Building better organizational rebrands: exploring the employee viewpoint

While organizational rebranding as abusiness phenomenon has become commonplace,it is accompanied bya startling failure rate and typically high cost. Employees play an important role in representing an organization’s brand, but researchers have virtually ignored the employee perspective of these initiatives. This qualitative case study addressed that gap by exploring the employee viewpoint of a rebranding initiative including the employees’suggestions on ways to be engaged to strengthen buy-in and alignment with the new brand. Based on employee input, current rebranding theory was reinforced and two new barriers to success were discovered and proposed. This study concluded that with a better understanding of employee viewpoints, organizations are able to generate better rebranding outcomes for their stakeholders, including customers, organization leaders, organizers of these initiatives and, of course, for employees.

Does organizational vision really matter? An empirical examination of factors related to organizational vision integration among hospital employees

Background There seems to be a consensus that a vision for an organization is a valuable thing for organizations to have. However, research on organizational vision has predominantly been studied from a leadership perspective. In contrast to previous research, organizational vision in this paper takes an employee perspective. Specifically, the purpose is to examine factors associated with the integration of organizational vision among employees in hospital organizations. Consequently, it focuses on a relatively neglected domain within health services research. Methods A conceptual model, centred on the concept of organizational vision integration, was developed and tested on a sample (N = 1008) consisting of hospital employees. Partial least-squares structural equation modelling (PLS-SEM) was used to test the hypotheses, using SmartPLS 3 software. Furthermore, a bootstrapping test was used to inspect potential mediating effects. Specifically, the test assessed whether the proposed direct and indirect effects were statistically significant, and at the same time revealed the nature of the mediation effect. Results The results from the empirical study reveal three key findings: i) organizational vision integration among employees is directly and positively related to creative performance in their respective work role (β = 0.16). Organizational vision integration and employees’ psychological capital explains almost 40% (R2 = 0.36) in employees’ creative performance, ii) psychological capital and employees’ perception of organizational attractiveness are directly and positively related to employees’ organizational vision integration (β = 0.19 and β = 0.40, respectively) and explains about 30% (R2 = 0.29) of employees’ organizational vision integration, iii) employees’ organizational vision integration mediates the relationship between employees’ psychological capital, perception of organizational attractiveness and employees’ creative performance. Conclusions Taking an employee perspective, this study contributes to revealing whether and how organizational vision matters and its impact on hospital employees’ work performance. To achieve organizational vision integration among hospital employees successfully, this study shows that it is important for hospital leaders to be aware of the pattern of impact of both personal as well as environmental-related factors.

The Economic Consequences of Financial Misreporting: Evidence from Employee Perspective

This study investigates the economic consequences of financial misreporting from the employee perspective. Specifically, we examine two employee reactions: (1) exiting from misreporting firms and (2) reducing holding of employer stock, in both the misreporting period and the post-restatement period. We find an increase in employee turnover and a decrease in employee holding of employer stock in the post-restatement period (restatement effect) and some evidence that employees start to react in the period of misreporting (misreporting effect). We also find some evidence that the misreporting effect varies with employee tenure in the misreporting period and the restatement effect varies with the severity of misreporting in the post-restatement period. We further show that our results are not driven by labor demand, increased likelihood of executive turnover, declining stock prices, internal control weakness disclosure, and poor firm performance.

Challenges and opportunities with H-2B visas: can luxury resorts survive without them?

Purpose This study aims to provide a deeper look into why luxury resorts engage in the H-2B visa program and the opportunities and challenges from the human resources employee perspective. Adequate staffing is a well-documented challenge for luxury resorts due to their location, seasonality and access to qualified labor. Many resorts turn to the H-2B non-immigrant visa to mitigate the issue. Design/methodology/approach This study consists of in-depth interviews with human resource employees. An additional survey centering on descriptive statistics, the level of engagement, cost and experience with H-2B visa programs was collected. Findings The findings of this study provide a deeper understanding why luxury resorts use H-2B employees in their operations. The results shed a deeper light on issues centering around the H-2B visa process, its uncertainty, cost and complexity. Practical implications Temporary H-2B workers are essential to the success of resort operation. Collaboration between the resort management and government agencies is essential as strategic solutions must be implemented. Resorts must explore diversified recruitment opportunities and the use of technology while keeping human labor in the center of its core operation. Originality/value The first exploratory study providing a deeper look into the many challenges’ luxury resorts face when using the H-2B visa program from the human resources employee perspective. A call for change is being made as the respondents established the need for H-2B workers, however, the system in place makes it difficult to obtain such employees and to continue resort operations.