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.

Sebuah Penelitian Empiris tentang Hubungan Masa Kerja, Kualitas Sumber Daya Manusia dan Komitmen Organisasi

The relationship between employees and organizations has long been a topic of further research. Working period is a form of the relationship between the two. The results of these relationships can be in the form of organizational commitment and human resource quality. The proposition assumes that the practice and development of human resources is oriented towards the balance of the two parties. To prove the proposition an empirical study was conducted involving three relevant variables, namely tenure, human resource quality and organizational commitment. This study aims to (1) find out the relationship between tenure and human resource quality; (2) to find out the relationship between tenure and organizational commitment; and (3) to determine the relationship between human resource quality and organizational commitment. The analysis tool uses correlation analysis through the SPSS program. The total population of 567 employees with executive positions. The study was conducted at BUMN in West Java. Researchers set a sample size of 60 people with random techniques. Conclusions from the results of this study, namely (1) employee tenure has a fairly strong relationship with human resource quality; (2) employee tenure has a strong enough relationship with organizational commitment; and (3) human resource quality has a strong enough relationship with organizational commitment.

Internal branding at university: Do tenure and job security matter?

Universities, as educational service providers, must pay attention to their employees who are pivotal in delivering and communicating brand promise and service quality to the stakeholders. While branding initiatives most frequently focus on external stakeholders, internal branding efforts establish systems/processes and consequent employees’ behaviour that are consistent with external branding efforts. With a sample of 753 faculty members and researchers from a Spanish public University, the study aims to establish if employee tenure and job security have a significant relationship with employees’ brand commitment and employees’ brand supporting behaviour. An analysis of variance was carried out for testing the hypothesis. Differences were found according to tenure in employees’ brand commitment while job security did not impact significantly on employees’ brand commitment. In addition, a positive and significant relationship were found between employees’ brand supporting behaviour and tenure, but not for job security. For business practitioners, this research state that it is essential for service companies, such as universities, to use differing approaches to employees according to their organisational tenure as an important managerial implication.

Resilience of medium-sized firms to supply chain disruptions: the role of internal social capital

Purpose The purpose of this paper is to explore resources or capabilities that enable medium-sized firms to be resilient, namely, to avoid and recover from supply chain disruptions. Design/methodology/approach A case-study method is employed with four medium-sized manufacturing firms headquartered in the USA that have global supply chains. Data are collected from semi-structured interviews with key informants from diverse functions and managerial levels, archival documents, observation and a resilience assessment. Findings Internal social capital emerged as a resilience-enhancing resource, comprising: structural capital grounded in small network size, geographical proximity among decision makers and low hierarchy; relational capital grounded in close relationships, commitment and respect; and cognitive capital grounded in long employee tenure. Originality/value This is the first paper in the supply chain management literature to examine the resilience of medium-sized firms, an under-researched context. It is also the first paper to introduce internal social capital as a resilience-enhancing resource. Hence, this is among the few papers to propose a resilience-enhancing resource rooted not in a firm’s supply chain operations but its human resources. This paper, moreover, identifies several facets of internal social capital within medium-sized firms. Finally, the paper makes several managerial contributions.

An Empirical Analysis of Predictor Influence Mechanisms of HRM Practices and Corporate Sustainability on Employee Engagement: A mediation Analysis

The unquestionable benefits of employee engagement and the ill-effects of disengagement (EE) have necessitated further investigation within the field of human resource management and the wider organizational studies domain. This study sought to measure the perception of employees at a Commercial Bank in Jamaica, on how various practices in the organization, such as human resource management practices (HRMPs), the ethical climate (OEC), and corporate sustainability (CS) affected their engagement. Based on the responses of 130 employees who responded to a self-administered questionnaire hosted online, it was shown quantitatively that employee tenure in an organization affects their engagement, as employees with less than one year, and more than ten years of service with the organization were more engaged. Also, the results indicated that both HRMPs and initiatives and strategies on CS had influence on employees’ behaviour and subsequently their engagement and the predictor effects were enhanced by the mediation effect of OEC. These findings are relevant to practice as well as provide elucidation on the specific mechanisms that influence the relationship between HRMPs and EE, as well as contributing to sparse literature on EE in a Caribbean context.