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.     

Assessing job crafting competencies to predict tradeoffs between competing outcomes

We introduce the job crafting competency construct and apply it to predict tradeoffs between competing outcomes that are inherent in job crafting, like performance and well-being or engagement and withdrawal. Job crafting competencies are the clusters of individual knowledge, skills, and abilities that are necessary to achieve personal objectives through effective job crafting problem-solving. We create a framework of job crafting competencies consisting of comprehensive/simplistic heuristic information use and approach/avoidance problem-solving skills. In Study 1, we operationalize competencies as profiles demonstrated through an aptitude-oriented assessment that predicts differences in outcomes. Five distinct profiles emerged in a sample of 174 workers. The high-volume analytic problem-solving profile was associated with higher performance and strain, while the ambivalent acquiescence profile was associated with lower performance and strain. The practical problem-solving profile minimized tradeoffs between performance and strain. Rapid problem-solving and low-volume analytic problem-solving profiles were variants in between these other patterns. Study 2 used a survey of 323 workers to support the uniqueness of the five competencies, and their relationships with approach/avoidance job crafting, engagement, and withdrawal. The research identifies a new job crafting individual difference (job crafting competencies) to delineate outcomes and tradeoffs according to unique competency profiles.     

Drivers of work engagement: An examination of core self-evaluations and psychological climate among hotel employees

Many practitioners consider employee engagement a new human resource practice through which business can cope with uncertain and turbulent industry conditions. However, the hospitality academic community is still in need of finding predictors of employee engagement. The purpose of this study was to provide theory-based empirical evidence on whether employee evaluations of self (i.e., core self-evaluations) and perceptions of organizational work environment (i.e., psychological climate) affect employee engagement. Kahn's theory of three psychological conditions and Demerouti and her associates’ job demands–resources model were used for theoretical frameworks. Data were collected from 394 hotel line-employees and managers in the United States. Results of hierarchical multiple regression analyses revealed that core self-evaluations and four components of psychological climate (i.e., customer orientation of the management, managerial support for service, internal service, and information-sharing communication) were positively associated with employee engagement. Managerial implications for human resource practice and future research directions are provided.     

New employee orientation,role-related stressors and conflict at work: Consequences for work attitudes and performance of hospitality employees

Combining role theory with theories on hindrance stressors and intragroup conflict, we develop a model of the attitudinal and behavioral consequences of new employee orientation in hospitality organizations. We test hypotheses about main and mediated effects in this model, using data from a sample of 156 recently hired hospitality interns and applying a longitudinal approach, with data collection shortly after organizational entry and several months later. Results suggest that employee orientation is negatively related to two hindrance stressors: role ambiguity and role conflict. Role ambiguity predicts a range of attitudinal outcomes and the relationship is partially mediated by relationship conflict. In addition, role ambiguity is negatively related to task performance. Role conflict predicts hospitality employees’ job attitudes and this relationship is fully mediated by relationship conflict. We discuss important theoretical and practical implications of these findings for human resource management in hospitality firms.     

Job reallocation in Korean manufacturing: 1984–2014

This paper investigates the patterns of job reallocation in Korean manufacturing during the period 1984–2014. Utilizing establishment-level data from the Mining and Manufacturing Survey, we construct job flow measures and document the trend of job reallocation and test its efficiency. We first find that the pace of job reallocation has diminished since the Asian Financial Crisis. Although jobs were reallocated from less productive to more productive establishments overall, we find that the productivity-enhancing effect has also diminished over time. Although recessions are known to be periods of intense reallocation and restructuring, job reallocation was not particularly more efficient during recessions in Korea. It even decreased during the Great Recession of 2008 because the exit probability of low-TFP establishments was reduced.     

Effects of employees’ opportunities to influence in-store music on sales: Evidence from a field experiment

The effects of in-store music on consumer behavior have attracted much attention in the marketing literature, but surprisingly few studies have investigated in-store music in relation to employees. By conducting a field experiment in eight Filippa K fashion stores in Stockholm, Sweden, we investigate whether it is beneficial for store owners to give employees more opportunities to influence the in-store music. We randomly assigned the stores into a treatment group and a control group, with the employees in the treatment stores having the opportunity to influence the in-store music through an app developed by Soundtrack Your Brand (SYB). The experiment lasted 56 weeks and sales data were also gathered 22 weeks before the experiment, resulting in a total of 4626 observations. Our results show that sales decreased by 6% when the employees had the opportunity to influence the music played in the store, and the effect is driven by a reduction in sales of women's clothing. Interviews with the employees revealed that they had diverse music preferences, frequently changed songs, and preferred to play high-intensity songs. Employees thus seem to make choices regarding the in-store music that reduce sales, implying that store owners might want to limit their opportunities to influence the background music.     

我创新因为我是主人翁:心理所有权对创新行为影响机制的被调节中介研究

以华南地区40个制造型企业的529名员工为样本,通过构建被调节的中介模型,分析心理所有权对创新行为的影响以及该影响的具体作用机理。研究发现:心理所有权对创新行为存在显著正向影响;义务感知在心理所有权对创新行为的影响过程中具有显著中介作用;工作压力在义务感知对创新行为的影响过程中具有显著负向调节作用;工作压力对整个中介模型具有显著负向调节作用。     

Job insecurity,employability and health: an analysis for Germany across generations

In this article, we use 12 waves of the German Socio-Economic Panel (GSOEP) to examine the relationship between job insecurity, employability and health-related well-being. Our results indicate that being unemployed has a strong negative effect on life satisfaction and health. They also, however, highlight the fact that this effect is most prominent among individuals over the age of 40. A second observation is that job insecurity is also associated with lower levels of life satisfaction and health, and this association is quite strong. This negative effect of job insecurity is, in many cases, exacerbated by poor employability.     

Active ageing beyond the labour market: evidence on the role of intrinsic and extrinsic rewards at work

‘Active Ageing’ strategies aim to foster the participation of seniors in the society. Although economic literature has extensively studied the incentives for seniors to increase their labour supply, little is known about the motivations for older people to complement labour with other forms of social participation. This article provides empirical evidence of the role of intrinsic and extrinsic rewards received at work in the supply of formal and informal productive activities of 50- to 65-year-old workers. The results show that workers with higher levels of intrinsic rewards received at work, such as skill development opportunities and decision latitude, are more likely to participate in social activities outside the labour market. Extrinsic rewards on the other hand, like advancement perspectives, job security and pay, appear independent from both formal and informal social participation.