Colombian millennials at the workplaceRoman-Calderon, Juan Pablo; Gonzales-Miranda, Diego René; García, Gustavo A.; Gallo, Oscar
2019 Evidence-based HRM: a Global Forum for Empirical Scholarship
doi: 10.1108/ebhrm-04-2018-0029
The purpose of this paper is to present a study on the antecedents of turnover intentions (TOI) of millennial Colombian employees. A theoretical model in which positive work-family interaction, professional respect (PR) and meaning predicted TOI is simultaneously tested in Millennials and Xers.Design/methodology/approachThe authors used a multigroup structural equation approach to analyze the data provided by 2,157 Millennials and 279 Xers. Participants work in 11 companies from five Colombian cities. City, age, sex, tenure and wage are included as control variables to respond to some limitations of previous research and isolate the effects of age cohorts.FindingsThe results show differences in terms of some of the variables under study. Further, the effects of positive work-family interaction and PR on TOI were different from one age cohort to the other. The influence of meaning on the outcome variable was equal in Millennials and Xers but resulted positive.Research limitations/implicationsThe authors studied an under-researched population, used rigorous analytical procedures to simultaneously test the hypotheses across generations, analyzed data from a large sample size and control for confounding variables identified by researchers inquiring generational differences at the workplace. By these means, the study contributes to literature on millennial employees and age diversity.Originality/valueBy studying an under-reseach population and using suitable analytical techniques, the study contributes to literature on millennial employees and age diversity.
Total rewards to enhance employees’ intention to stay: does perception of justice play any role?Rai, Alka; Ghosh, Piyali; Dutta, Tanusree
2019 Evidence-based HRM: a Global Forum for Empirical Scholarship
doi: 10.1108/ebhrm-07-2018-0045
The purpose of this paper is to explore how total rewards might influence intention to stay among employees of private sector banks in India. A moderated-mediation mechanism is hypothesized, in which a system of total rewards leads to intention to stay via engagement and organizational justice (OJ) moderates the linkage of total rewards with engagement.Design/methodology/approachPerception of employees about the constructs considered has been assessed by a survey, using a structured questionnaire. Employees of private banks located in the State of Uttar Pradesh were the population for this study. A total of 17 branches of 7 private banks were covered, and the number of valid responses was 761. Hypotheses testing has been done with SPSS PROCESS command.FindingsHypotheses proposing mediation (engagement as mediator between total rewards and intention to stay), moderation (OJ as moderator between total rewards and engagement) and moderated mediation have found support.Practical implicationsResults obtained direct us to infer that in addition to the amount or value of any reward, aspects of OJ, such as equity and fairness in allocation of such reward and transparency in the procedure followed, are likely to influence the effectiveness of total rewards practices in engaging employees and motivating them to stay with their present employer.Originality/valueThis study adds to total rewards literature by highlighting how a total rewards system can lead to engagement, and consequently to employees’ intention to stay. Results establish OJ as an important attribute to any total rewards package to make the latter more valuable and effective.
The impact of organizational support for employees’ health on organizational commitment, intent to remain and job performanceXiu, Lin; Dauner, Kim Nichols; McIntosh, Christopher Richard
2019 Evidence-based HRM: a Global Forum for Empirical Scholarship
doi: 10.1108/ebhrm-10-2018-0062
The purpose of this paper is to examine the relationship between employees’ perceptions of organizational support for employee health (OSEH) and employees’ turnover intention and job performance, with a focus on the possible mediating roles of affective commitment and wellness program participation in these relationships.Design/methodology/approachData were collected from surveys of employees at a public university that provides employees with a variety of wellness program options. Conditional procedural analysis was conducted to test the model.FindingsResults showed that employees’ perceptions of OSEH positively related to both turnover intention and job performance and that affective commitment fully mediated the relationships between OSEH perceptions and both dependent variables.Research limitations/implicationsCross-sectional data were collected on OSEH, affective commitment, employees’ intent to remain in the organization and job performance. Future studies based on panel data would be helpful to establish the causal relationships in the model.Practical implicationsOur findings show that employees’ perceptions of OSEH are likely to affect behavioral outcomes through affective commitment, suggesting that managers should ensure that employees are aware of organizational support for health promotion. Our findings also suggest that organizations move beyond a focus on design of wellness programs to include an emphasis on the overall OSEH.Originality/valueThis research study is the first empirical examination on the two possible channels through which organizational health support may influence employees’ intent to remain and job performance – participation in wellness programs and affective organizational commitment. The results are of value to researchers, human resource management managers, employees and executives who are seeking to develop practices that promote employee health at the workplace.
Do SHRM and HPWS shape employees’ affective commitment and empowerment?Para-González, Lorena; Jiménez-Jiménez, Daniel; Martínez-Lorente, Ángel Rafael
2019 Evidence-based HRM: a Global Forum for Empirical Scholarship
doi: 10.1108/ebhrm-01-2019-0004
The purpose of this paper is to investigate the role of affective commitment and empowerment as mediators in the relationship among high-performance work systems (HPWS) and organizational performance. Different inconsistencies found in the literature review shows the need to take into account certain mediating variables, such as employees’ behaviors and attitudes, to understand how human resource management (HRM) facilitates the achievement of organizational results.Design/methodology/approachA sample of 200 medium-sized Spanish organizations was examined through partial least squares modeling methodology.FindingsAs hypothesized, a proactive strategic HRM approach in an organization can be translated in a series of human resources practices systems of high-performance, which stimulate directly employees’ affective commitment and promote empowerment among them, getting to better results in employees’ performance and in organizational performance.Originality/valueThis research shows that affective commitment and empowerment play a determinant role as mediators in HPWS and performance relationship, providing a deeper understanding of the alignment of strategy and HRM practices for organizational success.
Abusive supervision, co-worker abuse and work outcomes: procedural justice as a mediatorRamdeo, Shalini; Singh, Riann
2019 Evidence-based HRM: a Global Forum for Empirical Scholarship
doi: 10.1108/ebhrm-09-2018-0060
Based on the social exchange theory and the reactance theory, the purpose of this paper is to investigate the effects of workplace abuse from two sources. The study explores the linkage between abusive supervision and co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit as mediated by procedural justice. Furthermore, this study extends understanding workplace abuse consequences by investigating its effects on organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization.Design/methodology/approachTo test the proposed hypotheses, a cross-sectional research design was used. The sample comprised 500 employees working in various private and public sector organizations in the Republic of Trinidad and Tobago. Using a split-sample approach, mediation analyses were performed on the test and validation samples.FindingsThe research results showed that procedural justice mediated the relationship between abusive supervision and affective and normative commitment, organizational citizenship behavior directed to individuals and intention to quit. Procedural justice was found to mediate the relationship between co-worker abuse and affective and normative commitment, and intention to quit.Originality/valueThis study extends previous academic studies on workplace abuse by comparing the effects of abusive supervision and the lesser researched source of co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit. It also reports on the effects of each source on an employee’s organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization, as there is limited empirical research within the workplace abuse literate on these two dimensions.
External career mentoring and mentor turnover intentionsRenn, Robert W.; Steinbauer, Robert; Huning, Tobias Michael
2019 Evidence-based HRM: a Global Forum for Empirical Scholarship
doi: 10.1108/ebhrm-02-2019-0012
Although studies have improved understanding of the relation between external career mentoring and mentor work outcomes, an important question remains regarding whether this mentoring function influences mentor turnover intentions. The purpose of this paper is to investigate the impact of career mentoring outside the workplace on mentor turnover intentions.Design/methodology/approachData were collected from 101 working business professionals in the southeastern USA at two points in time who provided career mentoring to business student protégés in an eight-month university sponsored mentoring program.FindingsAs hypothesized, moderated mediation analysis indicated that amount of external career mentoring negatively related to mentor turnover intentions and that the indirect effect of external career mentoring on mentor turnover intentions via mentor work engagement was stronger when both mentor protégé satisfaction and meeting frequency were high vs low. A two-way interaction revealed that mentors reporting higher protégé satisfaction had lower turnover intentions when meeting frequency was high vs low.Originality/valueThe findings help clarify the external career mentoring and mentor turnover intentions relation and have valuable theoretical implications for research on the benefits external mentoring can provide mentors. They also have practical implications for using external mentoring to enhance mentor work engagement and reduce mentor turnover intentions.