When Is an Employee Not an Employee?: The Employee: A Political History
In: New labor forum: a journal of ideas, analysis and debate, Band 25, Heft 1, S. 112-114
ISSN: 1557-2978
In: New labor forum: a journal of ideas, analysis and debate, Band 25, Heft 1, S. 112-114
ISSN: 1557-2978
In: https://scholarworks.montana.edu/xmlui/handle/1/16248
Employee innovation as a form of employee engagement is affected by numerous organizational factors and personal employee attributes. This study modeled the system of factors impacting the manifestation of employee innovation. Additionally, this model evaluates the achievement of engagement and impact on the competitive advantage as a result of employee innovation. A questionnaire for psychometric indicators was provided to two government owned production maintenance groups at the same naval base. Using structural equation modeling with latent variables, this study collected 190 survey responses to measured indicators for innovation, formal devices, relationships, self-efficacy, and motivations. Additionally, historical data was collected to measure indicators for engagement and perceived competitiveness. This study supports innovation as method for achieving employee engagement with a positive, significant direct effect between the latent variables. The chosen metrics for perceived competitiveness indicators did not hold strong correlations and further analysis resulted in indeterminant effects of innovation on performance metrics. This study confirmed the presence of previous factors found impactful to employee innovation, but with further analysis on the direct and indirect relationships within the system. Organizational factors such as formal devices and relationships did not have a direct impact on innovation and are mediated by intrinsic attributes such as self-efficacy and motivations. These intrinsic attributes have a significant impact on innovation and are mediated by the presence of formal challenges within the workplace. Furthermore, control mediates the effect of formal devices on the first step of the innovation process specifically, idea generation. The use of organizational factors in pursuit of employee innovation is achieved through the realization of employees' personal intrinsic attributes of self-efficacy and motivation.
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Corporate social responsibility (CSR) has emerged as a critical philosophy and a strategy that affects employee attitudes. While much of the CSR research focuses on the relationship between CSR activities and external customers, relatively few studies examine the impact of CSR from the perspective of employees. This study examined the effect of CSR on employee engagement, satisfaction, and retention. Data was collected from 300 employees working in cement companies of Pakistan. A questionnaire was used to collect data and all scales were adopted from previous studies. Convenience sampling technique was used and respondents include both managerial as well as non-managerial staff members of the cement companies. The respondents were asked to rate their opinions on a five point Likert scale ranging from 1 strongly disagree to 5 strongly agree. Employees were contacted personally and questionnaires were collected three weeks after distribution. Out of 4000 questionnaires distributed, 300 responses were collected. SPSS was used to analyze the data. Through regression analysis, the study found that CSR was positively associated with employee engagement, employee satisfaction, and retention. These findings are very meaningful for decision makers and researchers. It depicts that organizations can enhance their employee engagement, satisfaction, and retention through involving themselves in social activities for instance, identifying needs of the community and fulfilling them, working for better environment, involving in employee welfare, producing quality products for customers and complying with government rules and regulations and working within legal ambiance. All these activities significantly and positively influences employee positive behaviors and improve organizational performance.
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Purpose: The study empirically analyzes the moderating role of government support policy on the relationship between entrepreneurial orientation, technology orientation and performance of small and medium enterprises (SMEs) in northeast Nigeria. Design/Methodology/Approach: The paper adopts quantitative survey method using structured questionnaires, data was collected from 240 SME owner-managers in northeast Nigeria. The data collected was analyzed using Partial Least Squares PLS-SEM. Findings: The findings of the study indicates a significant positive relationship between EO, TO and Performance of SMEs. Additionally, the outcomes of the study authenticate that government support policy moderates the relationship between EO, TO and performance of SMEs in Nigeria. Implications/Originality/Value: The study have practical implication for government, policy makers, regulators, SMEs owner-managers and other stakeholders to recognize government support as it affects SMEs performance. The study further add to the frontier of knowledge on the importance of GSPs in strengthen the relationship between the variables and SMEs performance. This is the first study that focuses on testing the moderating role of government support policy on the relationship between entrepreneurial orientation, technology orientation and SMEs performance in Nigeria.
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Whistleblowers have received much media attention and scrutiny during the last decade due to high-profile corporate scandals and reports of unlawful activities in government and private sector corporations. There is a changing trend in the perception of whistleblowers from troublemakers to loyal employee. Interviews, based on a FBI whistleblower case, were conducted with eight employees in a Fortune 200 company. Results of qualitative analysis and findings reported in this paper support the perception of whistleblowers as loyal employees who have a strong sense of right and wrong, and are committed to calling attention to wrongdoing. The solution proposed is a call for corporations to adopt effective policies and procedures for employees to disclose any improprieties or misconduct to maintain the integrity of the organization.
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In: Public personnel management, Band 23, S. 397-406
ISSN: 0091-0260
In: Jai Maa Saraswati Gyandayini, Band 3, Heft -II
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In: International Journal of Multidisciplinary Research and Growth Evaluation ISSN (online): 2582-7138 Volume: 04 Issue: 02 Page No: 360-364
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In: Public opinion quarterly: journal of the American Association for Public Opinion Research, Band 33, Heft 3, S. 301-310
ISSN: 0033-362X
Modern employees are quitting jobs at new, high rates. Attempts to slow the pace of turnover through 1 or 2-way COMM are inadequate. F. Herzberg's theory of motivation suggested that task enrichment, not COMM, would be the solution. The crucial transaction is not between management & employee, but between employee & task (customer, product, artifact). 18 exp'al studies strongly support this hyp. Work itself can be a powerful motivator. Job satisfaction as a concept is less descriptive & useful than is the concept of job involvement. Modern employees ask not only to be treated well & recognized as human beings; they ask to be used well. Intrinsic work motivation, rather than motivation through supervisors, money, COMM's, etc, is the neglected variable. This will eliminate much that appears to be sheer obstinacy. AA.
With a basis in conservation of resources theory, this article considers the connection between employees' resilience and disruptive creative behaviour-conceptualized herein as the extent to which they generate radically new ideas for organizational improvement-as well as how this connection might be invigorated by resource-draining work conditions that stem from excessive workloads and unfavourable decision-making processes. Data collected through a survey administered to employees in an organization that operates in the distribution sector reveal that employees' resilience levels spur their disruptive creative behaviour, and this process is more prominent among employees who believe they have insufficient time to complete their work tasks (i.e., suffer from high work overload) and operate in organizational climates marked by high rigidity or dysfunctional politics. The findings accordingly inform organizational practitioners that the allocation of employees' personal resource bases to disruptive creative behaviours might be particularly useful among employees who face substantial adversity in their organizational functioning. ; info:eu-repo/semantics/acceptedVersion
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Job Satisfaction perhaps the major area where academicians are trying to define, identity and measure the industrialists are seeking it and government is enthusiastically supporting it. Job satisfaction - or lack of it - hinges on a productive, accomplishing relationship between staff and management; indeed, the success of any organization depends on staff members who enjoy their jobs and feel rewarded by their efforts. Ultimately, of all the people in the marketplace may suffer the most when this vital success factor is lacking. In earlier ages, many researchers have been directed on job satisfaction but this still remains an issue for many organizations. The ambition of this research paper is to examine the satisfaction level of the employees and helps organizations to know about the elements that influence job satisfaction.
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In: HR fundamentals
Achieving employee engagement is crucial to the success and continued high performance of any organization. But with budgets tighter than ever before, economic struggles and an increasingly stressful workplace for staff, this has become a difficult task.Aimed at HR practitioners and managers Employee Engagement offers a complete, practical resource for understanding, measuring and building engagement. With a focused approach on Positive Psychology, it also offers case studies, practical tools, techniques and diagnostics to help assess and drive engagement in an organization.
In: Applied psychology series
"An up-to-date, scholarly perspective on the increasingly global phenomenon of employee turnover, Employee Retention and Turnover analyses classic and modern theory and research on why employees stay and leave, examining the foundation and looking toward future directions of retention and turnover research. New models such as the job embeddedness theory, proximal withdrawal states, and context-emergent turnover theory have inspired great shifts in thinking on turnover; this book covers these latest theories and findings and considers international differences in turnover predictors and models"--