Jillian Webb Day, Courtney L. Holladay, Stefanie K. Johnson and Laura G. Barron
The purpose of this study is to investigate how employee need relates to rewards and employee perceptions of fairness within an organization in the USA using a pay-for-performance…
Abstract
Purpose
The purpose of this study is to investigate how employee need relates to rewards and employee perceptions of fairness within an organization in the USA using a pay-for-performance system.
Design/methodology/approach
To evaluate the presence of a relationship between employee need and reward allocation in a pay-for-performance system, a questionnaire was administered to a sample of 292 employees from two departments at an academic medical center.
Findings
The findings highlight the positive relationship between employee need and reward allocation that remains when controlling for employee performance evaluation ratings. Findings further show that employee communication with the manager about need explains this relationship.
Research limitations/implications
The findings make two important contributions to research on reward allocation and performance management. First, the results show employee need is related to the allocation of rewards in organizational settings outside of collectivistic cultures or developing countries. Second, by demonstrating the role of employee communication with managers about need within the relationship between employee need and reward allocation, the paper provides a more detailed understanding of additional factors related to compensation decisions in a pay-for-performance system.
Originality/value
Little research has explored the relationship between employee need and reward decisions at an individual level in organizational settings within individualistic cultures. The findings from this study address this gap by establishing the presence of this relationship in a pay-for-performance reward-based organization with service-based values. This finding is timely due to the current economic downturn experienced by organizations, and thereby the level of employee need observed in Western individualistic cultures.
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Tessa Withorn, Jillian Eslami, Hannah Lee, Maggie Clarke, Carolyn Caffrey, Cristina Springfield, Dana Ospina, Anthony Andora, Amalia Castañeda, Alexandra Mitchell, Joanna Messer Kimmitt, Wendolyn Vermeer and Aric Haas
This paper presents recently published resources on library instruction and information literacy, providing an introductory overview and a selected annotated bibliography of…
Abstract
Purpose
This paper presents recently published resources on library instruction and information literacy, providing an introductory overview and a selected annotated bibliography of publications covering various library types, study populations and research contexts.
Design/methodology/approach
This paper introduces and annotates English-language periodical articles, monographs, dissertations, reports and other materials on library instruction and information literacy published in 2020.
Findings
The paper provides a brief description of all 440 sources and highlights sources that contain unique or significant scholarly contributions.
Originality/value
The information may be used by librarians, researchers and anyone interested in a quick and comprehensive reference to literature on library instruction and information literacy.
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Jillian C. Sweeney and David A. Webb
This paper aims to extend previous research investigating the effect of relationship benefits on firm outcomes by developing a model that includes the effect on individual…
Abstract
Purpose
This paper aims to extend previous research investigating the effect of relationship benefits on firm outcomes by developing a model that includes the effect on individual employees in the buyer firm. The model also aims to address benefits beyond the functional in business‐to business (B2B) settings by including psychological and social benefits.
Design/methodology/approach
The study is based on a survey of 275 B2B buyers in Australian manufacturing firms.
Findings
The findings reveal that functional benefits enhance firm‐level commitment to the relationship, whereas psychological and social benefits affect individual commitment to the relationship directly and firm‐level commitment indirectly, thereby emphasizing the importance of considering the individual as distinct from the firm. Given that the relationship is a process over time, and in recognition of the non‐static nature of relationship benefits, the paper also explores the changes in benefits over relationship stages, including their impact on commitment. In contrast to expectations results show that while all three types of benefits increase, there is no change in the impact of all three benefit types on commitment across relationship stages.
Practical implications
The study recognizes that the individual in the firm also benefits from B2B relationships and offers a measure of both firm and individual relationship benefits for use in future studies. The measure may also be used as a point of discussion about relationship management.
Originality/value
The study is framed within social exchange theory and, is the first to simultaneously examine three types of relationship benefits and their interaction with both the individual and firm viewpoint. The study is also one of the first to empirically examine changes in relationships over the relationship stages.
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Carolyn Caffrey, Katie Perry, Tessa Withorn, Hannah Lee, Thomas Philo, Maggie Clarke, Jillian Eslami, Elizabeth Galoozis, Katie Paris Kohn, Dana Ospina, Kimberly Chesebro, Hallie Clawson and Laura Dowell
This paper aims to present recently published resources on library instruction and information literacy (IL). It provides an introductory overview and a selected annotated…
Abstract
Purpose
This paper aims to present recently published resources on library instruction and information literacy (IL). It provides an introductory overview and a selected annotated bibliography of publications organized thematically and detailing study populations, results and research contexts. The selected bibliography is useful to efficiently keep up with trends in library instruction for academic library practitioners, library science students and researchers wishing to learn about IL in other contexts.
Design/methodology/approach
This paper annotates 374 English-language periodical articles, dissertations, theses and reports on library instruction and IL published in 2023. The sources were selected from the EBSCO platform for Library, Information Science and Technology Abstracts (LISTA), Education Resources Information Center (ERIC), Elsevier SCOPUS and ProQuest Dissertations and Theses. Sources selected were published in 2023 and included the terms “information literacy,” “library instruction” or “information fluency” in the title, subject terms or author-supplied keywords. The sources were organized in Zotero. Annotations were made summarizing the source, focusing on the findings or implications. Each source was then thematically categorized and organized for academic librarians to be able to skim and use the annotated bibliography adeptly.
Findings
The paper provides a brief description of 374 sources from 159 unique publications and highlights publications that contain unique or significant scholarly contributions. Further analysis of the sources and authorship are provided such as country affiliation and institutional Carnegie classification.
Originality/value
The information is primarily of use to academic librarians, researchers and anyone interested as a convenient and comprehensive reference to literature on library instruction and IL published within 2023.
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Keywords
Umit S. Bititci, Fran Ackermann, Aylin Ates, John Davies, Patrizia Garengo, Stephen Gibb, Jillian MacBryde, David Mackay, Catherine Maguire, Robert van der Meer, Farhad Shafti, Michael Bourne and Seniye Umit Firat
It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this…
Abstract
Purpose
It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.
Design/methodology/approach
The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.
Findings
Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.
Research limitations/implications
Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.
Practical implications
The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short‐term and future‐oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.
Originality/value
This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.