Employee Relations: An International Journal

Vesa Peltokorpi

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610639347

Purpose – This paper seeks to fill the research gap created by predominately Anglo‐Saxon large‐scale surveys and comparative studies by providing insights of Japanese organizational behavior through the eyes of Nordic (Finland, Denmark, Norway, and Sweden) expatriates. Design/methodology/approach – The empirical material of this paper is based on 30 semi‐structured interviews collected in Japan in 2002 and 2004. Findings – The interviews indicate that verticality and collectivism have a prominent influence on Japanese organizational behavior. The prominent theme of verticality deviates from several Anglo‐Saxon studies focusing on collectivism. Research limitations/implications – Similarity between interviewer and interviewees in terms of gender, nationality, and race could influence research findings. Future studies should incorporate both qualitative and quantitative methodologies. Practical implications – Interviews show that it is important for expatriate managers to create synergic relations with local middle managers who are strategically located between the higher and lower organizational echelons. Originality/value – This is the first paper to provide an empirical account of Japanese organizational behavior from the Nordic perspective. Due to the distinctive features of Nordic management, the studies conducted by Anglo‐Saxon researchers might not provide accurate insights for Nordic expatriates.

Spero C. Peppas

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610639356

Purpose – Given the growing importance of the Hispanic population in the USA, the increasing presence of this minority at all organizational levels, and the possibility that different subcultures would value different traits when hiring, the purpose of this research was to determine if there were culture‐related differences in the importance placed on 26 job applicant attributes by Hispanics and non‐Hispanics who were involved in hiring. Design/methodology/approach – This study compares the importance ratings of 26 job selection attributes by Hispanic and non‐Hispanic respondents to determine the hiring criteria that are important to each group, and to see if differences are statistically significant. Findings – Significant differences in mean rating scores were found in 13 of the 26 criteria. The Hispanic sample attached greater importance to subjective traits, while the non‐Hispanic group had higher ratings for objectively‐assessed traits. Practical implications – Given organizational efforts to increase diversity and changing demographics in the US workforce, the results of this study should prove useful to individuals and organizations in the private and public sectors. The findings show that Hispanic and non‐Hispanic respondents had significantly different perceptions with regard to the importance of certain hiring criteria and hence, may assess candidates differently because of what they consider important. Originality/value – These findings should lead to better understanding among US subcultures, help organizations manage cultural diversity, assist academicians in preparing students for business careers, and improve the matching process between hiring organizations and job applicants.

David Biggs; Stephen Swailes

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610639365

Purpose – To investigate the level of organizational commitment in agency workers compared with permanent workers by taking into account relations between the two groups. Design/methodology/approach – A mixed methods design was employed comprising of a quantitative survey of 157 call centre workers followed by 29 qualitative interviews with permanent workers, agency workers and employers. Findings – Agency workers had a significantly lower level of organizational commitment compared with permanent workers once the relation between agency and permanent workers was controlled. Significant correlations were found within the sample between organizational commitment, being valued and job satisfaction further supported by a hierarchical multiple linear regression. Research limitations/implications – As with all cross‐sectional research causality cannot be confirmed and difficulty accessing call centre workers led to a restricted sample size. The measurement of worker relations needs developing. Further research is proposed to address these limitations and extend the findings. Practical implications – The implication for human resource management is that employers must be aware of the possible adverse influence that agency workers may have on permanent workers and as such try to incorporate agency workers within the organization to support their commitment. Originality/value – Previous studies have found inconsistent variations in the relative organizational commitment of permanent and temporary employees; a counter‐intuitive finding given the precarious employment contract held by temporary workers. This study casts light on these results by controlling for the relation between agency workers and permanent workers.

Fitsum Ghebregiorgis; Luchien Karsten

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610639374

Purpose – This article seeks to examine the challenges and prospects of human resource management (HRM) in a developing‐country context. It focuses on contextual factors and employee involvement in analysing HRM to provide theoretical insights. Design/methodology/approach – To explore the above theme, on‐site interviews were carried out with general managers, human resource professionals, line managers and union leaders in eight firms. Furthermore, a sample of 252 employees was included, thereby contributing to the generalisability of the findings. Findings – This article provides substantial and current information on HRM knowledge and practices in Eritrea. The paper argues that some contextual variables impose certain challenges to HRM practices. However, evidence also reveals that the concept and knowledge of HRM practices, such as training, recruitment, compensation, employee participation, performance appraisal and reward systems, are in place with some indicators of local influence. Research limitations/implications – In light of the above findings, the article informs multinational companies that transferring managerial expertise to Africa may not necessarily be required, as the knowledge already exists there. A major limitation may derive from the use of convenience sampling in selecting the firms, but extreme caution is taken to get a faithful representation. Originality/value – Contrary to the dominant view that African management is characterised by authoritarianism, this study shows the participative style of managers. Moreover, it incorporates the attitudes and perceptions of employees, a generally neglected part of HRM studies.

Julie Dickinson

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610639383

Purpose – The aim of this study was to investigate whether perceptions of fair pay are characterised by social norms about the appropriate bases of pay differentials. Design/methodology/approach – In order that the employees could voice their opinions without the restrictions of pre‐coded categories individual interviews were carried out with employees from five private sector organizations. The design of the study allowed an examination of attitudes towards pay criteria in the context of changes in organizational pay structures towards more individualism in pay awards. Findings – The most popular bases of pay were “responsibility”, “qualifications” and “performance”. The attitudes appeared to reflect widespread norms about the most appropriate bases of pay. There was some evidence for an interaction between employee attitudes towards pay determination and organizational characteristics on the design and implementation of pay policies. Research limitations/implications – The interview methodology restricted the size of the sample and consequently the generalisations that can be made from the findings. Future research could use qualitative or quantitative methods to check whether the findings replicate with different types of groups of employees. Practical implications – The paper contains useful information for human resource practitioners about maintaining “felt fairness” in the design of new pay systems. Originality/value – The qualitative approach of this study produces rich information about employee perceptions of pay differentials in the context of current changes towards more individualised pay determination.

Peter Ross

2006 Employee Relations: An International Journal

doi: 10.1108/01425450610639392

Purpose – To provide an analysis of the privatisation of the Czech Republic's former state‐owned telecommunications monopoly, Český Telecom, in relation to governance, organisational restructuring and strategic human resource management (SHRM) practices. Design/methodology/approach – This research project used a qualitative approach that supported an in‐depth case study analysis. This included semi‐structured interviews that were conducted across a broad range of stakeholders associated with the Czech telecommunications sector. SHRM and downsizing theories were used to assist in the analysis of this data. Findings – The paper finds that management strategies at Český Telecom exhibited some similarities with those of Western TelCos facing similar deregulation issues. However, these processes were tempered by country‐specific historical and institutional factors, including the relatively weak institutional structures and mechanisms found in Eastern Europe. Research limitations/implications – A qualitative analysis concentrating on one case study lessens the universal applicability of the findings. Practical implications – A useful source of information for academic researchers and HRM practitioners who wish to conduct research and/or manage workers in the Czech Republic. Originality/value – Provides an original case study analysis within an important strategic sector that has undergone large‐scale change: the telecommunications sector of Eastern Europe.