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Journal articles on the topic 'Employer-employee relationship'
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1
Desai, Dr Rohit N. "Employer-Employee Relationship In Co-Operation." Indian Journal of Applied Research 1, no. 11 (October 1, 2011): 42–43. http://dx.doi.org/10.15373/2249555x/aug2012/14.
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Mutnuru, Santosh. "Relationship between Employees Trust and Safety of Information in Small Organizations." International Business Research 11, no. 10 (September 20, 2018): 34. http://dx.doi.org/10.5539/ibr.v11n10p34.
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This study is trying to understand employee’s perspective on how a trust of an employee has on his/her employer has any significance on safety of information from internal attacks in a small organization. The relationship between the trust of an employee on his/her employer with safety of information from internal employee attacks in small organizations has not been explored well. The study was conducted on employees who worked in small organizations which maintained all of its information in digital format. About four hundred and ninety employees responded who belong to small organizations in the Midwestern US region. The influence that employees trust on his/her employer and the safety of information was explored. The research findings revealed that there is a positive correlation between the trust of employee on his/her employer and safety of information from internal attacks in small organizations.
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Zhong, Xin, You Xin Zhang, Sheng Li, and Yue Liu. "A Multilevel Research on the Factors Influencing Employee Loyalty Under the New Employer Economics." Business and Management Research 9, no. 2 (June 15, 2020): 1. http://dx.doi.org/10.5430/bmr.v9n2p1.
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Existing research shows that scholars try to achieve the goal of employee loyalty through human resource management practices at the organization level. However, the new employer economics proposes a tendency from “employer-centered” to “employee-centered”. Through a multi-level research method, this paper used 40 teams and found that employer brands had a significantly positive effect on employee loyalty. Basic psychological needs played a mediating role between employer brand and employee loyalty, but the team identification didn’t mediate the relationship between employer brand and employee loyalty. At last, the moderating role of servant leadership between employer brand and employee loyalty was not proved.
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Li, Ji, Ying Zhang, Silu Chen, Wanxing Jiang, Shanshan Wen, and Yanghong Hu. "Demographic diversity on boards and employer/employee relationship." Employee Relations 40, no. 2 (February 12, 2018): 298–312. http://dx.doi.org/10.1108/er-07-2016-0133.
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Purpose The purpose of this paper is to explore the relationship between demographic diversity on boards and employer/employee relationship (EER) and to test the moderating effect of contextual factors such as a firm’s financial situation. Design/methodology/approach This paper analyzes data from over 1,000 publicly listed US firms and uses hierarchical regression. Findings Demographic diversity on boards of a given firm, such as ethnic diversity and gender diversity, should have positive effects on EER, which can be considered as an important dimension of overall human resource management performance in a given firm. Contextual factors such as a firm’s financial situation should moderate the relationship between demographic diversity on boards and the EER. Originality/value First, this research contributes to the current literature by showing that EER can be influenced by demographic diversity on boards, which further helps to highlight the beneficial effect of demographic diversity in top management team. Second, this study uncovers the moderating role of some contextual factors such as a firm’ financial situation. Third, this study also contributes to the corporate governance literature by studying the link between demographic diversity on boards and EER.
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Ehrlich, Clifford J. "Creating an employer-employee relationship for the hture." Human Resource Management 33, no. 3 (1994): 491–501. http://dx.doi.org/10.1002/hrm.3930330313.
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Alshathry, Sultan, Marilyn Clarke, and Steve Goodman. "The role of employer brand equity in employee attraction and retention: a unified framework." International Journal of Organizational Analysis 25, no. 3 (July 10, 2017): 413–31. http://dx.doi.org/10.1108/ijoa-05-2016-1025.
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Purpose The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention. Design/methodology/approach This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship. Findings The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand. Originality/value Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.
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Sahu, Sangeeta, Avinash Pathardikar, and Anupam Kumar. "Transformational leadership and turnover." Leadership & Organization Development Journal 39, no. 1 (March 5, 2018): 82–99. http://dx.doi.org/10.1108/lodj-12-2014-0243.
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Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model. Findings The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding. Practical implications The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way. Originality/value This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.
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Macleod, Jennifer S. "Misunderstandings in the economic relationship between employer and employee." Employment Relations Today 14, no. 1 (March 1987): 25–29. http://dx.doi.org/10.1002/ert.3910140105.
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Tanwar, Karnica, and Asha Prasad. "Exploring the Relationship between Employer Branding and Employee Retention." Global Business Review 17, no. 3_suppl (May 22, 2016): 186S—206S. http://dx.doi.org/10.1177/0972150916631214.
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Chawla, Poonam. "Impact of Employer Branding on Employee Engagement in BPO Sector in India With the Mediating Effect of Person-Organisation Fit." International Journal of Human Capital and Information Technology Professionals 11, no. 3 (July 2020): 59–73. http://dx.doi.org/10.4018/ijhcitp.2020070104.
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With human capital emerging as a sustainable source of strategic advantage organisations are focusing on developing employee value propositions which consistently engage their workforce so that they can proactively contribute towards the achievement of organisational goals. This research investigates the impact of employer branding strategy (a mechanism used by organisations to engage competent talent) on employee engagement whilst simultaneously measuring the mediating effect of person-organization (P-O) fit. The study analyses a sample of 296 employees working in the BPO sector (offshore call centres) in India. The proposed model is tested with the help of structural equation modelling. The findings of the research highlight that employer branding has an affirmative relationship with P-O fit and employee engagement. The findings also reveal that P-O effect has a partial mediating effect on the relationship between employer branding and employee engagement. It can be deduced that employer branding is a comprehensive strategy which can be used by employers to engage employees. Thus, in a global economy where a talented workforce is scarce and has plenty of choices available to them, firms can use employer branding as a strategic opportunity to enhance employee engagement.
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Ronda, Lorena, Carmen Valor, and Carmen Abril. "Are they willing to work for you? An employee-centric view to employer brand attractiveness." Journal of Product & Brand Management 27, no. 5 (August 20, 2018): 573–96. http://dx.doi.org/10.1108/jpbm-07-2017-1522.
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Purpose The present study aims to propose a novel employee-centric framework for the study of employer brand attractiveness. This framework disentangles the role of employer attributes, employee benefits and employee perceived value in the study of employer brands to better develop policies for talent attraction. Additionally, this study formulates a research agenda to help advance an employee-centric view of the employer’s brand management by following the tradition of customer-centric research and identifying benefits and forms of value that are yet unexplored. Design/methodology/approach This paper performs a systematic and critical review of the literature on employer brand attraction from the lens of means-end chains to examine how the notions of “employer attributes”, “employee benefits” and “perceived value” have been addressed in past studies and what relations have been established among these three concepts. Findings The results unveil the existing conflation among attributes, benefits and value in the conceptualization of employer brand attractiveness. By proposing an employee-centric framework following the tenets of current consumer-centric paradigms, this paper disentangles the notions of attributes, benefits and value in the creation of attractive employer brands; establishes a hierarchical relationship among them; and suggests studying the multiple paths of relationships between attributes and benefits. These conditions should help organizations understand how to create successful strategies to ultimately ensure that they are selected as employers of choice. Research limitations/implications Further research is needed to clarify the domains in which the already studied empirical relations hold. This could be achieved by conducting a laddering process based on a means–end chain approach. Additionally, the impact of this framework on the construction of effective value propositions and employee market segmentation should be further explored. Originality/value This paper has revisited the construct of employer brand from a means–ends approach to propose an employee-centric view guiding employer brand strategies. As competition for the best employees sharpens, understanding how employer brand traits are valued in the eyes of different segments of employees and applicants may help organizations to develop more effective strategies to attract the best talent.
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Kasekende, Francis. "Psychological contract, engagement and employee discretionary behaviours." International Journal of Productivity and Performance Management 66, no. 7 (September 11, 2017): 896–913. http://dx.doi.org/10.1108/ijppm-07-2016-0136.
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Purpose The purpose of this paper is to examine the mediation effect of employee engagement on the relationship between employer obligations, employee obligations and state of the psychological contract and employee discretionary behaviours. Design/methodology/approach The empirical data were collected using self-administered questionnaires with 278 participants from 11 commissions and three agencies in the public service in Uganda. The authors used hierarchical regression analysis to investigate the hypotheses. Findings The results indicate that employer obligations, employee obligations and state of the psychological contract were positively related to employee discretionary behaviours. In addition, employee engagement was found to be a partial mediator between employee obligations, employer obligations and state of the psychological contract and discretionary behaviours among for both subordinate and supervisory staffs. Originality/value Since little is known about the process by which public service commissions and agencies in Uganda promote employer obligations, employee obligations and state of the psychological contract on discretionary behaviours, this paper contributes to the literature by examining human resource management practices in a developing country context.
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Collura, B. L., and D. Adamson. "Do health insurance infertility benefits impact the employee/employer relationship." Fertility and Sterility 108, no. 3 (September 2017): e9. http://dx.doi.org/10.1016/j.fertnstert.2017.07.041.
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Chawla, Poonam. "Impact of employer branding on employee engagement in business process outsourcing (BPO) sector in India: mediating effect of person–organization fit." Industrial and Commercial Training 52, no. 1 (December 24, 2019): 35–49. http://dx.doi.org/10.1108/ict-06-2019-0063.
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Purpose The purpose of this paper is to investigate the impact of employer branding strategy (a mechanism used by organisations to hire and retain competent talent) on employee engagement whilst simultaneously measuring the mediating effect of person-organisation (P-O) fit. Design/methodology/approach The study analyses a sample of 296 employees working in the BPO sector in India. The proposed model is tested with the help of structural equation modelling. Findings The findings of the research highlight that employer branding has an affirmative relationship with P-O fit and employee engagement. The findings also reveal that P-O effect has a partial mediating effect on the relationship between employer branding and employee engagement. Practical implications Understanding and implementing employer branding strategies provides the organisation with a tool for not only harnessing good employees but also facilitates them to engage and retain them. Employer branding strategies ensure an increase in employee’s sense of belongingness and alignment of goals. Value congruence in the form of person organisation fit also ensures that employees believe that they are valued across the organisation and may go an “extra mile” to achieve organisational objectives. Originality/value Employer branding is a comprehensive strategy which can be used by employers to attract and retain talented employees. In a global economy where a talented workforce is scarce and has plenty of choices available to them, firms can use employer branding as a strategic opportunity to enhance employee engagement.
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Rai, Alka, and Benjamin Nandy. "Employer brand to leverage employees’ intention to stay through sequential mediation model: evidence from Indian power sector." International Journal of Energy Sector Management 15, no. 3 (March 1, 2021): 551–65. http://dx.doi.org/10.1108/ijesm-10-2019-0024.
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Purpose This study aims to explain the linkage between employer branding and employee retention; a sequential mediation is hypothesized, where it is proposed that the relationship between employer branding and employee retention is sequentially mediated by person–organization fit (P-O fit) and organizational identification. Design/methodology/approach The sample belongs to 224 executive-level employees of the Indian power sector organization. The sequential mediation model is tested by using SPSS macro command of Preacher and Hayes. Findings The findings established that the relationship between employer brand and employees’ intention to stay is sequentially mediated by P-O fit and organizational identification. Practical implications The findings emphasize the role of employer brand on constructs such as P-O fit, organizational identification and intention to stay. In addition, the established mechanism emphasizes the role of P-O fit to realize the benefits such as organizational identification and employee retention. Originality/value Internal branding efforts may have a major impact on workforce attitude and behavior including engagement, job performance and retention. “Yet studies of the positive impact of employer brand on employee attitudes and behaviors, or of the factors that shape employer brand, are rare” (Charbonnier-Voirin et al., 2017, p. 2). Along the line of such gap, this study has taken up to test the unexplored sequential mediation mechanism between employer brand and employees’ intention to stay through P-O fit and organizational identification.
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Sinčić Ćorić, Dubravka, and Anja Špoljarić. "The origins of internal communication and employer branding in marketing theories." Communication Management Review 06, no. 01 (July 28, 2021): 30–45. http://dx.doi.org/10.22522/cmr20210163.
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Internal communications and employer branding are recognized as important tools for achieving an inspirational working environment, which is both an aim and a means of differentiation between organisations. A growing number of studies demonstrate a connection between internal communication and employee identification with the organisation they work for, as well as with their perception of employer’s brand. The aim of this theoretical paper is to identify and elaborate theoretical foundations that contributed to the development of these two concepts. For that purpose, marketing schools of thought, primarily social exchange school of marketing thought and relationship marketing are analysed and related to the concepts of internal communication, and employer branding. The analysis shows that social exchange school theories can be applied to describe values that are exchanged through internal communication and employer brand activities, while relationship marketing principles are used when implementing these activities in order to develop positive employee relationships.
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Rao, Indu. "Psychological Contract for Human Development and Organizational Sustainability." Business Perspectives and Research 9, no. 3 (March 1, 2021): 415–26. http://dx.doi.org/10.1177/2278533721989832.
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Organizations can sustain different efforts toward human development, and employee–employer relationships can sustain the organizations to work toward their purpose. However, contemporary organizations are facing unprecedented challenges as a result of COVID-19, intensified globalization, increasingly diversified workforce, and continuous technological advancements, thereby impacting the way businesses and people are managed. Most of the work has transitioned to online, and employees are working from home due to pandemic situations. Organizations need to manage the emerging, complex employee–employer relationships in this new order of the world for the purpose of human development as well as organizational sustainability. In the absence of frequent employee–employer meetings at physical workplaces and the transition of the workspace into virtual workstations, we need to look at new ways of initiating and sustaining employee–employer relationships. In this conceptual article, we propose that different types of psychological contracts, like relational and transactional contracts, can contribute to these goals. Through a conceptual analysis of relevant literature, we first examine different aspects of the psychological contract—its types, antecedents, and consequences of different types of contract on organizations. Sustainable human development is related to organizational sustainability. We propose that a relational psychological contract may help in sustainable human development as well as organizational sustainability, whereas a transactional psychological contract moderates the relationship between sustainable human development and organizational sustainability.
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Simms, Michele. "Defining privacy in employee health screening cases: Ethical ramifications concerning the employee/employer relationship." Journal of Business Ethics 13, no. 5 (May 1994): 315–25. http://dx.doi.org/10.1007/bf00871760.
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Baloch, Qadar Bakhsh, Sheikh Raheel Manzoor, and Abdul Qayum. "Factors Affecting Employer-Employee Relationship in Police Sector of Pakistan: The Mediating Role of Working Condition." Peshawar Journal of Psychology and Behavioral Sciences (PJPBS) 2, no. 2 (January 5, 2017): 215–34. http://dx.doi.org/10.32879/pjpbs.2016.2.2.215-234.
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The study examines the factors i.e. (collective bargaining, recruitment, remuneration, communication) affecting employer- employee relationship with inclusion of mediator i.e. workplace condition. Primary data was collected from police departments working in four provinces of Pakistan namely, Khyber Pakhtunkhwa, Sindh, Punjab and Baluchistan. Questionnaires were administered among the three tiers of leadership i.e. top, middle and the bottom. For validation of data collection instrument the confirmatory factor analysis via structure equation model was conducted and all the models were found with significant loadings. Liseral and SPSS software were used for data analyses. For measuring direct and mediating effect study used hierarchal linear regression model. The findings of the study indicate that collective bargaining, recruitment, communication and remuneration have significant positive effect on employer-employee relationship whereas, workplace condition partially mediates the relationship amid factor affecting employee relation i.e. (collective bargaining, recruitment, communication and remuneration) and employer- employee relationship. Moreover, study reveals that inclusion of collective bargaining, recruitment, communication and remuneration inside organization will result in better performance of the police department and lead to build trust and better image of police department. Theoretical implications and future area suggestions are also incorporated in the study.
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Agus, Dede. "Kedudukan Hukum Surat Peringatan (SP) dan Skorsing dalam Proses PHK Buruh/Pekerja." Jurnal Ilmiah Universitas Batanghari Jambi 20, no. 2 (July 1, 2020): 482. http://dx.doi.org/10.33087/jiubj.v20i2.920.
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Warning letter (SP) is an effort to avoid layoffs (PHK), because warning letter does not decide an employment relationship immediately. Sometimes, an employer ignore warning letter in practice and they give skorsing letter directly. Although the warning letter and skorsing have a different law status. Therefore, this paper is aimed to discuss warning letter and skorsing law status in labour/an employee layoffs process. Warning letter and skorsing were given labour/an employee by employer before layoffs, but warning letter and skorsing have a difference of principle. Warning letter educate labour/an employee to take responsibility and still not yet layoffs process, but skorsing is given labour/an employee by employer in layoffs process. It propose and wait layoffs decision from institutions of industrial relations disputes settlement.
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Tarasova, Dace. "EMPLOYMENT TERMINATION ISSUES WITH AN EMPLOYEE WHO IS A MEMBER OF THE TRADE UNION." Administrative and Criminal Justice 4, no. 81 (December 30, 2017): 52. http://dx.doi.org/10.17770/acj.v4i81.2846.
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The aim of the article is to state the main problems concerning employment termination with an employee who is a member of the trade union, and to work out the proposals on solutions of the problematic questions.Problems of termination of issues with and employee who is a member of the trade union are considered in the article. 110 clause the 1 part of the Labour Law determines that an Employer is prohibited to terminate Employment Contract with an Employee who is a member of the trade union if there is no preliminary agreement with a certain trade union. But 101 clause 6 part of the Labour Law determines that an Employer before termination of an Employment Contract has to clarify if an Employee is a member of the trade union. Therefore an Employer needs to ask the trade union for permission to terminate labour relationships with an Employee who is a member of the trade union.101 clause 7 paragraph determines, that an Employer has the right to terminate labour relationship with an Employee, when an Employee is not able to continue employment because of the state of health, and there is a certain medical statement. In this case, before termination of the Employment Contract an Employer has to ask the trade union for permission, but the trade union in this case is not competent enough, because the medical statement was issued by an authorized person. The Trade Union Law came into force in 2014, this Law does not consider the case that trade unions should be united according to the branches, occupations and other principles, that is why in reality Employees could participate in several trade unions or in one, which does not specialize in a certain branch or occupation. The problems also occur in the situations, when an Employee learns that an Employer wishes to terminate Employment Contract. In these situations Employee is looking for possible actions, in order to defence himself and joins the trade union, and becomes its member, and stays there till the problems are solved.
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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (March 4, 2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.
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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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Kim, Si Hyun, Giacomo Laffranchini, Maria Fernanda Wagstaff, and Wonho Jeung. "Psychological contract congruence, distributive justice, and commitment." Journal of Managerial Psychology 32, no. 1 (February 13, 2017): 45–60. http://dx.doi.org/10.1108/jmp-05-2015-0182.
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Purpose The purpose of this paper is to examine the relationship between congruence between employee and employer psychological contract fulfillment and commitment. The authors further studied how the relationship is moderated by distributive justice. Design/methodology/approach The authors conducted polynomial regression analyses with response surface methodology on two Korean samples. Findings Congruence between employee and employer psychological contract fulfillment was positively related to affective commitment and occupational commitment. Distributive justice moderated these relationships. Research limitations/implications The main limitation was common method bias as a result of the cross-sectional nature of the study designs. Practical implications Employers must be vigilant not only with regard to fulfilling employees’ psychological contracts but also to doing this fairly. Originality/value The authors studied the interaction effect of distributive justice on the relationship between psychological contract congruence and commitment in Korea.
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Wieland, Sabrina, and Benjamin Scott Flavel. "The relationship between employee orientation, financial performance and leverage." Social Responsibility Journal 11, no. 4 (October 5, 2015): 716–33. http://dx.doi.org/10.1108/srj-10-2013-0132.
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Purpose – The purpose of this study was to provide an empirical investigation into the relationship between employee orientation and both financial performance and leverage. Design/methodology/approach – The selected sample set consisted of German publicly listed and unlisted companies identified as a “Top Employer” by the Top Employers Institute for the period 2008-2010. The relationship between employee orientation and both financial performance and leverage was then examined for this sample set for the period 2007 and 2011, with the rating “Top Employer Germany” used as a proxy measure of employee orientation. Findings – The findings show a strong correlation with trade-off, traditional human relations and managerial opportunism theory. It is shown that investments in employee-orientated activities, such as career opportunities, and secondary benefits and work–life balance, lead to reductions in financial performance, which in turn leads to higher levels of employee orientation. Furthermore, no statistically significant relationship between the level of employee orientation and company leverage was found which is in disagreement with stakeholder capital structure theories which propose that there is a negative relationship, where highly leveraged companies tend to invest less in employee-orientated activities which in turn lead to higher levels of leverage. Originality/value – This is one of the first studies to provide an empirical investigation into the relationship between the level of employee orientation and both financial performance and corporate leverage. Most previous studies have focused on either financial performance or leverage. Furthermore, this is one of the first studies which has its geographical focus on Continental Europe. Most previous studies focused on the Anglo-American corporate environment.
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Clipa, Anca-Maria, Cătălin-Ioan Clipa, Magdalena Danileț, and Andreia Gabriela Andrei. "Enhancing Sustainable Employment Relationships: An Empirical Investigation of the Influence of Trust in Employer and Subjective Value in Employment Contract Negotiations." Sustainability 11, no. 18 (September 12, 2019): 4995. http://dx.doi.org/10.3390/su11184995.
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The article presents the results of an empirical study investigating the relationships between trust in the employer, the subjective value attained in the negotiation of the employment contract, job satisfaction and employee willingness to (re)negotiate in order to maintain long-term employment relationship. The study develops a research model, based on the existing literature, and uses the partial least-squares technique, and data collected from 373 information technology professionals, to test it. The results indicate the positive effect of the employee's trust in the employer on job satisfaction and willingness to (re)negotiate. Furthermore, the subjective value perceived by the employee in the employment contract negotiation has an increased positive influence on both employee satisfaction and employee willingness to use (re)negotiation to overcome potential issues and maintain the employment relationship long term. Overall, the results of the study bring evidence about the importance of trust and the subjective value in attaining sustainable employment relationships, and therefore sustainable human resource management (HRM). The results provide valuable insights for managers committed to the development of their organizations by promoting sustainable employment relationships. The study offers to firms a ready-to-use model for promoting sustainable employment relationships in organizations operating in knowledge-intensive sectors, such as information technology (IT).
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Braun, Charles. "Organizational infidelity: How violations of trust affect the employee-employer relationship." Academy of Management Perspectives 11, no. 4 (November 1997): 94–95. http://dx.doi.org/10.5465/ame.1997.9712024843.
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Fitzsimmons, Stacey R., and Christina L. Stamper. "Cultural Influences on Fit and Friction in the Employee-Employer Relationship." Academy of Management Proceedings 2012, no. 1 (July 2012): 11126. http://dx.doi.org/10.5465/ambpp.2012.11126abstract.
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Supanti, Daraneekorn, Ken Butcher, and Liz Fredline. "Enhancing the employer-employee relationship through corporate social responsibility (CSR) engagement." International Journal of Contemporary Hospitality Management 27, no. 7 (October 12, 2015): 1479–98. http://dx.doi.org/10.1108/ijchm-07-2014-0319.
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Purpose – The purpose of this study is to understand how hotel managers perceive the benefits that may accrue to employees and hotels through their engagement in corporate social responsibility (CSR) activities. Design/methodology/approach – In-depth interviews with 23 hotel managers, representing various functional responsibilities, were undertaken across four provinces in Thailand. The sample included local and international chain hotels. Findings – Hotel managers from all functional areas and levels acknowledged that CSR substantially enhanced the employer–employee relationship. Five themes depicting the beneficial effects were identified: a relationship unifying process, having fun, feeling pride, developing skills and building teamwork. These themes reflect three core factors of emotional responses, social capital and task-related skills. Practical implications – The paper illustrates that CSR activities can be customised to elicit specific effects that will engender beneficial outcomes for both hotel management and employees. Originality/value – This paper provides new insights into how hotel managers perceive the employer-employee relationship is enhanced through CSR engagement. In addition, the paper presents a practical model that will be of interest to both academics and practitioners.
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Gericke, SB. "A New Look at the Old Problem of a Reasonable Expectation: The Reasonableness of Repeated Renewals of Fixed-Term Contracts as Opposed to Indefinite Employment." Potchefstroom Electronic Law Journal/Potchefstroomse Elektroniese Regsblad 14, no. 1 (June 6, 2017): 104. http://dx.doi.org/10.17159/1727-3781/2011/v14i1a2546.
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In South Africa, the Labour Relations Act 66 of 1995 (LRA) regulates and protects the position of the employee who reasonably expects that a fixed-term contract will be renewed on the same or similar terms while the employer only offered to renew the contract on less favourable terms or in some instances was not prepared to renew the fixed-term contract at all. The LRA regards the latter conduct as a dismissal, as long as the employee can prove that the employer was responsible for creating the reasonable expectation of contractual renewal. In contrast to this position, the LRA does not regulate or protect the position of the employee whose fixed-term contract was repeatedly renewed on the same, similar or even improved terms, while the employer was in a position to offer the employee indefinite employment. The employer may even have created a reasonable expectation that repeated renewals would result in permanent employment. The exploitation and abuse of the fixed-term contract to the extent that an employee is deprived of employment security and the benefits linked to an employment relationship of indefinite duration have prompted a comparative investigation into this particular field of law.
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Liang, Huai-Liang, and Tsung-Kai Yeh. "The effects of employee voice on workplace bullying and job satisfaction." Management Decision 58, no. 3 (August 30, 2019): 569–82. http://dx.doi.org/10.1108/md-01-2019-0112.
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Purpose Employee voice is seen as a double-edged behavior in organizations. This study considers individuals’ evaluations of various features of their work situations. In particular, leader–member exchange (LMX) mediates the influence of voice behavior on workplace bullying and employee job satisfaction. The purpose of this paper is to examine a model in which employee voice positively affects workplace bullying and job satisfaction through LMX. Design/methodology/approach A total of 447 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between employee voice and its outcomes, mediated by LMX relationship. Findings The results reveal significant relationships between voice behavior and workplace bullying and between employee voice and job satisfaction. Additionally, LMX is an important mechanism in the relationships between employee voice and workplace bullying and employee voice and job satisfaction. Research limitations/implications Although this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ job satisfaction and workplace bullying. Practical implications Employee voice refers to an employee providing challenging advice to contribute to the success of an organization. Voicing employees who speak up to change the status quo and challenge the current circumstances in an organization may become the target of bullying. Therefore, it is suggested that leaders should address the advice offered by employees and provide suitable support when employee voice benefits the company. Originality/value The findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.
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Deepa, R., and Rupashree Baral. "Relationship between integrated communication effectiveness and employee-based brand equity – mediating role of psychological contract fulfillment." Journal of Product & Brand Management 30, no. 6 (May 7, 2021): 883–97. http://dx.doi.org/10.1108/jpbm-01-2019-2212.
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Purpose This study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP). A firm that fulfills its brand promise in terms of EVP will derive employee-based brand equity (EBBE) benefits. Integrated communication is effective when employees experience coordination and consistency in brand communication. This influences their perception of psychological contract fulfillment (in terms of EVP attributes), which results in positive employee behavior in the form of EBBE benefits. Design/methodology/approach The study draws insights from the signaling theory and psychological contract literature which is based on the social exchange theory. The literature on integrated communication, employer branding and internal branding was reviewed to propose the relationships between the variables of interest. Data was collected using a questionnaire survey on 520 employees from the information technology (IT)-business process management industry in India, which is a customer-oriented industry known for its exemplary employer practices. Findings The findings suggest that integrated communication effectiveness impacts the perceived fulfillment of EVP attributes and EBBE. Again, the fulfillment of the relational value dimension of EVP attributes partially mediates the relationship between integrated communication effectiveness and EBBE. Originality/value This study is one of the first to explore employees’ perception of integrated communication effectiveness and fulfillment in terms of EVP attributes as antecedents to EBBE.
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Gupta, Shiksha, and Gordhan K. Saini. "Information Source Credibility and Job Seekers’ Intention to Apply: The Mediating Role of Brands." Global Business Review 21, no. 3 (June 19, 2018): 743–62. http://dx.doi.org/10.1177/0972150918778910.
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In this article, we first examine the role of perceived credibility of three information sources—customer reviews, employee testimonials and corporate communication in influencing a job seeker’s intention to apply; second, we examine the mediating role of three brand application levels (i.e., product brand, employer brand and corporate brand) between the perceived credibility of information sources and a job seeker’s intention to apply. Using a standard questionnaire, data from 385 respondents were collected and analysed using structural equation modelling (SEM). The results show that for intention to apply, the perceived credibility of employee testimonials and corporate communication was higher than the perceived credibility of customer reviews. The employer brand ‘fully’ mediates the relationship between the perceived credibility of employee testimonials and intention to apply, while the corporate brand ‘partially’ mediates the relationship between the perceived credibility of corporate communication and intention to apply. Human resource (HR) managers may thereby use employee testimonials for attracting a greater number of applications, and such recruitment communications can be complemented by corporate communication for recruitment effectiveness. Organizations looking to improve their employer brand may focus on using employee testimonials and corporate communication as their principle branding activities. This study contributes to literature related to boundary spanning benefits of strong brands.
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Walden, Justin A., and Catherine Y. Kingsley Westerman. "Strengthening the Tie: Creating Exchange Relationships That Encourage Employee Advocacy as an Organizational Citizenship Behavior." Management Communication Quarterly 32, no. 4 (June 27, 2018): 593–611. http://dx.doi.org/10.1177/0893318918783612.
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This study investigates the communication elements within organizations that enhance social exchanges and influence an individual’s willingness to spread positive information about their employer. Findings from a survey of employees in a United States–based health care organization ( N = 223) indicate that organizational commitment mediates the relationship between employee-centered internal communication by organizations and employee advocacy. Employees with strong organizational commitment perceive that their organization values the exchange relationship, and employees, in turn, report they are likely to take extra steps to support their organization. To encourage organization-supportive employee advocacy behavior, organizations should engage in open and supportive communication with employees and cultivate lasting relationships with them.
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Varghese, Sabu, and M. S. Raju. "Psychological Contract Breach and Organizational Outcomes: Moderating Effect of Tenure." Asian Review of Social Sciences 8, S1 (February 5, 2019): 46–51. http://dx.doi.org/10.51983/arss-2019.8.s1.1495.
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Conventional wisdom tells us that only if the employees are paid enough, they can be made happy consequently productive. However, studies have suggested that the nature of the relations between employer and employee have a vital role to play in employee’s job satisfaction, Likewise, employee’s intention to leave the organization is influenced by both money related factors and relational elements. Studies suggest that the nature of the employer-employee relationship significantly affects the employee perceptions and reactions. Psychological Contract is a model which will help one to understand the employer-employee relationship. The mutual expectations and obligations proportionate to each one’s contribution is a general way to define psychological contract. Research suggests that a breach of this contract can affect the organizational outcomes and employee reactions negatively. This study considers the psychological contract breach from the employees’ perspective. Although studies have been made on the effect of psychological contract breach on several organizational outcomes, little effort has been noticed to be made to study the effect of the commonly identified dimensions – relational contract breach and transactional contract breach- on the employee reactions. While social and emotional factors such as loyalty and support contribute to relational contract, compensation and personal benefits contribute to transactional contracts. This work is noteworthy as it assesses the effect of relational contract breach and transactional contract breach on job satisfaction and employee turnover intention. The study also examines the effect of individual level variable- tenure – on the relationship of RCB and TCB with job satisfaction and turnover intention. Respondents to this study were 228 teachers from the self-financing colleges in the district of Ernakulam, Kerala in India. The results suggest that relational and transactional contract breaches will lead to significant employee reactions- reduces job satisfaction and enhances turnover intention. Tenure moderates the relationship between relational contract breach and turnover intention but not between relational contract breach and job satisfaction. Conversely, tenure moderates the transactional contract breach- turnover intention relationship but not transactional contract breach- job satisfaction.
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Fleszer, Dorota. "AROUND THE ISSUES OF INFORMATION SECURITY." Roczniki Administracji i Prawa 1, no. XVIII (June 30, 2018): 187–99. http://dx.doi.org/10.5604/01.3001.0012.5998.
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It is undeniable that processing of personal data is an inherent element of the relationship between an employer and an employee. The employee cannot maintain information autonomy in this social sphere, however it shall not mean the employer’s freedom in obtaining and collecting any information about the employee. Provisions of the Labour Code specify how to protect the employee against excessive requirements made by employers.
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Slavković, Marko, Goran Pavlović, and Marijana Simić. "Employee recruitment and its relationship with employee satisfaction: Verifying the mediating role of the employer brand." Ekonomski horizonti 20, no. 2 (2018): 127–39. http://dx.doi.org/10.5937/ekonhor1802127s.
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Khokher, Nimra Ali, and Abdul Raziq Abdul Raziq. "The Relationship Between Employee Empowerment and Subjective Wellbeing: Evidence from Services-Based SMEs in Pakistan." Lahore Journal of Business 5, no. 2 (March 1, 2017): 81–99. http://dx.doi.org/10.35536/ljb.2017.v5.i2.a5.
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Employee empowerment plays a key role in the management of talented personnel: it enables an organization to use workers’ skills and abilities in a way that enhances the performance of both employer and employee. Based on a survey of 349 small and medium enterprises in Quetta, this study examines the impact of employee empowerment on employees’ subjective wellbeing, which is measured in terms of affective and cognitive components. Its results indicate that employee empowerment has a significant and positive impact on employees’ subjective wellbeing, implying that senior managers should prioritize this aspect of human resource management.
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Tőkés, Gyöngyvér Erika. "Munkaerőpiaci elvárások a romániai IT-szektorban." Erdélyi Jogélet 3, no. 4 (January 26, 2021): 185–98. http://dx.doi.org/10.47745/erjog.2020.04.14.
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The present study follows the relationship between the employer brand identity of Romanian IT companies and the employee expectations of the workforce employed in the IT sector. The expectations of employees interested in the Romanian IT sector were summarized on the basis of a review of the international and Romanian literature. The examination of the employer brand identity of Romanian IT companies was based on a combined content analysis of the websites of 110 Romanian IT companies. Based on the analysis, it can be concluded that the talented workforce is looking for a job where its employee expectations are met to the greatest extent. Results also show that almost half of the Romanian IT companies barely take into account employee needs from different segments of the workforce. The study can be a starting point for brand managers working on employer brand design and development in the IT sector.
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Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.1017/s1833367200001140.
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AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
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Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.5172/jmo.2011.17.6.729.
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Abstract The employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
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Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.5172/jmo.2011.729.
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AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
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Hashim, Raemah Abdullah, and Mohamad Azlan Mohamad Nor. "Employer branding and employee engagement of furniture retailer in Klang Valley." SHS Web of Conferences 56 (2018): 02003. http://dx.doi.org/10.1051/shsconf/20185602003.
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The paper discussed on the relationship between employer branding and employee engagement among employees in selected furniture retailers in Malaysia. This study also looks into the state of employees’ engagement and gender differences in their engagement towards their organization. Furniture retailing falls under the retail trade industry that contributed about RM35.7 billion to Malaysia GDP in 2017 with expected growth of 8.7 percent. However, the industry suffers an average yearly employee turnover rate of 13 percent. Amid this high turnover, the raising question is can popularity of employers’ branding can result in employee engagement leading to their retention in the organisation. 350 respondents were chosen randomly and 120 (30%) respondents had given feedback on the personally administered questionnaires. The result revealed that there is significant relationship between employer branding and employee engagement. The study also indicated that work challenging is the most important variable which led to drive the employee engagement. Consequently, there is significant difference between male and female in terms of engagement. Organisation, hence may consider leveraging employee engagement which may lead to retaining their employees. Future research may consider researchers to pursue a longitudinal method of research design across a variety of firm-sizes and industries that would be more significant in making generalizations.
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Cislak, Aleksandra. "Effects of Power on Social Perception." Social Psychology 44, no. 2 (January 2013): 138–46. http://dx.doi.org/10.1027/1864-9335/a000139.
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Three studies explored the relationship between power and the perception of others in terms of agency and communion. In Study 1, participants taking a manager perspective were more interested in the agency of their future employee than those asked to take a subordinate perspective were in the agency of their future employer. Moreover, they showed more interest in the agency than in the communion of their future employee. Study 2 extended these findings to perceptions of others unrelated to the context of work. In Study 3, participants taking the manager perspective favored agency traits in their employee more than those taking the subordinate perspective favored agency in their employer. This effect was mediated by an increased task orientation among those in positions of greater relative power. Using two manipulations and three dependent measures, power was found to enhance the focus on the agency dimension across the three studies, mediated by increases in orientation to tasks versus relationships.
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Barancová, Helena. "Protective Function of Labour Law and Current Problems of Employee-Employer Relationship." Societas et iurisprudentia 8, no. 1 (May 20, 2020): 47–60. http://dx.doi.org/10.31262/1339-5467/2020/8/1/47-60.
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Postula, Agnieszka. "Ant versus lion how students on different levels perceive employee-employer relationship." puntOorg International Journal 2, no. 1 (January 2017): 1–4. http://dx.doi.org/10.19245/25.05.wpn.2.1.1.
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Кичигин, Сергей, and Sergey Kichigin. "Start of Employment Contract." Bulletin of Kemerovo State University. Series: Humanities and Social Sciences 3, no. 2 (September 3, 2019): 173–80. http://dx.doi.org/10.21603/2542-1840-2019-3-2-173-180.
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Determining the moment when an employment contract comes into force has a pronounced practical value as it marks the beginning of mutual rights and obligations. It allows the employer to record an individual as an employee when calculating the average staff number, calculating work experience, granting a paid leave, etc. In the text of the Labor Code of the Russian Federation there is no definition of the notion of “start of employment contract”. However, it is possible to deduce a single rule for all cases: the employment contract takes effect from the moment of the labor relationship that arises between the employee and the employer when an employee begins work with the knowledge of the employer. For the labor contract to come into force, impartial actions of the parties are necessary that are aimed at the implementation of the employment contract. The conclusion of the contract may coincide in time with the abovementioned actions or may be separated in time. In the second case, in the absence of the fact that the employee began performing the labor function defined in the contract in the conditions when he or she was admitted to work by the employer or his authorized representative, the labor contract remains unfulfilled.
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OBENG, ANTHONY FRANK, PRINCE EWUDZIE QUANSAH, ERIC COBBINAH, and STEPHEN ABIAM DANSO. "Organizational Climate and Employee Performance: Examining the Mediating Role of Organizational Commitment and Moderating Role of Perceived Organizational Support." International Journal of Human Resource Studies 10, no. 3 (August 31, 2020): 238. http://dx.doi.org/10.5296/ijhrs.v10i3.17395.
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Engaging employees and being supportive in enhancing their well-being in an organization is very paramount. Past studies show that these practices and policies are beneficial to the commitment level of the employer and the employee in the attainment of employee performance. This study was then conceptualized to examine the moderating effect of perceived organizational support on the relationships between organizational climate and organizational commitment and organizational commitment and employee performance. Also, the mediating effect of organizational commitment in the relationship between organizational climate and employee performance. Drawing on employees from the power generation companies in Ghana, a systematic sampling method was employed in choosing 371 respondents for the study. Hierarchical regression in SPSS software (version 23) was employed to analyze the hypotheses. It was observed that organizational commitment partially mediated the relationship between organizational climate and employee performance. However, perceived organizational support had no moderation effect on the relationship between organizational climate and organizational commitment. Furthermore, perceived organizational support had no moderation effect on the relationship between organizational commitment and employee performance. These results suggest that with an effective organizational climate, organizational support does little to strengthen or weaken employee performance. The practical implication is also discussed.
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Kot-Radojewska, Magdalena, and Iryna V. Timenko. "Employee loyalty to the organization in the context of the form of employment." Oeconomia Copernicana 9, no. 3 (September 30, 2018): 511–27. http://dx.doi.org/10.24136/oc.2018.026.
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Research background: Organizations that function in the contemporary, competitive economy attribute the increased importance to employee loyalty, which translates, to a large extent, into commitment to work. A loyal employee, strongly associated with the organization, is its valuable asset. On the other hand, in the dynamically changing reality, organizations more often use the alternative, flexible forms of employment, which are not only a response to the needs of the organization, but also employees themselves.
Purpose of the article: The purpose of the paper is to examine the relationship between employee loyalty to the employer and the form of employment.
Methods: The paper presents the results of research conducted by means of a diagnostic survey with the use of a questionnaire among 569 employees of manufacturing and service enterprises operating on the Polish market. Empirical data were collected from December 2015 to January 2016. The research process was based on the grounded theory and statistical analyses were conducted by means of the SPSS, assuming the level of significance at 0.05. In order to compare people with the different forms of employment, the Kruskal-Wallis test was used.
Findings & Value added: The research results indicated that there are certain relationships between the form of employment and loyalty to the employer. A majority of the respondents believed that the form of employment influences the loyalty to the employer. A majority also rated the degree of their own loyalty to the employer high. Employees working under an indefinite duration employment contract rated the impact of the current form of employment on loyalty to the employer higher than people that have a fixed-term employment contract. The people who have an indefinite duration employment contract rated the degree of their own loyalty to the employer higher than people that have a fixed-term employment contract.
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Miśkowicz, Tomasz. "Loyalty and the rule of law in the employment relationship." Roczniki Administracji i Prawa specjalny, no. XIX (December 30, 2019): 369–78. http://dx.doi.org/10.5604/01.3001.0014.1050.
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This article will be devoted to the relations between loyalty and the rule of law under an employment relationship, previously defined terms, whether the loyal side of this legal relationship is always a party following the binding legal order, and if not then can one speak of the loyalty of one of the parties to the employment relationship to the other party of the employment relationship. The study will, therefore, be devoted to employee loyalty, but not only, it will also mention the loyalty of the employer to the employee and the effects of their mutual relations.
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Gupta, Bindiya, Shweta Mittal, and Vivek Mittal. "Employer branding and its relation with HR functions of employee recruitment and retention: A review of literature." Marketing Review 19, no. 1 (November 29, 2019): 85–105. http://dx.doi.org/10.1362/146934719x15633618140792.
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The current recruitment scenario, which is highly dynamic and challenging, calls for the attention of academics and practitioners alike. Recently, several studies were conducted to understand the possible relationship between employer branding and employee retention (Gilani & Cunningham, 2017; Wilden, Gudergan, & Lings, 2010). In the present study, an attempt has been made to explore the impact of employer branding on employee recruitment and retention. A comprehensive literature review of previous studies on this topic was conducted, in an attempt to understand the influence of employer branding on each aspect of recruitment. For this purpose, concepts from signalling theory, person-organisation fit and social identity were considered. Careful analysis of previous studies reveals that employer branding has an impact on an organisation's ability, not only to recruit, but also to retain, desired employees. Further, the organisations which are able to successfully project their images as potential employers of choice are bound to reap benefits in the long run.