Suchergebnisse

With a growing prominence of sophisticated econometric research in a much-expanded field of New Economics ofParticipation (NEP), it is of particular value to learn about real-world examples of participatory and labor-managed firms in the advanced market economies through extensive case studies. In this volume of 'Advances in the Economic Analysis of Participatory and Labor-Managed Firms', the authors present such case studies. The real-world examples of participatory organizations described vividly in this volume will help researchers in NEP to design empirical strategies better, and to interpret their econometric results more sensibly. Furthermore, they will help policymakers and practitioners in their efforts to construct better public policy and design management practices.

Employee Engagement und seine positiven Auswirkungen werden in Praxis und Forschung mit großem Interesse als Wettbewerbsvorteil für Unternehmen wahrgenommen. Die Voraussetzungen für Employee Engagement wie beispielsweise Arbeitsanforderungen, Merkmale der Arbeit, persönliche Ressourcen, Unterstützung durch die Organisation oder durch Vorgesetzte und die Möglichkeiten zu lernen und sich weiterzuentwickeln sind wiederholt empirisch bestätigt worden. Trotzdem zeigt sich in verschiedenen Studien, dass trotz dieser empirischen Untersuchungen einzelne Voraussetzungen nicht zwangsläufig in jedem Umfeld wirksam werden. Ziel dieser Arbeit ist es, den Einfluss von Entwicklungsgesprächen als institutionalisierte Form der Möglichkeiten zu lernen und sich weiterzuentwickeln am Standort eines multinationalen Einrichtungskonzerns in Bezug auf das Employee Engagement zu untersuchen. Die Ergebnisse zeigten, dass in der betreffenden Organisation Möglichkeiten zu lernen und sich weiterzuentwickeln wie erwartet einen Einfluss auf das Employee Engagement haben, ein Einfluss der Entwicklungsgespräche in der derzeitig durchgeführten Form auf das Engagement aber verneint werden musste. Somit konnte auch die Annahme, dass eine hohe Anzahl an geführten Entwicklungsgesprächen zu einem hohen Grad an Employee Engagement führt, nicht bestätigt werden. Die Ergebnisse der Befragung zeigten außerdem einen ausgeprägten Unterschied im Engagement von Teil- zu Vollzeitarbeitskräften in der untersuchten Filiale. Des Weiteren wurde auch die Vermutung nicht bestätigt, dass Mitarbeiter/innen die länger im Unternehmen beschäftigt sind über ein höheres Employee Engagement verfügen. Abschließend und als weiteres Ziel dieser Arbeit werden mögliche Maßnahmen, die zur langfristigen Hebung des Employee Engagements am Standort beitragen können, skizziert und vorgestellt. ; Employee engagement and its positive outcomes as a competitive advantage for organizations are equally noticed with great interest by researchers and practitioners. Job demands, job characteristics, personal resources, perceived organizational support, perceived supervisor support and opportunities for learning and development are well-established and empirical proven as antecedents for employee engagement. Nevertheless, as several studies have shown, not all of these antecedents provide the anticipated impact on employee engagement in organisations due to various reasons. The main goal of this master thesis is to examine a possible leverage of the development talks, as opportunities for learning and development, on employee engagement at a multinational retailers branch. The results revealed the influence of opportunities for learning and development on employee engagement as expected and shown in several studies before. However no significant effect of the development talks as an assumed antecedent for employee engagement could be found at this particular branch. A large gap in employee engagement was detected between full-time and part-time co-workers as well. Furthermore no variation was shown in the results regarding a supposed higher level of employee engagement for co-workers with a longer duration of employment. Implications of these findings are discussed. Concluding this master thesis a number of feasible actions is proposed and drafted to enhance employee engagement at the site in the long run. These suggestions and recommendations include improvements for the development talk process and offer an integrated approach to facilitate and improve employee engagement in the organisation. ; Fritz Wolfbauer, Bakk.rer.soc.oec. ; Zusammenfassungen auf Deutsch und Englisch ; Abweichender Titel laut Übersetzung des Verfassers/der Verfasserin ; Karl-Franzens-Universität Graz, Masterarbeit, 2020 ; (VLID)5564946

Purpose
Most business organisations try to create and maintain trustful relationships with their various stakeholders. Among all, sustaining a trustful relationship with employees has been particularly important for organisations. However, due to the multidimensional structure and changing nature of concept across settings, it is difficult to identify what makes an organisation trustworthy for its employees. The purpose of this study is to analyse the concept of organisational trust and identify how employees actually define organisational trust.


Design/methodology/approach
In the study, a survey was conducted on a sample of 104 employees who were working in Turkey. Following a qualitative and quantitative approach, the data were analysed to categorise the definitions of respondents according to the theoretical framework.


Findings
The findings of study closely overlap with the relevant literature, but they also extend the scope of definition with including new factors such as reputation management, strategic management or ethics and values. According to results, the perceptions of employees on organisational trust vary depending on their individual and organisational characteristics.


Practical implications
The study reveals the context depending nature of organisational trust. Developing a wider sense by capturing its full meaning and reflecting the different expectations of employees can increase the trust in organisations.


Originality/value
Based on the detailed review of literature, the study identifies the major dimensions of organisational trust and then reveals the similarities and differences with the literature. The study provides a viable perspective on the concept to capture its meaning in different contexts.

Employees' perceptions, attitudes, and behaviors are compared in two automotive supply organizations that are similar in size, technology, industry, employee characteristics, and geographic location, but are different in formal management styles. The data are examined separately for supervisors and production workers to identify hierarchical differences. Overall, the results indicate that rank-and-file employees' perceptions, attitudes, and behaviors are more favorable in the organization with the more democratic formal managerial style than in the more traditional organization, but there is very little difference in the responses of the supervisors between the two environments. Future research directions are suggested that would further enhance our understanding of the potential impact of managerial styles on employee responses at different hierarchical levels.

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