scholarly journals Satisfaction with HR Practices and Employee Engagement: A Social Exchange Perspective

2012 ◽  
Vol 4 (7) ◽  
pp. 423-430 ◽  
Author(s):  
Geetha Jose
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Research Literature ◽  
Indian Context ◽  
Term Basis ◽  
Conceptual Paper ◽  
The One

The phenomenon of employee engagement is a major concern in the management circles across the globe. The concept is gaining increasing significance among managers and academic circles in India. In spite of its apparent importance, little research has been hitherto undertaken for identifying the antecedents of employee engagement. On the basis of existing literature, this conceptual paper attempts to define an ‘engaged employee’ as the one who is optimistic, highly focused on his work, enthusiastic and willing to go an extra mile to contribute to sustainable organizational success on a long term basis. The article proposes a relationship between employees’ satisfaction with human resource practices and their level of engagement in the organization. This relationship is explained based on social exchange theory. The article also discusses the importance of employee engagement and its declining levels across the globe. Finally, the present study also notices a dearth of research literature in this domain of human resource management, in Indian context and beyond, and hence it exhorts researchers to carry out relevant studies in this field.

scholarly journals HRM Practices, Workplace Bullying, and Turnover Intention: The Mediating role of Employee Engagement

2018 ◽  
Vol 2 (3) ◽  
pp. 92-95 ◽  
Author(s):  
PAUL DUNG GADI ◽  
Daisy Mui Hung Kee
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Workplace Bullying ◽  
General View ◽  
High Performing ◽  
Mediating Role ◽  
Hrm Practices

Employees are an organization’s main source of growth and success. It is important for an organization to establish and keep long-term relationships with their high performing employees (Gadi & Kee, 2018). Hence, it is necessary for organizations to identify the employees’ turnover intention (Mete & Sökmen, 2016; Abid & Butt, 2017).This article provides a review of HRM practices, workplace bullying and turnover intention. It is argued that both HRM practices and workplace bullying are two important conditions that influence employee’s turnover intention (Razzaghian & Ghani, 2014; Son, 2014). Drawing on social exchange theory, this article suggests that there is a significant relationship between HRM, workplace bullying and turnover intention. Therefore, this article proposes employee engagement could be a potential mediator between HRM practices, workplace bullying, and turnover intention. Suggestions and implications for future study on HRM, workplace bullying, and turnover intention are also suggested. Finally, the motive of the researchers in determining these models and relating them to the researchers’ intent is to provide a general view of what the management needs to know and expect and what are the various avenues available for future consideration to address the acute issues pertaining to workplace bullying, HRM practices, and turnover intention.

scholarly journals An Empirical Study of HR Practices and Employee’s Engagement in Banking Sector

2021 ◽  
Vol 11 (2) ◽  
pp. 185
Author(s):  
Hatem Ali Helal ATEF ◽  
Valliappan Raju ◽  
Rao Tahir Anees ◽  
Luigi Pio Leonardo Cavaliere ◽  
Nordiana Ahmad Nordin
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Data Retrieval ◽  
Well Being ◽  
Private Banks ◽  
The World ◽  
Self Worth

Companies around the world are grappling about how to improve employee engagement in an organization. For businesses to achieve long-term sustainability and well-being, employees must be engaged. Employees accept the job that could help them go through the ladder of their needs starting from the basic needs like security up to self-enhancement, for instance, self-ego or self-worth. Social exchange theory has been selected for this study, because this theory provide knowledge and understanding which is related to the study of employee engagement. This study used quantitative approach. The samples of this research were 132 employees of private banks in Sana’a, Yemen. Data retrieval used a questionnaire and the responses are accumulated through the structured questionnaires.

Employee engagement in non-Western contexts: The link between social resources Ubuntu and employee engagement

2021 ◽  
pp. 147059582110078
Author(s):  
Joy Tauetsile
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Supervisor Support ◽  
Social Resources ◽  
Sub Saharan Africa ◽  
Management Concepts ◽  
The Relationship ◽  
Colleague Support

Underpinned by Social Exchange Theory (SET) this study examines the relationship between social resources and employee engagement using the Ubuntu construct as a mediating variable. Employee engagement conceptualized as a positive work-related mind-set has demonstrated positive association with both supervisor support and colleague support. The study uses data collected from employees in organizations in Botswana (n = 438) to assess the relationship between social resources and employee engagement using Ubuntu as a mediating variable. Using mediation analysis, findings suggest that high levels of Ubuntu enhance the strength of the relationship among supervisor support, colleague support and employee engagement. These findings open significant potential for future studies identifying the cultural peculiarities as well as managerial implications of management concepts such as employee engagement in non-western settings and underlining the importance of the Ubuntu concept in managing staff in a sub-Saharan Africa country.

scholarly journals Beyond agency and stewardship theory: shareholder–manager relationships and governance structures in family firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ann Sophie K. Löhde ◽  
Giovanna Campopiano ◽  
Andrea Calabrò
Keyword(s):  
Social Exchange ◽  
Family Business ◽  
Social Exchange Theory ◽  
Family Firms ◽  
Governance Structure ◽  
Managerial Behavior ◽  
Exchange System ◽  
Content Type ◽  
The One ◽  
Over Time

PurposeChallenging the static view of family business governance, we propose a model of owner–manager relationships derived from the configurational analysis of managerial behavior and change in governance structure.Design/methodology/approachStemming from social exchange theory and building on the 4C model proposed by Miller and Le Breton-Miller (2005), we consider the evolving owner–manager relationship in four main configurations. On the one hand, we account for family businesses shifting from a generalized to a restricted exchange system, and vice versa, according to whether a family manager misbehaves in a stewardship-oriented governance structure or a nonfamily manager succeeds in building a trusting relationship in an agency-oriented governance structure. On the other hand, we consider that family firms will strengthen a generalized exchange system, rather than a restricted one, according to whether a family manager contributes to the stewardship-oriented culture in the business or a nonfamily manager proves to be driven by extrinsic rewards. Four scenarios are analyzed in terms of the managerial behavior and governance structure that characterize the phases of the relationship between owners and managers.FindingsVarious factors trigger managerial behavior, making the firm deviate from or further build on what is assumed by stewardship and agency theories (i.e. proorganizational versus opportunistic behavior, respectively), which determine the governance structure over time. Workplace deviance, asymmetric altruism and patriarchy on the one hand, and proorganizational behavior, relationship building and long-term commitment on the other, are found to determine how the manager behaves and thus characterize the owner's reactions in terms of governance mechanisms. This enables us to present a dynamic view of governance structures, which adapt to the actual attitudes and behaviors of employed managers.Research limitations/implicationsAs time is a relevant dimension affecting individual behavior and triggering change in an organization, one must consider family business governance as being dynamic in nature. Moreover, it is not family membership that determines the most appropriate governance structure but the owner–manager relationship that evolves over time, thus contributing to the 4C model.Originality/valueThe proposed model integrates social exchange theory and the 4C model to predict changes in governance structure, as summarized in the final framework we propose.

scholarly journals IMPLEMENTASI SERVANT LEADERSHIP SERTA DAMPAKNYA TERHADAP SIKAP KERJA KARYAWAN

NIAGAWAN ◽  
2020 ◽  
Vol 9 (2) ◽  
pp. 144
Author(s):  
Tri Wulida Afrianty ◽  
Arina Kusumaningtias ◽  
M. Cahyo Widyo Sulistyo
Keyword(s):  
Servant Leadership ◽  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory

Meskipun penelitian tentang topik kepemimpinan telah banyak dilakukan, namun penelitian serta publikasi yang sistematis tentang servant leadership (kepemimpinan melayani) di Indonesia masih terbatas. Oleh karena itu, dengan menggunakan Social Exchange Theory (Teori Pertukaran Sosial), penelitian ini bertujuan untuk menganalisis pengaruh servant leadership dan peran mediasi kepuasan kerja terhadap employee engagement (keterikatan karyawan) di PT. ASABRI (Persero), Indonesia. Analisis hierarchichal regression (regresi hirarkikal) digunakan untuk menguji hipotesis penelitian ini dengan bantuan software SPSS versi 25. Hasil penelitian ini menunjukkan bahwa: 1) servant leadership memiliki pengaruh yang signifikan terhadap employee engagement, 2) servant leadership memiliki pengaruh signifikan terhadap kepuasan kerja 3) kepuasan kerja memiliki pengaruh yang signifikan terhadap employee engagement 4) kepuasan kerja terbukti memiliki peran mediasi pada pengaruh servant leadership terhadap employee engagementKata Kunci: Servant Leadership, Kepuasan Kerja, Employee Engagement, Social Exchange Theory

Creating an Engaged Workforce

2016 ◽  
Vol 44 (2) ◽  
pp. 225-243 ◽  
Author(s):  
Hua Jiang ◽  
Rita Linjuan Men
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Indirect Effects ◽  
Authentic Leadership ◽  
Social Exchange Theory ◽  
Theoretical Models ◽  
The United States ◽  
Direct And Indirect Effects ◽  
Industrial Sectors ◽  
The Social

Scholars have increasingly recognized the importance of studying factors leading to employee engagement. However, few researchers have created and tested theoretical models that propose mechanisms linking employee engagement to social contextual variables. Based on a random sample of employees ( n = 391) working across different industrial sectors in the United States, we proposed and tested a model (rooted in the Social Exchange Theory and the Job Demands-Resources Model) that examined how authentic leadership, transparent organizational communication, and work-life enrichment are interrelated. A simplified model containing both significant direct and indirect effects fits the data. Theoretical contributions and managerial ramifications of the study were discussed.

Knowledge hiding: impact of interpersonal behavior and expertise

2018 ◽  
Vol 26 (2) ◽  
pp. 30-32 ◽  
Author(s):  
Parijat Lanke
Keyword(s):  
Knowledge Management ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Interpersonal Behavior ◽  
Content Type ◽  
Hiding Behavior ◽  
The One ◽  
Knowledge Hiding ◽  
A Company

Purpose This paper intends to put forward the role of interpersonal (in)justice among co-workers and their individual expertise as important factors contributing to knowledge hiding behavior. The paper is written with an intent to explain a conceptual model for practitioners’ benefit. The work is novel and covers the latest construct in the field of knowledge management and human resource management. Design/methodology/approach A conceptual framework is elaborated with a brief explanation of the theory that helps explain it. The framework although being novel in itself, the explanation has been drawn from existing literature. Findings If the co-workers do not treat each other with dignity and respect, it hampers their relationship. This in turn makes them hide knowledge from each other and at the same time if one of them holds an expertise power over the other, this behavior would be more enhanced. The whole relationship could be explained using social exchange theory. This holds implications for managers, especially when knowledge management is of paramount importance to a company for its sustenance. Practical implications This work provides new insights into knowledge hiding behavior by employees. Certain ways to reduce this behavior are proposed. Originality/value This paper is the one of the few written with an intent to bring knowledge hiding and its causes, to executives, in an easy to digest form. The concept is also newly introduced and these factors have not yet been brought up by any other researcher in the field.

scholarly journals Work–life programmes and organisational outcomes: the role of the human resource system

2019 ◽  
Vol 49 (2) ◽  
pp. 516-536 ◽  
Author(s):  
Kohinur Akter ◽  
Muhammad Ali ◽  
Artemis Chang
Keyword(s):  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Work Life ◽  
Moderating Effect ◽  
Organisational Performance ◽  
Content Type ◽  
Using Data ◽  
The Relationship ◽  
Hr Systems

Purpose Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper aims to discuss this issue. Design/methodology/approach This study uses social exchange theory, strategic human resource (HR) management theory and stakeholder theory to examine the relationship between work–life programmes and organisational outcomes, using three performance measures: perceived organisational performance, financial performance and corporate social responsibility (CSR). It also investigates the moderating effect of HR systems on the work–life programmes–performance relationship. The hypotheses were tested in 192 organisations in Australia, using data from an HR manager survey and archival databases. Findings The findings support the hypotheses that work–life programmes are positively associated with all three measures of performance. The results partially support the moderating effect of HR systems on the relationship between work–life programmes and perceived organisational performance. Originality/value This study provides pioneering evidence for the moderating effect of HR system on the work–life programme–performance relationship. It also includes the rarely studied CSR as an outcome of work–life programmes.

scholarly journals The impact of adopting the euro on the Croatian economy

Notitia ◽  
2019 ◽  
Vol 5 (1) ◽  
pp. 73-89
Author(s):  
Zlatko Čehulić ◽  
Rajka Hrbić
Keyword(s):  
Positive Influence ◽  
European Countries ◽  
Economic Indicators ◽  
The Past ◽  
The Future ◽  
Term Basis ◽  
The One ◽  
The Impact

In this paper the impact of adopting the euro in Croatia is analysed using experiences of other countries which have passed through this process in the last decade and which are comparable with Croatia in many aspects. The process of adopting a currency different from the one that has been used for more than twenty years presents a very important economic question for each country. In this period preceding to adopting the euro, there is an opportunity to analyse this process in the countries which went through it in the past. The result of this paper shows the impacts of adopting the euro in the European countries. The selected countries, which are adequate for analysing the effects of adopting the euro, are: Portugal, Ireland, Greece, Spain, Slovenia, Slovakia, Estonia, Lithuania and Latvia. These countries have been selected for different reasons. The majority of these countries have some similarities with Croatia, which are shown in this paper via relevant economic indicators. These results are significant for Croatia and show a positive influence on the Croatian market on a long-term basis. This paper is relevant and has a practical basis both for Croatia and other countries which will go through this process in the future.

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