Role of Organizational Diagnosis in Improving Employee-Centred Strategies in the IT&C Sector

The paper pleads for the importance of organizational diagnosis in order to develop new employee-centred strategies. In order to remain competitive, especially in the COVID-19 context, organizations from the IT&C industry needs to improve employee-centred strategies and to align the business processes with these strategies. The empirical research aims to provide through quantitative and qualitative sources an accurate picture of the organizational diagnosis in order to adapt suitable HR processes. The study uses 300 employee responses from the IT&C industry in order to draw the positive elements (eg. good perception of organizational leadership, excellent communication in teams and satisfaction towards adaption to COVID-19 pandemic) and areas to improve (such as for example: workload, internal bureaucracy and integration as well as adaptability and organizational change) resulted from the organizational diagnosis.

Gaining and Training a Digital Colleague: Employee Responses to Robotization

This study shows how introducing new technology can be like welcoming a digital colleague. Designed to mimic the actions of employees, robotic process automation is a technology that involves developing software robots to perform standardized tasks. Although beneficial for the firm, robotization may come at a cost for the employees, since the technology puts positions at risk by automating manual procedures. In this study, I used a case study approach to examine how employees responded to robotization in three organizations. The findings revealed that the employee responses were overwhelmingly constructive and positive. In addition to responding with a big-picture perspective and finding opportunities, the employees humanized software robots as new digital colleagues, with whom they developed relationships. The results discussed in this study contribute to understanding technology-driven change by empirically illustrating employees’ multidimensional—affective, behavioral, and cognitive—responses to robotization, and the supportive context securing implementation.

Remote working, management control changes and employee responses during the COVID-19 crisis

PurposeThe authors examine the impact of the sudden shift to remote working, triggered by the coronavirus disease 2019 (COVID-19) crisis, on management control (MC) practices in professional service firms (PSFs). In addition, employee responses to these changes are explored.Design/methodology/approachThe authors carried out a field study of MC changes in PSFs in Italy, the first country in Europe that was severely impacted by COVID-19. Interviews with PSF employees form the primary data source. Pattern matching was used to identify similarities and differences and investigate how employees respond to the MC changes.FindingsAs a response to the shift to remote working, managers at PSFs made various MC-related changes. For instance, they increased the number of online meetings and made use of technologies to monitor employees from a distance. Employees reacted to this by engaging in “voluntary visibilizing practices”, i.e. by trying to make sure they got noted by their superiors, for instance by doing overtime. In addition, collected evidence suggests increased stress levels among employees, changes to employee autonomy, changed perceptions of hierarchies and a weakened sense of relatedness with others in the organization.Originality/valueThis is one of the first studies to examine the impact of the sudden shift to remote working on MC. In addition, this paper contributes by exploring employee responses to the MC-related changes. The findings add to the growing literature on MC and motivation, and the notion of voluntary visibilizing practices is mobilized to warn against over-commitment and self-exploitation.

Pengaruh Insentif Terhadap Kinerja Karyawan Pada Hotel Mexsicana Kota Jambi

The purpose of this study is to find out and describe the Incentives and Employee Performance at the Jambi City Mexsicana Hotel, and to determine the effect of the Incentives on the Employee Performance at the Jambi City Mexsicana Hotel. The type of data needed and collected in this study is quantitative data. The object of this study is the employee of the Mexsicana Hotel Jambi City. Sources of data in this study were employees of the City of Mexsicana Hotel Jambi taken through interviews by distributing questionnaires, data, and information obtained analyzed descriptively, to analyze employee responses to incentives for performance using a 5-choice scale. Based on the results of the regression analysis it was concluded that the regression equation Y = 32.316 + 0.154X + e. The correlation coefficient (R) of the independent variable is 0.767. This value indicates that the incentive relationship on Mexsicana Hotel Jambi Erat employees' performance is 0.767. While the coefficient of determination (R2) of 0.589 it means that the variation of change in Y is influenced by changes in X by 58.9%. So the magnitude of the effect of incentives on the performance of employees of the City of Mexsicana Hotel Jambi is 58.9% while the remaining 41.1% is influenced by other factors outside this study. Partially, there is an effect of incentives on the performance of Mexicicana Hotel Jambi City employees. This is indicated by the value of incentive thitung of 2.171 and ttable of 2.034 from the comparison results it can be seen that tcount is greater than ttable (thitung> ttable). Then H0 is rejected and Ha is accepted. By comparing the magnitude of the level of significance (sig) of research with a significant level of 0.05 then 0.002 <0.05 so that it can be said that there is a significant effect between incentives on the performance of employees of Mexsicana Hotel Jambi City. For the management of the City of Mexsicana Hotel Jambi, it is hoped that incentives can be noticed and increased in terms of employee performance. So that incentives for employee performance can be better in the future. Next researchers are expected to be able to conduct research using different variables from the variables studied.

The Consequences of Incongruent Abusive Supervision: Anticipation of Social Exclusion, Shame, and Turnover Intentions

We investigated the turnover intentions of employees who perceive that they are being treated with more or less abusive supervision than their coworkers. We call this incongruent abusive supervision. Our findings support our theory that employees associate incongruent abusive supervision with the anticipation of social exclusion from their coworkers. Furthermore, this appraisal of social exclusion threat is associated with feelings of shame, which, in turn, increase turnover intentions. Two experimental vignettes provide support for our theoretical model. These findings demonstrate the effect that incongruent abusive supervision has on employees’ reactions to abusive supervision and introduces shame as an emotional mechanism important for understanding employee responses to supervisor abuse both when they are singled out for abuse and when they are spared abuse while their coworkers are not.

Employee Responses to Compensation Changes: Evidence from a Sales Firm

What are the long-term consequences of compensation changes? Using data from an inbound sales call center, we study employee responses to a compensation change that ultimately reduced take-home pay by 7% for the average affected worker. The change caused a significant increase in the turnover rate of the firm’s most productive employees, but the response was relatively muted for less productive workers. On-the-job performance changes were minimal among workers who remained at the firm. We quantify the cost of losing highly productive employees and find that their heightened sensitivity to changes in compensation limits managers’ ability to adjust incentives. Our results speak to a driver of compensation rigidity and the difficulty managers face when setting compensation. This paper was accepted by Lamar Pierce, organizations.

The Effect of Psychological Contracts: Transactional, Relational, Balance on Organizational Citizenship Behaviors University Staff in Indonesia and Malaysia

Organization Citizenship Behavior is an extra-role individual behavior that is discretionary which is not directly recognized by the formal reward system and will jointly encourage organizational functions. Psychological contracts and their fulfillment are linked to employee responses consisting of intra-role and extra-role performance. The purpose of this study was to determine the effect of the transactional contract, relational contract, and balance contract on organizational citizenship behavior. The sample in this study was 313 university staff in Indonesia and universities in Malaysia. Data collection used a psychological contract scale and a scale of organizational citizenship behavior. The result of this study is that there is a significant influence between the relational contract and balance contract on organizational citizenship behavior. Meanwhile, there is no effect of the transactional contract on organizational citizenship behavior.

Retail disturbances: how should employees respond?

Purpose The customer retail experience is frequently interrupted by disturbances such as ringing phones and other people. Employees must be able to respond to retail disturbances effectively to ensure that customers have a satisfactory experience in the retailer. Using Affective Events Theory as a framework, the purpose of this paper is to develop and test a model for understanding how retail disturbances affect customers outcomes and how retail employee response mitigates the negative impact of retail disturbances. Design/methodology/approach The model was tested using a pre-study of retail managers and consumers, a survey study and four experimental studies. Findings Retail disturbances reduce interactional justice and customer positive emotions. Customers pay attention to how employees address retail disturbances, even when they are not directly involved. Research limitations/implications The research experiments focus on sound-based disturbances. Other stimuli (e.g. olfactory or visual) should be examined in more detail. Practical implications Employees can mitigate the negative effects of retail disturbances on customers with a positive response to the disturbance and to customers. Employee responses influence customers currently receiving service and nearby shoppers. Social implications The findings demonstrate the deleterious effect of solicitation calls on small retailers and provide recommendations for reducing solicitation calls. Originality/value This research shows that retail disturbances reduce customer outcomes, employee response becomes part of the disturbance event, and that it is possible for employees to address a group of nearby customers indirectly through unintentional observation.

Law Lost, Compliance Found: A Frontline Understanding of the Non-linear Nature of Business and Employee Responses to Law

This paper seeks to understand the transmission and reception of legal rules as a component of the regulatory compliance process. It adopts a frontline approach (Almond and Gray 2017) to regulatory compliance that traces the grassroot functioning of compliance processes from regulator, to compliance managers to individual employees. Through a multilevel and multi-sited ethnography of worker safety protection in Chinese construction industry, this paper shows that in the cases studied there is a fundamental disconnect in the transmission and reception of law from regulator to organization and within the regulated organization. Yet at the same time, the paper finds that employees did comply with the law, and that thus compliance can exist without a full transmission and reception of legal rules into and within the regulated organization. By expanding the frontline approach to study regulation and compliance to look at the grassroots operation across three different frontlines, this study has been able to assess the legal assumptions inherent in existing regulatory compliance research. Not only does it find that compliance in these cases was not a top-down process and that we need to look at the grassroots operation inside organizations, it also shows that law does not always play a central role in regulatory compliance and that we need to reassess the implicit focus on law in regulatory compliance scholarship.