Dysfunctional executive behavior: What can organizations do?

Much has been made of dysfunctional executive behavior in recent years. As such, the purpose of this article is to assist organizations in the design of executive work. To better construct a work environment that diminishes self-serving and unethical behavior, we propose that organizations structure an executive's work around three factors: the accountability environment, managerial discretion, and relationship composition. These factors are used to describe how organizations can better design executives’ work so as to promote more desirable executive behavior. We describe how these factors should be calibrated, as well as how they affect each other.     

Emotional labor's impact in a retail environment

It is essential for organizations to understand and manage salespeople's emotions. By monitoring the effects of emotions on the job, management can promote and enhance its sales force. However, the literature on salespersons' emotions has been largely overlooked. This paper establishes an integrative emotional labor process model to better understand the emotional component of the sales force in a retail context. Specifically, the paper examines the impact of emotional labor and emotional exhaustion in relation to job satisfaction and organizational commitment. Findings suggest that emotional labor predicts both job satisfaction and organizational commitment, while emotional exhaustion only predicts job satisfaction.     

Analysis of the practice of job evaluation in the metal industry in Turkey

Job evaluation's main aim is to establish a fair wage structure. Its main principle is ‘equal pay for equal work’. ‘Metal Industry Job Grouping System’ (MIDS) has been in the metal industry in Turkey for more than 20 years. The results of the practice of the system were measured by the Gini coefficient. By the findings, the average wages of the job groups are different enough from each other by their job groups in the way the wage of the bigger number job group is higher than the smaller except the job group two in the industry. However, the wages are far from the principle ‘equal wage for equal job’ within the same job itself. In addition, the workers make use of bonuses and social benefits. The effect of social benefits of them on the wage structure is positive within the same job group and negative between different job groups within the same company. Nevertheless, the effect of both bonuses and social benefits on the wage structure is negative between the companies because, between them they are different from each other. Job group and seniority affect the wage structure. Seniority has a socio-psychological self-producing dynamic. The distribution of seniorities within the same job group has negative effects on the wage structure. However, this fact for each worker disappears for the long term since the worker of today who has short-term seniority will be the one of tomorrow who has long-term seniority. Therefore, for each worker, the wage structure gets closer to the principle ‘equal wage for equal job’ within the same job group itself over time.     

The roles of service encounters, service value, and job satisfaction in achieving customer satisfaction in business relationships

Along with variables like the service process, perceived service value and customer satisfaction, job satisfaction of service employees plays a vital role in customer evaluation of service result. However, there has been little in-depth research into the nature of this relation, in particular in the context of B2B relations. In the sphere of an organization providing financial intermediation services to the banking sector and on the basis of a literature review, hypotheses are developed which establish the mediator role of service value and the moderator role of job satisfaction of service employees when delimiting customer satisfaction. Reliability and validity analysis give satisfactory results and our conclusions establish firstly that service encounter directly and significantly affects perceived service value which is the final antecedent to customer satisfaction and secondly, that the level of employment satisfaction moderates its effect on service value.     

Some Empirical Evidence of the Efficacy of Job Matching in Urban Labor Markets

Theory predicts that workers in cities are more likely to engage in job search, ceteris paribus, due to market efficiencies associated with greater job density. However, if job search is more efficient in urban markets, then the quality of a given job match should also tend to be higher in cities, ceteris paribus. Employed workers living in cities might then be expected to search less than their nonurban counterparts. In this latter instance, it is not city residency itself that makes search less likely, but rather the positive correlation between city residency and job match quality. Using data from the National Longitudinal Survey of Youth 1979, this prediction is confirmed: The estimated coefficient on an indicator of urban residency is found to be near zero and statistically insignificant in models of employed search that omit proxies for job match quality. When job match proxies are included in the models, the estimated coefficient on urban residency becomes positive and highly significant. This result suggests that workers are not only more likely to engage in employed search in urban labor markets, but also tend to find more productive job matches in cities over time.

REGIONAL TIES AND DISCRIMINATION: POLITICAL CHANGE,ECONOMIC CRISIS,AND JOB DISPLACEMENTS IN SOUTH KOREA, 1997–99

Probing into the incidence of job displacements during the 1997–99 recession period, this study offers theoretically grounded micro‐causal explanations for regional ties and regional discrimination in South Korea. Our statistical analysis reveals the significant impact of a worker's birth region (the basis of regional ties and discrimination) on the layoff process. Native Kyongsang workers are found to have faced higher rates of layoff in Seoul‐Kyongki regional firms than native Jolla workers during the recession period. The Kyongsang–Jolla layoff rate gap is mainly due to differential treatment rather than a difference in observable characteristics. The findings suggest that the problem of regional ties and regional discrimination is more deep‐rooted and widespread in South Korea than previously reported.     

员工援助计划在我国的发展及建议

近年来,员工援助计划逐渐引入我国,但是由于文化观念,管理模式等方面的问题,在发展过程中遇到了一些困难。本文介绍了员工援助计划的概念,回顾了其在中国的发展历程,提出了员工援助计划的实施步骤,总结了当前存在的主要问题,并给出了未来的发展建议。     

Gender differences in the relationship between justice perceptions and job insecurity in hotel outsourcing

Discrimination against women, injustices, and job insecurity are three issues in hotel outsourcing that have not been examined together. This study uses conservation of resource (COR) theory to investigate whether male and female internal staff have lower job insecurity when they perceive external peers’ fair treatment by management or when they perceive such treatment for themselves. Using a pen-and-paper survey, data were collected from 215 internal staff who worked side by side with external peers in 14 Spanish hotels. Results indicate that female internal staff reduce their job insecurity when observing acts of interpersonal justice towards external peers, and male internal staff reduce their job insecurity when perceiving themselves as recipients of acts of procedural justice. No results were found for internal staff who observed acts of distributive justice towards external peers. Findings suggest that job insecurity threatens outsourcing’s success unless different kinds of justice are managed according to gender.     

Virtual interviews vs. LinkedIn profiles: Effects on human resource managers’ initial hiring decisions

This study examined how human resource (HR) managers' assessments of a job candidate's performance in the first virtual interview and his/her LinkedIn profile affect their hiring decisions. Using field data with 44 HR managers' assessments of 400 job candidates' virtual interview performance (Time 1) and their LinkedIn profiles (Time 2), regression analyses reveal that managers' hiring decisions in Time 1 (before checking LinkedIn) is positively affected by interpersonal competence and leadership potential but negatively affected by virtual presence. Virtual presence reduces interpersonal competence's but strengthens leadership potential's positive effects on hiring decisions in Time 1. Having a LinkedIn profile could change managers' decisions. Their hiring decisions in Time 2 become stronger for candidates with a higher overall rating on their LinkedIn profiles but weaker for those with more spelling/grammatical errors. Such findings add to the relevant literature and provide meaningful implications for HR managers and job candidates.     

Estimating the relationship between labour market tightness,unemployment insurance benefits and union election activity

Using detailed data from the US National Labor Relations Board, we find labour market tightness, defined as the ratio of job vacancies to the number of unemployed, has a positive relationship with the likelihood of voting in favour of union representation. Specifically, a 1 SD increase in labour market tightness increases Vote Share in favour and the likelihood of union certification by roughly 1.5% and 3%, respectively. We also find that length of unemployment insurance benefits has a positive relationship with Vote Share in favour. Taken together, these results suggest that workers are more comfortable engaging in pro-union election behaviours when exogenous conditions, like labour market tightness and unemployment insurance benefit duration, shift in a way that more favourably insulates them from unemployment and income risk.