Relationship between perceptions of corporate social responsibility and organizational cynicism: the role of employee volunteering

This study explores the role of positive corporate social responsibility (CSR) perceptions of employees in reducing cynicism toward the organization. As employee involvement in CSR activities through volunteering could influence the perceptions of CSR among employees, the moderating impact of employee volunteering on the relationship between CSR perceptions and cynicism is also tested. Considering that managers and non-managers can have different perceptions of CSR and organizational realities, the relationship between CSR and organizational cynicism is compared among managerial and non-managerial staff working in large organizations. The analysis of 348 questionnaires collected from 191 managers and 157 non-managers showed that positive perceptions of CSR were negatively correlated with organizational cynicism for both managers and non-managers, with significantly stronger negative correlations among managers. Employee volunteering did not significantly moderate the relationship between CSR and organizational cynicism in both groups. The implications of these results on human resource management theory and practice are discussed.     

Selecting people based on person‐organisation fit: Implications for intrateam trust and team performance

Teamwork is widely adopted in organisations. Although much evidence indicates that using person‐organisation (P‐O) fit as a selection criterion benefits individual employees, little is known about how this practice influences team functioning. Drawing on the input‐mediator‐outcome model and the research on value congruence, this study built and tested a model that links P‐O fit in recruitment to work teams' performance. Based on data collected from team members, team leaders, human resources managers, and chief executive officers in 96 firms, we found that P‐O fit in recruitment had a positive relationship with team performance and that intrateam trust mediated the relationship between P‐O fit in recruitment and team performance. Further, this mediated relationship existed only when the organisation had a weak, rather than strong, respect‐for‐people culture. This study contributes to the P‐O fit and team literature and has practical implications for human resources practices and team management.     

How UK universities engage with their local communities: a study of employer supported volunteering

• In 2000, the UK Prime Minister pledged that employers should be encouraged to release staff for 1 day a year to undertake volunteering activity. Many and varied programmes are being set up to assist employees to volunteer, whether during work hours or in their own time. This is called employer supported volunteering (ESV). This paper discusses the increasing use of ESV and aims to provide an understanding of the key concepts of this phenomenon. An E‐mail survey was completed of all 122 universities in England, Scotland, Wales and Northern Ireland. University websites linked to volunteering for staff and students were also examined. Responses were received from 65 institutions (a response rate of 53%). This initial research reveals that university commitment to ESV varies across the sector. Many universities support staff volunteering and informally encourage links with the local community through voluntary activity but only seven institutions had developed a formal policy allowing staff time off work to volunteer. From this initial research, three best practice universities have emerged and their activities are discussed. The next stage in this project is to research the areas identified and to explore the extent of volunteering by university staff and staff attitudes to volunteering with a view to provide a full picture of ESV in the UK university sector.

Copyright © 2007 John Wiley & Sons, Ltd.     

Looking beyond HRM practices in enhancing employee retention in BPOs: focus on employee–organisation value fit

This paper argues that the effectiveness of HRM practices in tackling employee retention can be enhanced by improving the compatibility between employee and organisational values. We test our hypothesis using structural equation modelling on a sample of 258 employees in business process outsourcing (BPO) firms in the Philippines. The results show that the fit between employee and organisation values positively and partially mediates the effects of HRM practices on employee retention. However, employee–organisation value clash in US-owned BPOs was found to have a negative effect on employee retention. Because employees are less likely to leave when they share similar values as their organisations, HRM practices can be used strategically to improve the employee–organisation value fit to improve retention. The implications of the findings for HR managers of BPOs in developing countries are fully discussed.     

The Peter Principle resuscitated: are promotion systems useless?

The challenge of developing and maintaining an effective organisation is intimately linked with HR activities that include selecting and motivating employees. Many organisations engage in an internal selection process designed to fill upper level positions with employees who have proven their worth at a lower level in the organisation. However, some observers have questioned whether this approach actually results in optimal individual and organisational performance. Using the Peter Principle as a starting point, this article examines the evidence for problems with merit‐based promotions, as well as various explanations that have been advanced for why these problems occur. This article then proposes a new model, based on contemporary management theory and evidence, which addresses the question of why promotions fail.     

Perceptions of HR practices,person–organisation fit,and affective commitment: The moderating role of career stage

In a three‐wave survey study among 487 Dutch university employees, we examined how and when employees' perceptions of high‐performance work practices (HPWP) affect employee affective commitment. We proposed that perceived person–organisation (PO) fit mediates this relationship and that the relationships among perceptions of HPWP, perceived PO fit, and affective commitment differ across career stages. Our results confirm that perceptions of HPWP enhance PO fit perceptions and, in turn, strengthen affective commitment. Moreover, the relationship between perceptions of HPWP and perceived PO fit is only significant among employees in the advancement stage of their careers; however, direct comparison across different career stages reveals no significant differences in the HPWP–PO fit relationship. Furthermore, career stage partly moderates the relationship between PO fit and affective commitment, which is only significant among employees in the maintenance career stage. These findings have important implications for the literature on strategic Human Resource Management and PO fit.     

High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification

In this paper, we examine whether the relationship between high‐commitment human resource (HR) practices and two employee outcomes, quit intentions and organisational citizenship behaviours (OCBs), is contingent on organisational identification. Incorporating insights from both social exchange and social identity theories, we propose that the relationship between high‐commitment HR systems, intention to quit, and OCBs is attenuated when employees strongly identify with their organisation. This proposition was tested and supported with employees of a Swedish relocation company and a Greek shipping organisation. For high identifiers, as perceptions of HR practices deteriorated from high to low, they were associated with smaller increases in quit intentions and smaller decreases in citizenship behaviours. But overall, high identifiers always had lower quit intentions and higher citizenship behaviours than low identifiers, which is managerially reassuring.     

Understanding volunteer motivation for participation in a community‐based food cooperative

Those concerned with social exclusion have increasingly recognised the value of community‐level activities as a basis for the development of disadvantaged communities. Much community development activity is collective and depends on members of the community volunteering to take on tasks and responsibilities associated with the collective action. The long‐term success of these activities is contingent on recruitment of sufficient numbers of volunteers and maintaining their commitment. The purpose of this research was to gain insights into volunteers' motives for participating in a community retail initiative, with a view to understanding the dynamics of their relationship with the enterprise as time passes. A series of in‐depth interviews provided evidence that motivations and factors influencing involvement change over time. Relatively vague ideas of the potential benefits of volunteering that motivated initial involvement were clarified as volunteers gained experience of participating in the enterprise. There was overt recognition of skill development and growth in self‐esteem and confidence that had been gained during the first few months of working on the project and there was anticipation that these would be enhanced through ongoing involvement. The implications of these findings are discussed and some future research directions are proposed. Copyright © 2003 Henry Stewart Publications     

Co‐workers' voice climate and affective commitment towards the team: A test of mediation and moderation

This article examines the consequences of co‐workers' voice climate, defined as a shared perception regarding how individuals who work together within the same unit and who do not have formal authority over each other judge the ability to participate in decision making inside teams. We argue that co‐workers' voice climate may influence individuals' perception of quality of social exchange with the team, operationalised through team–member exchange. These high‐quality exchanges with the team should, in turn, promote higher individual affective commitment towards the team. Furthermore, we hypothesised that the social exchange with the supervisor, operationalised through leader–member exchange, buffers the effect of co‐workers' voice climate on team–member exchange. These hypotheses were tested using a sample of 183 employees belonging to 31 teams. Our findings supported the theoretical model that was proposed, attesting to the importance of considering co‐workers' justice climate in the prediction of individual work attitudes. The theoretical and practical implications of these results are discussed.     

企业志愿者活动:实现CSR的一个有效路径

企业志愿者活动是企业社会责任践行的重要方式与有效路径。有效的企业志愿者活动可以实现多赢,把社会、经济和环境主体与员工的热情以及企业经营需要匹配起来。通过实施志愿者活动,企业将赢得公众的认同与支持,提升良好的企业、产品或服务的形象,还将有利于员工的组织公民行为的产生。良好的效果源于对企业志愿者活动从战略到战术层面的有效管理,有效的企业志愿者活动管理应该以战略定位为基点,系统的计划为前提,有效的组织为关键,适当的控制为重点。     

Benefits and Strategic Outcomes: Are Supplemental Retirement Plans and Safer Driving Related in the U.S. Trucking Industry?

We suggest that a firm's benefits can relate to important organizational outcomes that have strategic implications. We propose a number of mechanisms that could relate benefits to strategic outcomes, including the notion that benefits can help attract and retain the type of employees who are most likely to perform in ways consistent with the firms’ strategies. We illustrate this with the case of supplemental retirement benefits in an actual setting, the long‐haul trucking industry. We report positive organization‐level relationships associated with the management choice of offering these benefits. Our results show that firms offering supplemental retirement plans engage in significantly safer driving practices, as measured by the proxy of driver insurance costs, as hypothesized. These findings show that benefits can be related to outcomes that have strategic implications for the firm. By showing that retirement plans may be of value to organizations, we help to bridge the academic‐practitioner divide and provide motivation and guidance for additional work on this important but underresearched topic. © 2015 Wiley Periodicals, Inc.     

Skills-based volunteering: A systematic literature review of the intersection of skills and employee volunteering

Skills-based volunteering programs sit at the intersection of corporate philanthropy and human resources (HR). These programs enable employees to volunteer their specialized skills to support non-profit organizations, while developing new skills along the way. While these programs are the fastest growing way that firms deliver on their corporate social responsibility strategy, the academic literature has all but ignored them. However, there is ample opportunity to build an understanding of skills-based volunteering from existing research that crosses the realms of employee volunteering and skills. This systematic literature review of 36 peer-reviewed articles forms the basis of this paper, where we provide a definition of skills-based volunteering, and offer a theoretical model to guide future HR research and practice on skills-based volunteering.     

Hiring for Networks: Social Capital and Staffing Practices in Transitional China

This article investigates how firms’ use of social capital criteria in staffing practices has been affected by China's transitional institutional environment and explores the impacts of person‐job fit in the social capital dimension on employees’ performance. Empirical results show that non‐state‐owned enterprises set a higher social capital standard in the hiring process than state‐owned enterprises. Foreign‐invested enterprises outperform other firms in promoting a better match between individuals rich in social capital and the positions that need such resources. In places with intensive market competition, foreign and private enterprises pay even more attention to employees’ social capital when making HR decisions. Moreover, a better match between people and positions from a social capital aspect has a positive impact on employees’ performance. Theoretical and managerial implications are discussed. © 2015 Wiley Periodicals, Inc.     

Sharing knowledge in knowledge‐intensive firms

Knowledge‐intensive firms need to share knowledge held by employees if they are to gain the most from their intellectual capital and compete effectively in the marketplace. Sharing and integrating knowledge within the organisation depends partly on building social capital. However, there are obstacles to this integration because knowledge is often distributed throughout the organisation. This article draws on a detailed study of a single case to examine the ways in which HR policies and processes contribute to overcoming these barriers to sharing knowledge. We highlight the role of HR policies and processes as facilitators of the social capital that interconnects knowledge by focusing on the needs of knowledge workers.     

Enhancing transnational labour solidarity: the unfulfilled promise of the Internet and social media

This article examines the activities of Union Solidarity International (USI), a new UK‐based organisation in the international union arena. USI seeks to encourage and support international solidarity between trade unions and other worker movements around the world by harnessing the dynamism of the Internet and social media. Drawing on a combination of in‐depth semi‐structured interviews, documentary analysis, Google Analytics and social media data, the findings of this case study suggest that USI is successfully developing an international audience in the United States, the UK and Ireland. However, USI's ability to reach beyond English‐speaking countries and mobilise people to engage in collective action appears limited. The article makes an important contribution to the growing literature on social media in industrial relations through analysing the extent to which digital technologies can contribute to effective transnational labour solidarity.     

SOCIAL SECURITY AND RETIREMENT DECISION: A POSITIVE AND NORMATIVE APPROACH*

Abstract Social insurance for the elderly is judged responsible for the widely observed trend towards early retirement. In a world of laissez‐faire or in a first‐best setting, there would be no such trend. However, when first‐best instruments are not available, because health and productivity are not observable, the optimal social insurance policy may imply a distortion on the retirement decision. The main point we make is that while there is no doubt that retirement systems induce an excessive bias towards early retirement in many countries, a complete elimination of this bias (i.e. a switch to an actuarially fair system) is not the right answer for two reasons. First, some distortions are second‐best optimal. This is the normative argument. Second, and on the positive side, the elimination of the bias might be problematic from a political perspective. Depending on the political process, either it may not be feasible or alternatively it may tend to undermine the political support for the pension system itself.     

Why Complementary HRM Practices Impact Performance: The Case of Rewards,Job Design,and Work Climate in a Knowledge‐Sharing Context

The strategic HRM literature suggests that HRM influences employees in combinations of practices that “fit” each other rather than as stand‐alone practices; however, it pays little attention to the underlying individual‐level mechanisms. In contrast, the HRM literature on knowledge sharing examines the influence of single practices on individual‐level knowledge sharing, but fails to include the influence of combinations of practices. We link the idea of fit between practices to employee motivation for knowledge sharing by arguing that rewards may be ambiguous and difficult to interpret, but that such ambiguity may be reduced if rewards are combined with other aligned HRM practices, notably job design and work climate. Thus, fit is established through the ambiguity‐reducing effect of combining specific HRM practices. Accordingly, we test for complementarities among rewards, job design, and work climate in the form of a three‐way interaction among these variables with respect to their impact on knowledge‐sharing motivation. Our analysis of 1,523 employees in five knowledge‐intensive firms shows that employees who are exposed to knowledge‐sharing rewards experience higher levels of autonomous motivation to share when they are simultaneously exposed to a noncontrolling job design and work climate that support knowledge sharing. © 2014 Wiley Periodicals, Inc.     

Socialising employees’ trust in the organisation: an exploration of apprentices’ socialisation in two highly trusted companies

We present here our investigation into how corporate employers deliberately seek to foster and build employees’ trust in the organisation through socialisation tactics. Interestingly enough, such deliberate development of employees’ trust in the organisation has hitherto rarely been addressed in academic research. Using qualitative case study research methods, we have closely observed the trust socialisation process experienced by entrant employees, namely apprentices in two separate and highly trusted German companies. Our findings are consistent with former trust socialisation research in that they indicate the importance of high levels of perceived organisational support and of a convincing communication of organisational values and principles. However, our research emphasises further aspects of trust socialisation, such as psychological empowerment, the efficacy of formal organisational rules and especially sensegiving activities.     

Fit in celebrity–charity alliances: when perceived celanthropy benefits nonprofit organisations

This study investigates the effect of celebrity–charity co‐branding fit on perceived celebrity philanthropy (celanthropy), attitude towards the celebrity and charity, as well as donation intention. We manipulate celebrity–charity functional fit through a 2 (celebrity: comedian vs athlete) × 2 (charity: comedy related vs sports related) factorial design whilst controlling for celebrity credibility (attractiveness, trustworthiness and expertise). Results show that a functional fit between the celebrity and charitable organisation encourages positive altruistic attributions in terms of perceptions of celebrity social responsibility, and egoistic attributions, with regards to celebrity and charity attitudes, and donation intention. Finally, results demonstrate that celebrity–charity fit (athlete (comedian) with sports related (comedy related) charity) can promote positive attitudes towards a celebrity and charity brand, as well as donation intention, with these relationships mediated by perceptions of celebrity social responsibility or philanthropy. Findings from this research are able to aid nonprofit organisations and celebrity brand managers in the creation of effective and persuasive co‐branding alliances. Copyright © 2014 John Wiley & Sons, Ltd.     

Behavioral Effects of Sustainability‐Oriented Incentive Systems

Companies increasingly extend their existing incentive systems by integrating several sustainable performance indicators. Although these ‘sustainability‐oriented’ incentive systems clearly highlight which business objectives should be attained, little is known about the effects that these incentive systems have on employee behavior. Based on signaling theory, social identity theory and a person–organization fit (PO‐fit) perspective, we assume positive relations between sustainability‐oriented incentive systems and employee attraction, motivation and cooperation. Furthermore, we examine whether these relations are moderated by personal attitudes toward corporate sustainability activities as well as the underlying mechanisms at the moderation (mediated moderation). Our experimental results (with students as future employees) do not give support for a general positive relation between sustainability‐oriented incentive systems and employee behavior. However, our data show that a person's attitude toward corporate sustainability activities moderates the link between sustainability‐oriented incentive systems and employee behavior. Additionally, we find PO‐fit perceptions to mediate the interaction effects. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment