citizenship behaviour. The amount of contribution given by subjective well-being contribution is 20.66%, and trust in the employer is 28.31%. Thus trust in the employer provides a more dominant contribution to organizational citizenship behaviour
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Bysted, Rune. "Innovative employee behaviour." European Journal of Innovation Management 16, no. 3 (July 26, 2013): 268–84. http://dx.doi.org/10.1108/ejim-09-2011-0069.

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Ahmad, Nursaadatun Nisak, Ida Rosnita Ismail, and Azman Ismail. "The Roles of Employees Coaching Towards Employee Outcomes." Social and Management Research Journal 14, no. 2 (December 31, 2017): 71. http://dx.doi.org/10.24191/smrj.v14i2.5492.

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Employees’ coaching is an effective management tool to enhance employees’ performance and development. Since 1980, a number of researchers have noted the value of the employees’ coaching relationship, but there is still little evidence regarding what makes employees’ coaching to be effective in Malaysia. Therefore, the study looked at the role of leader coach (supervisory coaching behaviour and autonomy support) toward enhancing employees’ motivation (employees’ self-efficacy) and performance to explore this topic in-depth. Again, the purpose of an immediate supervisor as a coach in a practice context is to help employees to consider how they might work and behave differently with a more effective behaviour and thus lead to better outcomes, without a reliance on the formal authority the manager possesses. The outcomes of using PLS-SEM path model analysis showed three important findings: First, the relationship between supervisory coaching behaviour was not correlated with employees’ self-efficacy. Second, autonomy support was positively correlated with employees’ selfefficacy; and third, employees’ self-efficacy indirectly influences employees’ performance. Keywords: supervisory coaching behaviour, autonomy support, employees’ self-efficacy and performance
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Lavena, Ika, and Singmin Johannes Lo. "THE EFFECT OF LEADERSHIP BEHAVIOUR AND REWARD SYSTEM ON THE EMPLOYEE PERFORMANCE MEDIATED BY ORGANIZATIONAL CITIZENSHIP BEHAVIOUR OF PT DANPAC PHARMA." Dinasti International Journal of Management Science 1, no. 4 (March 6, 2020): 493–513. http://dx.doi.org/10.31933/dijms.v1i4.186.

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The purpose of this research is to understand and explain the effect of Leadership Behavior and Reward System on Employee Performance is mediated by Organizational Citizenship Behavior for Employees PT Danpac Pharma. The method used is quantitative approach, where the population in this study were 305 employees of PT Danpac Pharma. Engineering sample selection is done by taking a sample saturated to permanent employees as much as 146 respondents. Questionnaire survey instrument used data collection techniques and have been submitted to the employees of PT Danpac Pharma. Data of this study, which analyzed using structural equation models (SEM) 3.2.8 SmartPLS software program. This study reveaks that Leadership Behaviour and Reward System have a significant positive effect on Employee Performance mediated by Organizational Citizenship Behaviour both partially and simultaneously. In addition, the Leadership Behavior has a positive and significant effect on Organizational Citizenship Behavior and Reward System has a positive and significant effect on Organizational Citizenship Behavior. Leadership Behavior has a positive and significant effect on Employee Performance and Reward System has a positive and significant effect on Employee Performance.
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Navaratne, N. N. J. "Opportunistic Behaviour and Psychological Contract between Employer and Employee." Colombo Business Journal 4, no. 1 (June 26, 2013): 47. http://dx.doi.org/10.4038/cbj.v4i1.32.

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Schalk, René, Jennifer W. Campbell, and Charissa Freese. "Change and employee behaviour." Leadership & Organization Development Journal 19, no. 3 (June 1998): 157–63. http://dx.doi.org/10.1108/01437739810210202.

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Gilani, Hasan. "Corporate brand identity and employee brand citizenship behaviour: A conceptual framework." Marketing Review 19, no. 1 (November 29, 2019): 51–84. http://dx.doi.org/10.1362/146934719x15633618140783.

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This research paper aims to explore and identify the impact of corporate identity on brand citizenship behaviour within retail organisations. The study analyses the influence of corporate identity of an organisation, and more particularly on the employees' desire to engage in brand supporting behaviours. Relationships were identified between corporate identity, internal communication and composites of employee perception of corporate identity - resulting as determining influences on employee behaviour intentions. These relationships are presented as a conceptual model that depicts the influence of corporate identity on employee brand citizenship behaviours. The study makes contributions to the employee branding, services marketing, and organisational citizenship literature, but its main contribution is to extend the corporate identity literature into a new area of employee behaviour through internal communication.
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Ahmed, Jinan Shihab. "THE IMPACT OF WORKPLACE DEMOCRACY ON THE PROACTIVE BEHAVIOUR OF EMPLOYEES." Advanced International Journal of Business, Entrepreneurship and SMEs 4, no. 11 (March 1, 2022): 42–56. http://dx.doi.org/10.35631/aijbes.411004.

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Proactive employee behaviour provides immense benefits to organisations at both macro and micro levels of analysis. Studies have suggested workplace democracy one of its significant antecedents. However, research on the workplace democracy–proactive employee behaviour relationship has been grossly neglected. The current study employed the proactive behaviour theory to address the general association between workplace democracy and proactive employee behaviour in Iraqi higher educational institutions, based on assessments of the constructs at the global level of analysis. Scoping review was used in sourcing relevant literature upon which the hypothesis was developed. In testing the hypothesis, data were collected from a sample of 244 faculty (Ffemale, 29.02%; Mmale, 70.98%) drawn from Al-Qadisiyah University, using validated measures of workplace democracy (α = 0.915) and proactive behaviour (α = 0.787). PLS-SEM in SmartPLS was used in the analysis and test of the hypothesis. The results confirm that workplace democracy significantly and positively impacts the proactive behaviours of employees at the Al-Qadisiyah University (β = 0.011, t = 2.799, p = 0.005). Based on the discussion of the results, several recommendations were proffered.
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Dissertations / Theses on the topic "Employee behaviour"

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Stenman, Erika. "Strong Employer Brands and Employee Advocacy in Social Media : exploring the Employee Perspective." Thesis, Högskolan Kristianstad, Fakulteten för ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-19682.

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Employer Branding activities in the competitive labour market are becoming increasingly interactive rather than being a top-down exercise. Limited resources together with new technology is playing a role in this development. Little, but some research exists on Employee Advocacy or the voluntary promotion and defence of a brand by its employees. While some researchers suggest that strong Employer Brands fosters Employee Advocacy, there seem to be little empirical support or comprehensive models incorporating the supportive factors. Earlier studies have been primarily quantitative in nature, focusing on the corporate perspective. This research adds a qualitative angle with focus on the Employee Perspective. The purpose with this thesis is to explore how employees in companies with strong Employer Brands practice Employee Advocacy in a Social Media context, Because of the subjectivist and abductive approach, the method was qualitative in form of interviews with employees of different companies in the service sector as primary data together with secondary data. The findings indicate that Employee Advocacy, although largely driven by employee commitment, in practice seem to be a rather temporary phenomenon. The dominating intrinsic motives for Employee Advocacy does not seem to translate in a Social Media Context, where nature of expression ultimately seem to depend more on external or situational factors. The limitations of this study are the small number of respondents made up of a convenience sample. The narrow theoretical base also limits the study to explore and broaden a phenomenon rather than developing an entirely new concept. The conceptual model could act as a basis for other studies with a combined qualitative/quantitative approach or as a basis for discussion in companies formulating their Employer Branding or Social Media strategies. The original value of the conducted study is a comprehensive model of shapers and some new empirical insights regarding complexities of the Employee Advocacy phenomenon.
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Cheng, Mei-I. "The prediction of employee turnover behaviour." Thesis, University of Nottingham, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364661.

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Govender, Thomas. "Changing employee behaviour through strategic communication." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29699.

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Businesses that actively engage in integrated internal communication practices should theoretically be more likely to foster employee engagement during change management interventions. Competitive forces and a dynamic business environment compel most organisations to continuously review the relevance of their current business operating model. As a result, organisations develop new strategies or revise existing ones. Part of the change management process of executing a strategy is the ability to communicate it to employees, in a manner that ensures alignment between strategy and employee. The communication process therefore must seek to effect behavioural changes among its recipients. This paper investigates the practices of a business unit of an organisation in the financial services sector which has recently undertaken an extensive strategic communication exercise. Through a series of survey questions and interviews, the research seeks an answer to the question of whether integrated internal communication initiatives are effective in changing employee behaviour. Furthermore, the report investigates the forces that either inhibit or promote internal communication; and engages communication practitioners to determine whether return on investment metrics are implemented that link internal communication initiatives to financial performance. Results from the research revealed that strategic communication does have the capacity to affect employee engagement, but if left unchecked, factors such as language, distance and education have the capacity to inhibit effective communication initiatives. Furthermore, the absence of financial metrics and indicators related to the strategic communication initiative render it improbable to determine a return on investment for the internal communication initiative.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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Thomson, Louise. "Employee absence behaviour : measurement, analysis and antecedents." Thesis, University of Nottingham, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.326653.

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Sander, Elizabeth Jane. "Responses to the Physical Work Environment: Focus, Sense of Beauty and Connectedness." Thesis, Griffith University, 2017. http://hdl.handle.net/10072/370650.

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Both academics and practitioners have devoted increasing attention to the physical work environment (i.e. the constructed spaces in which employees work, including buildings, furniture and spatial design) as a result of continued changes to the nature of work, and the space where it is enacted. Although there have been many studies of environmental effects on employees, including experimentation and a great deal of applied change, the field lacks a consistent theoretical framework to progress the extant literature. This is reflected in the inconsistency with which the physical environment has been assessed across research studies. Moreover, most researchers have focused on specific aspects of the environment, not the individual reactions those aspects produce. In my program of research, I develop a theoretical framework and scale to assess employees’ psychological reactions to the physical work environment in terms of cognitive, affective and relational responses. Across a series of studies, I establish the reliability and validity of this scale and examine how the scale predicts organizational citizenship behavior, collaboration and job engagement within the workplace. To start my program of research, I initially establish the lack of a cohesive framework for considering the physical work environment. To address this issue, I argue that it is necessary to focus on an individual’s reactions to the environment and develop a framework to understand the psychological effects of physical work environments by considering employees cognitive, affective and relational responses to those environments. The three-part framework I develop comprises the following constructs: focus, sense of beauty, and connectedness. Focus refers to the extent to which the physical environment enhances one’s ability to concentrate on relevant work; Sense of beauty refers to how much the physical work environment promotes a positive visceral response to its appearance and form; and connectedness, a key relational reaction to the work environment, is the extent to which the physical environment facilitates a sense of community and a feeling of belonging to that environment. My research questions and hypotheses were explored using a multiple methods approach. The resulting program of research was conducted using a primarily quantitative approach within a post-positivist paradigm. In Chapter 1, I provide a background and introduction to the dissertation including justifying my broad research questions. In Chapter 2, I review the literature across a diverse range of fields under which research on this topic has been undertaken. I develop a theoretical framework to assess psychological reactions to the physical work environment in Chapter 3. This theoretical framework is operationalized in Chapter 4 where I generate items based on my literature review and Delphi interviews. The aim of this study was to validate a scale of reactions to the physical work environment based on this framework. After generating items, I undertake two pilot studies to test a pool of items before refining the final list of items for my new measure. Study 1 confirmed the items, the three-factor structure and assessed discriminant validity with positive and negative affect and psychological empowerment. In Chapter 5, I outline a study to further validate the scale and begin to test predictive validity. Study Two examines the final item pool’s test-retest reliability and nomological relationships in relation to organizational citizenship behaviour, collaboration and job engagement. In Study 2, I also test the theoretical model I developed, specifically with regard to organizational citizenship behaviour, collaboration and job engagement. The results of this testing support my assertion that psychological reactions to the physical work environment are cognitive, affective and relational and that the dimensions of my framework have predictive validity. In my final chapter, Chapter 6, I outline the overall results, draw out emerging themes and note the contributions to research and practice that emerge from my program of research. Specifically, the model and scale provide a consistent lens for measuring and interpreting the results of studies of the physical environment. The research findings, limitations, and implications for practice and theory are discussed. The results of these studies offer several contributions to research and practice. Firstly, I offer researchers a theoretical lens for studying environments linked to psychological reactions that is applicable across a range of work settings. The model that has emerged from my research offers a comprehensive and consistent lens through which the physical environment can be theorized, and the new scale provides a straightforward operationalization of that model. The model and scale will allow future researchers to compare findings, identify similarities and differences in psychological reactions to the physical work environment, and thereby accumulate a body of knowledge. Finally, the findings in relation to organizational citizenship behaviour, collaboration and job engagement respond to calls in the literature to build on research and theory on active psychological states by arguing that the physical work environment promotes psychological reactions that play an important role in predicting organizational citizenship behaviour, collaboration and job engagement. Importantly, the results demonstrate the importance of designing workplaces that balance the needs of employees to undertake focused concentrated work, as well as interact and collaborate with others. This is significant as the current direction in the design of physical environments at work is heavily biased toward driving interaction and collaboration at the expense of quiet, private, workspace. Given that billions of dollars are being spent annually on workplace environments, I anticipate this research will support managers and organizations in making decisions about the type of environments most likely to enhance employee performance. By understanding how employees react to the physical work environment, managers and organizations will be better able to address the cognitive, affective and relational needs of their employees. Further, managers and organizations will be able to understand how those reactions influence organizational citizenship behavior, collaboration and job engagement.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Dept Empl Rel & Human Resource
Griffith Business School
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Innocenti, Laura. "Employees at centre-stage : the impact of human resource practices on employee work experiences, attitudes and behaviour." Thesis, King's College London (University of London), 2007. https://kclpure.kcl.ac.uk/portal/en/theses/employees-at-centrestage--the-impact-of-human-resource-practices-on-employee-work-experiences-attitudes-and-behaviour(64f7c81c-a37f-4e05-9e22-74ba747376b6).html.

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Barrass, Deon Brian. "The relationship between authentic leadership, cultural intelligence and employee behaviour." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020336.

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Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
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Hoy, Jennifer Susan. "Employee behaviour in social media environments impacting corporate reputational risk." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/30604.

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An employee who has a low level of awareness of how behaviours impact corporate reputation, and access to large online communities, could potentially expose the business to reputational risk. The vast number of individuals on these networks, combined with the low level of skill needed to publish on these sites, has resulted in comments and behaviours being amplified to a much greater audience. Employees and their behaviours represent the reality of the organisation to external stakeholders, and so offer a potential risk for reputational damage.This research used an online survey with Likert scales to test the hypotheses. The survey was sent out to a convenience sample, and then a snowballing technique was used to reach the employees within the identified companies.Managers and employees are equally aware of their impact on corporate reputation; however, they have a difference in opinion on what are acceptable topics to place in the public domain. A breach in the employee-employer psychological contract does not result in an increase in employee‟s willingness to post sensitive information in the public domain and employees are undecided as to how they feel about being prohibited from posting certain information in the public domain as an infringement of their person rights.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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Chiboiwa, Malvern Waini. "The relationship between job satisfaction and organisational citizenship behaviour among selected organisations in Zimbabwe." Thesis, University of Fort Hare, 2009. http://hdl.handle.net/10353/30.

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Contemporary human resources management suggests that organisations which have been able to make it in the business arena have done so through good people management practices. Job satisfaction, through a people centered approach, has not been spared as one of the critical forces used in achieving organisational effectiveness. Traditional thought behind job satisfaction prescribes that satisfied employees tend to be more productive, creative and committed to their jobs; all of which are imperative to ii achieving an organisation’s bottom line. There has been some controversy surrounding the nature of the relationship between job satisfaction and organisational citizenship behaviour, which is another factor that is regarded as important in achieving organisational effectiveness. Some studies have shown that organisational citizenship behavior is a result of job satisfaction. In this regard, the present study focuses on the extent to which job satisfaction influences organisational citizenship behaviour among selected organizations in Zimbabwe. The study hypothesised that job satisfaction correlates positively with organisational citizenship behaviour. Participants in the study comprise of middle level management, supervisors and lower level employees. Two questionnaires were combined to collect data for the study. The Minnesota Satisfaction questionnaire was used to collect data on job satisfaction whilst a questionnaire by Konovsky and Organ (1996:253) was used to collect data on organisational citizenship behaviour. The results show that employees in the organisations surveyed report moderate levels of job satisfaction and organizational citizenship behavior. It was established that there was a substantive correlation between job satisfaction and organisational citizenship behaviour.
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Philamon, Jan Elizabeth, and n/a. "Influences on Employee Empowerment, Commitment and Well-Being in a Gambling Industry." Griffith University. School of Applied Psychology, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20041013.114742.

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To maintain a competitive edge in the tourism and hospitality industries, considerable emphasis has been placed on providing quality services for customers. While the work attitudes and behaviours of staff who deliver these services can influence the experiences of service by customers, little is known how internal and external aspects of the environment of an organisation with a controversial service affect the empowerment, work attitudes and well-being of its employees. The aim of the present program of research was to identify employees' perceptions of the salient aspects of the internal and external environment of an organisation delivering a controversial service, gambling, and to examine the impact of these environmental aspects on the empowerment, commitment and well-being of its employees. Working in any service organisation can be demanding for employees, exacerbated when employees deliver a controversial service such as gambling, and work in close proximity to people who gamble. Research indicates that delivery of a gambling service differs from the delivery of other recreational pursuits due to the negative personal, social, and financial impacts of gambling on problem gamblers and others. These negative costs of gambling have generated long standing ethical or moral objections within the community, and, because of the range of community views about gambling, employees who deliver gambling services are likely to be confronted with opposing community views. By interacting with patrons, employees may also question their values and attitudes to gambling, and feel concerned about those patrons who they consider may have a problem with gambling. Organisational resources that facilitate the empowerment, work attitudes and well-being of employees may exist, however, and reduce the negative effects of any gambling-related influences on employees. A mixed methods research design, consisting of two sequential phases, was used. The methods complemented each other, and minimised the disadvantages of using only one approach. A qualitative method was used in the first phase of the program to collect rich descriptions of the experiences of twenty staff working in seven Queensland clubs with gambling services in South East Queensland. The in-depth interviews helped to identify gambling-related challenges and climate-based resources of the internal and external work environments of the service organisation. The gambling-related challenges included community and media attitudes to gambling, peoples' demands on clubs, and staff beliefs about patrons who gamble. The climate-based resources included the organisational welfare of employees, expressed as meeting employees' needs for respect, developing supportive relationships with staff, encouraging open and clear communication, and the provision of social support. Organisational emphasis on quality service and meeting the needs of patrons also served as a climate-based resource for employees. The qualitative process additionally examined the impact of these factors on the empowerment, commitment and well-being of the employees, allowing the development of a conceptual model of the environmental factors of a gambling industry predicting employees' empowerment, commitment, and well-being. In the second phase of the research program, the conceptual model was tested using a cross-sectional survey. A complex, stratified, random sampling technique allowed access to a sample of clubs and participants that best represented registered and licensed clubs in Queensland. A self-administered mail questionnaire was sent to 468 employees over 41 Queensland clubs with 25 to 280 poker machines. After firstly establishing the soundness of the measurement properties of the model using confirmatory factor analysis, structural equation modelling was used to test the utility of the conceptual model developed in Study 1. Overall, Study 2 supported several of the proposed links, suggesting that the conceptual model developed in Study 1 was useful for examining the salient aspects of the external and internal environments of a club that influence staff empowerment, commitment, and well-being. The study showed the role of climate-based resources in a gambling industry by indicating that those employees who had positive perceptions about employee relations, positive beliefs about patron welfare, and felt supported by their supervisors, felt more empowered, and reported higher commitment and reduced emotional exhaustion. Employee relations was the most influential construct in predicting empowerment, and indirectly affected commitment and well-being (mediated by the empowerment dimensions). Study 2 also confirmed that gambling-based challenges of the external and internal environments impacted on the empowerment and well-being of employees. Those employees who believed that the community supported gambling reported an increased sense of influence over their work environment. The employees who held positive beliefs about patrons who gamble, reinforced gambling in clubs, and attributed the causes of problems in gambling onto sources outside themselves (mostly to the patrons), reported more positive well-being. Employees who perceived that people were demanding, and were not appreciative of what clubs did for the community reported reduced meaningfulness, a reduced sense of influence over their duties and work environment, and reduced well-being. Findings also illustrated the key role of influence, and, in particular, the meaningfulness dimension, in the empowerment, commitment, and well-being of employees in an industry delivering a gambling service. The findings of this research have implications for managerial interventions designed to promote the empowerment, commitment and well-being of employees who deliver a gambling service. By developing and strengthening the organisational resources that facilitate the empowerment, work attitudes and well-being of employees, managers are also likely to reduce the negative effects of the demands and conflicting influences of the external and internal gambling-related challenges on employees. This research program is distinctive in that research has not previously examined the impact of internal and external challenges and resources of a gambling industry on the empowerment, work attitudes, and well-being of its employees. There has, also, been no prior research focused on the work attitudes of employees in the Queensland club industry. Future research needs to replicate the findings of the present research program. The challenges and resources that were found to affect employees in the club industry, however, may be organisation specific. There is, therefore, a need for further research that compares the impact of factors related to the delivery of a gambling service in the club industry with different gambling industries, such as the hotel and casino industries. To provide further insight into the effects of empowerment on employees' work outcomes, a performance measure, such as patron satisfaction could be included. Future studies could also examine group differences in perceptions of climate-based and gambling-related influences on the empowerment, work attitudes and well-being of employees, as a function of their occupational level. The interviews of the present research program implied that employees in different organisational positions might respond differently to both the external and internal environmental factors of the organisation.
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Books on the topic "Employee behaviour"

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Information security and employee behaviour: How to reduce risk through employee education, training and awareness. Burlington, VT: Ashgate, 2005.

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Chadha, Prem. The Alchemy: Grievance behaviour to work-motivation. New Delhi: Rupa & Co., 2006.

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Hashi, Iraj. Employee-ownership and enterprise behaviour: Evidence from Poland's privatisation by liquidation. Stoke-on-Trent: Staffordshire University, Business School, 1995.

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Kandathil, George. From behavioral compliance to value internalization: The critical role of the match between employee's pre socialization habitual behavior and organization's expected employee behaviour. Ahmedabad: Indian Institute of Management, 2015.

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Russo, Giovanni. Firms' recruitment behaviour: An empirical investigation of the use of search channels, the rate of arrival of applicants, and the spatial radius of search. Amsterdam: Thesis Publishers, 1996.

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John, Taylor, ed. Bad apples: Identify, prevent & manage negative behaviour at work. New York: Palgrave Macmillan, 2011.

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Ray, Prasanta. Conflict and state: Exploration in the behaviour of the post-colonial state in India. Calcutta: Sarat Book House, 1991.

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Poole, Michael. Two decades of management: A survey of the attitudes and behaviour of managers over a 20 year period. London: Institute of Management, 2001.

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L, Cooper Cary, and Robertson Ivan 1946-, eds. Work psychology: Understanding human behaviour in the workplace. 3rd ed. Harlow, England: Financial Times/Prentice Hall, 1998.

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L, Cooper Cary, and Robertson Ivan 1946-, eds. Work psychology: Understanding human behaviour in the workplace. 2nd ed. London: Pitman, 1995.

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Book chapters on the topic "Employee behaviour"

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Pawłowska, Anna. "New employer-employee relations." In Flexible Human Resource Management and Vocational Behaviour, 32–46. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003329930-4.

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McIlwraith, Angus. "Employee risk." In Information Security and Employee Behaviour, 29–53. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429281785-3.

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Pawłowska, Anna. "Expectations towards the employee." In Flexible Human Resource Management and Vocational Behaviour, 47–53. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003329930-5.

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Pawłowska, Anna. "What about the employee?" In Flexible Human Resource Management and Vocational Behaviour, 180–81. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003329930-11.

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McIlwraith, Angus. "Security culture." In Information Security and Employee Behaviour, 54–86. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429281785-4.

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McIlwraith, Angus. "Introduction." In Information Security and Employee Behaviour, 1–26. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429281785-1.

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McIlwraith, Angus. "Conclusions." In Information Security and Employee Behaviour, 185–87. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429281785-11.

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McIlwraith, Angus. "Measuring awareness." In Information Security and Employee Behaviour, 139–62. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429281785-9.

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McIlwraith, Angus. "Delivery media and graphic design." In Information Security and Employee Behaviour, 163–84. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429281785-10.

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McIlwraith, Angus. "Practical strategies and techniques." In Information Security and Employee Behaviour, 105–38. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429281785-8.

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Conference papers on the topic "Employee behaviour"

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Chang, Cheng-Ping. "The Correlation between Employee Information Literacy and Employee Creativity." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science & Technology Forum (GSTF), 2014. http://dx.doi.org/10.5176/2251-1970_bizstrategy14.04.

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Bashirun, Siti Norashikin, Shereen Noranee, and Zuhairah Hasan. "What influences employee green behaviour? A scoping review." In 10TH INTERNATIONAL CONFERENCE ON APPLIED SCIENCE AND TECHNOLOGY. AIP Publishing, 2022. http://dx.doi.org/10.1063/5.0127142.

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George, Shaju, Muneera Khaled Al Jaber, Maryam Jasim Salem, and Abdulla Jalal AlSaad. "The Impact of Management by Objectives on Employee Behaviour and Performance." In 2021 International Conference on Decision Aid Sciences and Application (DASA). IEEE, 2021. http://dx.doi.org/10.1109/dasa53625.2021.9682364.

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Santhanam, Nivethitha, Kamalanabhan T J, and Lata Dyaram. "Examining the moderating effects of organizational identification between human resource practices and employee turnover intention in Indian hospitality industry." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science & Technology Forum (GSTF), 2014. http://dx.doi.org/10.5176/2251-1970_thor14.05.

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AKHTER, IREEN, and SHAKILA YASMIN. "Does Employee Satisfaction Pay off A Comparative Study on Private Commercial Banks in Bangladesh." In Sixth International Conference On Advances In Economics, Social Science and Human Behaviour Study - ESSHBS 2017. Institute of Research Engineers and Doctors, 2017. http://dx.doi.org/10.15224/978-1-63248-120-7-72.

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IQBAL, KASHIF. "Using Leadership Style for Better Employee Performance in Organizations Keeping Succession Planning as a Moderator." In Fourth International Conference on Advances In Social Science, Management and Human Behaviour - SMHB 2016. Institute of Research Engineers and Doctors, 2016. http://dx.doi.org/10.15224/978-1-63248-116-0-37.

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ADNAN, MUHAMMAD. "Impact of Employee Empowerment and Perceive Organizational Support on Organizational Commitment in banking sector of Pakistan." In Fourth International Conference on Advances In Social Science, Management and Human Behaviour - SMHB 2016. Institute of Research Engineers and Doctors, 2016. http://dx.doi.org/10.15224/978-1-63248-116-0-38.

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Emerson, Sophie, Ciara Heavin, and Daniel J. Power. "Workplace Health Promotion: Effects of an mHealth Application on Employee Behaviour and Wellness." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2020. http://dx.doi.org/10.24251/hicss.2020.419.

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"Leveraging Organizational Performance through Employee Commitment and Organizational Citizenship Behaviour: A Conceptual Review." In September 2022 International Conferences. Universal Researchers UAE, 2022. http://dx.doi.org/10.17758/uruae17.ed09221150.

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Lukoto, Khathutshelo, and Kai-Ying Chan. "The perception of innovative organisational culture and its influence on employee innovative work behaviour." In 2016 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2016. http://dx.doi.org/10.1109/picmet.2016.7806707.

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Reports on the topic "Employee behaviour"

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Faberman, R. Jason, Andreas Mueller, Ayşegül Şahin, and Giorgio Topa. Job Search Behavior among the Employed and Non-Employed. Cambridge, MA: National Bureau of Economic Research, August 2017. http://dx.doi.org/10.3386/w23731.

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Gustman, Alan, and Thomas Steinmeier. Employer Provided Health Insurance and Retirement Behavior. Cambridge, MA: National Bureau of Economic Research, March 1993. http://dx.doi.org/10.3386/w4307.

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Clark, Robert, Annamaria Lusardi, and Olivia Mitchell. Employee Financial Literacy and Retirement Plan Behavior: A Case Study. Cambridge, MA: National Bureau of Economic Research, August 2015. http://dx.doi.org/10.3386/w21461.

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Card, David, and Michael Ransom. Pension Plan Characteristics and Framing Effects in Employee Savings Behavior. Cambridge, MA: National Bureau of Economic Research, July 2007. http://dx.doi.org/10.3386/w13275.

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Fitch, Dillon, Zeyu Gao, Lucy Noble, and Terry Mac. Examining the Effects of a Bike and E-Bike Lending Program on Commuting Behavior. Mineta Transportation Institute, March 2022. http://dx.doi.org/10.31979/mti.2022.2051.

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In 2015, Google added a new transportation demand management (TDM) program to increase bike commuting to their two main campuses in Mountain View and Sunnyvale, California. An initial survey of employees indicated that bike ownership and worry about maintenance were primary bicycling barriers. With this information, Google began a program that loaned high-quality electric-assisted and conventional bicycles for a period of six months at no cost to interested employees. This research evaluates the effectiveness of the program at changing travel behavior to the corporate campuses by using self-reported and smartphone-integrated travel data. The lending program at Google represents one of, if not the largest, employer-sponsored bike and e-bike lending program in North America with over 1,000 bikes in its inventory. Thus, the evaluation of this program is a critical first step for understanding how bike lending can influence travel behavior in North American suburban contexts.
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Keefer, Philip, Sergio Perilla, and Razvan Vlaicu. Research Insights: Public Sector Employee Behavior and Attitudes during a Pandemic. Inter-American Development Bank, July 2021. http://dx.doi.org/10.18235/0003388.

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New data on public sector employees from 18 Latin American countries shed light on the role of trust in the performance of government agencies. An original survey conducted during the first COVID-19 wave includes randomized experiments with pandemic-related treatments. Individual-level trust in coworkers, other public employees, and citizens is positively related to performance-enhancing behaviors and policy attitudes. High-trust and low-trust respondents report different assessments of their main work constraints. Also, they draw different inferences and prefer different policy responses when exposed to data-based framing treatments about social distancing outcomes in their countries.
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Freeman, Richard, and Morris Kleiner. Employer Behavior in the Face of Union Organizing Drives. Cambridge, MA: National Bureau of Economic Research, December 1988. http://dx.doi.org/10.3386/w2805.

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Goswami, Saheli, and Jung Ha-Brookshire. Conflict of Values: Effect on Employee Behavior in the U.S. Retail Industry. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-166.

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Kuan, Kai Yuan, Mark Cullen, and Sepideh Modrek. Racial Disparities in Savings Behavior for a Continuously Employed Cohort. Cambridge, MA: National Bureau of Economic Research, February 2015. http://dx.doi.org/10.3386/w20937.

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