组织内员工关系与知识共享——基于工作关系与私人关系区分视角的实证分析

较正式的工作关系和非正式的私人关系是组织内员工间的两类基本关系,然而现有研究在探讨员工关系与知识共享间关系时,很少对这两类关系加以区分,对它们与员工知识共享间的作用机制缺乏足够的解释,文章对这一问题进行了初步探讨。在理论分析基础上,构建了员工工作关系、私人关系与知识共享间关系的概念模型,并讨论了作为情境变量的组织知识管理战略对上述关系的影响。基于问卷调查数据,对上述理论模型进行了实证检验,研究发现:工作关系和私人关系对员工知识共享都有显著的正面影响;工作关系在私人关系和员工知识共享间发挥中介作用;"人"导向的知识管理战略在私人关系和工作关系间发挥正向调节作用,并通过工作关系的中介作用对员工知识共享产生影响。最后,探讨了实证分析结果的理论意义和实践启示,并指出了进一步研究的方向。     

Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality

The purpose of this multi-level study is to examine how servant leadership affects both employee creativity and team innovation. Drawing from social identity, in particular, relational identification theory, we found on the basis of a two-nation Asian sample of 154 teams that servant leadership promotes individual relational identification and collective prototypicality with the leader which, in turn, fosters employee creativity and team innovation. In addition, our study suggests that the mediated effect of leader identification is strongest when team climate for innovation is high.     

Follow the trails: A path to systematically designing corporate alumni programs

Organizations today are facing increasing amounts of turnover and evolving labor markets. When employees leave they become corporate alumni, which initial research suggests are an important and valuable part of an organization’s network. Corporate alumni can provide value as brand ambassadors, a source of employee referral, as a return employee (i.e. boomerang), or through knowledge sharing. One way to establish a strong network of alumni and achieve some of these benefits is to establish a corporate alumni program (CAP). Although CAPs are increasingly being recognized as beneficial for organizations, little is known about how to systematically design and implement these programs to enhance the likelihood of success. In this article, we utilize instructional systems design processes to offer guidance for how to strategically develop CAPs. We analyze existing programs to highlight common elements and use this research as a basis for creating the TRAILS typology, a way to designate practices for CAP implementation. We also suggest ways to evaluate and determine whether these programs are successful.     

员工帮助计划服务机构的运营现状及发展趋势

通过问卷的方式,本文对国内员工帮助计划服务（EAP）机构进行调查分析,研究结果表明EAP服务机构规模以50人以内的小型公司为主,从业人员具有本科及以上学历的占78%,他们的客户主要集中在机构制造、通信、金融等行业产品包括心理咨询、培训等,未来的EAP服务将向整合生理、心理、健康生活方式及主观幸福感提升的服务方向发展。     

Downsizing and the changing role of HR

This paper examines the changing role of HR in the specific context of downsizing. It highlights the key dilemmas facing HR professionals - on the one hand, the contribution of HRM to the achievement of business results has come under increasing scrutiny and, on the other hand, most of the challenges of downsizing are people-related issues that require sophisticated HR interventions. The paper reports the key findings of a pilot study conducted in sixty organizations in the UK that downsized in the last three years. The key conclusion of the study is that the role of HR has become wide ranging, covering the strategic as well as implementation aspects. The clear message from the study suggests that, unless there is alignment between the two aspects, the envisaged benefits of downsizing are unlikely take place. Key challenges facing HR professionals are managing middle managers, managing careers and managing employee expectations. There are indications to suggest that the process role of HR is likely to become more important in the medium and longer terms.     

Employee perspectives on communication and consultation: findings from a cross-national survey

Highlighting the ongoing significance of national models of employment relations, this paper examines whether variation in communication and consultation practices between countries is reflected in employee perceptions. Drawing upon a survey of around 3,500 employees in four European countries – France, Germany, Italy and the UK – the paper explores whether workers' views on various aspects of communication and consultation are similar or different. It finds that there are certain similarities, with particular types of information and forms of communication being valued across the countries. However, differences are also identified. It is suggested that national institutions may well shape employee expectations about the nature of communication and consultation, feeding through to how satisfied they are with these processes.     

That's Not Fair!

ABSTRACT

Organizational commitment has been shown to be significantly negatively related to employee turnover. Given the high incidence of employee turnover in the hospitality industry, practitioners and academics alike should be focused on a more complete understanding of this phenomenon. The present study is an exploration into the identification of the relationships among organizational commitment, job satisfaction, and organizational justice. The study was conducted with employees of a major casino-hotel. Results indicated that organizational justice has an indirect positive impact on organizational commitment by working through job satisfaction. Practical implications and suggestions for future research are discussed.     

Why is hospitality employees’ psychological capital important? The effects of psychological capital on work engagement and employee morale

This study examines work engagement as a partial mediator of the effect of psychological capital (PsyCap) on employee morale in a sample of hotel employees. A survey was carried out with 312 front-line staff from 15 five-star hotels in Seoul, Korea. A one-month time-lag design (Time 1: PsyCap and work engagement; Time 2: employee morale) was used to reduce potential common method bias. The hypothesized relationships in the model were tested using structural equation modeling. The results suggest that work engagement partially mediates the effect of PsyCap on job satisfaction and affective organizational commitment. Specifically, front-line employees with high PsyCap are more engaged with their work and more likely to display job satisfaction and affective organizational commitment. The study concludes with a discussion of its empirical findings, strengths, theoretical contributions, and practical implications. Limitations and their implications for future studies are also reviewed.     

The effect of participative management on organizational performance: the case of Taiwan

The aim of this study is to investigate the impact of participative management on the behaviour of employees and the financial effectiveness of the enterprise. The analytical data are based on the survey of 308 Taiwan enterprises. Multiple regression results show that both suggestion system and labour-management committee have a positive impact on employees' behaviour in terms of turnover and absenteeism rates. Likewise, the quality control circle (QCC) and profit sharing have a positive impact on organizational effectiveness as seen in profit and revenue growth rates. However, employee stock-ownership plans and grievance-handling systems have negative effects on both performance indicators - employee behaviour and organizational effectiveness. The practical implications are also discussed.     

Influence of food safety training on grocery store employees’ performance of food handling practices

Food safety training is a method utilized by retail food stores to provide their managers with needed knowledge on how to prevent food borne illnesses, applying Hazard Control Analysis Critical Control Point (HACCP) principles, and help in understanding the requirements of the FDA Food Code as well as state and local food safety policies. For food safety training to be effective, employee behavior must be assessed following training in order to reduce the risks of foodborne illness. The purpose of this study was to determine the effectiveness of manager training and how this training impacted the grocery stores’ performance related to hot/cold self-serve bars. Three grocery store chains were recruited and each chain selected 15 stores to be observed pre- and post-training during set-up, lunch, and tear-down of the bars. After the pre-training observation, managers from eight stores per chain attended a food safety training course (training group), while managers from the remaining seven stores received no additional training (control group). Following the training, all stores were observed to collect post-training data. The information from the observations indicated that the training did not cause a significant change in store performance for a majority of the observed categories. Many state policies only call for training and certification of managers in retail food service establishments. This study showed that it may be time for these policies to be changed to include employee training and certification as well.