Search results for: employee experience

Authors: Sibylle Tellenbach, Julie Haddock-Millar, Francis Bidault

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The aim of this research is to understand the extent to which hybrid working models have influenced employee engagement in the Swiss financial sector. The context for this research is the transition out of the pandemic and the changes that have occurred between 2020 and 2023. Since the pandemic, many financial services companies have had to rethink their working model for office-based employees, as this group of employees has been able to experience a new way of working and, thus, greater freedom and flexibility. For a large number of companies, it was a huge change to shift from the traditional office-based to a new hybrid working model. A heightened focus on employee engagement has become a necessity in order to understand and respond to the challenges presented by the shift in a working model. This new way of working, partly office-based and partly virtual, has led to ambiguities about the impact on the engagement of hybrid teams. Therefore, the research question is: How hybrid working models have influenced employee engagement to what extent? The methodological approach is a narrative inquiry with four similar functional teams within four Swiss financial companies. Semi-structured interviews will be conducted with managers from middle management and their individual team members. The findings will demonstrate whether this shift in the working model influenced individual team members’ engagement and to what extent. The contribution of this research is two-fold. First, the research makes a theoretical contribution, presenting evidence of the impact of hybrid working on individual team members’ engagement in a specific sector and context, enhancing current knowledge on the challenges in working model transition. Second, this research will make a practice-based contribution, recommending ways to enhance the engagement of hybrid teams in a specific context. These recommendations may be applied in wider sectors and teams.

Keywords: employee engagement, hybrid teams, hybrid working models, Swiss financial sector, team engagement

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Authors: Claire Norman-Maillet

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Insider fraud is a major financial crime threat whereby an employee defrauds (or attempts to defraud) their current, prospective, or past employer. ‘Employee’ covers anyone employed by the company, including Board members and part-time staff. Insider fraud can take many forms, including an employee working alone or in collusion with others. Insider fraud has been on the rise since the Coronavirus pandemic and shows no signs of slowing. The objective of the research is to better understand how FinTechs are impacted by insider fraud and, therefore, how to stop it. This research will make an original contribution to the financial crime field, given the timing of this research being intertwined with the cost-of-living crisis in the UK and the global Coronavirus pandemic. This research focuses on insider fraud within FinTechs specifically, as they are arguably a modern phenomenon in the financial institutions space and have cutting-edge technology at their disposal. To achieve the research objective, the researcher held semi-structured interviews with over 20 individuals who deal with insider fraud perpetration in a practitioner, recruitment, or advisory capacity. The interviews were subsequently transcribed and analysed thematically. Main findings in the research suggest that FinTechs are arguably in the best position to combat insider fraud, given their focus on using recent technologies, as this can be used to combat the threat. However, insider fraud has been ignored owing to the denial of accepting the possibility that colleagues would defraud their employer, as well as the idea that external fraud is the most important threat. The research concludes that, whilst the technology is understandably prioritised by FinTechs for providing an agreeable customer experience, insider fraud needs to be given a platform upon which to be recognised as a significant threat to any company. Moreover, insider fraud needs to be given the same level of weighting and attention by Executive Committees and Boards as the customer experience.

Keywords: insider fraud, occupational fraud, COVID-19, COVID, Coronavirus, pandemic, internal fraud, financial crime, economic crime

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Authors: Mahlet Nigussie Worku

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The main purpose of this study was to examine the effects of different leadership styles on employee engagement in Ethiopian Airlines headquarters located in Addis Ababa. Specific objectives of the study were stated to examine the effects of five leadership styles, namely transformational, transactional, democratic, lassies fair and autocratic leadership styles on employees’ engagement. The study was conducted on 288 sample sizes, and a simple random sampling technique was employed. The quantitative findings were presented and analyzed by table, ANOVA, bivariate correlation and regression model through SPSS software version 23. Out of 288 total distributed questionnaires, 280 were returned, and 8 of the returned were rejected due to missing data, while the remaining 280 responses were used for data analysis. Data was analyzed using the Statistical Package for Social Sciences (SPSS). The study employed both descriptive and explanatory research design. Correlation and regression were used to analyze the relationship and its effect between leadership Style and employee engagement. The regression results showed that transformational, transactional and democratic leadership Styles have significant contributions to employee engagement. Similarly, the transformational, transactional land democratic leadership style had a positive and strong correlation with employee engagement. However, lassies-fair and autocratic leadership styles showed a negative and insignificant effect on employee engagement. Finally, based on the findings, workable recommendations and implications for further studies were forwarded.

Keywords: leadership, autocratic leadership style, democratic leadership style, employee engagement

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Authors: Mahlet Nigussie Worku

Abstract:

The main purpose of this study was to examine the effects of different leadership styles on employee engagement in Ethiopian Airlines head quarter located in Addis Ababa. Specific objectives of the study were stated to examine the effects of five leadership styles namely transformational, transactional, democratic, lassies fair and autocratic leadership styles on employees’ engagement. The study was conducted on 288 sample size and a simple random sampling technique was employed. The quantitative findings were presented and analyzed by table, ANOVA, bivariate correlation and regression model through SPSS software version 23. Out of 288 total distributed questionnaires 280 were returned and 8 of the returned were rejected due to missing data while the remaining 280 responses were used for data analysis. Data was analyzed using the Statistical Package for Social Sciences (SPSS). The study employed both descriptive and explanatory research design. Correlation and regression were used to analyze the relationship and its effect between leadership Style and employee’s engagement. The regression results showed that transformational, transactional and democratic leadership Styles have significant contribution for employee’s engagement. Similarly transformational, transactional land democratic leadership style had a positive and strong correlation with employee’s engagement. However lassies-fair and autocratic leadership style showed negative and insignificant effect on employee engagement. Finally, based on the findings, workable recommendations and implications for further studies were forwarded

Keywords: leadership, leadership style, employee engagement, autocratic leadership styles

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Authors: L. Tirabeni, K. E. Soderquist, P. Pisano

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Our purpose is to investigate how the relationship between employees and innovation management processes can drive organizations to successful innovations. This research is deeply related to a new way of thinking about human resources management practices. It’s not simply about improving the employees’ engagement, but rather about a different and more radical commitment: the employee can take on the role traditionally played by the customer, namely to become the first tester of an innovative product or service, the first user/customer and eventually the first investor in the innovation. This new perception of employees could create the basis of a novelty in the innovation process where innovation is taken to a next level when the problems with customer driven innovation on the one hand, and employees driven innovation on the other can be balanced. This research identifies an effective approach to innovation where the employees will participate throughout the whole innovation process, not only in the idea creation but also in the idea definition and development by giving feedback in parallel to that provided by customers and lead-users.

Keywords: employee-driven innovation, engagement, human resource management, innovative companies

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Authors: Kvnkc Sharma

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Globalization, coupled with increase in competition is compelling organizations to adopt innovative strategies and identify core competencies in order to distinguish themselves from the competition. The capability of an organization is no longer determined by their products or services alone. The intellectual assets and quality of the human resource are fast emerging as key differentiators. Corporations are now positioning themselves as ‘brands’ not solely to market their products and services, but also to lure and to retain the best talent in the business. This paper identifies leadership as the ‘key element’ in developing an organization’s brand, which has a significant influence on the employee’s eventual perception of this external brand as portrayed by the organization. External branding incorporates innovation, consumer concern, trust, quality and sustainability. The paper contends that employees are indeed an organization’s ‘brand ambassadors. Internal branding involves taking care of these ambassadors of corporate brand i.e. human resource. If employees of an organization are not exposed to the organization’s branding (an ongoing process that functionally aligns, motivates and empower employees at all levels to consistently provide a satisfying customer experience), the external brand could be jeopardized. Internal branding, on the other hand, refers to employee’s perception of the organization’s brand. The current business environment can at best, be termed as volatile. Employees with the right technical and behavioral skills remain a scarce resource and the employers need to be ready to capture the attention, interest and commitment of the best and brightest candidates. This paper attempts to review and understand the relationship between employer branding and employee retention. The paper also seeks to identify potential impact of employer branding across all the factors affecting employees.

Keywords: external branding, human resource, internal branding, leadership

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Authors: Masoud Jabar Zadeh Mamaghani

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Employee empowerment is an effective technique for increasing employee productivity and utilizing their individual and group capacities toward organizational goals. Empowerment is a process that helps improve and enhance performance through the development and expansion of individuals' and teams' influence and capabilities. In other words, empowerment is a strategy for organizational development and flourishing. In this study, the relationship between training and employee empowerment was examined in addition to measuring the level of empowerment among the employees of Kowsar Tehran Insurance Agency. The research method used was a descriptive correlation, and the statistical population of the study included all official employees with a degree higher than a diploma in Kowsar Tehran Insurance Agency. Data related to training hours while serving employees were extracted from their educational certificates, and data related to employees' empowerment levels were obtained through interviews and questionnaires. The research results showed that the level of empowerment among the employees in this agency is higher than the average in all dimensions. However, no correlation was observed between their empowerment level and the training hours they completed while serving.

Keywords: employee empowerment, organizational development, training, insurance industry

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Authors: S. Anastasiou, C. Nathanailides

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The purpose of this study is to examine the possible link between employee and customer satisfaction. The service provided by employees, help to build a good relationship with customers and can help at increasing their loyalty. Published data for job satisfaction and indicators of customer services were gathered from relevant published works which included data from five different countries. The reviewed data indicate a significant correlation between indicators of customer and employee satisfaction in the Banking sector. There was a significant correlation between the two parameters (Pearson correlation R2=0.52 P<0.05) The reviewed data provide evidence that there is some practical evidence which links these two parameters.

Keywords: job satisfaction, job performance, customer’ service, banks, human resources management

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Authors: KVNKC Sharma, Soujanya Pasumarthi

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Globalization, coupled with increase in competition is compelling organizations to adopt innovative strategies and identify core competencies in order to distinguish themselves from the competition. The capability of an organization is no longer determined by their products or services alone. The intellectual assets and quality of the human resource are fast emerging as key differentiators. Corporations are now positioning themselves as ‘brands’ not solely to market their products and services, but also to lure and to retain the best talent in the business. This paper identifies leadership as the ‘key element’ in developing an organization’s brand, which has a significant influence on the employee’s eventual perception of this external brand as portrayed by the organization. External branding incorporates innovation, consumer concern, trust, quality and sustainability. The paper contends that employees are indeed an organization’s ‘brand ambassadors. Internal branding involves taking care of these ambassadors of corporate brand i.e. human resource. If employees of an organization are not exposed to the organization’s branding (an ongoing process that functionally aligns, motivates and empower employees at all levels to consistently provide a satisfying customer experience), the external brand could be jeopardized. Internal branding, on the other hand, refers to employee’s perception of the organization’s brand. The current business environment can at best, be termed as volatile. Employees with the right technical and behavioral skills remain a scarce resource and the employers need to be ready to capture the attention, interest and commitment of the best and brightest candidates. This paper attempts to review and understand the relationship between employer branding and employee retention. The paper also seeks to identify potential impact of employer branding across all the factors affecting employees.

Keywords: alignment, external branding, internal branding, leadership

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Authors: Ojetunde Ojewola, Mark Morgan, Sonja Wilhelm-Stanis

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State parks and historic sites are vulnerable to extreme weather events which can affect visitor experiences, management priorities, and legislative requests for disaster relief funds. Recently, global attention has been focused on the perceptions of global warming and how the presence of extreme weather events might impact protected areas, both now and in the future. The effects of climate change are not equally distributed across the United States, leading to varied perceptions based on personal experience with extreme weather events. This study describes employee perceptions of vulnerability and resilience in Missouri State Parks & Historic Sites due to extreme weather events that occur across the state but grouped according to physiographic provinces. Using a four-point rating scale, perceptions of vulnerability and resilience were divided into high and low sub-groups, thus allowing researchers to construct a two by two typology of employee responses. Subsequently, this data was used to develop a three-point continuum of environmental concern (higher scores meant more concern). Employee scores were then compared against a statewide assessment which combined social, economic, infrastructural and environmental indicators of vulnerability and resilience. State park employees thought the system was less vulnerable and more resilient to climate change than data found in statewide assessment This result was also consistent in three out of five physiographic regions across Missouri. Implications suggest that Missouri state park should develop a climate change adaptation strategy for emergency preparedness.

Keywords: extreme weather events, resilience, state parks, vulnerability

Procedia PDF Downloads 100

Authors: K. V. N. K. C. Sharma

Abstract:

Globalization, coupled with increase in competition is compelling organizations to adopt innovative strategies and identify core competencies in order to distinguish themselves from the competition. The capability of an organization is no longer determined by their products or services alone. The intellectual assets and quality of the human resource are fast emerging as key differentiators. Corporations are now positioning themselves as ‘brands’ not solely to market their products and services, but also to lure and to retain the best talent in the business. This paper identifies leadership as the ‘key element’ in developing an organization’s brand, which has a significant influence on the employee’s eventual perception of this external brand as portrayed by the organization. External branding incorporates innovation, consumer concern, trust, quality and sustainability. The paper contends that employees are indeed an organization’s ‘brand ambassadors. Internal branding involves taking care of these ambassadors of corporate brand i.e. human resource. If employees of an organization are not exposed to the organization’s branding (an ongoing process that functionally aligns, motivates and empower employees at all levels to consistently provide a satisfying customer experience), the external brand could be jeopardized. Internal branding, on the other hand, refers to employee’s perception of the organization’s brand. The current business environment can at best, be termed as volatile. Employees with the right technical and behavioral skills remain a scarce resource and the employers need to be ready to capture the attention, interest and commitment of the best and brightest candidates. This paper attempts to review and understand the relationship between employer branding and employee retention. The paper also seeks to identify potential impact of employer branding across all the factors affecting employees.

Keywords: external branding, organisation personnel, internal branding, leadership

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Authors: Nuno Da Camara, Victor Dulewicz, Malcolm Higgs

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Factors on employee engagement: In particular, although theorists have described the critical role of emotional cognition of the workplace environment as antecedents to employee engagement, empirical research on the impact of emotional cognition on employee engagement is limited. However, previous researchers have typically provided evidence of the link between emotional cognition of the workplace environment and workplace attitudes such as job satisfaction and organisational commitment. This study therefore aims to investigate the impact of emotional cognition of job, role, leader and organisation domains of the work environment – as represented by measures of psychological climate and organizational emotional intelligence (OEI) - on employee engagement. The research is based on a quantitative cross-sectional survey of employees in a UK charity organization (n=174). The research instruments applied include the psychological climate scale, the organisational emotional intelligence questionnaire (OEIQ) and the Utrecht Work Engagement Scale (UWES). The data were analysed using hierarchical regression and partial least squares (PLS) analytical techniques. The results of the study show that both psychological climate and OEI, which represent emotional cognition of job, role, leader and organisation domains in the workplace are significant drivers of employee engagement. In particular, the study found that a sense of contribution and challenge at work are the strongest drivers of vigour, dedication and absorption and highlights the importance of emotionally relevant approaches in furthering our understanding of workplace engagement.

Keywords: employee engagement, organisational emotional intelligence, psychological climate, workplace attitudes

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Authors: Protus A. Lumiti, Susan O. Wekesa, Mary Omondi

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Performance is a key pillar to the accomplishment of the goals of all organizations, whether private, public or non- profit. Employees are the intellectual assets of the organization and they are an avenue to the achievement of competitive advantage. An employee welfare service in an organization is vital in fostering employee motivation and improving their productivity. In view of this, the main goal of this research was to determine the relationship between employee welfare practices and the performance of non-governmental organizations in Kenya. The study was guided by four objectives, namely: to establish, determine, evaluate and assess the relationship between employee welfare practices and the performance of non-governmental organizations in Kenya. The study utilized a survey design using both qualitative and quantitative approaches. In this study, a purposive, stratified and simple random sampling technique was used to arrive at a sample of 355 respondents who comprised senior managers, middle level managers and operational employees out of the targeted population of 14,283 employees of non-governmental organizations working in Nairobi County. The primary data collection tools were questionnaires supplemented by an interview schedule, while secondary data was obtained from reviewed journals, published books and articles. Data analysis was done using Statistical Packages for Social Sciences Software version 23. The study utilized multiple linear regression and a structural equation model. The findings of the study were that: employee welfare practices had a positive and significant relationship with the performance of Non-governmental organizations in Kenya. In addition, there was also a linear relationship between the independent variables and the dependent variable and the study concluded that there was a relationship between the predictor variable and the dependent variable of the study. The study recommended that management of No-governmental organization boards in Kenya should come up with a comprehensive policy document on employee welfare practices in order to enhance the performance of non-governmental organizations in Kenya.

Keywords: employee, economic, performance, welfare

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Authors: Dina Ahmed Alkhodary

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Human Resources are the individual skills, knowledge, attitude, capabilities and experience collected to produce wealth to the company. Human Resource disclosure is the process of involving, reporting, and sharing the Investments made in the Human Resources of an Organization that such as organizations short goals and objectives, employees creation value, training and development plan are presently not accounted for in the conventional accounting practices which is importance nowadays to reduce the employee`s turnover. For the purpose of the study 3 telecommunications companies in Jordan have been selected. Telecommunication industry has been chosen for this study since it is a successful sector in Jordan and Human resource disclosure practices were adopted in all the selected companies and companies was aware to the HR practices. The objective of the study is to find out the HR disclosures practices of the telecommunication Companies in Jordan and to find the relationship between the HR Disclosures practices and employees’ turnover which has been measured by leaver proficiencies, remaining member proficiencies and the new comers proficiencies. The researcher has used the questioner to collect data for the research purpose. Results reveal that There are human resource disclosure practices in telecommunication companies in Jordan but in some areas only and has found There that there is a significant relationship between the human resource disclosure practices of the telecommunication companies in Jordan and Employees turnover. It is important to the companies to disclose more information and it’s important to the researchers to study the HR disclosure in the other industries in Jordan to increase the awareness about it.

Keywords: HR, disclosure, employee, turnover

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Authors: Atabong Awung Lekeazem

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The purpose of this paper is to identify the impact or role of incentives on employee’s performance with a particular emphasis on Korean workers. The process involves defining and explaining the different types of motivation. In defining them, we also bring out the difference between the two major types of motivations. The second phase of the paper shall involve gathering data/information from a sample population and then analyzing the data. In the analysis, we shall get to see the almost similar mentality or value which Koreans attach to motivation, which a slide different view coming only from top management personnel. The last phase shall have us presenting the data and coming to a conclusion from which possible knowledge on how managers and potential managers can ignite the best out of their employees.

Keywords: motivation, employee’s performance, Korean workers, business information systems

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Authors: Novawiguna Kemalasari, Ahmad Badawi Saluy

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This research is a planned activity to find an objective answer to PT XYZ problem through scientific procedure. In this study, It was used quantitative research methods by using samples taken from a department selected by researchers. This study aims to analyze the influence of organizational culture, work discipline and work motivation on employee performance of Personal Care & Cosmetic Department (PCC) Flammable PT XYZ. This research was conducted at PT XYZ Personal Care & Cosmetic Department (PCC) Flammable involving 82 employees as respondents, the data were obtained by using questionnaires filled in self-rating by respondents. The data were analyzed by multiple linear regression model processed by using SPSS version 22. The result of research showed that organizational culture variable, work discipline and work motivation had significant effect to employee performance.

Keywords: organizational culture, work discipline, employee motivation, employees performance

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Authors: Jennifer Bradley

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With opportunities to live and work abroad on the rise, effective preparation and support for international employees needs to be addressed within the work-site. International employees must build new habits, routines and social networks in an unfamiliar culture. Culture shock typically occurs within the first year and can affect both physical and psychological health. Employers have the opportunity to support staff through the adaptation process and foster healthy habits and routines. Cross-cultural training that includes a combination of instructional teaching, cultural experiences, and practice, is shown to increase the international employee adaptation process. However, little evidence demonstrates that organizations provide all of these aspects for international employees. The occupational therapy practitioner (OTP) offers a unique perspective focusing on the employee transactional relationship and engagement of meaningful occupations to enhance and enable participation in roles, habits and routines within new cultural contexts. This paper examines one such program developed and implemented by an OTP at the New England Center for Children, in Abu Dhabi, United Arab Emirates. The effectiveness of the program was assessed via participant feedback and concluded that an international employee support program that focuses on a variety of meaningful experiences and knowledge can empower employees to navigate healthy practices, develop habits and routines, and foster positive inter-cultural relationships in the organization and community.

Keywords: occupational therapy practitioner, cross cultural training, international employee health, international employee support

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Authors: Saad Bin Nasir

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This study imperially evaluated of five human resource (HR) practices (Wellness program extents are Employee’s assistance program, Health care screenings, and Recreation trips, Seminars for life style, Indoor and Outdoor activities) and there likely impact on the organization productivity in Pakistani organizations. The data were gathering by administrating questionnaires. The result indicated that all five variables are positively and significantly correlated with organization productivity. Results of regressing the all variables on organization productivity show that seminars for life style and employee’s assistance program strong predictors of organization productivity.

Keywords: wellness program, organization’s productivity, employee’s assistance program, health care screening

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Authors: Ajayi Oluwasola Felix

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This paper examines how firm investments in technology-based employee monitoring impact both misconduct and productivity. We use unique and detailed theft and sales data from 392 restaurant locations from five firms that adopt a theft monitoring information technology (IT) product. We use difference-in-differences (DD) models with staggered adoption dates to estimate the treatment effect of IT monitoring on theft and productivity. We find significant treatment effects in reduced theft and improved productivity that appear to be primarily driven by changed worker behavior rather than worker turnover. We examine four mechanisms that may drive this productivity result: economic and cognitive multitasking, fairness-based motivation, and perceived increases of general oversight. The observed productivity results represent substantial financial benefits to both firms and the legitimate tip-based earnings of workers. Our results suggest that employee misconduct is not solely a function of individual differences in ethics or morality, but can also be influenced by managerial policies that can benefit both firms and employees.

Keywords: information technology, monitoring, misconduct, employee theft

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Authors: Melissa C. Monney

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Psychological testing has been of interest to researchers for many years as useful tools in assessing and diagnosing various disorders as well as to assist in understanding human behavior. However, for over 20 years now, researchers and laypersons alike have been interested in using them for other purposes, such as determining factors in employee selection, promotion, and even termination. In recent years, psychological assessments have been useful in facilitating workplace decision processing, regarding employee circulation within organizations. This literature review explores four of the most commonly used psychological tests in workplace environments, namely cognitive ability, emotional intelligence, integrity, and personality tests, as organizations have used these tests to assess different factors of human behavior as predictive measures of future employee behaviors. The findings suggest that while there is much controversy and debate regarding the validity and reliability of these tests in workplace settings as they were not originally designed for these purposes, the use of such assessments in the workplace has been useful in decreasing costs and employee turnover as well as increase job satisfaction by ensuring the right employees are selected for their roles.

Keywords: cognitive ability, personality testing, predictive validity, workplace behavior

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Authors: Paul Saah, Charles Mbohwa, Nelson Sizwe Madonsela

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Organisations that want to have a competitive edge over their rivals in their industry are becoming more and more aware of the value of staff training and development programs. This conceptual study's primary goal is to determine how staff development and training affect an organization's ability to succeed. A non-empirical methodological approach was chosen because this was a conceptual study, and a thorough literature analysis was conducted to determine the contribution of staff training and development to the performance of a commercial organization. Twenty of the 100 publications about employee training and development that were obtained from Google Scholar and regarded to be more pertinent were examined for this study. The impact of employee training and development in an organization was found and documented during the analyses. According to the study's findings, some of the major advantages of staff development and training include greater productivity, the discovery of employee potential, job satisfaction, the development of skills, less supervision, a decrease in turnover and absenteeism as well as less supervision and reduction of errors and accidents. The findings show that organisations that make significant investments in the training and development of their personnel are more likely to succeed than those who do not.

Keywords: impact, employment, training and development, success, business, organization

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Authors: Jonathan H. Westover, Maureen S. Andrade, Angela Schill, Jeff Peterson, Samuel Choi

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The purpose of this research is to understand employee perspectives on their work characteristics and conditions, particularly related to the COVID-19 pandemic and the future of work. Working conditions impact job satisfaction. People tend to measure job satisfaction by comparing aspects of the job they have with those they want. Job satisfaction is related to the value that one places on specific aspects of a job, such as autonomy, pay and benefits, challenge, growth, or meaningful work, and the degree to which such elements are present. The value one places on these various job characteristics may differ based on gender, age, personality, occupation, context, or other factors. This study will examine various job characteristics and working conditions with an emphasis on COVID-19 to determine how managers and leaders and better support and develop their employees.

Keywords: COVID-19, employee perspectives nature of work, future of work

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Authors: Jane Mullen, Ann Rheaume, Kevin Kelloway

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Research on the effects of inconsistent safety leadership is limited, particularly regarding employee safety behavior in organizations. Inconsistent safety leadership occurs when organizational leaders display both effective and ineffective styles of safety leadership (i.e., transformational vs laissez-faire). In this study, we examine the effect of inconsistent safety leadership style on employee safety participation. Defined as the interaction of S.A.F.E.R (Speak, Act, Focus, Engage and Recognize) leadership style and passive leadership style, inconsistent safety leadership was found to be a significant predictor of safety participation in a sample of 307 nurses in Eastern Canada. Results of the moderated regression analysis also showed a significant main effect for S.A.F.E.R leadership, but not for passive leadership. To further explore the significant interaction, the simple slopes for S.A.F.E.R leadership at high and low levels (1 SD above and below the mean) of passive leadership were plotted. As predicted, the positive effects of S.A.F.E.R leadership behavior were attenuated when leaders were perceived by employees as also displaying high levels of passive leadership (i.e., inconsistent leadership styles). The research makes important theoretical and practical contributions to the occupational health and safety literature. The results demonstrate that leadership behavior, which is characteristic of the S.A.F.E.R model, is positively associated with employee safety participation. This finding is particularly important as researchers continue to explore what leaders can do to engage employees in work-related safety activities. The results also demonstrate how passive leadership may undermine the positive outcomes associated with safety leadership behavior in organizations. The data suggest that employee safety behavior is highest when leaders engage in safety effective leadership behavior on a consistent basis, rather than periodically.

Keywords: employee safety behavior, leadership, participation, safety training

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Authors: Paula A. Cruise, Carvell McLeary

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Employee turnover leads to lowered productivity, decreased morale and work quality, and psychological effects associated with employee separation and replacement. Yet, it remains unknown why talented employees willingly withdraw from organizations. This uncertainty is worsened as studies; a) priorities organizational over individual predictors resulting in restriction in range in turnover measurement; b) focus on actual rather than intended turnover thereby limiting conceptual understanding of the turnover construct and its relationship with other variables and; c) produce inconsistent findings across cultures, contexts and industries despite a clear need for a unified perspective. The current study addressed these gaps by adopting the theory of planned behavior (TPB) framework to examine socio-cognitive factors in organizational trust and individual turnover intentions among bankers and energy employees in Jamaica. In a comparative study of n=369 [n_bank= 264; male=57 (22.73%); n_energy =105; male =45 (42.86)], it was hypothesized that organizational trust was a predictor of employee turnover intention, and the effect of individual, group, cognitive and socio-affective variables varied across industry. Findings from structural equation modelling confirmed the hypothesis, with a model of both cognitive and socio-affective variables being a better fit [CMIN (χ²) = 800.067, df = 364, p ≤ .000; CFI = 0.950; RMSEA = 0.057 with 90% C.I. (0.052 - 0.062); PCLOSE = 0.016; PNFI = 0.818 in predicting turnover intention. The findings are discussed in relation to socio-cognitive components of trust models and predicting negative employee behaviors across cultures and industries.

Keywords: context-specific organizational trust, cross-cultural psychology, theory of planned behavior, employee turnover intention

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Authors: Arzu Baloglu, Ugur Kaplancali

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This paper focuses on Background Check Systems and Pre-Employment Screening. In our study, we attempted to make an online background checking site that will help employers when hiring employees. Our site has two types of users which are free and powered user. Free users are the employees and powered users are the employers which will hire employers. The database of the site will contain all the information about the employees and employers which are registered in the system so the employers can make a search based on their searching criteria to find the suitable employee for the job. The web site also has a comments and points system. The current employer can make comments to his/her employees and can also give them points. The comments will be shown on employee’s profile, so; when an employer searches for an employee he/she can check the points and comments of the employee to see whether he or she is capable of the job or not. The employers can also follow some employees if they desire. This paper has been designed and implemented with using ASP.NET, C# and JavaScript. The outputs have a user friendly interface. The interface also aimed to provide the useful information for Turkish Technology Companies.

Keywords: background, checking, verification, human resources, online

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Authors: Kashif Mahmood, Tehreem Fatima, Adeel Hassan

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Firms are always concerned with their performance which is directly linked to employees’ performance. In the thrive of this goal, number of researches have been conducted where Organizational Citizenship Behavior (OCB) and Counterproductive Work Behavior (CPWB) is among those studies. This study is aimed at investigating the role OCB by considering altruism and conscientiousness in an employee’s job performance with the mediating role of CPWB by considering sabotage and withdraw among the employees of hotel industry in Pakistan. A quantitative method was used by following deductive approach in positivist paradigm where survey was conducted through self-administered questionnaires and data was collected from the employees working in hotel industry of Pakistan. Top 10 hotels from the region of Lahore, Punjab was selected as population, and 500 questionnaires were distributed among their employees by using stratified random sampling technique. There is a positive impact of OCB is found on job performance of an employee whereas full mediation of CPWB is also found between OCB and job performance. The study is important for the practitioners in a way that hotel industry is growing at an enormous rate where employee behavior is always a concern specifically in emerging markets due to the exploitation of employees at the workplace, so the findings of the study can be helpful for practitioners and policy makers.

Keywords: organizational citizenship behavior, counterproductive work behavior, employee performance, altruism, conscientiousness, sabotage, withdraw, hotel industry

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Authors: Angelika Lau

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One aspect totally underrepresented regarding the effectiveness of gamification in education is gameful experience. To examine the extent to which gameful experience has been considered empirically, a systematic review was conducted. By doing so, comprehensive state-of-the-art research of gameful experience in higher education and organizational training is provided. This way, the actual gameful efficiency of gamification applications is disclosed and summarized. The review indicates that gamification provides positive effects, however, emphasizing the need for further research in this regard.

Keywords: game experience, gameful experience, game-like experience, gamification

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Authors: Rohini Sharma, Chandan Kumar Sahoo, Rama Krishna Gupta Potnuru

Abstract:

Strong competitive forces and requirements to achieve efficiency are forcing the organizations to realize the necessity and inevitability of change. What's more, the trend does not appear to be abating. Researchers have estimated that about two thirds of change project fails. Empirical evidences further shows that organizations invest significantly in the planned change but people side is accounted for in a token or instrumental way, which is identified as one of the important reason, why change endeavours fail. However, whatever be the reason for change, organizational change readiness must be gauged prior to the institutionalization of organizational change. Hence, in this study the influence of employee voice and employee involvement on organizational change readiness via commitment-to-change is examined, as it is an area yet to be extensively studied. Also, though a recent study has investigated the interrelationship between leadership, organizational change readiness and commitment to change, our study further examined these constructs in relation with employee voice and employee involvement that plays a consequential role for organizational change readiness. Further, integrated conceptual model weaving varied concepts relating to organizational readiness with focus on commitment to change as mediator was found to be an area, which required more theorizing and empirical validation, and this study rooted in an Indian public sector organization is a step in this direction. Data for the study were collected through a survey among employees of Rourkela Steel Plant (RSP), a unit of Steel Authority of India Limited (SAIL); the first integrated Steel Plant in the public sector in India, for which stratified random sampling method was adopted. The schedule was distributed to around 700 employees, out of which 516 complete responses were obtained. The pre-validated scales were used for the study. All the variables in the study were measured on a five-point Likert scale ranging from “strongly disagree (1)” to “strongly agree (5)”. Structural equation modeling (SEM) using AMOS 22 was used to examine the hypothesized model, which offers a simultaneous test of an entire system of variables in a model. The study results shows that inter-relationship between employee voice and commitment-to-change, employee involvement and commitment-to-change and commitment-to-change and organizational change readiness were significant. To test the mediation hypotheses, Baron and Kenny’s technique was used. Examination of direct and mediated effect of mediators confirmed that commitment-to-change partially mediated the relation between employee involvement and organizational change readiness. Furthermore, study results also affirmed that commitment-to-change does not mediate the relation between employee involvement and organizational change readiness. The empirical exploration therefore establishes that it is important to harness employee’s valuable suggestions regarding change for building organizational change readiness. Regarding employee involvement, it was found that sharing information and involving people in decision-making, leads to a creation of participative climate, which educes employee commitment during change and commitment-to-change further, fosters organizational change readiness.

Keywords: commitment-to-change, change management, employee voice, employee involvement, organizational change readiness

Procedia PDF Downloads 298

Authors: Nurlaila Effendy

Abstract:

Companies in Asia face a number of constraints in tight competitiveness in ASEAN Economic Community 2015 and globalization. An economic capitalism system as an integral part of globalization processing brings broad impacts. They need to improve business performance in globalization and ASEAN Economic Community. Organizational development has quite clearly demonstrated that aligning individual’s personal goals with the goals of the organization translates into measurable and sustained performance improvement. Human capital is a key to achieve company performance. Employee Engagement (EE) creates and expresses themselves physically, cognitively and emotionally to achieve company goals and individual goals. One will experience a total involvement when they undertake their jobs and feel a self integration to their job and organization. A leader plays key role in attaining the goals and objectives of a company/organization. Any Manager in a company needs to have leadership competence and global mindset. As one the of positive organizational behavior developments, psychological capital (PsyCap) is assumed to be one of the most important capitals in the global mindset, in addition to intellectual capital and social capital. Textile companies also need to face a number of constraints in tight competitiveness in regional and global. This research involved 42 managers in two textiles and a spinning companies in a group, in Central Java, Indonesia. It is a quantitative research with Partial Least Squares (PLS) studying job resource (Social Support & Organizational Climate) and Personal Resource (4 dimensions of Psychological Capital & Leadership Competence) as prediction of Employee Engagement, also Employee Engagement and leadership competence as prediction of leader’s performance. The performance of a leader is measured by means of achievement on objective strategies in terms of 4 perspectives (financial and non-financial perspectives) in a Balanced Score Card (BSC). It took one year during a business plan of year 2014, from January to December 2014. The result of this research is there is correlation between Job Resource (coefficient value of Social Support is 0.036 & coefficient value of organizational climate is 0.220) and Personal Resource (coefficient value of PsyCap is 0.513 & coefficient value of Leadership Competence is 0.249) with employee engagement. There is correlation between employee engagement (coefficient value is 0.279) and leadership competence (coefficient value is 0.581) with performance.

Keywords: organizational climate, social support, psychological capital leadership competence, employee engagement, performance, integrated textile companies

Procedia PDF Downloads 410

Authors: Ju-Chun Chien

Abstract:

The main purpose of this study was to figure out employees’ attitudes toward the new performance appraisal program and to examine whether three different types of appraisal processes differentially affected job satisfaction and employee engagement. The second purpose of this study was to investigate the relationship between performance appraisal reform, job satisfaction, and employee engagement. A large polyester and textile corporation had 2046 non-operational employees in February 2014. The valid participants were 1474 (72.04%) in this study. Data analysis included descriptive statistics, one-way ANOVA, one-way MANOVA, Pearson correlation, Content Validity Index, the exploratory factor analysis, and reliability analysis. The general results showed that employees who received the new performance appraisal program viewed the program more positively and showed more job satisfaction than those who did not. In particular, the implementation effects of this new performance appraisal program were most highly rated by employees who used the KPI to evaluate their job performance. Moreover, employees’ attitudes toward the new performance appraisal program were positively related to their job satisfaction and work engagement. On the other hand, most employees regarded themselves as engaged workers. To sum up, the HR department of this company has made an effective contribution to performance appraisal reforms.

Keywords: change management, employee engagement, job satisfaction, performance appraisal reform

Procedia PDF Downloads 304