No passage to India? Initial responses of UK trade unions to call centre offshoring

This article focuses on the first wave of call centre offshoring from the UK to India (2002–04). Trade union responses in five case‐study companies are documented. Drawing upon theories of union power resources, including international action, the relative efficacy of these union responses is analysed.     

Macmillan's children? Young workers and trade unions in the early 1960s

The challenge facing unions in recruiting younger workers is a comparatively recent concern, prompted by years of decline. As such, there is very little comparable discussion prior to the 1980s. This article takes a longer view. Using previously unpublished survey data from the early 1960s, we show that patterns of membership and attitudes to unions were more complex than headline figures might suggest. Specifically, we highlight areas of weakness associated with organising strategy at the time, and suggest some implications with subsequent trends. More generally, the data presents a unique insight into the lives of young workers in the early 1960s and their relationship with their trade unions.     

Confirmatory factor analyses of the children’s attitudes and behaviors towards animals scale in two eastern cultural contexts

The purpose of the present study was to investigate the factor stability of the Children’s Attitudes and Behaviors Towards Animals Scale (CABTA) across two eastern contexts: China and Malaysia. Confirmatory factor analyses (CFAs) were conducted on data collected from 700 Chinese mothers and 700 Chinese fathers, and 385 Malay parents of children aged 6–12 years. The CFA results suggested that the model was a good fit for both the Chinese and Malaysian responses. Furthermore, invariance testing showed that although there was factor loading invariance across cultures, the assumption of intercept invariance did not hold. This suggests that although the scale is suitable for use in both cultures, mean comparisons across contexts could be problematic. The internal reliabilities for the Typical and Malicious cruelty subscales were adequate across the samples. All findings show that the CABTA is a promising scale for international use.     

What role does culture play? A look at motivation and job satisfaction among hotel workers in Brazil

Job satisfaction has been associated with positive organizational outcomes such as increased employee productivity, higher innovation and reduced turnover, all of which are linked to improved firm performance. Motivation is considered to be a primary determinant of job satisfaction. Yet little research has focused on the links between motivation, job satisfaction and the impact of culture in the workplace. This qualitative research uses Herzberg's Two-Factor Theory of Motivation to assess job satisfaction in the Brazilian hotel industry. The results partially support the theory and suggest that culture influences the degree of job satisfaction.     

Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?

This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation-oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect.     

Are there major differences in the attitudes and service quality of standard and seasonal employees? An empirical examination and implications for practice

Despite the increased use of seasonal employees by organizations, few studies have been completed on the attitudes and service quality of seasonal office workers. Using Lautsch's classification model, we analyzed the organizational context in which the standard and seasonal workers in this study were employed. Hypotheses were developed based upon the organizational analysis and social exchange theory. Results from archival data obtained from a web‐based organizational survey of 205 clerical and professional workers indicated contrary to expectations, standard and seasonal employees did not significantly differ in terms of perceptions of overall job conditions, perceived organizational support (POS), or job engagement. However, seasonal employees did report significantly fewer opportunities to work on challenging tasks, less comfortable physical working conditions, and less job security than the standard workers. As predicted, standard employees reported significantly higher levels of service quality performance than seasonal employees. Additionally, job engagement mediated the relationship between POS and service quality for both the standard and seasonal employees. Implications for managing seasonal employees are discussed.     

Do transformational-oriented leadership and transactional-oriented leadership have an impact on whistle-blowing attitudes? A longitudinal examination conducted in US federal agencies

The benefits of effective leadership practices have often been examined. However, little is known about how these practices impact the perceptions of agency employees regarding whistle-blowing. For instance, only two cross-sectional studies were found to examine an association between transformational leadership (the most often studied leadership practice) and whistle-blowing attitudes. To extend these studies, we examined the relationship between transformational-oriented leadership behaviours and whistle-blowing attitudes using panel data. The findings revealed that transformational-oriented leadership increased the extent to which employees in agencies felt they could disclose wrongdoing without facing retaliation. Transactional-oriented leadership was also found to have a positive effect on these whistle-blowing behaviours; however, the effect size was smaller. The implications of these findings are thoroughly discussed in the article.