scholarly journals Does workplace partnership deliver mutual gains at work?

2017 ◽  
Vol 41 (4) ◽  
pp. 797-823 ◽  
Author(s):  
George Saridakis ◽  
Yanqing Lai ◽  
Stewart Johnstone
Keyword(s):  
Organizational Performance ◽  
Employee Voice ◽  
Negatively Associated ◽  
Work Related ◽  
Hr Practices ◽  
Job Flexibility ◽  
Team Briefing

This article uses a large matched employer–employee dataset to assess the outcomes of workplace partnership for British firms and workers, and the HR practices associated with ‘mutual gains’. The findings suggest that HR practices which promote employee voice and participation can deliver mutual gains for both employees and employers, but that it is the combination of direct and indirect participation which appears to be most useful in generating superior outcomes for all stakeholders. However, some practices such as high levels of job flexibility and team briefing procedures are found to be negatively associated with work-related attitudes and/or organizational performance.

Employee voice and organizational performance: Team versus representative influence

2010 ◽  
Vol 63 (3) ◽  
pp. 371-394 ◽  
Author(s):  
Jaewon Kim ◽  
John Paul MacDuffie ◽  
Frits K Pil
Keyword(s):  
Organizational Performance ◽  
Labor Productivity ◽  
Positive Impact ◽  
Organizational Outcomes ◽  
Employee Voice ◽  
Negative Interaction ◽  
Worker Productivity ◽  
Work Related ◽  
European Tradition ◽  
Low Levels

This article explores the effects of team voice and worker representative voice, as well as their interaction, on labor productivity. We examine team voice in terms of team influence on key work-related issues and representative voice via the degree of worker representatives’ influence on multiple collective voice issues. We thus build on the European tradition of examining both direct and indirect voice and their implications for valued organizational outcomes. We find that neither type of voice bears a significant relationship to labor productivity when examined solely but that team voice significantly contributes to enhanced worker efficiency when considered in conjunction with representative voice. In examining the interaction of the two types of voice, we find that a combination of low team and low representative voice leads to inferior labor efficiency compared to other conditions. We also find a negative interaction between team voice and worker representative voice, supporting an interpretation that these types of voice do not complement each other with respect to worker productivity. The positive impact of each type of voice is significantly stronger at low levels of the other type of voice.

Mediating Effect of Organizational Commitment Between Islamic Human Resource Practices and Organizational Performance Among Islamic Banks of Bangladesh

2018 ◽  
Vol 15 (2) ◽  
pp. 54-65
Author(s):  
Bablu Kumar Dhar ◽  
Rosnia Masruki ◽  
Mahazan Mutalib ◽  
Hatem Mohammed Rahouma ◽  
Farid A. Sobhani ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Stock Exchange ◽  
Reliability And Validity ◽  
Mediating Effect ◽  
Islamic Banks ◽  
Hr Practices ◽  
The Impact

This paper aims at exploring the impact of Islamic human resource (HR) practices on organizational performance though organizational commitment. Data were collected from randomly selected 170 branch managers of six Islamic Banks listed on Dhaka Stock Exchange of Bangladesh. After collecting data, descriptive analysis and structural equation model were done to examine reliability and validity of the model. By analysis, the study finds that Islamic HR practices have more significant impact on organizational performance though organizational commitment rather than the direct effect of Islamic HR practices to organizational performance. The findings of the study advocate that Islamic banks should emphasize more on Islamic HR practices and organizational commitment to uphold their organizational performance.

Does psychological empowerment condition the impact of public service motivation on perceived organizational performance? Evidence from the US federal government

2021 ◽  
pp. 002085232110089
Author(s):  
Jae Young Lim ◽  
Kuk-Kyoung Moon ◽  
Robert K. Christensen
Keyword(s):  
Organizational Performance ◽  
Federal Government ◽  
Public Service ◽  
Psychological Empowerment ◽  
Public Service Motivation ◽  
Psychological State ◽  
Work Related ◽  
The Us ◽  
Us Federal Government ◽  
The Impact

Although the relationships between public service motivation and work-related outcomes are contingent on an employee’s psychological state, little empirical evidence exists on whether psychological empowerment conditions the relationship between public service motivation and perceived organizational performance in public organizations. This study addresses this gap by examining data from the 2010 US Merit Principles Survey on psychological empowerment’s moderating role between public service motivation and the perceived achievement of organizational goals, as well as the perceived quality of work-unit products and services in the US federal government. First, the findings indicate that public service motivation and psychological empowerment improve both of these perceived organizational performance measures. Second, the findings indicate that the link between public service motivation and perceived organizational performance is slightly enhanced when public employees feel more psychologically empowered. Points for practitioners This article offers practical lessons for practitioners who are concerned about improving organizational performance. Emphasizing the importance of psychological empowerment in strengthening the link between public service motivation and perceived organizational performance, the article suggests a critical need to cultivate psychological empowerment in the public sector, which has been under heavy pressure to do more with less in a rapidly changing environment.

scholarly journals What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

2020 ◽  
Author(s):  
Nadeem Akhtar ◽  
Syed Muhammad Azeem ◽  
Abdullah F. Bassiouni ◽  
Teoh Kok Ban ◽  
Adbulkhaliq Alvi
Keyword(s):  
Saudi Arabia ◽  
Organizational Performance ◽  
Employee Commitment ◽  
Industrial Sector ◽  
Performance Data ◽  
Mediating Role ◽  
Hr Practices ◽  
Structured Questionnaire

A structured questionnaire was used to collect data on HR practices, employee commitment, and organizational performance. Data was collected from the 759 employees of the industrial sector in Saudi Arabia.<br>

The Dawn of Paternal HR

2018 ◽  
Vol 7 (1) ◽  
pp. 27-44 ◽  
Author(s):  
Muhammad Abdullah ◽  
Salman Iqbal
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Employee Performance ◽  
System Modeling ◽  
Interactive Effects ◽  
Employee Behavior ◽  
Dynamic Approach ◽  
Role Identification ◽  
Hr Practices ◽  
Behavior Outcomes

The purpose of this article is to explore and investigate the effects of paternal HR practices on the employee behavior outcomes. There is dearth of knowledge research on paternal HR practices in Pakistan, its effect on employee outcomes and organizational performance. The authors have applied a system dynamic approach to explore the interactive effects of paternal HR practices on employee behavior. The paternal HR practices effect the employee job quitting intentions. The paternal HR practices improve the employee loyalty and commitment towards the manager and organization. It induces selfless employee behavior, enhances leader identification, increases social exchange, and fosters the trust. Trust and loyalty bonds an employee in psychological relation with an organization and a manager, leading to employee commitment. The better role identification leads to improved employee performance. Nonetheless, the proposed system of paternal HR practices helps the organizations influence employee behavior strategically, which can help reduce employee turnover. The value of this article lies in the understanding gained about the interactive effects of paternal HR practices on employee resignation with the help of system modeling and learning from the simulation outcomes.

scholarly journals Perceived Organizational Support: A Literature Review

2019 ◽  
Vol 9 (3) ◽  
pp. 155 ◽  
Author(s):  
Li Sun
Keyword(s):  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Research Progress ◽  
Management Communication ◽  
Hr Practices ◽  
Leadership Management ◽  
Organizational Fairness ◽  
Employee Characteristics

Perceived organizational support (POS), which reflects the organization’s value on employees’ contributions and concern for employee benefits, is an important tool to help organizations establish favourable relationship with employees and motivate employees work hard. This paper aims to make a review of POS concept and the variables related to POS. Research results showed that perceived organizational support emphasizes organizational commitment to employees and is a unilateral relationship. Perceived organizational support is related to employees’ reduced absenteeism, increased job satisfaction, happiness, organizational citizenship behaviour and organizational performance, and also influenced by organizational fairness, working conditions, HR practices, employee characteristics, leadership, management communication. Besides, this paper summarized the measures to improve perceived organizational support, such as supportive or high commitment HR practices, fairness, superior and co-worker supports, employee empowerment. This study helps researchers understand the latest research progress in perceived organizational support.

Increasing the cost of participation: red tape and public officials’ attitudes toward public participation

2020 ◽  
pp. 002085232094231
Author(s):  
Koen Migchelbrink ◽  
Steven Van de Walle
Keyword(s):  
Public Participation ◽  
Organizational Performance ◽  
Structural Equation ◽  
Point Of View ◽  
Equation Modeling ◽  
Public Officials ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Negatively Associated ◽  
Red Tape

Red tape is seen as a destructive organizational force that reduces public officials’ motivation and curtails organizational performance. By increasing the time, cost, and effort required to inform the public and coordinate participation, red tape has also been said to reduce public officials’ positive attitudes toward public participation. However, research on the effects of red tape on public officials’ attitudes toward public participation remains inconclusive. This study examines how the lack of functionality and compliance burden of rules affect public officials’ attitudes toward public participation. Using cross-sectional survey data of n = 862 municipal public officials and a structural equation modeling approach, this study finds that public officials’ perceptions of the lack of functionality of rules are positively associated with attitudes toward public participation, and that perceptions of the compliance burden of rules are negatively associated with attitudes toward public participation. Points for practitioners • Red tape affects public officials’ attitudes toward public participation. • The compliance burden of rules is negatively associated with public officials’ attitudes toward public participation. • The perceived lack of functionality of rules is positively associated with public officials’ attitudes toward public participation. • The effects of red tape are multifaceted and should be examined from a multidimensional point of view.

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