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PurposeThe purpose of this paper is to examine the structural relationships between the job itself (i.e. job characteristics), employee well-being and job performance in light of the new administrative reform called the Government Transformation Program in Malaysia that stresses on measurable performance outputs.Design/methodology/approachA total of 208 public sector employees from various public agencies and departments in the northern region of Peninsular Malaysia were surveyed. Some of the agencies that took part in the study include state departments, the fishery department, agriculture-related agencies and the rural development agency.FindingsThe authors observed that feedback positively influenced employee well-being, which served as a significant mediator in the relationship between feedback and job performance. The results indicated that 26.4 percent of the variance that explained employee well-being was accounted for by the different characteristics of a job. The authors also demonstrated that employee well-being accounted for 41.8 percent of job performance.Research limitations/implicationsThe authors recommended that public sector managers consider the element of feedback and enhance employee well-being to improve job performance.Originality/valueThis study offers an insight into the effect of perceived changes in the job itself on employee well-being and subsequent job performance in light of government reforms.

334State immunity — Employment — Immunity in disputes arising out of an employment contract with an embassy — United Nations Convention on Jurisdictional Immunities of States and Their Property, 2004 — Article 11(1) and (2)(a) of Jurisdictional Immunities Convention constituting customary international law — Whether employee was employed to perform sovereign activities — Whether determinative — Whether States enjoying immunity regarding disputes with employees performing activities closely functionally related to diplomatic and consular functions of the State — The law of Austria

During the 1970s several proposals to set up employee investment funds were brought to the fore in Scandinavia. In 1984, wage earner funds were introduced in Sweden. The experiment, however, was short-lived and partly a failure. In Denmark, the debate on economic democracy is almost non-existent today, and in Norway, the funds idea never gained ground at all. The hypothesis stated in this article, is that collective strategies which include all employees, or large groups of employees, are hard to realize within a highly diversified labour market. It is also argued that pension funds can prove to be significant devices for industrial purposes and employment, and that employee ownership can imply co-optation or an enlargement of employee influence. If employees enter the capital market to a greater extent, it can also imply a new role for the trade unions.

The present study investigates the influence of total rewards on employee performance with the mediating role of employee motivation in Pakistan telecom sector. Reward system
comprises of both financial and non-financial components and plays an important role towards performance and achieving organizational goals. The study adopted descriptive survey design with a sample of 207 respondents belonging to different cadres of management of telecom
companies. The results indicated significant relationship between total rewards and employee performance, financial rewards and performance, non-financial rewards and performance. Further, significant relationship also exists between total rewards, employee motivation and
employee performance. The study concludes that organizations adopting total rewards system as a strategy are in better position as compared to organizations focusing only on financial rewards strategy. The study further points out that non-financial rewards are significant contributor towards enhancing employee performance as compared to financial rewards. The study also provides recommendations for future research.

The study aimed to establish linkages among laissez-faire leadership, perceived organizational justice, employee-organization relationships, and employees' negative megaphoning behavior. Through an online survey of 397 employees working in large and medium corporations in the United States and the structural equation modeling analysis of the data, this study revealed the following findings. Results showed that laissez-faire leadership and employees' engagement in negative megaphoning behavior were positively related. There was also a strong and positive association between perceived organizational justice and employee-organization relationships. Employees' relationships with the organization were negatively related to employees' engagement in negative megaphoning behavior. Perceived organizational justice was revealed as a mediator in the relationship among laissez-faire leadership, employee-organization relationships, and employees' engagement in negative megaphoning behavior. These results show how laissez-faire leadership relates to negative outcomes of organizational relationships and reputation, and provide insight into the potential mechanisms at play.

Draws from the labour market and ageing literatures to develop a framework for understanding the implications of career structures for commitment to work and company. Indicates that the positive relationship between internal labour market (ILM) membership and organisational commitment is explained by the greater promotion opportunities associated with ILMs. (Abstract amended)

This article outlines in considerable detail Cornell University's Employee Assistance Education and Research Program which is funded by the New York State Department of Alcoholism and Alcohol Abuse, in cooperation with the Christopher D. Smithers Foundation of Mill Neck, NY. It utilizes an academic curriculum in combination with field experience to further develop the EAP profession. It has been on-going since the Fall of 1985 in various New York State cities (Syracuse, New York, Rochester, and Albany) and will soon expand to include Buffalo and Long Island. The authors were assisted with implementation of the program by Bernard Flaherty, who acts as its co-director, and who is Director of the Central District of Cornell's Extension Division of the School of Industrial and Labor Relations. In addition, the article addresses a dilemma faced by personnel executives as they try to reach decisions about how to assure quality in the EAP programs, and in the personnel who staff them. On the one hand, they seek practical, applied programs that can be readily implemented and attractive to employees. On the other, there is a need to feel confident that the EAP personnel they employ are thoroughly acquainted with the workplace, and with the treatment place, and have a sound understanding of the emotional disturbances that cause troubled employees to be poor performers.

AbstractThis paper examines the conditions under which employee referrals serve as a screening function when there is a conflict of interest between the firm and the current employees concerning referral recruitment. In particular, I consider two potential mechanisms that lead to a conflict of interest: the employee's social connection with the applicant and her promotion prospects. Specifically, I posit that the employee will have an incentive to refer low‐ability applicants if she has a strong social connection with them or if she faces the possibility of competing against her own referral to earn a promotion at the firm. Taking these potential sources for conflicting interests, I investigate the extent to which the firm can make use of financial incentives (fixed fees and bonuses) to align incentives of the employee with those of the firm.