企业慈善对员工态度与行为影响的跨案例研究

慈善是企业履行社会责任的最高级形式。随着战略慈善理念的兴起,慈善对企业自身的价值创造路径逐渐受到学者的青睐。针对现有研究主要从外部视角展开的局限性,本文另辟蹊径探究企业慈善对内部员工态度与行为的影响,运用跨案例研究方法,通过深度访谈和问卷调查4家慈善积极型企业和2家慈善消极型企业,比较后发现,企业慈善对员工工作投入、工作满意度、组织承诺、组织公民行为具有重要的促进作用,对员工的反生产行为具有抑制作用。相比之下,企业内部慈善比外部慈善更能够对员工发挥积极的影响作用。建议企业重视慈善的战略价值,在做好外部慈善的同时不应忽视内部慈善。     

The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes

Although research has shown that the use of high‐performance work systems (HPWS) is associated with employee outcomes, our knowledge of the meanings employees attach to HPWS systems and how these shape employee outcomes is still limited. This study examines the signalling impact of enacted HPWS on HR well‐being and HR performance attributions, and how these influence happiness‐ and health‐related outcomes. Using multilevel data (1,065 employees nested within 150 work units) obtained from multiple sources (line managers and employees), our results show that coverage of HPWS was positively associated with the two HR attributions. In addition, HR well‐being attributions were associated with higher levels of commitment and lower levels of job strain. HR performance attributions were associated with higher levels of job strain. The findings of this study highlight the importance of taking into account how employees attach meaning to enacted HPWS in order to predict employee outcomes.     

THE EFFECTS OF EMPLOYEE OWNERSHIP ON EMPLOYEE ATTITUDES: AN INTEGRATED CAUSAL MODEL AND PATH ANALYSIS*

Research on employee-owned organizations to date has utilized alternative theoretical perspectives and has examined varying attitudinal outcomes. This study reviews previous research and attempts to integrate the findings into a causal model that combines the results of prior studies. the resulting causal model was tested empirically with a sample (N= 181) of employees from a firm that adopted an employee ownership programme. Financial value of the ESOP was positively related to satisfaction with the ESOP plan, but was not related to other attitudinal variables. Perceived influence from ownership was positively related to ESOP satisfaction, job satisfaction, and organizational commitment. ESOP satisfaction, job satisfaction, and organizational commitment were negatively related to turnover intention. ESOP satisfaction and turnover intention were related to actual employee turnover behaviour over an extended time period.     

The impact of perceived corporate social responsibility on organizational commitment and the moderating role of collectivism and masculinity: evidence from China

This study examines the relationship between employee perceptions of corporate social responsibility practices and their organizational commitment. Hierarchical regression analysis was utilized to analyze survey data on 280 employees from five export-oriented manufacturing firms in China. Employee perceptions of corporate social responsibility practices towards internal stakeholders were found to relate positively to their organizational commitment. In contrast, employee perceptions of corporate social responsibility practices to external stakeholders had a nonsignificant or marginally significant impact on organizational commitment. In addition, the collectivism and masculinity orientations of employees were found to moderate this relationship. These findings provide an insight into how corporate social responsibility practices may be utilized to motivate diverse groups of employees within China-based organizations.     

All for one and one for all: A mechanism through which broad‐based employee stock ownership and employee‐perceived involvement practice create a productive workforce

Drawing on social identity theory, this research frames a multimediational model that delineates how broad‐based employee stock ownership (BESO) and employee‐perceived involvement practice in tandem yield a productive workforce at the organization level. In our theoretical model, we propose that social cohesion and voluntary turnover are collective attitudinal and behavioral outcomes resulting from the shared perception of we‐ness that employees experience through both participatory practices. Our path analysis of a multisource, time‐lagged dataset from 176 large U.S. companies revealed the sequential mediating roles of social cohesion and voluntary turnover between these organizational practices and labor productivity. Our theoretical claims and empirical evidence will contribute to a systematic understanding of how and why BESO and employee involvement leverage greater organizational productivity from employees.     

The impact of psychological ownership on employee retention in mergers and acquisitions

Research has demonstrated that turnover rates among employees and executives in the acquired firm are much higher during an M&A event. Recent empirical and review articles on M&A have also shown that employee retention/turnover can best be understood by looking at psychological attributes and perceptions of M&As, thus drawing significant attention to the psychological and ‘human’ side voids to theoretically exploit and enhance understanding of people-related problems in M&A endeavors. In this article, we develop a moderated mediation model and propose that acquired firm employees' psychological ownership is positively related to acquired firm employees' retention through the direct and mediating effects of employees' commitment and involvement in M&A. We also propose that the effect of acquired firm employees' psychological ownership on employees' commitment and involvement and, ultimately, acquired firm employees' retention is moderated by loss of acquired firm autonomy. We also discuss implications for theory and practice, as well as future research directions of such an employees' psychological ownership perspective on retention effects.     

Understanding employee preferences for investing in employer stock: evidence from France

In this article, we broaden the focus of existing research on employee stock purchase plans by analysing employee preferences for investing in employer stock as a construct distinct from actual investment behaviour. In our analysis of original survey data in a sample of 900 employees in four French companies, we find that employee preferences are influenced by two common cognitive heuristics (representativeness and familiarity), organisational commitment, the perceived quality of corporate communications about these plans and perceived managerial commitment to employee ownership. We did not find, however, that risk aversion, turnover intentions or perceived employee involvement in decision making influenced preferences for investing in employer stock. Our findings have both theoretical and practical implications for understanding and operating these types of employee benefit plans, which are becoming more common across the globe.     

Improving corporate biodiversity management through employee involvement

This paper presents an empirical examination of the role of employee involvement in the internalization of corporate biodiversity management. A qualitative study in natural resource companies was conducted, based on semi‐directive interviews with managers, consultants, and experts in this area. The findings show that employee involvement is essential to improve biodiversity practices in natural resource companies, which largely rely on organizational citizenship behaviors for the environment. The role of tacit knowledge, voluntary initiatives, and prevention of harmful behaviors in the workplace are highlighted. The main obstacles to the internalization of biodiversity issues include their complexity, the lack of corporate commitment, the externalization of initiatives, and the lack of training for employees. The contributions to the literature on corporate environmental management, internalization of new practices, and organizational citizenship behaviors for the environment are explained. Managerial implications and avenues for future research are also provided.     

The role of human resources in ethics/compliance management: a fairness perspective

Many large corporations now have formal programs for managing ethical behavior and legal compliance. But the often minor role of human resources (HR) in companies' ethics management efforts is problematic. This is because ethics management efforts are likely to raise questions of fairness, and trigger a fairness heuristic among employees that can generate important outcomes for the ethics program specifically and the organization generally. Relying on research on fairness in organizations and corporate ethics practices, we explain why the extensive involvement of HR in corporate ethics programs is important to the perceived fairness, and thus the likely outcomes (e.g., employee commitment), of those programs.     

Working for a higher purpose: A theoretical framework for commitment to organization-sponsored causes

We explicate the theoretical foundations of employee commitment to organization-sponsored causes—voluntary, socially responsible practices or programs espoused by an organization—as targets of employee commitment. Although scholarly interest in organization-sponsored causes is increasing, little is understood about the mechanisms for employee involvement in organization-sponsored causes, since the motives and context for participation may differ significantly from participation in such causes outside of work. We propose that commitment to organization-sponsored causes can be conceptualized in terms of affective and normative mindsets and suggest that these mindsets, both separately and in combination, influence employees' behavioral support for the cause. We also draw upon the theory of planned behavior to suggest that employee perceptions regarding how an organization supports employee participation in the cause may influence their behavioral support for the cause. Finally, we describe the interrelationships among commitment to the organization-sponsored cause, employees' behavioral support for the organization-sponsored cause, and organizational commitment.     

Dual Commitment: Contract Workers in Australian Manufacturing Enterprises

A growing trend in employment practices is for firms to concentrate on their core functions and outsource peripheral activities. While an assessment of the economic benefits of outsourcing has been the subject of a number of research projects, little attempt has been made to evaluate the impact of such practices on employee commitment. This is the purpose of this paper. The central questions are can employees be committed to their employer and to their host enterprise, and what determines each form of commitment? The research is based on a survey of employees working for a major labour hire firm. The key finding of the research is that employees can have a dual commitment, although different factors influence commitment to the employer and to the host firm.     

Employee involvement and group incentives in manufacturing companies: a multi-level analysis

The effects of employee involvement and group incentives on organisational commitment and turnover intention were examined using data from a survey of over 4,000 employees in 29 manufacturing companies. Using the mediated moderation model, we investigated the moderating role of capital intensity on the relationships between employee involvement and group incentives and these outcomes, and the mediating role of organisational commitment on the effects of employee involvement and group incentives on turnover intention. The findings revealed that employee involvement is more effective in capital-intensive companies than in labour-intensive companies, but group incentives are more effective in labour-intensive companies. The moderated effects on turnover intention were mediated through organisational commitment. Implications for company policies and future research are discussed.     

Moderating effect of employee perception of responsible downsizing on job satisfaction and innovation commitment

Abstract

Firms strive to innovate and enhance their competitive advantage. However, firm innovation relies on employee willingness to innovate. Therefore, how job satisfaction motivates employees to innovate has become a crucial topic. Additionally, for firms implementing a downsizing strategy to achieve a competitive edge, employee perception of downsizing may moderate the effect of employee job satisfaction on innovation commitment. To investigate the relationships between critical variables and employee innovation, we studied 277 nonsupervisory employees and three groups of stakeholders in a company and employed quantitative and qualitative methods to examine our research construct. The results revealed that job satisfaction regarding direct supervisors, pressure at work, peer relations, support of family, and health substantially affected employee innovation commitment. Employee perception of responsible downsizing strategy altered the influence of these factors. The findings of this research construct can guide organizational research and managerial practices.     

Enhancing firm performance through internal market orientation and employee organizational commitment

Considering the importance of retaining key staff and managing the negative impact of high labor turnover on firm performance, this study investigates the notion of internal market orientation (IMO) as an employee management tool for helping companies retain employees and leverage performance via their organizational commitment. Drawing on data from three different managerial respondents in 275 companies based in China, the findings demonstrate the precedential effect of IMO on corporate performance through employees’ organizational commitment and retention. Interdepartmental relationship and interdepartmental communication, together with ownership types are identified as potential moderating variables, which may vary IMO’s effectiveness in the framework. This study provides scholars and practitioners with empirical evidence of IMO’s contribution to different industries and markets. Building on a western perspective, this study extends the literature in an emerging market context and specifically has implications for managing Chinese employees.     

Employee buyouts and employee involvement: a case study investigation of employee attitudes

This article investigates the association between employee share ownership (ESO) and employee involvement (EI) in an employee‐owned firm.Based on data from the firm’s employers and employees, the article concludes that the mere presence of share ownership is no guarantee on increased involvement for employees, highlighting instead the significance of other variables.     

The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects

In order to improve our understanding of mediating variables inside the ‘black box’ of the firm's labour management, this paper examines the relationship between high-performance work system (HPWS) practices and employee attitudes. Using a randomly selected, national population sample, clear evidence was found for a positive relationship between HPWS practices and the attitudinal variables of job satisfaction, trust in management, and organizational commitment, implying that HPWS can provide win-win outcomes for employees and employers. However, the study also tests – from an employee perspective – the ‘complementarities thesis’ and finds negative interaction effects among HPWS practices. This strengthens the argument that there are likely to be limits to the positive outcomes of HPWSs for employees. Evidence of sequencing in the employee attitudinal responses to HPWSs was also found, with job satisfaction as the key mediating variable.     

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.     

Human Resource Management,Employee Exchange Relationships,and Performance in Small Businesses

In this study, the authors examine the effects of commitment‐based human resource management practices on the performance of small businesses. These effects are examined through the mediators of employee involvement and quit rates. In addition, they contribute to arguments that the effect of human resource management practices on performance takes place through the establishment and support of exchange relationships with employees. Using responses from CEOs and employees of small businesses, their results indicate that human resource practices in small businesses that are based on leaders' views of employee commitment are positively related to revenue growth and perceptions of performance. Further, the authors found that employee involvement and quit rates mediate these relationships.     

Fine‐tuning what we know about employees' experience with flexible work arrangements and their job attitudes

Prior research has generally found positive relationships between flexible work arrangements (FWAs) and employee attitudes. However, we know relatively little about organizational contingencies that affect the strength of these relationships, as there is little multilevel, multicompany research on FWAs. This study explores three aspects of employees' experience with FWAs—perceived availability of the number of FWAs, different types of FWAs, and actual use of FWAs—and their corresponding effects on employee job satisfaction and organizational commitment. Using a large multicompany data set (1,799 companies, 17,895 workers), we found that employees who perceive more FWAs available to them have higher job satisfaction and organizational commitment, especially in organizations that report offering fewer formal FWA policies. Among different types of FWAs, perceived availability of flexible scheduling is more positively associated with job satisfaction than flexible location and hours, and both flexible scheduling and location are more positively associated with organizational commitment than flexible number of hours. We also found that employees who actually use flexible scheduling have lower job satisfaction and organizational commitment than those who have it available but do not use it. The theoretical contributions and practical implications of these findings are discussed.     

Organizational change cynicism: The role of employee involvement

Organizational change efforts can bring about a range of outcomes: some intended, such as organizational survival and profitability, and some unintended, such as heightened levels of organizational change cynicism (OCC) among employees. This article focuses on processes for managing OCC: we examine the role of information sharing and involvement in decision making as ways to lessen employee reports of OCC. While both of these strategies have the potential to be effective, they rest on a significant assumption—namely, that employees will enthusiastically embrace any opportunities to become involved. In this research, we investigate this assumption through an analysis of the relationship between an employee's willingness to become involved (”active orientation”) on employee reports of their OCC. We find, using data from 1,214 public‐sector employees, that an active orientation toward involvement plays a significant role as a moderator in reducing employee reports of OCC. The findings suggest that HR practitioners concerned about OCC should encourage their line managers to adopt a participatory style of management (information sharing, involvement in decision making), especially in those workplaces where employees are more likely to embrace the opportunities for involvement. © 2008 Wiley Periodicals, Inc.