EXPRESS: Dynamic relationships between LMX and employee role-making behaviours: The moderating role of employee emotional ambivalence

We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three waves of survey data from a sample of Chinese employees who were recent college graduates (n = 203). The results from cross-lagged panel analyses showed that 1) LMX and job-change negotiation were reciprocally related to each other and 2) initial LMX was associated with increased challenge-seeking behaviours, although these behaviours did not lead to greater LMX later on. In addition, we found evidence that when employees experienced a high level of emotional ambivalence (a conflicting, mixed, and complex emotional state), the direct and reciprocal relationships between LMX and role-making behaviours were weakened. Our findings advance the understanding of the development of leader–employee relationships in the workplace and have implications for strengthening employee perceptions of high-quality relationships with their leaders by making changes to their workplace roles.

Pay Transparency: Conceptualization and Implications for Employees, Employers, and Society as a Whole

Pay transparency refers to the degree to which pay communication policies and practices governing employee pay knowledge facilitate or restrict the sharing of pay-related information. While relatively few enterprises have adopted transparent pay-communication practices, a variety of institutional factors, such as government regulations and social norms, are driving employers to provide their employees with greater pay knowledge. Consensus has emerged around the existence of three main dimensions or forms of pay transparency, namely pay-outcome transparency, pay-process transparency, and pay-communication transparency. Research findings indicate that pay-outcome transparency, which relates to the degree to which pay rate information is disclosed by the employer, has both beneficial and problematic consequences, depending on the outcome. For example, while pay-outcome transparency has been consistently found to be associated with enhanced individual task performance and reduced gender-based pay discrepancies, it has also been associated with higher levels of envy, diminished helping, heightened levels of counterproductive work behavior, and pay compression (which could elicit negative sorting effects). In contrast, pay-process transparency, which relates to the degree to which employees are informed about the parameters underlying reward-related decisions, has been found to have largely beneficial consequences and few unintended negative consequences. Finally, while it is least studied, pay-communication transparency, capturing the degree to which restrictions are placed on employees’ ability to share pay knowledge with others, is positively associated with employee perceptions of employer fairness and trustworthiness and can have significant implications for employee retention.

How employee perceptions of HR practices in schools relate to employee work engagement and job performance

This study examines how employee perceptions of the availability and the (in)effectiveness of human resource (HR) practices in schools relate to employee performance via work engagement. Incorporating the views of 208 Dutch primary and secondary education teachers, this study's findings show that both the availability and effectiveness of HR practices are positively associated with teacher work engagement and in turn job performance. However, when employees perceive the available HR practices as effective, this has a stronger effect on teacher work engagement compared to when they only perceive the HR practices as available. Moreover, results show that HR practices that are mentioned as available, but considered ineffective, are negatively related to employee engagement and job performance. Finally, our results provide initial evidence for potential differential effects of ability-, motivation- and opportunity-enhancing HR bundles on work engagement and job performance, depending on whether the availability, ineffectiveness or effectiveness of HR practices is studied.

The effects of emotional intelligence and ethics of SME employees on knowledge sharing in Central-European countries

Research background: The research examines the impact of emotional intelligence and ethics on knowledge sharing within organizations. It examines the impact of emotional intelligence (EQ) on the ethical behavior of the individual. The focus is on the individuals working in the SME sector. A questionnaire survey was considered the most appropriate technique to conduct the research. The study is based on 1162 responses, collected from three countries (the Czech Republic, Hungary and Slovakia). Purpose of the article: The aim of this article is to examine the relationship between knowledge sharing, ethics and emotional intelligence. Furthermore, nationality, gender, education, and the age of the respondents influencing EQ are also examined. The additional goal is to explore the factors that influence employee behavior. Methods: We identified four hypotheses. To test these hypotheses, we used variance analysis and logistic regression. The AES scale was chosen to assess EQ, which consisted of 33 items. The results obtained are compared with the opinion of SME owners resulting from structured interviews. Findings & value added: About 20% of enterprises are not using any motivation tool to initiate knowledge sharing of their employees. The most common (47.2%) reason for silencing knowledge ? the lack of appreciation ? did not appear among the answer of company owners. According to the employee perceptions, gender has impact on the level of emotional intelligence, while nationality, education and age group have no impact on the EQ. SME owners do not address much attention to gender. The occurrence of unethical behavior does not depend on the size of the enterprise. According to employee opinion, the EQ has positive impact on knowledge sharing, while it is not affected by ethics. The majority of owners also agreed with the positive impact of EQ. The attitude of employees and owners differ in different aspects. The results have shown that gender plays an influential role in EQ. The research of this complex problem laid down the empirical foundations for the V4 countries.

“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences

PurposeThe purpose of this paper is to explore the interplay between human resource management (HRM) and emergent factors in constructing a strong HRM climate. Specifically, the paper aims to shed light on how employee perceptions of the HRM process and emergent factors together construct a strong HRM climate, i.e. employees' shared perceptions of HRM.Design/methodology/approachThe paper uses qualitative interview data (managers and employees) from two organisations operating in Finland. The data are analysed based on a systematic data analysis and gives an illustration of the interplay between high-performance work system and the emergent factors.FindingsThe findings illustrate the three types of interplay between HPWS and emergent factors – supplementation, substitution and suffocation – that construct employee experience.Originality/valueThe paper extends earlier discussions on the relationship between HRM and employee experience by empirically examining how the HRM process – together with emergent factors – constructs a strong HRM climate. The present study contributes to further theorising and increasing our understanding of the creation of employee experience.

Dampak Efektivitas Pelatihan Kompetensi Terhadap Kinerja Pegawai, Komitmen Pegawai Sebagai Variabel Intervening Pada Pondok Pesantren

Background: Employee performance can be increased by implementing the effectiveness of continuous training in accordance with the needs of Islamic boarding schools and employees, training can increase employee commitment, as well as employee competence can increase commitment which can improve employee performance. Purpose: This study aims to examine employee performance factors that are influenced by the effectiveness of training and competence, employee commitment as an intervening variable. Originality/value: The novelty in this study is that employee commitment has not been able to mediate between competence and employee performance. In addition, other novelties have not been found in previous research that discusses the effectiveness of training, competence, commitment and employee performance at the Darunnajah Islamic Boarding School, Serang Block. Research limitations: This study is limited to employee perceptions of the effectiveness of training, competence and employee commitment that have an impact on employee work. Design/methodology/approach: The study was conducted on 50 employees in Islamic boarding schools who are currently still attending education using purposive sampling technique. Data was collected through the distribution of questionnaires which were then analyzed using the PLS method. Findings: This study shows that 1) The effectiveness of training has a positive and significant effect on employee commitment, 2) The effectiveness of training has a positive and significant effect on employee performance 3) Competence has a positive and significant effect on employee commitment 4) Employee commitment has a positive and significant effect on employee performance .

Y–Z IN THE LABOUR MARKET: EMPLOYEE PERCEPTIONS IN DIFFERENT CULTURES (HUNGARY–PAKISTAN)

Research on generations examine and analyse the similarities and differences between various age groups, and their opportunities for cooperation in the labour market, from various perspectives. According to the research, the behaviour and preparedness of each generation are different, the coordination and proper management of which poses challenges for all organisations. This is especially true when staff from national cultures with very distant values work together. The recognition of this problem was the pretext to the present research. The aim of the research is to examine the perception of the under 30 age group socialised and employed in two largely different cultures (Hungarian–Pakistani). Contrary to our assumption, the results of the quantitative research based on an online questionnaire confirm that the respondents do not perceive differently the behaviour, attitudes, expectations regarding work, workplace and employers of Pakistani and Hungarian young people at work. Employers’ perceptions of this age group play a significant role in choosing the tools that affect their retention in the workplace. In this respect, the employees of the studied cultures find similar solutions expedient.