Salesperson's innovation resistance and job satisfaction in intra-organizational diffusion of sales force automation technologies: The case of South Korea

One of the rapidly growing areas in industrial marketing is the application of sales force automation (SFA) technologies to help improve the efficiency of the sales force task. What is often overlooked is that there are some potential negative effects related to SFA technologies that arise when these innovations are forcefully adopted on the individual salesperson. This study empirically examines the psychological and social antecedents of salespeople's resistance toward SFA technologies in South Korea. Unlike previous studies that only looked at adoption, this studies adds to the literature on SFA technologies by looking at resistance toward innovation in the post-adoption or intra-organizational diffusion stage. This study looks at the direct and indirect relationships between innovation resistance and some key constructs such as job satisfaction, job performance, self-efficacy, group-efficacy, innovativeness, and peer usage. This study represents also one of the very few empirical studies conducted on sales force behavior in South Korea and as such may offer some insights on sales force management in collectivist cultures.     

Job generation and new and small firms: Some evidence from the late 1980s

This paper adopts a components of employment change methodology and examines the process of job generation in the late 1980s for three contrasting regions of the United Kingdom. The emphasis in the analysis is on the contribution of new and small firms to regional manufacturing employment growth. The results indicate the important role of new and small indigenous firms in the job generation process, particularly in Northern Ireland, in the period 1986–90. However, the level of displacement associated with these job creations is sufficiently high to cause concern about the longterm sustainability of these trends. The paper concludes by arguing that policies designed to stimulate new firm formation and small firm growth are not in themselves sufficient to promote growth.     

Scheduling jobs with values dependent on their completion times

The paper concerns two scheduling problems with job values and losses of job values (costs) dependent on job completion times. In the first problem, we consider scheduling jobs with stepwise values in parallel processor environment. In the stepwise value, there is given a number of moments at which the job value decreases and between them the job value is constant (thus, the value deteriorates over time). The maximized criterion is the total job value. We prove strong NP-hardness of a single processor case of the problem and construct a pseudo-polynomial time algorithm for a special case with fixed number of unrelated parallel processors and fixed number of common moments of job value changes. Additionally, for uniform and unrelated parallel processors we construct and experimentally test several heuristic algorithms based on the list strategy. The second problem is a single processor one with piecewise linear losses of job values (the loss increases over time). The minimized criterion is the total loss of job value. We prove strong NP-hardness of the problem and existence of a pseudo-polynomial time exact algorithm for its special case. We also construct some heuristic algorithms for this problem and verify experimentally their efficiency.     

The extension of two-factor model of justice： Hierarchical regression test and sample split

The purpose of this research is to test social capital as a moderating role in the relationship between organizational justice （distributive ＆ procedural） and （personal ＆ organizational） outcomes within the two-factor model. The two-factor model is a concept introduced by Sweeney and McFarlin （1993） who explained that distributive and procedural justices have different influences on outcomes. In the two-factor model, the effects of distributive justice on personal outcomes are more dominant compared with procedural justice. On the other side, procedural justice will be more accurate to predict the organizational outcomes compared with distributive justice. This model is based on U.S.A. setting research. Empirically, that model is not always supported in the field. The different empirical results indicate that the model is not universal cross population, but more dependent on individual differences. Based on theoretical studies, social capital is the individual differences that important in explaining human in cognition and behavior. This research is done in Indonesian setting where the researcher gathered 426 samples of full-time private university employees in Yogyakarta. In general, the result supported the hypothesis that high or low social capital will make differences in the relationship between organizational justices and personal organizational outcomes.     

农民工工伤保险模式设计与仿真

农民工工伤保险模式要求在政府统一的农民工社会保障体系下,实行缴费资金先由省市政府统一管理、再逐步发展为全国统一的管理体系,实行单位缴费,个人不承担。文章在重点调查研究农民工工伤保险现状基础上提出合理的工伤保险缴费和待遇新模式,并进行计算机仿真计算,检验设计的模式是否科学、合理和可操作的。     

How the COVID-19 pandemic affected hotel Employee stress: Employee perceptions of occupational stressors and their consequences

This study sought to examine the impacts of the global coronavirus pandemic on hotel employees’ perceptions of occupational stressors and their consequences. Paired t-tests and structural equation modeling were applied to examine the responses of 758 hotel employees in the United States. The findings showed that occupational stressors after the outbreak of the pandemic consisted of three domains: traditional hotel-work stressors, unstable and more demanding hotel-work-environment stressors, and unethical hotel-labor-practices-borne stressors. The impacts of these stressors differed from the hypothesis that traditional hotel-work stressors positively affect job satisfaction and organizational commitment. The findings showed that job satisfaction and organizational commitment significantly explained job performance, subjective well-being, and prosocial behavior, but they did not significantly influence turnover intention. Hotel employees’ pre-pandemic perceptions of occupational stressors and their consequences also differed significantly from their perceptions after the pandemic had broken out.     

COVID-19: The effects of job insecurity on the job engagement and turnover intent of deluxe hotel employees and the moderating role of generational characteristics

COVID-19 has caused an unprecedented crisis in all industries around the world. This study sought to verify that job insecurity, as perceived by deluxe hotel employees, significantly affects their job engagement and turnover intent and to determine the moderating effect of generational characteristics. The finding showed that perceptions of job insecurity had negative effects on the engagement of deluxe hotel employees. Also, employees’ job engagement can decrease turnover intent. The engagement of employees fully mediated the relationship between perceptions of job insecurity and turnover intent, and job insecurity caused by COVID-19 had a greater influence on Generation Y than Generation X in reducing job engagement, indicating that the negative impact of job insecurity is higher in Generation Y.     

Smart technology and service employees’ job crafting: Relationship between STARA awareness,performance pressure,receiving and giving help,and job crafting

Owing to the rapid spread of smart technology, artificial intelligence, robotics, and algorithms (STARA), service jobs are being replaced by these technologies. Despite the potential effect of STARA awareness on employee outcomes, surprisingly few studies have explored its role service employees' work outcomes. Addressing this gap, our research assessed the mediating relationship between STARA awareness, performance pressure, and job crafting, as well as the moderating effects of help-receiving and help-giving on this relationship. We conducted a quantitative study for 301 South Korean service employees using surveys collected at two points in time. The results indicated that service employees' STARA awareness positively affected job crafting through performance pressure. Furthermore, the association between STARA awareness and performance pressure was more prominent for higher levels of help-receiving than for lower levels of help-receiving. Help-receiving further moderated the indirect effect of performance pressure on the STARA awareness and job crafting relationship. While the mitigating effect of help-giving was not supported, we observed a significantly positive association between STARA awareness and performance pressure only when help-receiving was high and help-giving was low. These findings contribute to the literature on technology in the retailing sector by uncovering how STARA awareness affects service employees’ performance pressure and job crafting and the roles played by help-giving and help-receiving in this relationship.     

Are social media bad for your employees? Effects of at-work break activities on recovery experiences

Since social media has become a fundamental part of the daily activities of people, the purpose of this study was to explore social media use by focusing on job demands that may explain why employees perceive social media are vital for them at work. Further, this study seeks to understand how employees use social media at work to experience recovery. Questionnaires were collected from current frontline hospitality non-managerial and managerial employees in the United States. Structural equation modeling was employed to analyze data. Results of the study confirm that at-work break activities including social and non-media break activities can be a channel for employees to experience recovery and deal with job demands. Moreover, the results suggest that at-work break activities are an important mediator between job demands and recovery experiences. Social media break activities also moderated the mediation effect of non-social media break activities between job demands and recovery experiences.     

An exploratory study on factors contributing to job dissatisfaction of retail employees in India

The study aimed to explore factors contributing to job dissatisfaction among frontend retail employees in India. It broadly contributes to the problem of talent retention and employee turnover which is one of the biggest challenges of the Indian retail industry. The study adopted mixed-method approach to inductively identify the contextual factors leading to job dissatisfaction. Qualitative data were analyzed using grounded theory approach followed by a survey based quantitative study, using exploratory factor analysis, confirmatory factor analysis and structural equation modeling to validate the qualitative findings. Qualitative study revealed seven factors-customer aggression, abusive supervision, perceived job image, perceived unethical climate, lack of autonomy, work exhaustion and inter-role conflicts contributing to job dissatisfaction. Findings of quantitative study showed all factors except lack of autonomy were significantly related to job dissatisfaction. Theoretical contributions, managerial implication, limitations, and scope for future work are discussed.