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Journal articles on the topic 'Employer organisations'
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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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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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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.
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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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Gilani, Hasan, and Shabana Jamshed. "An exploratory study on the impact of recruitment process outsourcing on employer branding of an organisation." Strategic Outsourcing: An International Journal 9, no. 3 (November 21, 2016): 303–23. http://dx.doi.org/10.1108/so-08-2015-0020.
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Purpose This paper aims to focus on “Recruitment Process Outsourcing” (RPO) as a key element of improvement in corporate brand of organisation through using the talent and capabilities of employees. This research explores the linkages and interconnection between the concepts of RPO and its contribution towards the employer branding process. The review of the literature on RPO and employer branding identifies an emergence of conceptual framework based around outsourcing effectiveness and its impact on employer branding. Design/methodology/approach Exploratory research was carried out using case study analysis to give clear and deep understanding of the RPO and its impact on employer branding. This was conducted by using the semi-structured interviews with the HR and marketing managers using the qualitative method. The findings propose a conceptual framework which is representative for the organisations engaged in RPO. Findings The key findings include talented employees’ role in improving the brand image of any organisation; the development of customers’ perceptions through their attitude and behaviours; the reduction in the HR costs through RPO Services, the responsibility of the organisation taken by RPO which provides the chance for HR professionals and top management to focus on core activities; and the organisational care in selection of the RPO service provider as per their criteria. Research limitations/implications This research has been limited to assessing the impact of RPO on the employer branding of manufacturing organisations purely due to access issues. The research clearly establishes a good link between the operationalisation of RPO and its direct influences on an organisation’s employer branding through its outsourced employees. The research clearly highlights the importance of and the vital role played by the outsourced employees and how they need to be nurtured through a strong corporate culture and make them great brand ambassadors. Practical implications At the practical level, this study has several managerial implications, as the findings provide a good understanding of the concept of RPO and how it impacts the employer brands of the organisation. The research gives confidence to the HR managers and directors on the importance of outsourced staff members and the need to address the issues concerning the employee branding of an outsourced member of staff. The outcome of the research gives a conceptual model which represents the impact of an outsourced employee on the employer branding process of the organisation. This conceptual model highlights the many different factors that need to be addressed by a HR manager to keep consistency in employee branding of the organisation. Social implications The social implications of this research relate to the wellbeing and motivated staff members of an organisation, even though they do not work directly under the brand of the company they serve in. As mentioned in the research findings, the complications of the RPO process usually has drastic and serious impacts on employee attitudes and feelings when it comes to issues like change management, job satisfaction and the sense of belonging to the organisation. By addressing the different factors explored in the conceptual model of this research, an outsourced employee can feel equally motivated and belonging to the organisation they serve in, just as any other permanent member of staff who acts like an ideal brand ambassador for the employer branding of the organisation. Originality/value This research is original and adds value to the dynamics of RPO processes by exploring the impact of the process on employer branding of the organisation through its brand ambassadors. This research paves way for further research to be carried out within service organisations where employees play a vital role in being the brand ambassadors of their employer brands.
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Demougin, Philippe, Leon Gooberman, Marco Hauptmeier, and Edmund Heery. "Employer organisations transformed." Human Resource Management Journal 29, no. 1 (December 18, 2018): 1–16. http://dx.doi.org/10.1111/1748-8583.12222.
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Pinková, Aneta. "Employer Organisations and Business Groups in the Czech Republic." Politics in Central Europe 11, no. 1 (April 1, 2015): 75–90. http://dx.doi.org/10.1515/pce-2015-0002.
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Abstract This article is a case study focusing on employer organisations and business organisations in the Czech Republic. In legal terms, employer organisations are a specific type of interest group with special regimes of registration and record keeping. Unlike business groups, they are endowed with certain privileges and, in particular, can participate in collective bargaining. This study analyses the relations between these two types of groups. The database originates from a questionnaire-based survey undertaken in 2010 among 91 groups representing businesses and employers. The analysis focuses on the relationship between a group’s registration as an employer organisation and its orientation towards employer and business interests. It also investigates similarities between the two organisation types in terms of secondary organisation and strategies used. The analysis suggests that the differences between these two types are minimal and that the possibility of participating in collective bargaining and in tripartite counselling bodies remains the only relevant distinction. This holds true even when we take into account these groups’ self-perceived primary role, i.e. defending their members as employer or as business organisations.
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Sutherland, M. M., D. G. Torricelli, and R. F. Karg. "Employer-of-choice branding for knowledge workers." South African Journal of Business Management 33, no. 4 (December 31, 2002): 13–20. http://dx.doi.org/10.4102/sajbm.v33i4.707.
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Attracting knowledge workers is recognised as a critical success factor by organisations. In order to succeed in the war for talent many organisations realise they need to brand themselves as employers of choice. This research established the factors knowledge workers regard as important organisational attributes when seeking an employer and what communication channels signal these attributes to knowledge workers.This was a two-phase study involving 274 knowledge workers. Qualitative research identified the organisational attributes desired and the communication channels used. Quantitative research using Factor Analysis, Kruskal Wallis and Mann Whitney U tests established the underlying factors, their order of importance and the significant differences in the target market segmentation.The findings show 11 underlying factors, with career growth and challenging work opportunities being the most desired attributes. Word of mouth and/or current employees are the most used communication channels. Differences in the target market were noted by gender, age and cultural groupings. Recommendations are offered for organisations seeking to become employers of choice.
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Traxler, Franz. "Employers and employer organisations: the case of governability." Industrial Relations Journal 30, no. 4 (November 1999): 345–54. http://dx.doi.org/10.1111/1468-2338.00130.
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Bera, Agata. "In Search of Outcomes of a Psychological Contract in Public Organisation." International Journal of Contemporary Management 57, no. 2 (June 1, 2021): 9–18. http://dx.doi.org/10.2478/ijcm-2021-0005.
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Abstract Background Sustainable development of employees is based primarily on practices oriented towards caring for the relationship between the employer and employee. In this approach, the employee's and the employer's perception of mutual obligations, the employee's belief in the conditions for the exchange of mutual experiences with the employer, and mutual obligations resulting from establishing an employer-employee relationship become important factors and elements of the sustainable development strategy of employees. A growing number of soundscape studies involve a psychological contract literature. However, outcomes have not yet been thoroughly reviewed. The need for a study with this purpose is proven by the fact that academic literature lacks a systematic review of this topic, despite the ascending trend in the number of published articles in the field. Therefore, this study aims at identifying the main outcomes of a psychological contract in public organisations. Research aims The purpose of this literature review was to identify the main effects of psychological contracting in public organisations. We also aimed to collect fragmented academic knowledge produced by pertinent studies. Methodology This article adopts the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) approach to conduct the systematic literature review. The final sample of 41 empirical and conceptual studies were scientifically screened and synthesised. Findings This study establishes that a psychological contract is a complex phenomenon influencing individual, group, and organisational outcomes directly. The application of a systematic literature review demonstrates the importance of a psychological contract for public organisations. The review suggests an agenda for further research and identifies practical implications for public organisations.
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John, Anjali, and Jagathy Raj V. P. "Employer Branding." International Journal of Knowledge-Based Organizations 10, no. 3 (July 2020): 23–40. http://dx.doi.org/10.4018/ijkbo.2020070103.
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The interest in employer branding has increased tremendously over last few decades among practioners and academicians. Organisations have identified employer branding as an important tool for attracting and retaining a talented workforce. It has moved into the heart of the board room and has become a significant strategy for the endurance and sustainability of the organisation in this competitive market. Employer branding has the potential of building relationships across the organisation, but academic works in this area are very limited and little is known about the relationship outcomes of employer branding. Given the relatively recent origin of the concept itself, intention of this article is to get an understanding of employer branding on a broader spectrum and to predict how the relationships are established. The article extensively reviews available literature and delineates major outcomes of it. It also further discusses future implications for researchers in the area of employer branding.
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Vnoučková, Lucie. "Practices of Talent Management in Organisations in the Czech Republic." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 64, no. 2 (2016): 701–9. http://dx.doi.org/10.11118/actaun201664020701.
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As theory still lacks consistent definition of successful talent management, the praxis is characterized by dissimilar interpretations of the term talent. The lack of integrity of definitions appears to be the reason to analyse talent management practices. The article focuses on consistency of suggested practices in management of organisational strategies. The aim is to reveal current approach of Czech organisations towards talent management practices and to specify the main factors affecting employee development in talent management in the tested organisations. Bivariate and multivariate statistical methods and analyses were used to lower the number of possible single approaches and practices. Analyses formed valid factors, which influence and determine employee development as key principles of talent management: alignment with strategy, internal consistency, cultural embeddedness, management involvement, and employer branding through differentiation. Results identified and verified different ways of support of talented employees. Firstly, it is Talent management in its original shape (25.9%), secondly, Learning organisation based on common learning (23.5%) and the third factor name is Plain promises (12.4%). Organisations grouped in the factor only declare possibility of development, but do not practically use it.
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Tanwar, Karnica, and Asha Prasad. "Employer brand scale development and validation: a second-order factor approach." Personnel Review 46, no. 2 (March 6, 2017): 389–409. http://dx.doi.org/10.1108/pr-03-2015-0065.
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Purpose The purpose of this paper is to conceptualise, develop and validate a scale to measure the employer brand from the perspective of existing employees. Design/methodology/approach The methodology entailed the compilation of a literature review and conduction of qualitative interviews to generate items. Five employer brand dimensions have been derived through exploratory factor analysis and further validated through confirmatory factor analysis by using a separate data of 313 employees. Also, the employer brand has been specified as a second-order factor that is determined by five first-order factors. Findings A final 23-item EB scale covering five dimensions of the employer brand has been developed. The dimensions identified are: a healthy work atmosphere, training and development, work-life balance, ethics and corporate social responsibility, and compensation and benefits. Also, the higher order measurement model suggests that employer brand is most influenced by the “healthy work atmosphere” dimension. These dimensions reflect the perceptions of existing employees regarding their organisation. The scale is found to be psychometrically sound for measuring the employer brand. Practical implications The scale is useful for both researchers and practitioners. A deeper insight into the dimensions may help managers to identify their impact on organisational outcomes like employee satisfaction, employee retention, commitment and productivity. Also, organisations can measure the perceptions of employees for identifying improvement gaps and developing effective attraction and retention strategies. The scale also provides researchers with a sought-after conceptualisation of employer brand. Originality/value The authors believe that the study is the first of its kind wherein the employer brand has been modelled as a second-order factor from the perspective of the existing employees.
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Maheshwari, Vishwas, Priya Gunesh, George Lodorfos, and Anastasia Konstantopoulou. "Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management." International Journal of Organizational Analysis 25, no. 5 (November 6, 2017): 742–61. http://dx.doi.org/10.1108/ijoa-03-2017-1136.
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Purpose The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture. Design/methodology/approach This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks. Findings Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy. Research limitations/implications The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations. Practical implications The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions. Originality/value The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.
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Urbancová, Hana, Lucie Vnoučková, Zdenek Linhart, Gabriela Ježková Petrů, Roman Zuzák, Lenka Holečková, and Zita Prostějovská. "Impact of Age Management on Sustainability in Czech Organisations." Sustainability 12, no. 3 (February 3, 2020): 1064. http://dx.doi.org/10.3390/su12031064.
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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.
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Sierocka, Iwona. "The Issue of Representativeness in the Lights of the Amended Trade Unions Act." Acta Universitatis Lodziensis. Folia Iuridica 95 (March 30, 2021): 39–50. http://dx.doi.org/10.18778/0208-6069.95.04.
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The subject of the deliberations are issues regarding the representativeness and size of workplace trade union organisations after the changes introduced in the Trade Unions Act in 2018. According to the obligatory provisions, the “representativeness” of a trade union organisation is traditionally conditional on its size, but not only the employees, but also other categories of the employed are taken into account. It is, inter alia, about persons providing work under a contract of mandate or a specific work contract and sole proprietors. By expanding the full rights of coalition onto persons performing work on the basis other than employment relationship, the legislator increased the percentage limits decisive in the matter of representativeness. At present, the representative trade union organisation above the workplace level is also an organisation uniting at least 15% of all people performing gainful work under the articles of association, not fewer, however, than 10,000 persons performing gainful work. It works similarly at the workplace level. With reference to workplace trade union organisations which belong to organisations above the workplace level which meet the criteria for representativeness as specified in the Social Dialogue Council Act, at least 8% of the staff of the given employer is required. In the case of workplace trade union organisations which do not participate in such structures, the representativeness is conditional on uniting of at least 15% of persons performing gainful work for the given employer (7% and 10%, respectively, were required earlier). Determining the number of the staff, the employees and persons providing gainful work under other bases being employed for at least 6 months before the commencement of negotiations or arrangements must be included. A significant novelty is the necessity to select a joint representation of the representative organisations at the workplace level that belong to the same Trade Union Federation or National Trade Union Confederation in matters regarding collective rights and interests of the persons performing gainful work.
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Kryger Aggerholm, Helle, Sophie Esmann Andersen, and Christa Thomsen. "Conceptualising employer branding in sustainable organisations." Corporate Communications: An International Journal 16, no. 2 (May 10, 2011): 105–23. http://dx.doi.org/10.1108/13563281111141642.
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Grant, Kirsteen, Gillian Maxwell, and Susan Ogden. "Skills utilisation in Scotland: exploring the views of managers and employees." Employee Relations 36, no. 5 (July 29, 2014): 458–79. http://dx.doi.org/10.1108/er-09-2012-0069.
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Purpose – The purpose of this paper is to explore empirically manager and employee views on employees’ skills utilisation in organisations in Scotland. Design/methodology/approach – Questionnaires to managers and employees, plus three case studies comprising manager interviews and employee focus groups. Findings – Highly significant differences are found between manager and employee views on: the match of employee skills to their current jobs; the extent of utilisation of employees’ skills; and opportunities for promotion. The main difference in views is on the match of employee skills to their current jobs, with employees opining more than managers that employees’ skills exceed the requirements of their job. Also, for managers and employees alike, the meaning of skills utilisation is obscure despite the language of skills being widely used in organisations. Research limitations/implications – The scale of the empirical research is possibly limited. There is potential for manager and employee bias. A case study of a private sector organisation is not included. Practical implications – It is apparent that there is potential to increase employees’ skills utilisation in organisations in Scotland. Managers are challenged with better utilising the skills within their workforces by using these skills to drive improvements in work processes and practices. Originality/value – Previous commentary and research on skills utilisation mainly centres on policy and employer standpoints. This paper focuses on manager and employee viewpoints on employees’ skills utilisation.
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Traxler, Franz. "Employers and employer organisations in Europe: membership strength, density and representativeness." Industrial Relations Journal 31, no. 4 (November 2000): 308–16. http://dx.doi.org/10.1111/1468-2338.00167.
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Arun Kumar, Arti. "Work Values, Organisational Commitment and Job Satisfaction in Relation to Employee Career Stages in Information Technology Organisations." Ushus - Journal of Business Management 18, no. 2 (April 1, 2019): 66–79. http://dx.doi.org/10.12725/ujbm.47.5.
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The booming Information Technology sector in India has changed the employee-employer relationship. This article investigates the relationship between career stages and work values, organisational commitment and job satisfaction of employees to gain new insights. 190 employees at various career stages were administered three standardised reliable and valid questionnaires on work values, organisational commitment and job satisfaction. A significant difference in cognitive, affective, and instrumental values was seen across career stages. In addition, career stages were found to have no impact on organisational commitment and job satisfaction.
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Na-Nan, Khahan, Peerapong Pukkeeree, Ekkasit Sanamthong, Natthaya Wongsuwan, and Auemporn Dhienhirun. "Development and validation of counterproductive work behaviour instrument." International Journal of Organizational Analysis 28, no. 3 (December 12, 2019): 745–63. http://dx.doi.org/10.1108/ijoa-04-2019-1748.
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Purpose Counterproductive work behaviour (CWB) is a type of behaviour of an individual that works against an organisation or employer, and he/she is usually discretionary (i.e. individuals make conscious choices as to whether they want to commit aberrant work behaviour). To deal with CWB in different contexts, organisations need to both understand and continually measure their employees in terms of behaviour and work. This study aims to develop an instrument to measure CWB for small and medium-sized enterprises in Thailand. Design/methodology/approach The study was conducted in three stages to develop a measurement scale for CWB. First, 27 questions were developed as a questionnaire based on concepts and theories of CWB and then verified using exploratory factor analysis with three CWB dimensions, namely “poor behaviour”, “misuse of organisational resources” and “inappropriate communication”. The questionnaire surveyed a total of 386 individuals working in SMEs. Finally, confirmatory factor analysis (CFA) and convergent validity were examined following the three CWB dimensions. Findings Three dimensions were developed to measure CWB, including aspects of poor behaviour, misuse of organisational resources and inappropriate communication. Practical implications The CWB questionnaire has practical use for assessing employee behaviour and can assist organisations and practitioners to better understand the CWB of employees. This know-how will help practitioners to assess employee behaviour and can be used to manage or develop this into good behaviour as valued members of the organisation. Originality/value The validity of the CWB questionnaire questions will facilitate the future research on the boundaries with CWB assessments spanning different SMEs contexts. Empirical study results validated that CWB measurement offered new perspectives to explore vital employee behavioural deviation that are necessary for the inspection employee behavioural deviation. This instrumental support will also help researchers to effectively understand CWB and explore its potential in future studies.
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Rozsa, Zoltan, Ivo Formánek, and Radim Maňák. "Determining the Factors of the Employees’ Intention to Stay or Leave in the Slovak’s SMEs." International Journal of Entrepreneurial Knowledge 7, no. 2 (December 1, 2019): 63–72. http://dx.doi.org/10.2478/ijek-2019-0011.
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Abstract A large number of Slovak small and medium enterprises (SMEs) are confronted with often-leaving employees. This situation can have a devastating effect; thus, the ability to predict and early detect the employees’ intention to stay or leave to another organisation provides them with a competitive advantage. Paper aims to determine how employer attractiveness influences the employees’ intention to stay or leave to another organisation. The online questionnaire survey was conducted to collect data during the September and October 2019 among 357 Slovak SMEs’ employees. The employees’ values were described by EmpAt’s five dimensions scale. Binary logistic regression was used to predict which employer attractiveness factor leads to an intention to stay in the organisation within the next 6 months. Results show that to the employee’s decision to stay working for the organisation contribute Application Value (AV Odds Ratio=2.53), followed by Economic Value (EV Odds Ratio=2.36), Interest Value (IV Odds Ratio=2.23), and Social Value (SV Odds Ratio=1.48). We did not find statistically significant associations between Development Value (DV) and the employees’ intention to stay or leave (ISL). This study makes several contributions to extant human resource management literature. First, it extends the research on employer attractiveness and employee retention. Second, it expands the knowledge about the predictors of employees’ intention to stay in organisations. On the managerial level, it recommends that the employees’ intent to stay or leave should be regularly measured.
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Santiago, Joanna. "The relationship between brand attractiveness and the intent to apply for a job." European Journal of Management and Business Economics 28, no. 2 (July 8, 2019): 142–57. http://dx.doi.org/10.1108/ejmbe-12-2018-0136.
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Purpose The purpose of this paper is to understand the relation between the dimensions of employer brand (EB) attractiveness and the intention to submit a job application to the organisation. An increase of competitiveness in the business world has resulted in an increased effort by organisations to improve the processes of recruitment and retention of talented professionals, as the human capital of organisations is extremely important for their growth and sustainability. Regardless of an organisation’s size, the difficulties faced in recruiting and retaining highly qualified human capital are tangible. In this sense, the research problem identifies EB as being a strategic element for attracting future employees to work for an organisation. Design/methodology/approach This study used both quantitative (a questionnaire survey) and qualitative (in-depth interviews) data to investigate the perceptions of future and current employees. Findings Evidence from 281 respondents (of which almost 60 per cent belong to the millennial generation) who participated in the quantitative study supports the multi-dimensionality of EB attractiveness, highlighting the importance of economic factors, such as an above-average salary or opportunities for promotion, which are seen to be less important to millennials when considering future job prospects. Interestingly, the results of the qualitative research for current employees show slightly different concerns, in that career progression appears to be crucial. Originality/value The study findings not only offer a basis for research on the dimensions of employer attractiveness, but also, they serve as a managerial guide towards enhancing companies’ ability to attract, retain and motivate talented individuals.
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Chhetri, Prem, Victor Gekara, Alex Manzoni, and Alan Montague. "Productivity benefits of employer-sponsored training." Education + Training 60, no. 9 (October 8, 2018): 1009–25. http://dx.doi.org/10.1108/et-02-2017-0029.
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Purpose The purpose of this paper is to examine the impact of employer-sponsored workforce training on employee productivity in the Australian transport and logistics industry. It challenges the quantitative notion of the ratio of input–output per labour hour as the single most important measure of productivity. Design/methodology/approach The study utilised a mixed-method approach, involving online and on-site survey questionnaires and on-site semi-structured interviews of employers, employees and students within the industry. Survey questionnaires were administered to Vocational Education and Training (VET) learners to determine the dimensions of productivity gains, while qualitative interviews were conducted specifically to capture employers’ perceptions and expectations of the benefits of training. Findings Results show that the relationship between employer-sponsored training and workforce productivity is multi-dimensional where, ideally, all essential dimensions must be fulfilled to effectively achieve sustainable productivity level. One dimension is the quantitative measure of increased performance as an outcome of enhanced knowledge, skills and competencies. Another relates to the increased self-confidence, job satisfaction and pride. The third dimension is the cost savings that come with increasing employees’ overall awareness and appreciation of occupational health and safety. The results show that, aside from the dominant theories on training and labour productivity, the perception of the benefits of training on workplace productivity is not merely limited to the conventional understanding of productivity as a simplistic relationship between resource inputs and tangible outputs. Practical implications Firms should consider redefining the benefits of training to include employee well-being and individual contribution to common team and organisational goals. Organisations therefore should broaden the notion of productivity to incorporate intangible benefits. Originality/value The use of multi-method approach to investigate the views and perceptions of employees, employers and trainers about the productivity benefits of training and key concerns and challenges for the industry.
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Arthur-Mensah, Nana. "Bridging the industry–education skills gap for human resource development." Industrial and Commercial Training 52, no. 2 (March 9, 2020): 93–103. http://dx.doi.org/10.1108/ict-11-2019-0105.
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Purpose The purpose of this study is to describe one advanced manufacturing company’s efforts to build a channel of skilled workforce by developing an apprenticeship programme with high schools. Design/methodology/approach Using a qualitative case study approach, the authors interviewed the members of the organisation to gain insights into opportunities and challenges they faced in addressing their skills needs. Findings The analysis showed that the collaboration and commitment of stakeholders were essential to the success of the programme. Furthermore, flexibility in employer’s expectations to allow for career progression was critical to motivating students to continue in the programme. A positive impact of the programme on overall employee morale and organisational culture was revealed. Research limitations/implications Although the findings may be relevant to other similar organisations, they may have limitations in their applicability to other contexts. Practical implications The study holds promise for the field of human resource development, as practitioners and scholars can benefit from the renewed interest in youth apprenticeship to identify how their activities within and outside of the organisation can build and retain the human capacity needed for organisational performance and competitiveness. Originality/value Employer–education partnerships have been touted as a solution to the skills gaps in industries. However, there is very little literature on employer-initiated apprenticeships focused on youth in the USA. Industry–education apprenticeship programmes offers employers an opportunity to address the skills problem in ways that meet their need.
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Vinayak, Poonam C., Bilal Mustafa Khan, and Mukesh Chand Jain. "Employer Branding: Sustainable Competitive Advantage for Organisations." International Journal of Emerging Research in Management and Technology 6, no. 3 (March 20, 2017): 41–44. http://dx.doi.org/10.23956/ijermt/v6n3/127.
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De Clercq, Dirk, Inam Ul Haq, and Muhammad Umer Azeem. "Why happy employees help." Personnel Review 48, no. 4 (June 4, 2019): 1001–21. http://dx.doi.org/10.1108/pr-02-2018-0052.
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Purpose Drawing from conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ job satisfaction and helping behaviour, and, particularly, how it may be moderated by two personal resources (work meaningfulness and collectivistic orientation) and one organisational resource (organisational support). Design/methodology/approach Quantitative data were collected from a survey administered to employees and their supervisors in a Pakistani-based organisation. Findings The usefulness of job satisfaction for stimulating helping behaviour is greater when employees believe that their work activities are meaningful, emphasise collective over individual interests, and believe that their employer cares for their well-being. Practical implications The results inform organisations about the circumstances in which they can best leverage employees’ positive job energy, which arises from their job satisfaction, to encourage their voluntary assistance of other organisational members. Originality/value This study extends research on positive work behaviours by examining the concurrent roles that job satisfaction and several contingent factors play in promoting employee helping behaviour. In particular, it highlights the invigorating effects of these factors on the usefulness of the enthusiasm that employees feel about their job situation for increasing their willingness to extend help to other members, on a voluntary basis.
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TAYLOR, PHILIP, CHRISTOPHER MCLOUGHLIN, ELIZABETH BROOKE, TIA DI BIASE, and MARGARET STEINBERG. "Managing older workers during a period of tight labour supply." Ageing and Society 33, no. 1 (December 3, 2012): 16–43. http://dx.doi.org/10.1017/s0144686x12000566.
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ABSTRACTThis article reports on a recent survey of employer attitudes and policies towards older workers in Australia at a time of sustained economic growth and ongoing concerns about labour shortages. Findings from a survey of 590 employers with more than 50 employees in the State of Queensland point to an unusually strong orientation towards the recruitment of older workers among respondents, although the retraining of older workers is not prioritised by the majority. The issue of workforce ageing is viewed as being of medium-term importance by the majority of respondents, although for a substantial number the issue is of immediate concern. Both sector and organisation size are predictive of the application of a broad range of policies targeting older workers, with public-sector and larger organisations more likely to be active. Concerns about workforce ageing and labour supply are predictive of employer behaviours regarding older workers, suggesting that sustained policy making may be emerging in response to population ageing over and above more immediate concerns about labour shortages and that this broad thrust of organisational policy making may be immune to the point in the economic cycle. This study found no evidence that the flexible firm will not countenance an ageing workforce.
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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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Lockwood, Graeme, Claire Henderson, and Stephen Stansfeld. "An assessment of employer liability for workplace stress." International Journal of Law and Management 59, no. 2 (March 13, 2017): 202–16. http://dx.doi.org/10.1108/ijlma-10-2015-0053.
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Purpose This study aims to examine workplace stress in a random sample of litigated cases heard in UK courts. The majority of claims related to clinical depression. The alleged causes of workplace stress most commonly cited in the litigation included excessive workload, followed by poor management practices; organisational, economic or technical changes; aggressive management style; and bullying by co-workers. Design/methodology/approach The term claimant is used to refer to the worker who made the original complaint of workplace stress, and the term defendant refers to the employing organisation defending the claim. In an attempt to establish the number and type of claims brought forward, the population of individual case records relating to workplace stress was accessed electronically from a variety of legal databases. Findings The presence of effective workplace stress management policies were important interventions that played a particularly significant role in avoiding legal action and reducing employees’ detrimental experiences. A significant finding was that 94 per cent of the cases were found in favour of the employer as the defendant, and the implications of this for managerial practice are suggested. This analysis of 75 cases between 1992-2014 will shed valuable light on the nature of workplace stress claims heard in the courts and the likelihood of the claimant employee’s success in such cases. Research limitations/implications Further work could be undertaken to examine the extent to which the legal framework could be regarded as encouraging a compensation culture and placing excessive burdens on employing organisations. This paper assesses the scope of liability for workplace stress through an analysis of some of the legal claims made and evaluates whether these sorts of fears are justified. Practical implications These court cases are real scenarios in which various organisations faced civil action arising from workplace stress claims. The main contribution that this research makes to the existing body of literature on the subject is to discern the different contexts that led to litigation in these cases. Social implications Researchers have reported on the negative consequences associated with workplace stress, both for individuals and organisations (Cooper and Marshall, 1976). It has been recognised that employers have a duty, which is in many cases enforceable by law, to ensure that employees do not become ill (Michie, 2002). The aim of this paper is to analyse the legal record on litigation since 1992 and discuss how the findings inform the wider literature. Originality/value Workplace stress claims have been described as the “next growth area” in claims for psychiatric illness (Mullany and Handford, 1997; Elvin, 2008; Horsey and Rackley, 2009). Hugh Collins stated “owing to the limitations of the statutory compensatory scheme in the UK […] private law has been used to expand the range of protection against illness […] in the workplace” (Collins, 2003). To understand how court decisions are changing, the development of this body of law needs to be traced (Ivancevich et al., 1985).
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Easton, Paul, and David Brougham. "Bonus Payments within the New Zealand Financial Services Sector." New Zealand Journal of Employment Relations 46, no. 1 (June 2, 2021): 23–35. http://dx.doi.org/10.24135/nzjer.v46i1.45.
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Some major corporate scandals have shown that bonuses have been put above basic client needs. As a result, organisations within the financial services sector have been advised to move away from paying bonuses. However, bonus payments are an expected part of the current remuneration package in this sector, which poses an interesting challenge for the employment relationship between employees and organisations. The present study gained employee insights into their bonuses by looking at performance and other factors. Qualitative interviews were undertaken within the financial services sector. Alternatives for bonuses and implications are discussed to manage remuneration and the employer/employee relationship.
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D’Souza, Clare, Silvia McCormack, Mehdi Taghian, Mei-Tai Chu, Gillian Sullivan-Mort, and Tanvir Ahmed. "Influence of sustainability scholarship on competencies – an empirical evidence." Education + Training 61, no. 3 (March 11, 2019): 310–25. http://dx.doi.org/10.1108/et-08-2018-0184.
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Purpose Curricula is developing from a pure knowledge-based outcome to a more skill-based outcome, with the objective of creating and advancing competencies that meet employer expectations. While the new Sustainable Development Goals (SDGs) demand organisations to change practices and adapt to sustainable goals, there is a lack of understanding in how competencies can enhance these goals. The purpose of this paper is twofold: Study 1 explores competencies related to sustainability required in a work force and examines employer perceptions on the existing literature for competencies. Study 2 empirically tests the influence of sustainability scholarship on non-technical competencies in the work force. Design/methodology/approach A mixed method approach was undertaken. A sample of managers from 39 large Australian organisations participated in the scoping study. This was followed by further interviewing executives from 12 multinational corporations in China to assess the validity of competencies and provide deeper understanding of the issues at hand. The quantitative study analysed a sample of executive responses from 229 multinationals in China using factor and regression analysis to test for the effects of mediation. Findings The research highlights that the underlying competencies regarding sustainability influences the bigger picture within firms for attaining sustainability. The affective and cognitive growth of sustainability scholarship is governed mainly by a firm’s sustainable values. Core organisational values facilitate the development of non-technical competencies. These relationships and their cumulative effect on competencies provide a theoretical framework for acquiring sustainability within organisations. Employees need sustainability scholarship for enhancing sustainability. Sustainability scholarship reflects high-level learning obtained through universities or training. The research found that non-technical competencies such as professional ethical responsibility mediate between core business competencies and sustainability scholarship. Originality/value By exploring employer’s perception of competencies, the study first makes an important contribution in addressing the need to support SDGs by bridging organisational-level competencies and sustainability literacy, which hold significant benefits for practitioners, academia and organisations at large. Second, the theoretical findings strengthen the need for embedding competencies in the curriculum. It conveys the need for sustainability literacy/scholarship to align with organisational training and learning pedagogies, in order to effectively meet industry needs. Third, it provides useful insights on employers’ estimation about workplace competencies and broadens our understanding on the contribution that competencies within organisations make to this end.
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Miller, Jill. "The well-being and productivity link: a significant opportunity for research-into-practice." Journal of Organizational Effectiveness: People and Performance 3, no. 3 (September 5, 2016): 289–311. http://dx.doi.org/10.1108/joepp-07-2016-0042.
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Purpose The purpose of this paper is to position well-being as a necessary component of the productivity debate and highlights the need for a deeper understanding of the nature of such a link. It first considers productivity at the national level in order to show how this affects both the climate and the economic policies within which organisations operate. Design/methodology/approach The paper presents an overview of current research and practice in the area. It treats the organisation as the primary level of analysis, and before highlights some of the apparent challenges in conceptualising well-being. Findings The importance of well-being is rising up national and employer agendas. Organisations need people to perform at their best in a sustainable way. The paper argues that an organisation with well-being at its core will reap productivity gains. It supports the view in the literature that improvements at national level can only be made on the back of sophisticated strategies across numerous organisations. However, for this to happen shared actions and understanding of these challenges has first to be created and acted upon across institutions and organisations. There are notable costs of poor well-being to productivity, and identifiable benefits of promoting and supporting employee well-being for productivity. Practical implications There is a clear practice implementation gap. Some organisations are embracing the opportunities to invest in their staff, but those who make employee well-being a business priority and a fundamental part of how the organisation operates are in the minority. There is also an ongoing challenge of measuring the impact of well-being programmes which can inform ROI assessments and enable organisations to demonstrate the business benefits of employee well-being. Originality/value There remain many unanswered questions about both the nature of the link between well-being and productivity and the economic impact of an association. This paper sparks further interest in expanding the understanding of the well-being and productivity link or peripheral issues.
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Apsīte, Annija. "In search of a theoretical framework of factors influencing work and life balance." Sustainable development of the Baltic Sea Region 13, no. 2 (2021): 52–63. http://dx.doi.org/10.5922/2079-8555-2021-2-3.
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Work and life balance (WLB) has gained noticeable attention amid the pandemic. Even before the outbreak of COVID-19, the increasing pace of life encouraged the investigation of individual and organisational aspects of WLB. Physically and mentally healthy people help society develop and grow. Health issues caused by work and life imbalance lead to dissatisfaction with both work and life, which, in turn, leads to higher stress and stress-related illnesses, for instance, burnout. From the organisational point of view, WLB is a factor in analysing the efficiency of an enterprise. The consequences of a work-life imbalance are intentional or unintentional absence, high employee turnover, low productivity, higher insurance costs, low job satisfaction, and others. WLB has been examined recently as part of employer branding since a shortage of labour prompts organisations to look for strategies to attract and retain employees. In this paper, content analysis is carried out to provide a theoretical framework for WLB and job satisfaction issues. Special attention is paid to the literature on WLB factors affecting the organisation and the individual. It is concluded that critical factors include both individual and organisational ones. Among them are job involvement, tenure, workload and scheduling, organisational culture (leadership, recreational opportunities, flexibility, supervisor support, autonomy, boundary management, alternative working methods etc.), occupational stress, and salary. These factors differ in their significance, particularly when viewed across several fields.
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Sinclair, Katie, Graeme Martin, and Stacey Bushfield. "Internal Employer Branding in Global Organisations: An Identity Perspective." Academy of Management Proceedings 2021, no. 1 (August 2021): 16430. http://dx.doi.org/10.5465/ambpp.2021.16430abstract.
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FLYNN, MATTHEW. "The United Kingdom government's ‘business case’ approach to the regulation of retirement." Ageing and Society 30, no. 3 (January 20, 2010): 421–43. http://dx.doi.org/10.1017/s0144686x09990705.
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ABSTRACTIn the Employment Equality (Age) Regulations 2006, the United Kingdom government set a ‘default’ retirement age of 65 years after which an employer can compulsorily retire workers, and made it obligatory for employers to consider the ‘business case’ for any employees' requests to continue in work after the default age. This is a ‘light touch’ approach to reducing age discrimination at the workplace and to changing the established ‘culture of retirement’. While encouraging productive staff to remain in post beyond 65 years of age, it leaves implementation of the policies and achievement of their goals to the discretion of employers. This article explores how British employers are adapting to the law, by drawing from interviews with 70 managers from a wide range of organisations. Overall the collected evidence shows the limits of a business case approach as a means of changing employers' practices. It was found that line managers, rather than senior managers or human resources specialists, generally decide which employees can stay employed after age 65 years. Consequently, the research suggests that opportunities for workers aged 65 or more years to stay employed are more the result of individual arrangements with their immediate managers than changes in an organisation's policies and practices. Altogether, the evidence suggests that consolidation rather than eradication of the established retirement culture has occurred.
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Barry, Michael, and Kevin You. "Employer and employer association matters in Australia in 2016." Journal of Industrial Relations 59, no. 3 (May 22, 2017): 288–304. http://dx.doi.org/10.1177/0022185617693873.
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Employers and their associations were hopeful that the double dissolution election in 2016 would end continuing policy deadlock, which had hitherto stalled progress on their desired industrial relations reforms. But the coalition’s less than convincing victory at the polls dashed any hope that such progress would be swift and comprehensive. Towards the end of the year, the government was finally able to secure the passage of the contentious Australian Building and Construction Commission and Registered Organisations bills that triggered the election. But action on other fronts, like implementing the recommendations of the Productivity Commission’s 2015 Inquiry, had been slow. The Fair Work Commission’s much anticipated deliberation on Sunday penalty rates is also delayed, creating more uncertainties for award-reliant employers at the end of 2016. To aggravate matters further, unions are continuously trying to chip away various key features of casual working arrangements, through Fair Work Commission test cases and by pushing strongly in favour of the inclusion of casual deeming provisions in modern awards.
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Jeske, Debora, and Thomas Calvard. "Big data: lessons for employers and employees." Employee Relations: The International Journal 42, no. 1 (January 6, 2020): 248–61. http://dx.doi.org/10.1108/er-06-2018-0159.
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Purpose The purpose of this paper is to critically reflect on the pros and cons of using employee information in big data projects. Design/methodology/approach The authors reviewed papers in the area of big data that has immediate repercussions for the experiences of employees and employers. Findings The review of papers to date suggests that big data lessons based on employee data are still a relatively unknown area of employment literature. Particular attention is paid to discussion of employee rights, ethics, expectations and the implications employer conduct has on employment relationships and prospective benefits of big data analytics at work for work. Originality/value This viewpoint paper highlights the need for more discussion between employees and employers about the collection, use, storage and ownership of data in the workplace. A number of recommendations are put forward to support future data collection efforts in organisations.
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Choudhary, Suman, Nazia Zabin Memon, and Kirti Mishra. "Examining the Influence of Human Capital on Employees’ Innovative Work Behaviour: A Moderated Serial Mediation Model." South Asian Journal of Human Resources Management 7, no. 2 (August 20, 2020): 189–213. http://dx.doi.org/10.1177/2322093720942660.
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Organisations invest in human capital to achieve favourable organisational performance. The purpose of this research is to explain how organisational human capital investments influence an individual’s human capital and innovative work behaviour (IWB). Drawing on Social Exchange Theory and its subset Affect Theory of Social Exchange, this study empirically examines how the human resource management activity of human capital investments manifests at the individual level by developing and testing a moderated serial mediation model. A total of 115 employees working in a diverse set of industries, such as service, manufacturing, information technology, consultancy and education, who had received at least one training from their current employer, participated in the survey. The participants completed five standardized, valid and reliable instruments. SPSS was employed for data analysis. Hypotheses were tested using regression analysis. Results show that both gratitude and knowledge management mediate the relationship between human capital and IWB and the moderating effects of job characteristics. This study extends current literature and integrates macro–micro human capital by exploring how and when human capital leads to the generation of micro social orders. The concept of micro social orders refers to repeated interactions (exchange frequency), emotional reactions, perceptions of cohesion and affective sentiments of a group/organisation due to social structures. This research also highlights how managers can establish positive reciprocity obligations and enhance employees’ gratitude that helps to achieve IWB.
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Adisa, Toyin Ajibade, Olatunji David Adekoya, and Kareem Folohunso Sani. "Stigma hurts: exploring employer and employee perceptions of tattoos and body piercings in Nigeria." Career Development International 26, no. 2 (March 15, 2021): 217–37. http://dx.doi.org/10.1108/cdi-09-2020-0239.
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PurposeThis study draws on social stigma and prejudice to examine the perceptions and beliefs of managers and employees regarding visible tattoos and body piercings, as well as the impact they have on potential employment and human resource management in the global South, using Nigeria as the research context.Design/methodology/approachThe study uses a qualitative research approach, drawing on data from 43 semi-structured interviews with employees and managers in Nigeria.FindingsContrary to the popular opinion that tattoos and body piercings are becoming more accepted and mainstream in society, this study finds that some Nigerian employers and employees may stigmatise and discriminate against people with visible tattoos and body piercings. The findings of this study suggest that beliefs about tattoos are predicated on ideologies as well as religious and sociocultural values, which then influence corporate values.Research limitations/implicationsThe extent to which the findings of this research can be generalised is constrained by the limited sample and scope of the research.Practical implicationsReligious and sociocultural preconceptions about people with visible tattoos and body piercings have negative implications for the recruitment and employment of such people and could prevent organisations from hiring and keeping talented employees. This implies that talented employees might experience prejudice at job interviews, preventing them from gaining employment. Furthermore, stigmatising and discriminating against people with visible tattoos and body piercings may lead to the termination of employment of talented employees, which could negatively affect organisational productivity and growth.Originality/valueThis study provides an insight into the employment relations regarding tattoos and body piercing in Nigeria. The study highlights the need for mild beliefs and positive perceptions about people with visible tattoos and unconventional body piercings. There should be a general tolerance of the individual preference for body art and physical appearance, and this tolerance should be incorporated in organisational policies, which are enactments of corporate culture.
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Stankevičiūtė, Živilė, Eglė Staniškienė, and Urtė Ciganė. "Sustainable HRM as a Driver for Innovative Work Behaviour: Do Respect, Openness, and Continuity Matter? The Case of Lithuania." Sustainability 12, no. 14 (July 8, 2020): 5511. http://dx.doi.org/10.3390/su12145511.
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There is a widespread consensus in prior literature that innovative work behaviour is a crucial factor in enabling organisations to adapt to rapid changes, to gain a competitive advantage, and create a sustainable organisation. Despite its importance, knowledge about potential drivers of this behaviour is fragmented and inconsistent. As such, organisations may be restricted in their ability to innovate because they do not know how to induce the employees in a way that will encourage them to explore, generate, champion, and finally implement the ideas. Recently, human resource management (HRM) has been explored among potential drivers, considering it as primary means by which organisations can influence and shape the behaviours of employees. Despite the notion that HRM predicts innovative work behaviour, there is a lack in the literature of insights into the ways the organisations can stimulate behaviour by offering sustainability-focused HRM. Sustainable HRM refers to a new approach to people management with the focus on external business environment (openness), respect for the employee (respect), and balanced interests of employer and employee (continuity). Relying on the notion that organisations are gradually introducing sustainable HRM and trying to close the gap in the literature, the paper is designed to link a new approach to people management with innovative work behaviour. The aim of the paper is an initial assessment of whether sustainable HRM is a driver for innovative work behaviour. Disentangling four dimensions of innovative work behaviour makes it possible to determine whether sustainable HRM can stimulate different behaviour types linked to idea exploration, idea generation, idea championing, and idea implementation. The results of a preparatory survey of 306 employees working in Lithuanian companies showed that respect-oriented HRM and continuity-oriented HRM were positively related to innovative work behaviour and the appropriate dimensions (except for idea exploration in case of continuity-oriented HRM); meanwhile, there was no support for the relationship between openness-oriented HRM and innovative work behaviour. Overall, sustainable HRM was found to be a driver for enhancing innovative work behaviour and its dimensions.
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Sutherland, Karen, Karen Freberg, and Christina Driver. "Australian employer perceptions of unprofessional social media behaviour and its impact on graduate employability." Journal of Teaching and Learning for Graduate Employability 10, no. 2 (November 26, 2019): 104–21. http://dx.doi.org/10.21153/jtlge2019vol10no2art857.
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Social media has become a tool used for the process of employee recruitment in a range of industries. The technology is utilised by job candidates and by employers and job-recruiters to screen and source suitable staff for their organisations. Research has investigated issues relating to ethics, privacy and accuracy regarding employers’ use of social media to screen prospective employees. Yet, limited research has been conducted to investigate employer perceptions of prospective/current employees’ unprofessional social media behavior. Our study involved a survey of 396 Australia employers from a range of industries to explore the influence of job-candidates’ social media presence on employer decision-making and the most unprofessional social media behaviors according to employers. Our investigation found 82% of employers are influenced by a job candidate’s social media presence and using social media to intentionally cause harm to others was perceived by employers as the most unprofessional social media behavior. The findings from this study will assist educators in guiding university students and graduates to meet industry expectations as professionals and provide scholars with new knowledge as to what is deemed to be unacceptable behavior in a professional context at this point in the evolution of social media.
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OUDE MULDERS, JAAP, KÈNE HENKENS, YIHAO LIU, JOOP SCHIPPERS, and MO WANG. "Managers’ interview invitation decisions about older job applicants: human capital, economic conditions and job demands." Ageing and Society 38, no. 4 (December 21, 2016): 839–64. http://dx.doi.org/10.1017/s0144686x16001343.
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ABSTRACTOlder job applicants are vulnerable to stereotype-related bias in the recruitment process. In the current study, we examined how managers’ job interview invitation decisions regarding older job applicants are influenced by applicants’ human capital-related characteristics, general economic conditions and managers’ perceptions of changes in organisational job demands. Data were collected in two waves of a vignette experiment, three years apart, among a sample of 211 Dutch managers from various organisations. Multi-level analysis showed that managers were more likely to invite older job applicants who had matching qualifications, were employed at the time of application and came with recommendations. In addition, managers’ propensity to invite older job applicants was higher in better economic conditions. The effects of recommendations were moderated by the general economic conditions and changes in organisational job demands, such that a recommendation from another employer was especially influential in bad economic conditions, while a recommendation from an internal employee was especially influential when job demands had increased. The results emphasise the importance of considering the organisational and economic context in understanding the recruitment of older workers. The findings also suggest that older workers, employers and policy makers should invest in older workers’ human capital to protect their employability.
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Suder, Seili, and Andra Siibak. "Employers as Nightmare Readers: An Analysis of Ethical and Legal Concerns Regarding Employer-Employee Practices on SNS." Baltic Journal of Law & Politics 10, no. 2 (December 1, 2017): 76–106. http://dx.doi.org/10.1515/bjlp-2017-0013.
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Abstract The aim of this interdisciplinary paper is to study the social reality surrounding the data processing practices employers and employees engage in on social networking sites (SNS). Considering the lack of empirical studies, as well as the considerable uncertainty in the way personal data protection is implemented across the European Union (EU), the paper offers insights on the topic. Qualitative text analysis of semi-structured interviews with employers from the service sector (N=10) and the field of media and communication (N=15), as well as employers from organisations which had experienced various problems due to things their employees had posted on social media (N=14), and employees from the financial sector (N=15) were carried out to explore whether the data protection principles, which can be viewed as the most important guidelines for employers in the EU, are actually followed in their everyday SNS data processing practices. Even though the data protection principles emphasise the need for fair, purposeful, transparent, minimal and accurate processing of personal data, our interviews with employers and employees reveal that the actual SNS processing practices rarely live up to the standards. Our findings indicate that there is a growing mismatch between the social reality and legal requirements regarding data subjects.
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Thomsen, Christa. "Public Sector CSR Communication: A Dialogical Approach." HERMES - Journal of Language and Communication in Business 20, no. 38 (March 13, 2017): 41. http://dx.doi.org/10.7146/hjlcb.v20i38.25904.
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Public sector organisations have different communication needs from private sector organisations. For example, they quite often have programmes aimed at behaviour changes, challenging their ability to choose the strategy which best suit their purpose. Dialogue is often considered a strategic tool which can lead to organisational gains such as motivation, learning, development, collaboration, etc. This article examines the role of dialogue in Danish public sector Corporate Social Responsibility (CSR) Communication aimed at behaviour change and employer mobilisation. The focus is on central government CSR communication strategies and how these strategies are implemented by a local government. It is argued that public actors’ (government departments, State agencies and local bodies) communication with employers on CSR is behaviour change communication and that it is possible to analyse this communication within the framework of a dialogue analysis model developed in linguistics. A theoretical dialogue-change model is proposed as an alternative to how government departments, State agencies and local bodies can mobilize employers.
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Budhiraja, Sunil. "Mandatory CSR and employer branding: competitive advantage for Indian organisations." International Journal of Environment, Workplace and Employment 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijewe.2021.10036027.
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Vickerstaff, Sarah. "Entering the Retirement Zone: How Much Choice do Individuals Have?" Social Policy and Society 5, no. 4 (September 4, 2006): 507–17. http://dx.doi.org/10.1017/s1474746406003265.
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Traditionally the factors affecting retirement are correlated with individual difference variables such as level of income, health issues and caring responsibilities. Studies have shown how these factors interact to predict the individual retirement process. However, the demand-side factors which structure opportunities for older workers have been somewhat less studied. This paper explores the employer role in retirement. By investigating the experience of employees and retirees from three organisations this article demonstrates that the employing organisation's policies and practices are key to understanding retirement transitions. In the conclusion the impact of forthcoming age discrimination legislation is considered.
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Grobler, Anton, and Sonja Grobler. "Intention to quit as precursor of voluntary turnover: Person–organisation fit and the psychological contract – a talent management quandary." African Journal of Employee Relations (Formerly South African Journal of Labour Relations) 40, no. 2 (February 18, 2019): 55–76. http://dx.doi.org/10.25159/2520-3223/5852.
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The purpose of this study was to determine the relationship between person– organisation fit and an individual’s intention to leave the organisation (turnover intention) as a precursor to voluntary turnover. The impact the psychological contract has on the individual’s intention to leave the organisation (turnover intention) was also determined. The study included an analysis of specific groups in the organisation that pose a higher risk of voluntary turnover. The sample for the study consisted of 1920 participants, with 60 randomly selected employees from 32 organisations. The person–organisation fit instrument consisted of three factors, namely indirect fit, direct fit and person–job fit (nine items in total). The instrument that measures psychological contract consisted of two factors, namely self and organisational items (six items). The turnover intention measure consisted of four items. All three instruments reported acceptable psychometric properties. Indirect fit (organisation fit as values congruence) and direct fit (needs–supplies fit) each explain 15% of the variance in turnover intention, with psychological contract adherence – organisation/ employer explaining 3%, the total variance explained by the model being 33%. Significant differences between groups were also reported, with the higher risk groups (for leaving the organisation) being the support/non-core employees, the non-management group and the professionally qualified, experienced specialists. The results of this study were converted into practical recommendations in terms of proposed interventions on the part of the HR fraternity to retain high-performing employees, with specific reference to the person–organisation fit and subsequent adherence to the psychological contract.
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Sipa, Monika, Iwona Gorzeń-Mitka, and Andrzej Skibiński. "The intergenerational cooperation estimates from a gender perspective in Polish organizations in context of the age management." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 18, no. 1 (May 30, 2017): 71–82. http://dx.doi.org/10.5604/01.3001.0010.2880.
Full textAbstract:
Aging of labour resources is a global problem that determines the shape of modern labour market. This problem is becoming increasingly visible also in Poland, as it is estimated that every tenth employer is aged over 55. It is important to understand that these people, due to their experience, can be a vital source of knowledge for organisations. An effective process of knowledge sharing can be a key factor in success of modern business. This publication is an attempt to evaluate intergenerational cooperation in Polish organisations. The aim of the paper was to identify differences in selected areas of intergenerational cooperation in an organisation from a gender perspective.
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Gonera, Karolina. "ORGANISATIONS INTERNAL EMPLOYER BRANDING IN EMPLOYEES OPINION IN THE IT INDUSTRY BASED ON OWN RESEARCH." PRACE NAUKOWE UNIWERSYTETU EKONOMICZNEGO WE WROCŁAWIU, no. 511 (2018): 73–83. http://dx.doi.org/10.15611/pn.2018.511.06.
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