Employee Effort Research Articles

Republican Arthrology Center and its contribution to the development of orthopedic rheumatology

The article provides information on the organization and functioning achievements of the Republican Arthrology Center (RAC), which has become the first specialized clinic in the Russian Soviet Federative Socialist Republic (RSFSR) that provided arthrological assistance to the population. The result of the organizational and methodological efforts of the RAC employees was the development of a network of rheumatology rooms in almost all territories of the country, along with the organization of the orthopedic rheumatology service and its separation from the cardiovascular rheumatology service. In the RAC, scientific developments were successfully carried out on the problems of arthroplasty of large joints, surgical and conservative treatment of patients with rheumatoid arthritis, osteoarthritis of large joints, prevention of contractures of the knee joint. Saratov Research Institute of Traumatology and Orthopedics (SRITO) hip joint endoprosthesis, a collapsible endoprosthesis and other constructions that have received wide recognition were created at the RAC. In the absence of international experience in creating an orthopedic rheumatology service network, the RAC was, on one hand, a pioneering phenomenon in world health care, and on the other hand, a natural consequence of the power vertical centralization in the USSR. At the same time, it should be emphasized that the need to create the RAC in the Russian Federation was caused by the growth in morbidity of rheumatic diseases, along with population aging and the prospects of orthopedic rheumatology associated, first of all, with the active introduction of total joint replacement with artificial structures in developed countries of the world. Over three decades of its existence, the RAC has been an organizational, methodological, medical, scientific and consulting center providing an orthopedic care to patients with diseases and injuries of large joints throughout the Russian Federation.

The joint effects of a manager’s level of narcissism and incentive scheme on employee effort

Narcissism has become the most heavily discussed personality trait in recent times. However, accounting research on managerial narcissism and its implications for management control system choices, such as incentive schemes, is scarce. Based on Christ and Vance’s (2018) “cascading controls” framework, we propose that employees’ work effort depends upon their manager’s level of narcissism and compensation scheme. In an experiment with 329 employees, we manipulate the description of the managers’ level of narcissism (high or low) and the framing of managers’ compensation scheme (bonus or penalty) and examine the joint effect of these two factors on employee effort to help the manager reach her or his objectives (obtain a bonus or avoid a penalty). The results show that employees invest less (more) effort to help the manager when the manager’s narcissism is high (low). This relation is partially mediated by employees’ perception of the relationship quality with their manager and negative feelings towards the narcissistic manager. Importantly, we also show that relative to a manager’s bonus contract, a penalty contract has a negative effect on employee effort when the manager’s narcissism is high. Our results underline the negative consequences of narcissism for leader-follower relations and have important implications for management compensation design in business practice.

Conclusion: Female Leaders Using Coercive Power Motivate Subordinates

This manuscript advances prior research (Blau, 1964; Elangovan & Xie, 1999; French & Raven, 1959; Goodstadt & Hjelle, 1973; Hegtvedt, 1988; Randolph & Kemery, 2011; Zigarmi, Peyton Roberts, & Randolph, 2015) and capitalizes on supervisory skills using power dynamics within the workplace, by investigating employee effort resulting from gender dissimilar supervisor-employee dyads and employee locus of control. To offer a more focused approach, this is an evaluation specifically on reward and coercive power derived from French and Raven’s (1959) five power bases. This manuscript proposes that the motivation levels of employees change, based on their locus of control and gender. There were 155 full-time professionals surveyed, this study concluded a positive relationship between the use of reward power and employee effort. Notably, the supplemental analysis indicated a positive relationship between female supervisors who exhibited coercive power and greater employee effort.

How do cultural difference, cultural exposure, and CQ affect interpretations of trust from contract choices? Evidence from dyadic cross-country experiments

Global practices such as offshoring and expatriation of employees increase cross-cultural interactions within and across firms. In this paper, we use three experiments to investigate the effects of cultural differences on employees' interpretations of employers' contract choices. Applying insights from attribution theory, we predict that cultural differences will reduce the likelihood for employees to attribute employers' choice of a more-trusting contract to trust. This in turn will reduce the ability of such contracts to motivate higher employee effort. However, we also suggest that three interventions will mitigate the negative effect of cultural differences: employees' prior and primed exposure to employers' culture and employees' interactional cultural intelligence. In our labor market setting, employers chose a hiring contract for employees who, in return, indicated their effort levels. In all experiments, dyads interacted in real-time either in the same country or across two countries with high cultural difference. Consistent with our predictions, we find that the effectiveness of a bonus contract in increasing employees' effort is reduced by high cultural difference (in experiment 1). We also find that employees' exposure to employers' culture, either due to prior exposure (in experiment 2) or by priming exposure through culture-specific training (in experiment 3) has a mitigating effect. Finally, we find partial support that employees’ interactional cultural intelligence (CQ) has a mitigating effect. Implications to theory and practice are discussed.

Journalism Innovation Labs 2.0 in Media Organisations: A Motor for Transformation and Constant Learning

Media organisations and their newsrooms are not structurally equipped to adapt to the dynamic transformation that is increasingly demanded of them. To change this, ten years ago, growing numbers of media organisations began founding journalism innovation labs within their operations. More recently, a new generation of innovation lab has come about that builds on the experiences of the first labs. This paper examines—on the basis of organisational culture and innovation culture as theoretical framework—how journalism innovation labs 2.0 in media organisations are organised and which learnings the lab members have made compared with the pioneers of the first generation. The explorative study focused on five labs in Germany. In some phases of the innovation process the new labs benefited from the pioneering work of the predecessor labs. However, changes in the lab organisation became apparent. A developmental leap is reflected in the manifold efforts of the lab employees not to stay in their laboratory environment but instead to act as an innovation motor for the transformation of their media organisation by knowledge transfer, sharing of new ideas and approaches through advanced training, comprehensive and transparent innovation communication, agile project accompaniment, and personnel rotation. The innovation labs 2.0 apply a process of constant learning and dynamic change.

DISPARITIES IN THE PERCEPTION OF BUSINESS RISKS IN CONNECTION WITH THE ACHIEVED EDUCATION OF THE OWNER/MANAGER AND DOING BUSINESS

The article aims to identify disparities in the perception of business risks connected with the achieved education of the owner/manager and doing business in the SME segment. The study's empirical part was realised on 1585 fulfil questionnaires of SMEs in the Visegrad countries (V4). The Chi-square test and Z-test verified the formulated statistical hypotheses. The research results brought a common and different perception of business risks between the examined groups of entrepreneurs. The results showed that the relationship between education and the entrepreneur's business area is not a statistically significant factor in the perception of market, financial and legal risk sources. On the contrary, disparities are significant in the perception of selected sources of management, strategic and personnel risk, between groups of entrepreneurs regarding the relationship between education and the business of the entrepreneur. Entrepreneurs whose education is related to the area of business perceive the sources of personnel risk (employee turnover and the effort of employees to increase their performance) more positively than entrepreneurs whose education is not related to business.

Successful eradication of Mycoplasma hyopneumoniae from the Norwegian pig population \u2013 10\u2009years later

BackgroundMycoplasma hyopneumoniae (Mhyo) is the causative agent of enzootic pneumonia in pigs which adversely affects animal health and welfare, in addition to causing considerable economical losses. This paper presents the implementation of the national Mhyo eradication program in Norway, the subsequent population wide surveillance and documentation on the current freedom from Mhyo in the Norwegian pig population.In 1994, the Board of The Norwegian Pig Health Service decided on conducting a national surveillance and eradication program for Mhyo. The program aimed for population wide freedom from Mhyo, based on serological surveillance. A partial depopulation program was initiated in all Mhyo positive farrow-to-feed and farrow-to-finish herds. Total depopulation was performed in all positive finisher herds.ResultsFrom 1994 to 2009, a total of 138,635 pigs in 3211 herds were serologically tested for the presence of antibodies against Mhyo. Of these, 5538 (4%) individual samples and 398 (12.4%) of the herds were defined as positive. In 2009, the Norwegian pig population was declared free from Mhyo, and has been so since then. From 2009 through 2019, a total of 44,228 individual serum samples have been analyzed for the presence of antibodies against Mhyo and found negative in the National surveillance program.ConclusionEradication of Mhyo infections has resulted in improved health and welfare of the Norwegian pig population. The success of the strategy is based on numerous factors, such as moderate to low prevalence of the agent, well documented and effective eradication protocols, accurate diagnostic tests, relatively small herds, low herd density in most parts of the country and negligible import of live pigs. In addition, economic benefit due to a premium on pigs marketed from herds free from Mhyo, a well-structured commercial pig population, and finally, the loyalty and significant effort of farmers, abattoir employees and veterinarians were crucial factors. To maintain the infection-free status at national level, a continuous alertness is required in the future to discover possible Mhyo infections and ensure rapid sampling and diagnostics. Any findings of Mhyo positive pig herds in Norway will result in immediate eradication.

Diners’ responses to talent vs. effort of restaurant employees

Abstract When presenting employees’ laudable performance, shall restaurant managers emphasize effort or talent of their employees as the source of such performance? This study is proposed to answer this question. We suggest that diners’ responses to employees’ effort vs. talent hinge on diners’ need to belong and restaurant type. Study 1 shows that diners’ need to belong moderates their responses to effort- vs. talent-focused messages. Study 2 finds that restaurant type (casual vs. fine dining) moderates diners’ responses to effort- vs. talent-focused messages. Diners’ perceptions of fit with employees (Study 1) and persuasiveness of a message (Study 2) are mechanisms underlying the proposed moderating effects. Restaurant managers may benefit from tailoring their messages conveying employee performance on the basis of diners’ need to belong and restaurant type.

The Antecedents and Consequences of Idiosyncratic Service Experiences (ISE) Model; An Empirical Study in Transport and Health Care Industry

Customers want an extraordinary service experience, for many customers “good” service is not enough to create a memorable experience that warrants telling others. Service providers are struggling to figure out service experience, what does that really mean? A new approach to understand the customer has been conceptualized in a term called Idiosyncratic Service Experience (ISE) from the previous research. ISE represents the interpersonal aspects that create these unique or special service experiences. ISE is a higher order construct made up of a) perceived employee effort, b) surprise, and c) perceived employee empathy. This present study aims to examine the antecedents and consequences of ISEs in a structural model toward particular both transport service and health care service. Structural Equation Modelling with Partial Least Square (PLS-SEM) was deployed. The sample was taken by purposive sampling. The results demonstrated that ISEs promoted feelings of delight which lead to brand usage intent, higher tolerance to future failures, and evoked self-enhancing word-of-mouth. Result also found how the exception making or the willingness of an employee to break a service norm influences ISEs and evaluations of delight. Few managerial implications found in this study could beneficial to improve service management in particular industry.

Higher purpose, banking and stability

This paper provides survey evidence on higher purpose for individuals and organizations and develops a theoretical model consistent with the evidence. The survey of 1,019 individuals in the U.S. sought to learn about their commitment to and perceived value from personal and organizational higher purpose. One striking finding from the survey is that when an organization has a written statement of higher purpose, its employees tend to trust their leaders to not only be socially responsible, but also to make better business decisions, i.e. corporate governance is perceived to be better by the employees. We then develop a simple theoretical model that provides an economic rationale for this finding. In the model, an investment in higher purpose credibly signals the firm owner's ability/marginal productivity and elicits higher employee effort. When put in a banking context, the model shows that optimal contracting within a bank that pursues a higher purpose leads to higher wages for employees, higher monitoring effort and a lower probability of bank failure when the bank has more equity capital, even though the bank's capital does not affect the bank's higher purpose investment. Even absent a signaling motivation for investing in higher purpose, these results are qualitatively sustained if the bank's employees care about its purpose. Additionally, in this case, banks that invest more in higher purpose pay lower wages, elicit higher employee effort and have lower failure probabilities for any given capital ratio. Banks with higher capital ratios still pay higher wages, but the effect of capital on wages becomes weaker as the bank's higher purpose investment increases. The decrease in the exposure of the deposit insurer due to higher capital goes beyond the direct impact of capital on the bank's probability of failure.

MANAGEMENT OF PROFESSIONAL ADAPTATION OF TEACHERS IN THE SYSTEM OF SECONDARY EDUCATION

The article, based on the analysis of scientific and pedagogical literature, substantiates the basic pedagogical conditions of professional adaptation of teachers in the reform and modernization of secondary school and in the process of their lifelong learning, development of a national management system for professional adaptation of teachers. new conditions for the functioning of the educational sector. It is established that the teacher's advancement to mastery is an endless cycle in which each step is performed in accordance with the general management technology - setting goals for adaptation management is to accelerate the achievement of productivity, value for money, skill, readiness for innovation, satisfaction; positively includes the individual in the system of interpersonal relations, planning - a system of pre-determined decisions, the essence of which allows to coordinate individual efforts of employees to achieve goals, predict measures to improve professional adaptation, establish the desired end results in terms of employee adaptation goals by the adapter (formation of values, introduction to the course of the case, setting tasks in time)., decision-making - dynamic decision-making on the adaptive load.
 The components of decision-making include - identifying opinions, analyzing the situation, evaluating decisions and situations, generating ideas, organization and implementation - includes building work to effectively and optimally achieve the goal of professional adaptation of teachers, control - a function manifested in effective professional conditions adaptation in the need to ensure the advancement of goals. It is revealed that the problem of ensuring the effectiveness of management of educational institutions requires the need, simultaneously with the achievement of the main goals of organizations, to create favorable conditions for professional development and development of the teacher's personality. One of the most important steps in the professional development of a teacher's personality is the stage of professional adaptation.
 The main functions of management of professional adaptation of teachers in the system of secondary education are clarified. A model for managing this process has been developed.

Impact of Psychological Aggression at the Workplace on Employees' Health: A Systematic Review of Personal Outcomes and Prevention Strategies.

Psychological aggression perpetrated by customers, coworkers, and supervisors is a behavior frequently experienced in the workplace with negative consequences for an individual's health. The aim of this systematic review was to examine the personal outcomes of overt workplace psychological aggression and summarize empirical evidence on how to prevent and reduce its effects. A search on PubMed, Scopus, ProQuest, and Web of Science electronic databases was made. Data were obtained from 30 studies (26 cross-sectional, 3 longitudinal, 1 quasi-experimental) representing 20,683 employees. Longitudinal studies indicated that workplace psychological aggression is significantly associated with musculoskeletal injury and psychological strains (anxiety, depression, anger) over time. Research also suggests that psychological aggression at work predicts fear, emotional exhaustion, depersonalization, personal accomplishment, and physical symptoms, for example. Additionally, the information collected suggested that support from coworkers, supervisors, and management; informational support; political skills; job resources; and confidence to prevent and respond to aggression moderate significantly the impact of workplace psychological aggression on personal and organizational outcomes. Perceptions of a violence-prevention climate, aggression-preventive supervisor behavior, and aggression-preventive employee effort are also significantly associated with a reduction in psychological aggression at work and strains. In conclusion, this review allows us to understand the effects of the psychological aggression by identifying the preventive strategies that could be adopted by managers, supervisors, or leaders to deal with it and promote individual's health in the workplace.

The Effects of Transparency and Voice on Managerial Decisions and Employee Effort in Hierarchical Organizations

Organizations often promote procedural justice by increasing the transparency of managerial decisions and encouraging employees’ voice in the decision process. We experimentally investigate how implementing these control policies in hierarchical organizations (owners vs. managers vs. employees) affects managers’ resource-allocation decision and employee effort. We predict and find that managers allocate more resources to employees, lowering owners’ return, when the allocation decision is transparent than when it is not transparent, despite being incentivized to increase owners’ return. Further, managers allocate more resources to employees when employees can voice their desired outcome than when employees’ voice is not allowed, but only if the allocation decision is transparent. Managers’ intention to exchange gifts with employees mediates these effects. We also find that, when employees have a voice, their effort is influenced by whether the allocation reaches their desired level. The implications of our findings for management control theory and practice are discussed.

Charitable Contribution Matching and Effort-Elicitation

ABSTRACTWe examine the effect of a charitable contribution matching (CCM) program on employee effort. In CCM programs, employers commit to match employees' donations to charity. We expect CCM to activate a norm of other-regarding behavior, inducing employees to increase effort to benefit their employer. Experimental results robustly support our expectation. We find that CCM increases effort under both fixed-wage and performance-based incentive contracts. Further, our results suggest that CCM is more effective at eliciting effort than alternative uses of firm capital. Specifically, CCM is more effective at eliciting effort than the firm allocating an equivalent amount of capital to either direct firm charitable giving or increased performance-based pay. Our study suggests that CCM has efficient and robust effort-elicitation benefits that increase its value as a compensation tool incremental to any initial employee selection benefits from CCM and any effort benefits from firms' direct charitable giving.

Classical Approach Theory

Without any doubt, management is a very necessary subject in any type of organization where the pre-planned aim is impossible to achieve if there is no appropriate management. In Management different tasks are performed with the effort of many employees. There are many different types of management theories which are divided into situational, classical, and behavioral theories. The well-known classical management theories are of three types i.e. ( administrative, scientific, and bureaucratic) have been talked about in this particular paper. The management theory of science (with respect to some other type of factors) are the main and important demand for the managers of any company or an organization, in order to deal with many other challenges so that it can show negative and positive outcomes for management type of theories with the respective science of management and definitely also with the managers. Some of the common characteristics of the classical type of management theory are series of management of authoritarian style, commands, and forecasting of behavior. In spite of these types of facts, these theories are out of date, different shapes of these types of theories are executed in many countries.

Employee perception of inclusivity and organizational performance: The case of the Ontario public service

AbstractInclusion has moved to the forefront of human resource management in both public and private sector organizations around the world. A fractured research literature has arisen from a succession of diversity policies, contradictory findings, competing goals, contested definitions, and varying institutional factors and organizational cultures. This article seeks to examine the level of inclusion and the connection between inclusion and effort in the Ontario Public Service (OPS). Our findings show that increased feelings of inclusion are positively related with employee efforts in their job.

ORGANIZATIONAL AND ECONOMIC PROVISION OF THE MOTIVATIONAL COMPONENT IN THE CONTEXT OF STRATEGIC MANAGEMENT OF ENTERPRISE SUSTAINABLE DEVELOPMENT

The article is devoted to the study of organizational and economic support of the motivational component of the divisions of the industrial enterprise in the context of strategic management of its sustainable development. Theoretical and methodological aspects of formation of the effective mechanism of material encouragement in the system of management of structural divisions of the industrial enterprise are investigated. The systems of material incentives in the organization are considered and analyzed. The shortcomings of the current system of material incentives for employees of industrial enterprises are formulated. Theoretical bases for construction of effective system of motivation of the personnel taking into account the real contribution of each production division and each separate employee of the enterprise in final results of activity of the organization are offered. The general scheme of distribution of the fund of additional salary at the industrial enterprise is reflected in the form of algorithm. The approach to distinguishing the criteria for determining the coefficient of labor contribution and the coefficient of labor participation is systematized. The optimal structure and approaches to the quantitative assessment of indicators that characterize the motivational efforts of employees and departments of the enterprise are formed. The main types and limits of material responsibility are considered and the basic conditions of involvement of employees in material responsibility are generalized. The significance of the system of internal material responsibility at the enterprise in the context of the motivational component is substantiated. The requirements to the elements of the motivational subsystem of the production enterprise in the aspect of strategic management of sustainable development are generalized. The recommendations and prospects of further research in the approaches to the construction of the motivational component of enterprise management as a basis for increasing the labor activity of employees for strategic management of sustainable development of the organization are formulated.

Employee effort and earnings management

In this study, we examine the relationship between employee effort within the firm and earnings management, using data on working hours and discretionary accruals. With higher employee effort, we find less earnings management among U.S. firms. This result is stronger when earnings are more predictable and persists after we control for endogeneity. We also find smaller earnings discontinuities with higher employee effort. Our domestic results remain the same with a global sample. Our results suggest that earnings management enables benchmark beating with greater precision than can high employee effort alone, but also that high-effort firms may be misclassified as earnings manipulators.

The Influence of Service Quality, Marketing Mix, on Bank Customer Satisfaction in the Era Covid-19

Building loyalty is no longer an option in the banking world. In recent years a trend has emerged, namely the tendency for customers to have more than one savings account at different banks. One of the ways to do this is by marketing service quality and marketing mix to customer satisfaction. The Bank's compliance with government policies to prevent the spread of COVID-19 is the Work From Home policy. Banking measures to optimize employee efforts to maintain the health of their closest people at home while providing maximum protection from the potential for contracting COVID-19 while interacting with the community while working or traveling to and from the office, namely adjustments to work systems. The role of marketing in banking is to build strong relationships sustainably by providing excellent service for the development of service quality such as Servqual, with Tangible, Responsiveness, Reliability, Assurance, and Empathy characteristics. New service quality that can be applied in the banking world in particular. The most important thing is Banking Service Quality (BSQ.) Like conventional bank service products, the bank's low rating. Testing using the PLS (Partial Least Square) analysis method. The results showed that customer satisfaction has a positive and significant effect on customer loyalty. Customer satisfaction affects the reliability, effectiveness, and assurance of the service portfolio, price, and access. Tangible must receive extra attention so that customer satisfaction can increase.

Doing Well By Doing Good: Improving Store Performance with Employee-friendly Scheduling Practices at the Gap, Inc

We estimate the causal effects of responsible scheduling practices on store financial performance at the US retailer Gap, Inc. The randomized field experiment evaluated a multi-component intervention designed to improve dimensions of work schedules – inconsistency, unpredictability, inadequacy, and lack of employee control – shown to undermine employee well-being. The experiment was conducted in 28 stores in the San Francisco and Chicago metropolitan areas for nine months between November 2015 and August 2016. Intent-to-treat (ITT) analyses indicate that implementing responsible scheduling practices increased store productivity by 5.1%, a result of increasing sales (by 3.3\%) while also decreasing labor (by 1.8%). Drawing on qualitative interviews with managers and quantitative analyses of employee shift-level data, we offer evidence that the intervention improved financial performance through improved store execution. Our experiment provides evidence that responsible scheduling practices that take worker well-being into account can enhance store productivity by motivating additional employee effort and reducing barriers to employees adhering to the scheduled labor plan.