Employee Relations: An International Journal

Kassem, Rasha; Mitsakis, Fotios

2024 Employee Relations: An International Journal

doi: 10.1108/er-03-2023-0166

This paper examines the impact of the COVID-19 pandemic on the mental health and wellbeing of academic and professional Higher Education (HE) staff in the UK.Design/methodology/approachA mixed-method survey questionnaire was sent to almost 300 UK HE staff to secure qualitative and quantitative data to enable data triangulation.FindingsThe study found an adverse impact on academic and professional staff's mental health and wellbeing, further resulting in stress and anxiety. Several reasons for the increased stress and anxiety levels were identified, but social isolation and the increased workload were the most commonly reported. The most affected groups by the pandemic were females, younger staff, full-timers and those with disabilities or caring responsibilities.Practical implicationsThis study offers a range of strategies to support staff's mental health and wellbeing; as such, it is of great interest to policymakers to inform their decisions of similar crisis events in the future. It also addresses some of the COVID-19 areas of research interest for the UK parliament.Originality/valueThe study's originality derives from exploring the pandemic's impact on UK HE staff's mental health and wellbeing by including professional staff's experiences alongside those of academics. It also expands the scant evidence concerning the pandemic's impact on HE staff in the UK.

Thomas, Carla; Rowe, Lisa; Moore, Neil

2024 Employee Relations: An International Journal

doi: 10.1108/er-08-2023-0447

Global talent shortages, new skill demand and rising numbers of unfilled posts are fuelling an increasingly challenging job market, exacerbated by economic uncertainty and transformational digital change. Seeking creative solutions in response, the authors examine talent management’s (TM) theoretical and conceptual foundations, specifically the identification and selection of talent and TM programme design to explore the challenges and benefits of side-of-desk projects as interventions.Design/methodology/approachTaking an inductive qualitative approach, questionnaires, focus groups and semi-structured interviews gathered data from three employee groups in a UK digital communications organisation.FindingsThe authors reveal inconsistencies in the definition and selection of talent, highlighting programme quality challenges to expose a direct correlation between participant experience and motivation and retention, along with the longer-term challenges of balancing talented human capital, shareholder expectations and sustainable workforce resourcing.Originality/valueThe authors' research extends existing knowledge concerning the effect of organisational culture, context and workforce demands upon TM programmes, providing theoretical and practical implications for leaders and policymakers in designing enrichment activities to motivate, develop and retain talent. The authors make recommendations to inform the future design of TM programmes, revealing new opportunities to develop hidden talent and presenting a realistic and sustainable toolkit for future practice in the form of an organisational logic model.

Sani, Kareem Folohunso; Adisa, Toyin Ajibade

2024 Employee Relations: An International Journal

doi: 10.1108/er-03-2023-0145

The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB policies and practices? To answer this question, this article considers the social exchange theory as well as transformational and transactional leadership in an investigation of the impact of leadership on WLB.Design/methodology/approachThe study employs qualitative data from 32 semi-structured interviews to achieve the study’s objectives.FindingsThe research reveals that leadership does matter in WLB. The study findings reveal that both the transactional and transformational leadership styles result in the establishment of strong reciprocal relationships between leaders and employees in terms of using WLB policies and practices. Managers only sanction the use of WLB policies and practices only as a reward for excellent performance or when they are completely sure the outcome will favour the organisation. The study concludes that the desire to achieve WLB has often led many employees to go the extra mile in carrying out their work duties, which is rewarded with an approval to use WLB policies and practices. These non-contractual exchanges emphasise reciprocity and are based on trust.Research limitations/implicationsThe extent to which the findings of this research can be generalised is constrained by the size and nature of the research sample.Practical implicationsMany managers are transactional leaders, and they purposefully allow their employees to use WLB policies and practices only as a reward for meeting targets and for excellent performance. This means that employees who fall short of the required targets and expected performance are not permitted to use WLB policies and practices. This finding implies that such employees experience incessant work–family conflict, which may have negative implications for their work engagement, overall well-being and work performance.Originality/valueThis study demonstrates that leadership is relevant to WLB. It shows that transformational leadership is supportive of WLB, as it considers employees' work performance and non-work outcomes. The results and practical implications of this study aids the understanding of the non-contractual exchanges involved in manager–employee relationships, which is crucial for ensuring employees' achievement of WLB and for organisations to achieve their goals.

Bolt, Ester Ellen Trees; Homer, Stephen T.

2024 Employee Relations: An International Journal

doi: 10.1108/er-02-2023-0097

Considering the conservation of resources (COR) theory, this research investigates the mediating roles of work, family and culture on the relationship between employee corporate social responsibility (CSR) and employee well-being.Design/methodology/approachSelf-administered questionnaire data from 403 employees working across multiple organisations in the United Kingdom were analysed using path analysis with SmartPLS.FindingsOrganisations can only maximally benefit from their CSR investment when specific HR strategies are in place, as no direct relationship between CSR and well-being outcomes was observed. Family-to-work spillover and work–family culture were significant mediators in the relationship between employee CSR and well-being.Research limitations/implicationsCSR strategies targeted at improving employee well-being do not necessarily do so in a direct approach. They, therefore, may not serve the desired performance outcomes of organisations. Boundary conditions of applying the crossover model of COR theory were observed.Originality/valueThis research contributes to the limited knowledge of the effectiveness of employee-related CSR strategies on HRM and well-being outcomes from an employees' perspective. Employee-related CSR strategies are unlikely to improve employee well-being if the inter-individual level of analysis, i.e. interchange between work, family and culture, is not considered.

Majumdarr, Shubh; Dasgupta, Shilpee A.

2024 Employee Relations: An International Journal

doi: 10.1108/er-12-2022-0549

Job embeddedness is considered crucial for organizational success, as it promotes social capital and helps to reduce turnover. A holistic review of job embeddedness remains elusive despite gaining researchers' and practitioners' attention. Therefore, this study aims to synthesize the past literature to understand the concepts and emerging themes in the domain. Further, it helps identify future research avenues and proposes a comprehensive conceptual framework.Design/methodology/approachThe study used bibliographic data of 263 Scopus-indexed publications from inception, i.e. 2001 to 2021, which were subsequently analyzed using diverse bibliometric and content analysis (TCCM) framework and software like Microsoft Excel, Vosviewer and “Biblioshiny” package in R language.FindingsThe study analyzes the domain via performance analysis which sheds light on the increasing publication trends and different significant contributors (authors, publications, countries, journals and universities). Science mapping techniques such as keyword analysis identifies author keyword evolution and trends. The content analysis showcases the dominance of diverse psychological theories applied in the domain. Also, the bibliographic-coupling analysis highlights major clusters and associated research publications. The study provides future research avenues, followed by a conceptual framework highlighting the antecedents, moderators and outcomes of job embeddedness.Originality/valueThis study is the first bibliometric and content analysis exploring job embeddedness and will aid in developing a comprehensive understanding of the research topic.

Fasone, Vincenzo; Pedrini, Giulio; Scuderi, Raffaele

2024 Employee Relations: An International Journal

doi: 10.1108/er-07-2023-0339

The paper aims at assessing the role of the different stages of the employment process in gauging workers' willingness to upskill themselves at the end of a seasonal employment contract by investing in further training.Design/methodology/approachThe paper analyses data from a dedicated survey administered to a sample of seasonal employees. Through a regression analysis it explores the different stages of the employment process (job search, selection on the job activities), making a distinction between monetary and nonmonetary components of the investment in training.FindingsResults show that all stages matter, but they do not have the same importance. Ex-ante motivations and work experience, notably the level of perceived workload and organizational commitment, are the main factors affecting workers' willingness to acquire industry-specific skills through training.Originality/valueSo far, the literature has extensively dealt with the poor levels of training in seasonal employers, but it did not analyse worker’s willingness to invest in training over the different stages of the worker experience. This paper fills this gap by separately testing the relative importance of such stages and identifying the most important phases of the employment process.

Kudo, Linus Kekleli; McPhail, Ruth; Vuk Despotovic, William

2024 Employee Relations: An International Journal

doi: 10.1108/er-10-2020-0466

Despite the high rates of repatriate attrition, organisations in developing countries continue to send some of their employees to study in tertiary institutions in developed countries to acquire and build competencies that are deemed strategically important for contemporary work. Although several studies have been conducted on expatriate experience and challenges, those relating repatriation experiences are limited, particularly those concerning organisationally assigned scholars (employees who are sponsored to study overseas). Consequently, the present study explored the intention to stay or leave of organisationally assigned Ghanaian scholars who pursued higher degrees in Australia.Design/methodology/approachTo understand the decision of organisationally assigned sponsored scholars to either stay in or leave the host-organisation upon their return, a phenomenological methodology was adopted to explore the lived experiences of organisation assigned scholars (OAS) from Ghana, studying in Australia. The face-to-face interview approach was used to interview 20 Ghanaians who pursued their further studies in Australia. The interviewees consisted of six females and 14 males.FindingsThe results reveal that for expatriate’s in this study, the decision to stay or leave the organisation upon repatriation was made mid-way through the expatriation process in the host county. Hence, organisations intending on retaining their OAS when they return home must focus their support and engagement efforts during this crucial period.Practical implicationsAlthough they are away on further studies, OAS are still active members of the organisation. Therefore, organisations need to maintain contact with them (OAS), constantly check progress of their study and provide some support, as they might motivate them to want to return and work with the organisation. Consequently, more effective strategies (those for managing them while they are away and those for managing them when they return) should be deployed to incentivise their expatriate to return home.Originality/valueThe study explored an important yet understudied research questions in the repatriation literature. By studying the decision of OASs to either return and stay in or leave an organisation back home contributes uniquely to the existing literature, as studies focusing on that population (i.e. OAS’s) are scarce.

Niazi, Aiman; Qureshi, Muhammad Imran; Iftikhar, Mehwish; Obaid, Asifa

2024 Employee Relations: An International Journal

doi: 10.1108/er-05-2023-0249

In light of the widely acknowledged significance of GHRM practices, this study improves comprehension pertaining to GHRM practices and employee workplace outcome relationships. Drawing on the conservation of resource (COR) theory, the association between GHRM practices and employee workplace outcomes, namely green commitment and thriving at work, was explored, with a specific focus on the mediating role of organizational pride.Design/methodology/approachA quantitative research design was adopted, and data was collected through a multistage sampling technique, yielding a sample of 255 employees working in six textile manufacturing organizations in Pakistan, all of which held the ISO 14001 certification. The model was tested using Partial Least Square Structural Equation Modeling (PLS-SEM).FindingsThe findings of this study reveal a significant link between GHRM practices and organizational pride. Moreover, organizational pride was found to mediate the relationship between GHRM practices and thriving at work while partially mediating the relationship between GHRM practices and green commitment.Research limitations/implicationsThe outcomes of this study have implications for organizations seeking to enhance sustainability and employee well-being by adopting GHRM practices. Specifically, fostering a sense of organizational pride can further enhance thriving at work and green commitment among employees.Originality/valueThe findings contribute to the existing literature by highlighting the positive impact of GHRM practices on employee workplace outcomes and the importance of organizational pride as a mediating mechanism.

Uraon, Ram Shankar; Kumarasamy, Ravikumar

2024 Employee Relations: An International Journal

doi: 10.1108/er-07-2022-0328

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.Design/methodology/approachA total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.FindingsThis study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.Research limitations/implicationsThe findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.Practical implicationsThis study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.Originality/valueThis study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Rayón, M. Luisa; Romeo, Marina; Yepes-Baldó, Montserrat; Boria-Reverter, Sefa

2024 Employee Relations: An International Journal

doi: 10.1108/er-10-2023-0537

This research examines the applicability of the Employer Branding (EB) Mix model developed by Rayón et al. (2022), one of the few empirically validated models, to promote organizational commitment within the context of the Spanish healthcare sector.Design/methodology/approachA questionnaire was administered to 310 employees of a national company in the Spanish healthcare sector. Several multiple regression models were run between the EB dimensions and those of employees’ organizational commitment.FindingsThe results show that the elements of the EB Mix model have a positive relationship with employee’s commitment, especially affective and value commitment.Research limitations/implicationsThe existence of causality cannot be affirmed, in view of the sectional design with a single sample taken from the Spanish private healthcare sector. Additionally, it would be worth extending the analysis of the effect of the EB Mix model on the behavior of potential employees.Practical implicationsThis research is extremely relevant, given that it can help organizations in the health sector to implement EB programs. The model is an effective tool for retaining human talent and can generate a competitive advantage for organizations that use it.Originality/valueThe EB Mix model presents a conceptually-based and empirically validated model that incorporates the perception of employees as co-creators of the internal brand, which promotes the democratization of organizations and includes the four Ps of the marketing mix.