Employee Relations: An International Journal

Ng, Jhony Choon Yeong; Shao, Iris Yu Ting; Liu, Yiping

2016 Employee Relations: An International Journal

doi: 10.1108/ER-12-2015-0216

Purpose– Many fresh graduates have unrealistic career expectations. When reality sets in after graduation, they may be disappointed. Due to factors such as the limited availability of feasible alternative career options, employees who have to stay in jobs they dislike may feel trapped. To alleviate the resulting stresses, they may engage in avoidance coping strategies, such as non-work-related social media use, to discharge their mental strains. The purpose of this paper is to discuss how the perception of being trapped can result in the adoption of avoidance coping strategies, and how these strategies can influence individual performance and social media use. Design/methodology/approach– Based on the literature on avoidance coping strategy, goal orientation theory, and performance theory, the authors proposed a theoretical model on how the avoidance coping strategy of an individual can influence their performance and workplace behavior. Findings– The authors propose that when a fresh graduate feels “trapped” in a job, the stresses experienced may cause them to hide behind their defense mechanisms. An avoidance coping strategy may then be adopted, and this will influence the individual’s workplace behavior (in terms of non-work-related use of social media) and performance. Practical implications– If an avoidance coping strategy is an antecedent to non-work-related use of social media, then controlling the use of social media in the workplace may only cause these employees to switch to other forms of self-distraction (for instance, spending more time chatting with colleagues). Under some circumstances, the use of such control mechanisms may even give cyberloafers stronger urges to use social media for non-work-related purposes. If this is the case, managers should reconsider their current approach in handling the related behavior. Social implications– If the cause of non-work-related use of social media in the workplace is an avoidance coping strategy, then the engagement of such workplace behaviors should not be considered “intentionally harmful actions”. One important criterion for workplace behavior to qualify as a type of counterproductive behavior is that such behavior must be conducted to be intentionally harmful. Given this, the resulting actions of an avoidance coping strategy should not be considered a form of counterproductive behavior, and the authors should reconsider the conceptualization of cyberloafing provided in the organizational literature. Originality/value– The authors believe that this research represents one of the first attempts to bridge the gap between clinical and managerial literature. It attempts to explain non-work-related use of social media in the workplace from the perspective of trapped perception and avoidance coping strategy, and it argues that not all forms of non-work-related use of social media in the workplace are instances of cyberloafing.

Vidal-Salazar , M. Dolores; Cordón-Pozo, Eulogio; de la Torre-Ruiz, José M.

2016 Employee Relations: An International Journal

doi: 10.1108/ER-07-2015-0152

Purpose– The purpose of this paper is to analyze three different forms of benefit systems and the effects of their application on Spanish firms’ attraction and retention capacity, differentiating these systems depending on the flexibility offered to the workers. Design/methodology/approach– The data of this study have been collected from a sample of 308 human resources managers in Spanish firms, through an online questionnaire. The hypotheses were tested by ordinary least squares regression analyses. Findings– The results show that firms having more flexible compensation systems, that is, those providing greater freedom to workers in the election of their benefits and the design of the benefit system, reported to have a higher attraction and retention capacity than firms offering to their employees a unique and similar benefit package for all the employees. Research limitations/implications– Future studies could extent this study by analyzing different contexts in order to determine whether some institutional factors can influence these results. Similarly, it would be interesting to analyze the effects of these systems on other organizational outcomes, such as their financial performance. Practical implications– Human resources policies and, especially, compensation policies have a significant influence on the ability of firms to recruit and retain core employees, necessary for corporate success. This study sheds light on the effectiveness of different benefits systems in enhancing the firms’ capacities to attract and retain core employees. Taking into account the hard financial and labor environment that the Spanish firms have to face, the results of this study can have important implications for managers. Originality/value– This paper responds to recent calls asking for the necessity of analyzing the effect of different benefit systems in contexts different to the broadly considered American context. Similarly, these results could be applied to other countries with conditions similar to Spain, that is, countries where the benefit systems have been traditionally less flexible and with an offer of benefits quite different than firms located in countries where the State offers a less-social assistance to citizens.

Aladwan, Khaled; Bhanugopan, Ramudu; Fish, Alan

2016 Employee Relations: An International Journal

doi: 10.1108/ER-03-2014-0034

Purpose– The purpose of this paper is to examine the importance of work values in Jordan; as well as to demonstrate empirically, the nature of work values. Design/methodology/approach– The study reported in this paper tested the factor structure of work values among a group of 493 employees in Jordanian organizations using exploratory factor analysis and confirmatory factor analysis. Findings– The results established a three-factor solution (job accomplishment, work nature, and job advancement) which was found to be appropriate to test employees’ work values. The results from this study revealed interesting relationships between organizational variables (sector and type of business) and work values. The findings also demonstrated a significant relationship between demographic variables (educational background and work experience) and work values. Research limitations/implications– The research surveyed frontline employees in the Jordanian organizations. Further research is required to confirm the generalizability of the findings in other Middle Eastern countries. Importantly, results suggest that caution should be exercised in different contexts, job levels, and sub-cultural settings. Originality/value– The work-values construct represents a little-researched area of recent times and even less so in Islamic countries. The findings of the study offer new perspectives on the work values in the Middle Eastern settings and support the overall validity of the nomological network of work value factors.

Ruuskanen, Petri; Selander, Kirsikka; Anttila, Timo

2016 Employee Relations: An International Journal

doi: 10.1108/ER-06-2015-0134

Purpose– The purpose of this paper is to study the perceived job quality and job satisfaction among third-sector employees and compare job quality in the third, public and private sector. Design/methodology/approach– The study is based on the quality of work life (QWL) survey data gathered by Statistics Finland. The QWL data are complemented with data set collected among third-sector employees. In the sector comparisons percentage shares were used to compare different dimensions of job quality between the sectors. Regression analysis was used to control the structural labour market differences between the sectors. Findings– The results show that job quality in the third sector differs substantially from that in both the public and private sectors. Employees in the third sector are less satisfied with their jobs than others. They perceive their work more autonomous than others. Compared to private-sector employees, third-sector employees perceive their jobs as less insecure. They also report more intensity and qualitative insecurity than employees in other sectors. Research limitations/implications– The sample consist only trade union members. The generalisability of results to non-unionized employees may be limited. Originality/value– Previously it has been stated that third-sector employees enjoy greater job satisfaction due to intrinsic work benefits related to non-profit work. There is, however, small number of empirical studies trying to compare systematically job quality between the sectors. The present analysis contradicts the previous findings of higher job satisfaction in the third sector.

Akhtar, Muhammad Naseer; Bal, Matthijs; Long, Lirong

2016 Employee Relations: An International Journal

doi: 10.1108/ER-03-2015-0048

Purpose– The purpose of this paper is to examine how frequency of change (FC) in organizations and impact of change (IC) influence the employee behaviors, i.e. exit, voice, loyalty, and neglect (EVLN) through psychological contract fulfillment (PCF) as a mediator. The moderating role of successful past changes (SPC) is also assessed with direct and indirect relations of FC, and IC alongside employees’ behaviors. Design/methodology/approach– Hypotheses were tested among a sample of 398 financial services-oriented non-managerial-level employees in Pakistan. Bootstrapped moderated mediation analyses (using PROCESS macro) were conducted to test the main and moderated mediation effects. The authors ran series of confirmatory factor analyses to validate the distinctiveness of variables and their items in this study. Findings– The results largely supported the hypotheses. Findings showed that FC is negatively related to loyalty but positively related to exit, voice, and neglect behaviors via contract fulfillment. IC is also found to have negatively related to loyalty but positively related to exit, voice, and neglect via PCF. SPC was found to moderate the relation between FC, IC, and contract fulfillment, as well as the indirect relationship with exit, voice, and neglect through contract fulfillment and negatively between FC, IC, and loyalty through contract fulfillment. The authors found direct interaction effects of FC via SPC in relation to exit and loyalty and also found direct interaction effects of IC via SPC to exit, voice, and loyalty. Research limitations/implications– The use of cross-sectional research design does not allow conclusions with respect to causality. The most important implication of the study is that employee behaviors following organizational change can best be understood via a psychological contract framework. A future suggestion is to include more organizations based on longitudinal research design with focus on both employee and employer perspective. Practical implications– This study highlights the importance of employees’ behavioral responses and their sensemaking of PCF in a post-organizational change period. Originality/value– This study empirically investigated the effects of FC, and IC on fulfillment of psychological contract and behavioral responses of employees using a sample of non-managerial employees, and provides new insights into employee behaviors following organizational changes.

Donovan, Sean; O'Sullivan, Michelle; Doyle, Elaine; Garvey, John

2016 Employee Relations: An International Journal

doi: 10.1108/ER-05-2015-0078

Purpose– The purpose of this paper is to present an exploratory study of employee voice and silence in international auditing firms. The authors examine two key questions: what is the propensity of employees in training to speak up on workplace problems and how would management react to employees in training speaking up on workplace problems? Design/methodology/approach– The authors compare and contrast the views of employees on training contracts with management including partners. Semi-structured interviews were carried out with eight managers/partners and 20 employees working in six large auditing firms in Ireland. Findings– The authors find that employees on training contracts have a high propensity to remain silent on workplace problems. Quiescent and acquiescent forms of silence were evident. Management expressed willingness to act on employee voice on workplace problems concerning business improvements and employee performance but were very resistant to voice in regard to a change in working conditions or a managers’ performance. Employees and management couched employee voice in terms of technical knowledge exchange rather than being associated with employee dissatisfaction or having a say in decision making. Originality/value– The authors highlight how new professional employees are socialised into understanding that employee voice is not a democratic right and the paper provides insight on the important role of partners as owner/managers in perpetuating employee silence. Previous research on owner/managers has tended to focus on small businesses while the auditing firms in this study have large numbers of employees.

Obeidat, Shatha M.; Mitchell, Rebecca; Bray, Mark

2016 Employee Relations: An International Journal

doi: 10.1108/ER-08-2015-0163

Purpose– The purpose of this paper is to better understand the relationship between high-performance work practices (HPWP) and organizational performance through a multi-dimensional model of the relationship between HPWP and performance, which conceptualizes HPWP according to the ability, motivation and opportunity (AMO) framework. HPWP are conceptualized as HR practices capable of enhancing the AMO of employees to contribute to organizational performance. Design/methodology/approach– Data were collected from 118 Jordanian firms operating in the financial and manufacturing sectors. A questionnaire completed by the HR director in each firm assessed HPWP adoption and their influence on organizational performance. Findings– The findings generate support for the link between HPWP and organizational performance and confirm the utility of the AMO model for conceptualizing HPWP and their impact on organizational performance. Research limitations/implications– While this study relies on cross-sectional data, it confirms the utility of the AMO framework as an appropriate conceptual basis for HPWP and provides substantial support for the relevance of HPWP in increasing organizational performance. Originality/value– The findings provide a basis for more consistent empirical investigation and better theory building for HPWP, and also provide a more robust basis for practical prescription. The empirical contribution is also significant as one of the few studies to investigate the link between HPWP and organizational performance in the Middle East.

Nazir, Sajjad; Shafi, Amina; Qun, Wang; Nazir, Nadia; Tran, Quang Dung

2016 Employee Relations: An International Journal

doi: 10.1108/ER-12-2014-0150

Purpose– The purpose of this paper is to explore the relationship between extrinsic, intrinsic and social rewards and two components of organizational commitment and finally Chinese workers turnover intention in public and private sector. Design/methodology/approach– A questionnaire was utilized as the method for data collection. Structural equation modeling was utilized to examine survey data obtained from 202 employees in the southern part of China. Findings– The findings exhibit that extrinsic, social and intrinsic rewards were significantly related to affective and normative commitment. Findings suggest that satisfaction with extrinsic benefits, supervisor support, coworker support, autonomy, training and participation in decision making has substantial impact on employee’s affective and normative commitment. However, affective and normative commitment was negatively related to employee turnover intention. Research limitations/implications– This study covers different public and private-sector organization employees working in China. Therefore other geographical areas could be designated for future research endeavors with a bigger sample size. Practical implications– With the purpose of boosting employee commitment, managers must provide their employees with greater autonomy, appropriate training and participation in decision making in the organization, as well as enhancing supervisor and coworker support. Originality/value– This research investigates how Chinese employees with different categories of organizational rewards react to different kinds of organizational commitment and turnover intention in Chinese organizational context.

Ollo-López, Andrea; Bayo-Moriones, Alberto; Larraza-Kintana, Martin

2016 Employee Relations: An International Journal

doi: 10.1108/ER-04-2015-0071

Purpose– The purpose of this paper is to study how high-involvement work systems (HIWS) affect job satisfaction, and tries to disentangle the mechanisms through which the effect occurs. Design/methodology/approach– The authors use data for a representative sample of 10,112 Spanish employees. In order to test the mediation mechanism implied by the hypotheses, the authors follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit models were estimated to study the effect of HIWS on the mediating variables (job interest, effort and wages), and regression models were estimated to analyze the effect of HIWS on the final attitudinal variable (job satisfaction). Findings– Empirical results show that HIWS results in higher levels of effort, higher wages and perceptions of a more interesting job. Moreover, greater involuntary physical effort reduces job satisfaction while higher wages, greater voluntary effort, involuntary mental effort and having an interesting job increase job satisfaction. The net effect of these opposing forces on job satisfaction is positive. Research limitations/implications– The use of secondary data posits some constrains in aspects such as the type of measures or the failure to control for personal traits. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction. Practical implications– Managers should implement HIWS since in general they increase job satisfaction. A significant portion of this positive effect is channeled through perceptions of interesting job, higher wages and increased effort demands. Managers should pay attention to implementation issues. Originality/value– The paper contributes to enrich the understanding of the relationship between the HIWS and job satisfaction, proposing a model that aims to disentangle the mediating mechanisms through which HIPWS affect job satisfaction. Unlike previous attempts, this model integrates opposing views about the positive or negative effects associated with HIWS.