Employee Relations: An International Journal

Prince, Nicholas Ryan; Kabst, Rüdiger

2019 Employee Relations: An International Journal

doi: 10.1108/er-10-2018-0284

The purpose of this paper is to investigate the impact of national culture on organizations’ use of selection practices, specifically to investigate the impact of in-group collectivism, uncertainty avoidance and power distance on interview panels, one-on-one interviews, applications forms, references, ability, technical and psychometric tests.Design/methodology/approachThis study uses survey data from the 2008–2010 CRANET database. It uses OLS regression analysis to test the impact of national culture on organizations’ use of selection practices.FindingsIn-group collectivism increases the use of panel interviews and technical tests, and decreases the use of one-on-one interviews and application forms. Uncertainty avoidance increases the use of panel interviews and technical tests, and a decrease in one-on-one interviews, applications ability, and psychometric tests. Power distance leads to an increase in one-on-one interviews, applications and ability tests, and a decrease in panel interviews, psychometric tests and references.Originality/valueThis paper investigates the use of the impact of national culture on selection practices. Specifically, it looks at the use of a large number of selection practices panel interviews, one-on-one interviews, applications and references, and several different tests, ability, technical and psychometric.

Tews, Michael J.; Stafford, Kathryn; Jolly, Phillip M.

2019 Employee Relations: An International Journal

doi: 10.1108/er-06-2018-0165

The purpose of this paper is to examine whether fun in the workplace inadvertently leads to greater incidences of unwanted sexual attention. Specifically, this research examined the relationship between three dimensions of fun and unwanted sexual attention – fun activities, coworker socializing and manager support for fun.Design/methodology/approachMultiple regression was used to analyze survey data from three Qualtrics business panels.FindingsFun activities were related to greater incidences of unwanted sexual attention, while manager support for fun was related to fewer instances. With respect to fun activities, mandatory attendance and holding the activities on nights and weekends were associated with further increased unwanted sexual attention. The presence of non-employees during activities was associated with fewer incidences.Research limitations/implicationsThe data on fun in the workplace and unwanted sexual attention were obtained at one point in time. Future research would be valuable that obtains data collected at multiple points in time to more fully substantiate cause-and-effect relationships.Practical implicationsEmployers may seek to foster a climate in which managers encourage employees to have fun on the job as well as one that explicitly focuses on preventing sexual harassment. Curbing unwanted sexual attention during fun activities may be facilitated by involving non-employees, refraining from holding activities at night and on weekends and keeping employee participation voluntary.Originality/valueFrom the perspective of fun in the workplace, this research has demonstrated fun activities may have unintended, adverse consequences. From the perspective of sexual harassment, this research has identified antecedents not typically be considered to be contributing factors of unwanted sexual attention.

Najeeb, Ali; Barrett, Mary

2019 Employee Relations: An International Journal

doi: 10.1108/er-08-2018-0209

The purpose of this paper is to investigate how resort managers respond to employment legislation (Law No. 02/2008).Design/methodology/approachThe qualitative case study data from seven self-contained tourist resorts in the Maldives were used to investigate the managerial responses to employment legislation.FindingsResort managers’ responses ranged from passive compliance to active resistance, with decoupling through opportunism as the dominant strategy used to circumvent the legislation. Some human resource management (HRM) practices emerged from resort managers’ interactions with external stakeholders and employees. Strategic responses and HRM practices were driven by a search for legitimacy or efficiency and sometimes both. The findings show that there are differences between strategic responses and HRM practices by organisational subfield, local resorts and international hotel chains. The resorts’ market orientation also influenced resort managers’ responses and HRM practices.Research limitations/implicationsThe findings of this paper have limitations because it was limited to a single industry/sector and to a particular piece of legislation. However, it demonstrates the complexity of the relationship between institutional context and HRM.Originality/valueThis paper shows that responding to employment legislation entails a high level of interplay between the institutional environment and HR actors, and between stakeholders (e.g. employees) and HR actors. It demonstrates the difficulty of reconciling institutional requirements with the preferences of different stakeholders and organisational interests. HR actors actively make sense of institutional requirements and modify HRM practices to accommodate stakeholders’ varying perspectives and preferences. This suggests that in countries such as the Maldives, uneven institutional coverage (e.g. incomplete employment legislation) allows room for organisations to innovate – for better or worse.

Meriläinen, Matti; Kõiv, Kristi; Honkanen, Anu

2019 Employee Relations: An International Journal

doi: 10.1108/er-11-2017-0264

The purpose of this paper is to examine relationships between perceived bullying, work engagement and work performance among Estonian academics. Specifically, it details what forms of bullying affect work engagement and performance. Moreover, the study explores the relationship between engagement and performance among bullied academics.Design/methodology/approachA total of 864 faculty members from nine Estonian universities participated in an e-mail survey in Spring 2014. Bullying was measured using the Negative Acts Questionnaire-Revised (NAQ-R22), and work engagement was assessed using the nine-item Utrecht Work Engagement Scale. Respondents’ perceived performance and productivity were measured on a ten-point rating scale. Structural equation modelling was used to analyse the relationship between bullying, engagement and performance.FindingsPerceived bullying – especially “professional understating” – decreased work engagement and work performance among Estonian academics. The decrease in performance preceded the decrease in engagement or vice versa. The decrease in engagement was followed by lowered performance.Research limitations/implicationsA longitudinal study is needed to prove the specific one-way effect of (decreased) performance (because of perceived bullying) on engagement.Practical implicationsPreventing bullying and further increasing engagement and performance among Estonian academics requires getting out of policy of professional understating.Social implicationsThe authors need to determine why Estonian academics experience professional understating, which includes being ordered to perform tasks below one’s level of competence and having key areas of responsibility removed or replaced with more trivial or unpleasant tasks.Originality/valueThe present results prove that it is possible to differentiate between specific forms of bullying in a specific context and further reveal those factors specifically that affect work performance and work engagement. Among Estonian academics – revealed in this study – “professional understating” seems to be such a factor.

O’Donnell, Michael; Williamson, Sue; Adikaram, Arosha; Foley, Meraiah

2019 Employee Relations: An International Journal

doi: 10.1108/er-11-2017-0281

The purpose of this paper is to explore how human resource (HR) managers in garment factories in a Sri Lankan export processing zone (EPZ) navigated the tension between their role as stewards of employee welfare and their role to maximise firm productivity in response to time and production pressures imposed by international buyers. Relatively little attention has been paid to the role of HR managers as liaisons between firms and labour. This omission is significant, given the importance of human resource management in the recruitment and retention of labour and the role of HR managers in organisational performance and regulatory compliance.Design/methodology/approachA qualitative approach was used based on interviews with 18 HR managers, factory managers and other key informants, and 63 factory workers from 12 firms in the Katunayake EPZ. The interviews and focus groups in English were transcribed and coded into themes arising from the literature and further developed from the transcripts. Initial codes were analysed to identify common themes across the data set.FindingsHR managers were acutely aware of the competitive pressures facing the EPZ garment factories. While examples of company welfarism were evident, HR practices such as incentive payment systems and the management of employee absences reinforced a workplace environment of long hours, work intensification and occupational injury.Originality/valueThis paper goes some way towards filling the gap in our understanding of the roles played by HR managers in garment factories in the Global South, raising theoretical debates regarding the potential for HR managers in developing countries to distance themselves from the negative consequences of HR practices such as individual and team reward systems.

Chih, Charles; Lin, Chieh-Peng

2019 Employee Relations: An International Journal

doi: 10.1108/er-08-2018-0217

The purpose of this paper is to review two work groups’ (local vs foreign) perceptions, attitudes and behavior and propose a moderated mediation model to examine perceived HR practices’ impact on identification with the company and organizational citizenship behavior (OCB).Design/methodology/approachThis paper selects 320 local and foreign production operators at high-tech firms in Taiwan. The hypotheses are tested using SEM-AMOS, and the mediation effects are analyzed by Sobel test with bootstrapping.FindingsResults show that: first, the relationship influence between identification with the company and OCB is stronger for foreign workers than for local workers; and, second, the moderated mediation of work status exists in perceived practice of rewards for the whole worker model.Research limitations/implicationsTo concentrate on research objective, the authors only consider the same characteristics in local and foreign workers’ job environment, neglecting differences in employment conditions, living environment and cultural background.Practical implicationsTwo major implications are that: first, different perceptions on HR practices are based on employees’ work status; and, second, in addition to adopting appreciative HR practices for the target group, firms should help employees develop a stronger identification with the company in order to encourage OCB.Originality/valueThis paper studies employees’ perception on HR practices, compares a three-variable model between local and foreign workers, and proposes a moderated mediation model to handle HR practices’ effects on identification with the company and OCB.

Lin-Hi, Nick; Rothenhöfer, Lisa; Blumberg, Igor

2019 Employee Relations: An International Journal

doi: 10.1108/er-03-2018-0081

The purpose of this paper is to investigate how Chinese factories can attract and retain blue-collar workers. While higher wages are typically considered to be an effective HR instrument in this regard, this paper argues for the relevance of ethics in the HR domain. To this end, the paper develops and tests the concept of socially responsible blue-collar human resource management (SRBC-HRM).Design/methodology/approachIn a scenario-based experiment, 296 blue-collar employees from a Chinese garment factory responded to questionnaires measuring their job choice determinants regarding a fictitious employer. In the scenarios, pay level (average vs above average) and SRBC-HRM (good vs poor) were manipulated.FindingsThe results revealed significantly positive relationships between SRBC-HRM and Chinese blue-collar workers’ job choice determinants (employer attractiveness, employer prestige and recommendation intentions), which were moderated by workers’ perceived importance of employer prestige. However, there was no significant effect of above-average pay on the three job choice determinants. Moreover, average pay in combination with good SRBC-HRM had stronger effects on job choice determinants than above-average pay in combination with poor SRBC-HRM.Practical implicationsThe study highlights the economic relevance of the ethical treatment of employees in the manufacturing sector. In addition, the findings challenge the predominant managerial view that monetary rewards are the most important factor for instilling productive employee attitudes and intentions.Social implicationsPoor labor practices are still widespread in factories in emerging countries. By indicating that SRBC-HRM improves factories’ bottom line, the study provides a powerful rationale for factory managers to improve working conditions.Originality/valueThe present paper introduces the concept of SRBC-HRM specifically tailored to the context of blue-collar workers in emerging countries, who have received little attention in the literature. In addition, the findings demonstrate the economic relevance of SRBC-HRM.

Yan, Dong

2019 Employee Relations: An International Journal

doi: 10.1108/er-10-2018-0281

The purpose of this paper is to examine the post-enactment status of China’s Labour Contract Law and Labour Dispute Mediation and Arbitration Law, focusing on the dramatic rise in remuneration litigation amidst much criticism of weak or ineffective implementation of these laws.Design/methodology/approachThis paper deploys both quantitative and qualitative analysis methods to investigate the features of remuneration litigation. Remuneration judgments by Beijing People’s Courts from 1 January 2014 to 31 December 2017 provide the primary empirical data. The intrinsic features of remuneration disputes are investigated to delineate subcategories of claims. Several judges were also interviewed to further explore the nature of remuneration disputes.FindingsFour types of remuneration claims were identified: regular wage, minimum wage, overtime and others (including subsidies and welfare). Examination of these four types, especially how they are processed until concluded by court adjudication, provides a fuller picture of the post-enactment status of these laws and yields objective and rational findings. To explain the continuing steady rise in the volume of remuneration claims, as more workers have knowledge of their rights and access to the courts, this study identifies an increase in the number of factually complicated cases (e.g. overtime claims) and abmiguity in the relevant law, leaving some remuneration disputes difficult, if not impossible, to adjudicate. Conversely, the study also finds significant positive trends following these laws’ enactment, particularly a reduction in straightforward cases, such as disputes concerning non-payment of wages/minimum wages, on which the law is clear. It is evidently imperative to improve the clarity of the current laws through further legislation, as the most appropriate next step in China’s juridification process of developing its own rule of Labour Law.Research limitations/implicationsThis study is purposely limited to examining remuneration litigation in Beijing’s courts from 2014 to 2017, which is representative of the national trend of dramatically rising remuneration disputes, and thus provides valuable insights. Future studies should cover a wider geographic territory and other categories of labour disputes to provide an even more comprehensive picture of the challenges and potential solutions.Practical implicationsBy understanding the driving factors of rising labour remuneration disputes, the legislature, workers and employers can act accordingly to curb labour conflicts. The growing complexity and technicality of remuneration litigation indicates that the pressing need of labour juridification is to deploy a subtle, comprehensive method to improve legal clarity and judicial professionalism.Originality/valueThis study uniquely divides the types of remuneration litigation in Beijing, adopting methods and yielding findings absent from the prior literature. Both the progress and challenges in China’s rule of Labour Law process are reflected in this work, together with public policy and theoretical implications for further study.

Nazir, Sajjad; Shafi, Amina; Atif, Mian Muhammad; Qun, Wang; Abdullah, Syed Muhammad

2019 Employee Relations: An International Journal

doi: 10.1108/er-01-2017-0007

The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB.Design/methodology/approachData for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships.FindingsResults indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly.Research limitations/implicationsThe main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size.Originality/valueThis study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.

Nowak, Radoslaw

2019 Employee Relations: An International Journal

doi: 10.1108/er-01-2018-0011

Based on the data gathered from healthcare organizations, the purpose of this paper is to identify new antecedents of service quality. The proposed model posits that workplace empowerment should increase a level of employee helping behaviors, thus supporting the development of a firm’s serving culture. Consequently, while focusing on two forms of workplace empowerment, the study empirically tests mediating paths that link structural empowerment and psychological empowerment with service quality via serving culture. The findings expand the understanding of how companies could better manage evolving demands of their customers. Furthermore, the project provides clear guidelines to practitioners by suggesting how firms should allocate their organizational resources to boost service quality.Design/methodology/approachThe study uses the original survey data collected from healthcare organizations to empirically test the mediating paths linking structural empowerment, psychological empowerment and service quality via serving culture. The data were tested using structural equation modeling.FindingsAlthough the initial model assumed that both types of workplace empowerment should play equally important roles in the development of serving culture, the data reveal the statistical significance of structural empowerment. Thereby, findings emphasize that in health care, employees must be provided with access to key organizational resources (e.g., vertical and horizontal information flow) to drive up quality of service.Originality/valueThis research is one of a few empirical studies examining antecedents of serving culture. An overall implication of the study should be a reinforced call for more empirical studies that could identify how companies could develop serving culture. Furthermore, the paper proposes that managers must remove structural barriers that may exist in their organizations to empower employees to better manage changing customer needs.