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Article
Publication date: 18 May 2015

Sonia Taneja, Scott S. Sewell and Randall Y. Odom

The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the…

11280

Abstract

Purpose

The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace.

Design/methodology/approach

The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations.

Findings

Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets.

Practical implications

Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development.

Originality/value

In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.

Details

Journal of Business Strategy, vol. 36 no. 3
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 March 1996

Shadid N. Bhuian, Eid. S. Al‐Shammari and Omar A. Jefri

The authors explore the nature of commitment, job satisfaction and job characteristics, and the nature of the interrelationships among these variables concerning expatriate…

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Abstract

The authors explore the nature of commitment, job satisfaction and job characteristics, and the nature of the interrelationships among these variables concerning expatriate employees in Saudi Arabia. An examination of a sample of 504 expatriate employees reveals that these employees are, by and large, indifferent with respect to their perceptions of commitment, job satisfaction, and job characteristics. In addition, the results provide strong support for (1) the influence of job satisfaction on commitment, (2) the influence of job variety on commitment, and (3) the influence of job autonomy, identity, and feedback on job satisfaction.

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International Journal of Commerce and Management, vol. 6 no. 3/4
Type: Research Article
ISSN: 1056-9219

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Publication date: 17 September 2014

Jamshid Beheshti, Mohammed J. AlGhamdi, Charles Cole, Dhary Abuhimed and Isabelle Lamoureux

The chapter describes a four-year research project, the objective of which was to design and develop an intervention tool to assist middle school students in their information…

Abstract

Purpose

The chapter describes a four-year research project, the objective of which was to design and develop an intervention tool to assist middle school students in their information seeking when engaged in an inquiry-based learning project.

Methodology/approach

Bonded design method was used to design a proof-of-concept (POC) low-tech Guide, and focus group and Informant Design methods were utilized to develop a Web Guide.

Findings

In creating an intervention tool, whether low-tech paper-based or high-tech websites, different methodologies that relied heavily on the participation of students in the design process were successfully utilized.

Practical implications

The research shows that participation of children and adolescents in designing the content of technology for educational use is imperative.

Originality/value

This is a long-term research project, which is unparalleled and unique in its scope, duration, breadth, and depth. Having access to the grade eight classes in a single school over a four-year period has proven to be a remarkable research opportunity, seldom reported in the literature.

Details

New Directions in Children’s and Adolescents’ Information Behavior Research
Type: Book
ISBN: 978-1-78350-814-3

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Article
Publication date: 1 June 1995

Rachid Zeffane

Organizational commitment and perceived management styles were examined using survey responses from 1418 employees from both public and private sector organizations, operating in…

651

Abstract

Organizational commitment and perceived management styles were examined using survey responses from 1418 employees from both public and private sector organizations, operating in Australia. Comparisons between public (n=474) and private (n= 944) sector employees revealed significantly higher levels of commitment amongst private sector employees. These differences were consistent with differences in perceived management styles. The concept of organizational commitment was found to incorporate the notion of “corporate loyalty/citizenship” and the notion of “attachment to the organization”. Management styles (as perceived by respondents) were found to relate to four main sub‐dimensions: (1) the degree of “emphasis on flexibility and adaptation”; (2) the degree of “emphasis on rules and regulations”; (3) the degree of emphasis on “hierarchy and role specialization” and (4) the degree of “work‐group discontinuity/change”. For both sectors, statistical analysis (regressions) revealed that the degree of organizational commitment as well as the extent of loyalty and attachment to the organization were affected positively by perceptions of greater (perceived) emphasis on “flexibility and adaptation” and by lesser (perceived) emphasis on “rules and regulations”. Salient implications of these findings on management practice are discussed. In recent years, a great deal of attention has been invested in identifying the various causes and implications of organizational commitment. The main thrust was to afford reasonable explanations of the development process of organizational commitment defined as the strength of an individual's identification and involvement with an organization. One of the most contended views is that positive organizational commitment, including feelings of affiliation, attachment and citizenship behaviour, tends to improve organizational efficiency and effectiveness by contributing to resource transformations, innovativeness, and adaptability (Williams & Anderson, 1991). As such, organizational commitment has important implications for both individual and organizational outcomes and is central to organizational life. In general, the antecedents of commitment have been grouped into two categories: personal characteristics and situational attributes. However, previous research has not reached any substantial agreement on the precedence of the above characteristics. While some researchers have found (and argued) the prevalence of personal characteristics (Brooks & Seers, 1991) others have tended to emphasise situational effects (Grau et al, 1991), while still others have underlined equal effects of both types of characteristics (O'Reilly et al, 1991). In an attempt to contribute to the research debates and suggestions, the present article examines the potential impact of management styles (as perceived by members) on the degree of organizational commitment. The notion of management style is considered from the organizational standpoint (Burns & Stalker, 1961; Shrader et al, 1989). The article draws on an empirical study focusing on a sample of 1418 public and private sector employees from a variety of industries based in Australia. Management style can significantly influence the degree of workers commitment to organizational values and goals. In general, it has widely been shown and argued that the more flexible and participative management styles can strongly and positively enhance organizational commitment (Gaertner & Nollen, 1989). These styles tend to decrease role stress and thereby significantly increase employee commitment. The organic style of management emphasising flexibility and adaptation (Burns & Stalker, 1961; Gonring, 1991) might provide greater concern for workers as human beings, and for the work organization as a total social and cultural system. The success of this type of management style lies with its flexibility and adaptability to changing conditions while maintaining organizational consistency and continuity. Because of its greater reliance on worker loyalty and trust, this style of management might also be geared to enhance organizational citizenship behaviours (Williams & Anderson, 1991).

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Management Research News, vol. 18 no. 6/7
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 23 February 2010

Fauziah Noordin and Kamaruzaman Jusoff

One of the main issues that many organizations will face in the coming years is the management of increasing diversity in the workforce. The purpose of this paper is to examine…

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Abstract

Purpose

One of the main issues that many organizations will face in the coming years is the management of increasing diversity in the workforce. The purpose of this paper is to examine the levels of individualism and collectivism of managers in two different cultural environments, that is, Malaysia and Australia.

Design/methodology/approach

Data were collected by questionnaire from middle managers in a total of 18 organisations in Malaysia and ten organisations in Australia. Individualism‐collectivism was measured using Singelis et al.'s 32‐item scale. The items in the scale are designed to measure the horizontal and vertical aspects of individualism‐collectivism. The items were answered on seven‐point scale where 1 indicates strong disagreement and 7 indicates strong agreement. In addition, the seven‐item job satisfaction measure, which is part of the Survey of Organizations questionnaire developed by the Institute for Social Research at the University of Michigan, was used.

Findings

The study reveals the existence of differences between Malaysian and Australian managers on the level of vertical individualism, horizontal collectivism, and vertical collectivism. In addition, the Australian managers appear to have a significantly higher level of job satisfaction than their counterpart in Malaysia.

Research limitations/implications

Overall, the findings of the present study suggest that there have been significant shifts in value classifications in Malaysia since Hofstede conducted his original study. This finding underscores the fact that, although a nation's work‐related values and attitudes are deep‐seated preferences for certain end states; they are subject to change over the years as external environmental changes shape a society. Therefore, researchers and practitioners should use caution before attempting to use work‐related values and attitudes to understand human behaviours in organizations.

Practical implications

The results of this study may be of interest and assistance to managers of multinational and international organizations who need to manage in global contexts and, therefore, need to understand cultural‐driven differences in personal and interpersonal work‐related conditions between and across nations.

Originality/value

The results of this study provide empirical corroboration of the theoretical perspectives of Singelis et al. on individualism‐collectivism and horizontal and vertical dimensions of individualism and collectivism respectively. In addition, they may be of interest and assistance to managers of multinational and international organizations who need to manage in global contexts and, therefore, need to understand cultural‐driven differences in work attitudes of employees between and across nations. Finally, the study's findings contribute to a growing body of research that illustrates the need to take a multidimensional approach to the study on individualism‐collectivism.

Details

International Journal of Educational Management, vol. 24 no. 2
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 29 November 2011

Aaron Cohen

This paper aims to examine relationships between individual‐level values, psychological contracts, and six workplace commitment forms (organizational, occupational, group, work…

3848

Abstract

Purpose

This paper aims to examine relationships between individual‐level values, psychological contracts, and six workplace commitment forms (organizational, occupational, group, work, job, union). It also seeks to examine whether individual values and psychological contracts relate to commitment forms when controlling for demographic variables.

Design/methodology/approach

A total of 313 employees of a major bank in Israel took part in this survey study.

Findings

The findings show that individual values, particularly those that represent more traditional and conservative values, relate to commitment forms above and beyond the effect of the demographic variables. The results also show strong positive relationships between relational contracts and all of the commitment forms.

Research limitations/implications

The study relied upon a snapshot‐in‐time survey design. Such a design consists of a single observation with no control group and limited control over the effects of variables. Also, only one professional group, bank employees, was examined here, and one should be cautious about generalizing the results to other occupational groups.

Originality/value

An important contribution of this study is the examination of the psychological contract in its relationship to commitment, a relationship thus far little examined in the literature. Another important contribution of this study is its exploration of how psychological contracts relate to other forms of commitment in addition to organizational commitment.

Details

Career Development International, vol. 16 no. 7
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 27 May 2014

David Hollingworth and Sean Valentine

The purpose of this paper is to examine how employee's perceptions of corporate social responsibility (CSR) relate to their perceptions of an organization's orientation toward…

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Abstract

Purpose

The purpose of this paper is to examine how employee's perceptions of corporate social responsibility (CSR) relate to their perceptions of an organization's orientation toward continuous process improvement orientation (CPIO). In addition, this research considers how employee perceptions of CSR and CPIO relate to work attitudes and behavioral intentions.

Design/methodology/approach

Using structural equations analysis, the paper examines survey data obtained from employees of a USA-based financial services firm to test hypotheses regarding employee's perceptions of corporate engagement in CSR and continuous process improvement, as well as their work attitudes.

Findings

Employee perceptions of CSR and of CPIO are strongly related. Both CSR and CPIO have similar, but still unique effects upon organizational commitment (OC). CSR and CPIO do not directly impact employee's intentions to leave, but they do have an indirect effect on intentions to leave, which operates through OC.

Research limitations/implications

The design of the study precludes absolute conclusions regarding causality in tested relationships. The study design also limits generalizability.

Practical implications

CSR and CPIO are strongly related, possibly due to shared cultural principles, suggesting that either CSR or CPIO may establish a basis in values that will support the other. Adding CSR to existing CPIO (or the reverse) is likely to enhance employee attitudes.

Originality/value

This paper provides an empirical assessment of the relationship between continuous process improvement activities and CSR. In addition, it conceptually and empirically evaluates how CSR and CPIO simultaneously influence employee attitudes and behaviors.

Details

International Journal of Quality & Reliability Management, vol. 31 no. 6
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 7 November 2017

Sangeeta Sahu, Avinash Pathardikar and Anupam Kumar

The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating…

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Abstract

Purpose

The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment.

Design/methodology/approach

Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model.

Findings

The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding.

Practical implications

The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way.

Originality/value

This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.

Details

Leadership & Organization Development Journal, vol. 39 no. 1
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 24 November 2023

Ke Ma and Bo Fang

The purpose of this study is to explore the perspectives of Generation Z college students regarding the job selection process, as well as the impact of digital technology on their…

1654

Abstract

Purpose

The purpose of this study is to explore the perspectives of Generation Z college students regarding the job selection process, as well as the impact of digital technology on their career choices and job search endeavors.

Design/methodology/approach

Using the grounded theory methodology, the study used in-depth interviews with 15 participants to investigate the research inquiries.

Findings

The study identified six emerging themes related to the career aspirations of Generation Z students. The authors generated a job selection process model of Generation Z based on participants’ accounts of their recent job search experience. The model portrays the decision-making process performed by Generation Z job seekers while determining their career path.

Research limitations/implications

To enhance comprehension of the job selection process among Generation Z individuals, future studies should incorporate a broader range of participants encompassing diverse cultural, social and economic backgrounds. Scholars have the potential to examine the relationships between Generation Z job seekers’ job selection, job performance and job satisfaction through a quantitative approach.

Practical implications

The six themes pertaining to optimal jobs for Generation Z can assist HR professionals in enhancing their understanding of the emerging pool of young and talented individuals. The utilization of the four-stage job selection process model may serve as a valuable tool for college career service professionals in the enhancement of tailored training programs.

Originality/value

This empirical study examines Generation Z job seekers’ attitudes toward their future profession, their perceptions of ideal occupations and the influence of technology on their search, preparation and selection processes for future careers.

Details

European Journal of Training and Development, vol. 48 no. 9
Type: Research Article
ISSN: 2046-9012

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