Talent management and organisational justice: employee reactions to high potential identification

We examined how perceived distributive and procedural justice affected the relationship between an employee's identification as a high potential (drawn from archival data), job satisfaction and work effort. A questionnaire was distributed within one large company among employees who were and employees who were not identified as a high potential (n = 203). The results indicated that perceptions of distributive justice were significantly higher for employees identified as a high potential. Moreover, perceived distributive justice fully mediated the relationship between an employee's identification and his or her level of job satisfaction. The results also revealed that perceptions of procedural justice moderated the relationship between perceived distributive justice and work effort. Theoretical and practical consequences of these findings are discussed.     

Accounting for geographical variance in the union satisfaction gap

Evidence of spatial variance in the relationship between trade union membership and job satisfaction is limited. Using three nationally representative data sets, we examine lower levels of satisfaction among union members and considers how this relationship varies geographically across the nations and regions of Great Britain. The analysis demonstrates that the union satisfaction gap can largely be accounted for by relative characteristics of union members and the jobs that they hold. However, there is evidence of geographical variance. The union satisfaction gap is generally found to be highest within Scotland and North of England. Despite high levels of union membership, evidence of a union satisfaction gap in Wales is relatively weak. These differences relate to differences in the perceptions of industrial relations among employees across these areas, which appear to be related to geographical variance in worker heterogeneity.     

Examining transformational leadership,job satisfaction,organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees

Leadership, job satisfaction, organizational commitment and trust have become important processes for healthcare management in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. Considering the rapidly changing healthcare technology and higher levels of occupational complexity, healthcare organizations are increasingly in need of engaging in leadership development in any given area of expertise to address ever-changing nature of the industry and the delivery of quality of care while remaining cost-effective and competitive. This paper investigates the perceptions of both public servants and private sector employees (outsourcing) on transformational leadership, organizational commitment, organizational trust and job satisfaction in Turkish healthcare industry. Additionally, the paper analyzes the predictability of organizational commitment based on employee – both public servants (physicians, nurses, administrative personnel and other healthcare professionals) and private sector employees (outsourcing) (auxiliary services such as administrative assistants, security personnel, kitchen, laundry and housekeeping employees) – perceptions of transformational leadership, job satisfaction and organizational trust. Using a survey instrument with items adopted from the transformational leadership inventory (TLI) [Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142], the organizational commitment questionnaire [Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage], the organizational trust inventory (OTI) [Cummings, L. L., & Bromiley, P. (1996). The occupational trust inventory (OTI): Development and validation. In R. Kramer & T. Tyler (Eds.), Trust in organizations: Frontiers of Theory and Research (pp. 302–330). Thousand Oaks, CA: Sage] and job satisfaction survey (JSS) [Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the job satisfaction survey. American Journal of Community Psychology, 13, 693–731], this quantitative study was conducted among 2108 healthcare employees (public servants and private employees) in two large government hospitals in Turkey. The study findings indicate a significant difference between the public servants and private sector employees in terms of their perceptions on two dimensions of transformational leadership (being an appropriate model, providing individualized support), overall transformational leadership and one dimension of job satisfaction (communication). The two dimensions of job satisfaction – operating procedures and communication – as well as organizational trust were the significant predictors of organizational commitment of public servants, whereas the two dimensions of leadership – individualized support and fostering the acceptance – as well as the two dimensions of job satisfaction – promotion and contingent rewards – and organizational trust were the significant regressors of organizational commitment of private sector employees. In addition, there is a significant difference between the predictors of the dimensions of organizational commitment (transformational leadership, job satisfaction and organizational trust) in terms of public servants versus private sector employees. Finally, organizational trust has a significant effect on overall organizational commitment as well as its three dimensions for public servants and private employees.     

Cross‐cultural differences on work‐to‐family conflict and role satisfaction: A Taiwanese‐British comparison

The aim of this research was to explore relations between work and family demands and resources, work‐to‐family conflict (WFC), and work and family outcomes in a cross‐cultural comparative context involving Taiwanese and British employees. Two‐hundred and sixty‐four Taiwanese employees and 137 British employees were surveyed using structured questionnaires. For both Taiwanese and British employees, work and family demands were positively related to WFC, whereas work resources were negatively related to WFC. Furthermore, WFC was negatively related to family satisfaction. More importantly, we found that nation moderated relationships between work resources and WFC, WFC and work, and family satisfaction. Specifically, work resources had a stronger protective effect for Taiwanese than British in reducing WFC, whereas WFC had a stronger detrimental effect on role satisfaction for British than Taiwanese. It is recommended that both culture‐general and culture‐specific effects should be taken into consideration in designing future WFC research and familyfriendly managerial practices. © 2010 Wiley Periodicals, Inc.     

Where hukou status matters: analyzing the linkage between supervisor perceptions of HR practices and employee work engagement

This paper highlights the interaction between intended human resource (HR) practices as perceived by supervisors and status similarity between supervisors and employees as a key source of variation in employee work engagement among 298 employees reporting to 54 supervisors at a luxury Chinese hotel. Using a multi-level, process-oriented approach to examine the relationship between intended HR practices by supervisors and engagement as perceived by employees, we show (1) that the interaction of supervisor perceptions of HR practices and supervisor–subordinate hukou (place of origin) status similarity is positively related to employee reports of Leader–member exchange (LMX), HR practices and work engagement; (2) that the interaction of supervisor perceptions of HR practices and hukou status similarity influences employee perceptions of HR practices through LMX; and (3) that the interaction of supervisor perceptions of HR practices and hukou status similarity influences work engagement through employee perceptions of LMX and HR practices. Theoretical and practical implications are discussed.     

In the eye of the beholder: Employee sexual orientation,perceived supervisory support for life beyond work and job satisfaction

We adopt congruence theory to compare perceptions of lesbian, gay and bisexual (LGB) and heterosexual employees between perceived supervisory support on life beyond work (LBW) and job satisfaction and the effect of life‐to‐work conflict (LWC). Using the 2011 UK WERS data and applying multilevel modelling, we find no incongruence between the two groups of employees on job satisfaction. We find a significant perceptual incongruence in the relation between supervisory support on LBW and job satisfaction. While the relation was positive for both groups, it was stronger for heterosexual than LGB employees. We also find significant perceptual incongruence when we add LWC. Specifically, as LWC increases, the positive relation between supervisory support on LBW and job satisfaction becomes stronger for LGB than heterosexual employees. This last finding may be the most interesting as it may place the concept of identity‐based conflict primarily in the life‐to‐work domain of LGB employees.     

Employee perceptions of corporate partnership: An affective-moral quid pro quo

An affective-moral quid pro quo model provided the framework to test the relationship between worker satisfaction, perceptions of employees' citizenship behavior, and corporate commitment to moral-ethical ideals. A total of 198 full-time employees from a wide variety of work settings anonymously completed questionnaires. More than half of the respondents held management or supervisory positions; the number of males and females was nearly equal. Participants who indicated high satisfaction with work, promotions, and co-workers, and who viewed employees in their work setting as altruistic, perceived their organization as committed to employee welfare, employee rights, product quality, and as good corporate citizens.     

Organizational public value and employee life satisfaction: the mediating roles of work engagement and organizational citizenship behavior

Abstract

Building on Meynhardt’s public value concept, which has been developed to make transparent an organization’s contributions to the common good, we investigate the influence of organizational common good practices in the perceptions of employees (measured as public value) on employees’ work attitudes and life satisfaction. The proposed model is tested on a sample of 1045 Swiss employees taken from the 2015 Swiss Public Value Atlas data-set. Study findings reveal that organizational public value is positively related to employee life satisfaction, and that this relationship is partially mediated by work engagement and organizational citizenship behavior. Further, we show that employee common good orientations strengthen the positive impact of organizational public value on employee work engagement and organizational citizenship behavior. Results also provide evidence that the indirect effects of organizational public value on employee life satisfaction via work engagement and organizational citizenship behavior are stronger at higher employee common good orientation levels.     

Compensation or Right: An Analysis of Employee “Fringe” Benefit Perception

Past research suggests that employee perceptions of the benefits provided to them by their organization can influence employee attitudes. Three factors that appear to influence the perception of benefits by employees are benefit satisfaction, benefit importance, and the perceived motive of the organization in providing the benefit to employees. However, it also appears that some benefits are perceived as rights that are owed to employees by the organization. This study proposes and tests a model of benefit perception that incorporates all of these factors. Results suggest that benefit satisfaction and the perceived motive of the organization in providing a benefit both have a direct relationship with employee attitudes. The perceived right status of a benefit appears to moderate this relationship.     

Disability status,individual variable pay,and pay satisfaction: Does relational and institutional trust make a difference?

Although prior research suggests that disabled employees have different needs in the context of some HRM practices, we know little about their reactions to reward systems. We address this gap in the literature by testing a model using the 2011 British Workplace Employee Relations Survey (disabled employees, n = 1,251; nondisabled employees, n = 9,959; workplaces, n = 1,806) and find that disabled employees report lower levels of pay satisfaction than nondisabled employees, and when compensated based on individual performance, the difference in pay satisfaction is larger. We suggest that relational (derived from trust in management) and institutional (derived from firm‐wide policies and HRM practices, both intended to provide equitable treatment to disabled employees) forms of trust play important roles. The results of multilevel analyses show that when trust in management is high, the difference in pay satisfaction under variable pay is reduced. We find just the opposite for employees who work in organizations with a formal disability policy but without supportive HRM practices; the gap in pay satisfaction is exacerbated. However, the combination of the presence of a firm‐wide policy and HRM practices reduced the difference in pay satisfaction. Implications of the findings for theory, future research, and management practice are discussed.     

Friend or Foe? The effects of contingent employees on standard employees' work attitudes

Using data from a large-scale national survey of employers and employees in Britain, we examine the impact of the presence of contingent employees on work attitudes of standard (full-time, indefinite-term) employees. Drawing on differing explanations for the increased use of contingent employment arrangements, we derive competing hypotheses about how this use affects standard employees' work perceptions and attitudes, and explore the impact of a number of potentially intervening factors. We find that contingent employees have little effect on standard employees' perceptions of work overload, but strongly reduce perceived job security, which in turn, mediates the negative effects of contingent employees on job satisfaction and organizational loyalty.     

Exploring the identity and reputation of departmental groups: whose opinions matter most to their members?

This article focuses on perceptions of a collective's contribution identity (i.e. how its own members view the effectiveness of its contributions towards organisational goals) and contribution reputation (i.e. how the rest of an organisation views its contributions), and how they are associated with the job satisfaction of its members. Data from 187 employees across 10 organisational departments was used to test competing hypotheses developed from three different theoretical perspectives. Results suggest that satisfaction was positively linked to member beliefs about their department's contributions to organisational success. Reputation had a positive impact on satisfaction only when it is derived from individuals from other departments that a department interacted frequently with.     

The predictability of normative organizational commitment for turnover in Chinese companies: a cultural perspective

While many researchers have shown that affective organizational commitment is the most valuable predicator for organizational outcomes, such as job satisfaction, the value of normative organizational commitment in predicting working behaviour needs to be clarified. Additionally, indices of organizational outcomes used in prior studies were almost always the employees' perceptions of and attitudes towards organizations, rather than actual behaviour. The current research aims to investigate the impact of normative organizational commitment on an employee's turnover, rather than attitudes or perceptions. A total of 242 employees completed questionnaires including the Organizational Commitment Scale, the Organizational Satisfaction Scale, and the Idiocentrism and Allocentrism Scale, and reported the number of organizations they had worked for. Regression analysis revealed that the affective commitment was an important predicator for organizational satisfaction (p < .01) whereas the normative commitment was the most important predicator for employees' job-changing behaviour (p < .01). Idiocentrism and allocentrism had a slight moderating effect upon these relationships. Thus, the different dimensions of organizational commitments have different functions, and more attention should be paid to normative commitment than previously thought. These findings underline the importance of the normative commitment for predicating organizational behaviour, especially in collectivistic contexts. The implications for management are also discussed.     

Beyond bureaucracy? Work organization in call centres

Call centres are a rapidly growing, IT-based channel for service and sales delivery, particularly in the financial services and telecom industries. Although little research has been undertaken on the human resource aspects of call centres, two contrasting images are emerging. The first emphasizes the bureaucratic, constraining nature of these work settings, while the second image points towards worker empowerment characteristic of knowledge-intensive settings. Which of these two images more faithfully portrays the nature of work organization in call centres is the subject of our paper. Drawing on qualitative research undertaken in six call centres and a survey of front-line workers, we show that elements of both models coexist and that a hybrid model predominates. The theoretical basis for this contention, and its institutionalization as mass customized bureaucracy, lies in management's on-going attempts to reconcile two conflicting principles: standardization of processes and customization of products. The paper also explores, as key consequences of mass customized bureaucracy, front-line workers' satisfaction with various facets of their job and their overall job satisfaction, in addition to discretionary work effort. Only in relation to job security and co-worker relations could front-line workers be considered satisfied. Overall, these employees were ambivalent in their responses. They were however more likely to give more discretionary work effort than indicated by their extent of satisfaction. We conclude that, although the existing pattern of work organization may be superior to more bureaucratic forms, it is by no means ideal from the standpoint of either front-line workers or management.     

Family supportive organization perceptions and employee outcomes: the mediating effects of life satisfaction

Social exchange theory was used to understand employee perceptions of organizational support for work–family issues in this study of 373 employees from 40 New Zealand firms. These perceptions of family support were found to positively influence job and life satisfaction, and negatively influence turnover intentions and job burnout. Consequently, there is strong support for firms supporting work–family issues leading employees to reciprocate with superior outcomes. In addition, the mediating effects of life satisfaction were explored, as there have been calls to test the effects of existing relationships outside the workplace. While life satisfaction was not found to fully mediate any attitude, it did partially mediate all outcomes. Similarly, life satisfaction was also a significant predictor of all outcomes. This indicates that the role of firms in providing a supportive work–family climate is important and can consistently contribute to employee outcomes. Furthermore, the role of non-work attitudes is also important to acknowledge, and highlights the need to explore non-work aspects as potential mediators of work outcomes in social exchange relationships.     

Benefits and Disadvantages of Individuals’ Multiple Team Membership: The Moderating Role of Organizational Tenure

Many employees in today’s organizations are involved in more than one team at the same time. Building on the challenge-hindrance stressor framework, this study investigates potential benefits and disadvantages of such multiple team membership (MTM) for individual employees. Furthermore, we extend this framework with insights from the job demands-resources model to propose that, depending on an employee’s organizational tenure, individual MTM will differentially shape his or her perceptions of work challenge and role ambiguity, subsequently influencing the employee’s job performance and absenteeism. We tested our conceptual model using time-lagged multi-source data from a large organization of applied research (N = 1211). Our results demonstrate that, for employees with relatively low organizational tenure, MTM was negatively associated with perceived work challenge and positively associated with perceived role ambiguity, which in turn associated with lower job performance and higher absenteeism. For employees with higher organizational tenure, by contrast, MTM associated positively with their work challenge perceptions and subsequent performance outcomes, whereas MTM was unrelated to perceived role ambiguity as well as absenteeism. These findings identify relevant psychological mechanisms and a key contingency factor that explain when and why MTM may have positive or negative individual-level consequences.     

The role of assessment centers in job satisfaction and organizational commitment: a case of the Korean government

While many studies have shown how assessment centers affect employees’ career success or job performance, these studies do not demonstrate how employees’ attitudes are affected by their perception of assessment centers. This study aims to investigate the influence of employees’ perception of assessment centers on their job satisfaction and organizational commitment, which are the key elements in predicting working behaviors, such as job performance, job involvement, and turnover intentions. To analyze the nature of the influence, 306 employees who had been evaluated by an assessment center in the Korean Rural Development Administration (KRDA) were surveyed. Regression analysis revealed that although there is no influence on their organizational commitment, employees with a positive perception of assessment centers experience higher levels of job satisfaction (p < .01). These results suggest that the positive perception of assessment centers affects the general feeling of organizational members about their work even though it does not affect their emotional attachment to the organization or dedication to organizational values. Thus, assessment centers can be used as a tool not only to select capable candidates but also to yield positive effects on organizational members’ job attitudes.     

How does distributive justice affect work attitudes? The moderating effects of autonomy

Organizational justice has been a frequently used lens for understanding employee attitudes, particularly towards the fair distribution of rewards. This study of 184 New Zealand employees found distributive justice relating to pay, benefits, and rewards to be significantly linked to job satisfaction and turnover intentions. Further, job autonomy was found to significantly interact with these relationships. While employees with high job autonomy reported higher job satisfaction and lower turnover intentions when distributive justice was high, employees with little job autonomy registered significantly larger changes in work attitudes. The findings highlight the importance of felt independence and autonomy over work in the role that justice perceptions play in organizations.     

Work hour congruence: the effect on job satisfaction and absenteeism

This study examines the effect of work hour congruence on employee job satisfaction and absenteeism using a large, longitudinal sample from the Canadian Workplace and Employee Survey (WES). An employee is said to have work hour congruence when they actually work the number of hours that they desire. Results indicate a difference between employees who desire more hours and those who desire fewer hours: employee desire for and receipt of more hours was related to positive changes in job satisfaction, while employee desire for and receipt of fewer hours was related to reduced absenteeism. In addition, the results suggest that employees respond to employers who at least try to meet their needs, those who desired more hours and received some, but not all of these additional hours showed a positive increase in job satisfaction. This study contributes to the literature by using of a precise measure of work hour preference and change, differentiating employees who desire fewer hours from those who desire more and examining both full and partial work hour congruence.     

When do corporate social responsibility initiatives impact on customer-facing employees? Evidence from India and the Netherlands

The vast majority of the extant literature on corporate social responsibility (CSR) has focused on the macro (firm) level of analysis by examining the linkage between CSR and firm-level outcomes. As such, very few studies have focused on the micro (individual) level of analysis. Against this backdrop, the present study focuses on the individual level of analysis thereby contributing to the emerging psychology of CSR literature, which considers employees' perceptions of their employing organizations' social actions as more important than organizations' objective CSR performance (Rupp, Shao, Thornton and Skarlicki (2013), ‘Applicants’ and Employees’ Reactions to Corporate Social Responsibility: The Moderating Effects of First-Party Justice Perceptions and Moral Identity,’ Personnel Psychology, 66, 895–933). Moreover, the study is one of the first examining the role of context in employee attitudes toward CSR. In particular, it builds on the psychology of CSR (e.g. Rupp et al. 2013) literature to propose a research framework that delineates the moderating effects of satisfaction with payment, satisfaction with the job itself and individualism in the relationship between corporate social performance (CSP) perceptions and customer-facing employees' behavioral outcomes. Data are collected from customer-facing employees in two major organizations in the Netherlands and India. Results suggest a complex interplay between CSP perceptions and the two facets of job satisfaction, and that national context is likely to moderate the contingent effects of CSP perceptions on customer-facing employees' behavioral outcomes.