Carole Serhan, Wissam Salloum and Nader Abdo
The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and…
Abstract
Purpose
The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment.
Design/methodology/approach
Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region.
Findings
The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention.
Originality/value
This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.
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Keywords
The bill, which now goes to the Lower House, is in line with demands from Gafilat, the Latin American affiliate of the Financial Action Task Force (FATF), which began a…
Details
DOI: 10.1108/OXAN-DB243981
ISSN: 2633-304X
Keywords
Geographic
Topical
Carole Serhan, Roger Abdo, Dia Iskandar and Michel Gharib
This study aims to explore emotions, psychological safety and organizational support in the workplace when transitioning from office to home-based work. By providing detailed…
Abstract
Purpose
This study aims to explore emotions, psychological safety and organizational support in the workplace when transitioning from office to home-based work. By providing detailed descriptions of emotional reactions to this change, the study examines how organizational support might influence employees’ sense of psychological safety.
Design/methodology/approach
To analyze the data, a qualitative data analysis was applied through using thematic coding. Data were collected by conducting structured telephone interviews with participants. These interviews included open-ended questions. Employees from both public and private companies in the MENA region were invited to take part in the study. The participants included full-time, part-time and contractual employees from different industries. In total, 112 participants were included in the final sample.
Findings
The results indicate that when workplaces change, emotions are triggered by comparing oneself to others and having the necessary socioemotional resources. Employees’ emotional reactions are influenced by how they perceive organizational support, which affects their psychological safety. Specifically, comparing to colleagues in lower positions activates emotions like pride, empathy and support (downward social comparison emotion), while comparing to top management decisions elicits emotions like anxiety, stress, unfairness, inferiority and vulnerability (upward social comparison emotion).
Originality/value
The findings of this research shed light on how emotions arise from social comparison when workplaces undergo changes as well as the different socioemotional resources present within groups. Not much research has focused on core and periphery groups in this context. This study helps fill that gap in our understanding.
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Carole Serhan, Nour Nasr, Georges Cheikh and Gerard Nachar
This research study investigates the relationship between management practices and young employee retention in the hospitality and tourism industry in Lebanon. Besides, it…
Abstract
Purpose
This research study investigates the relationship between management practices and young employee retention in the hospitality and tourism industry in Lebanon. Besides, it examines the moderating role of the workplace context in the relationship between management practices and employment retention in the industry.
Design/methodology/approach
Non-probability purposive sampling method was used to collect 421 questionnaires through a survey of young employees. Exploratory factor analysis (EFA) and Cronbach's alpha test are conducted to test the construct validity, reliability, and internal consistency of collected data. Descriptive statistics are used to interpret the data. Zero-order correlations, multiple regression analysis and Fisher's Z-test are applied to assess the interrelations of the various groups of variables and the determinants of young employee retention.
Findings
The findings show that management practices tested in this study have significant relationships with young employee retention in the hospitality and tourism industry in Lebanon. Further, the findings reveal that the workplace context moderates the relationship between three management practices (participation in decision-making, training, and performance recognition) and young employee retention.
Practical implications
The findings suggest that managers in hospitality and tourism businesses must improve their management practices and promote a positive workplace context to retain young employees.
Originality/value
Finally, this study is the only one that tests the moderating role of the workplace context in the relationship between five selected management practices (participation in decision-making, training, performance recognition, remuneration and job continuity) and young employee retention. Previous studies used fewer variables.