Employee Effort Research Articles

Enhancing Organizational Social Sustainability: Exploring the Effect of Sustainable Leadership and the Moderating Role of Micro-Level CSR

Managers face challenges in leveraging people as a source of competitive advantage due to advancements in technology and the widespread availability of information, which have rendered other sources of competitive advantage less effective. In this context, social sustainability within an organization refers to the enduring relationships between employees and the organization, as well as their collective contribution to organizational goals. Strengthening social sustainability provides opportunities to achieve desired objectives through the efforts of employees. This study presents empirical findings that support the assumptions that sustainable leadership enhances social sustainability, and that micro-level corporate social responsibility (CSR) moderates this relationship. The data were gathered from a randomly selected sample of 516 employees in the healthcare industry, and regression analysis using structural equation modeling (SEM) was employed to test the hypotheses. The results demonstrate a significant role of sustainable leadership on the establishment and development of social sustainability, with micro-level CSR positively influencing this relationship as a moderator. These findings hold both theoretical and practical implications. Given the labor-intensive nature of the healthcare industry and the interconnectedness of the three variables examined in this study, no prior research investigating these connections was found in the literature. Therefore, the research model proposed in this study and its subsequent findings represent a valuable contribution to the existing body of knowledge. The findings offer guidance to hospital administrators, emphasizing the importance of focusing on sustainable leadership and micro-level CSR to reduce turnover rates and cultivate long-term relationships with employees, thereby enhancing organizational effectiveness.

Effect of Employee Perception of Sex Diversity and Employee Perception of Retaining Sex Diversity on Work Efforts Mediated By Interactional Justice, Distributive Justice, and Procedural Justice in Public Sector

Digital transformation has become one of the government programs. In an organization full of diversity, leaders need to carry out good governance. Proper diversity management is needed for organizations with diverse employees. Diversity management can be felt by employees from two perspectives, namely how employees see the existing diversity and how employees see the organization's efforts to maintain diversity. Apart from being applied to managing organizations, diversity management is directly proportional to organizational justice. This research aims to determine the effect of perceptions of sex diversity and perceptions of retaining sex diversity on employee work efforts in the public sector mediated by interactional justice, distributive justice, and procedural justice in organizations. Research data was collected using a questionnaire and obtained 148 respondents. The collected data was analyzed using the Partial Least Square (PLS-SEM) based Structural Equation Modeling method with the SmartPLS application. The results showed that there was a positive effect on perceptions of employee diversity and perceptions of retaining employee diversity on work effort mediated by procedural justice. However, the results showed that other variables had a different effect. This research contributes to providing an overview regarding how to improve the work efforts of employees in the public sector, especially those with a high level of diversity.

Strive for rewards or keep them accountable? Motivating employees’ effort and performance

Organizations often turn to extrinsic motivators to improve employee effort and performance, with mixed results. In this research, performance-based benefits and accountability are explored to assess whether they differentially affect where effort is exerted and how they influence overall performance. The study proposes that effort can be divided into two components—strategic effort and execution effort—and that each component will influence overall performance differently. The study uses a scenario-based experiment involving a complex and unfamiliar task. The results indicate that workers motivated by performance-based benefits increase the use of strategic effort, which improves performance through the identification of critical problems, and they develop a better overall strategy relative to workers who are held accountable. The study also indicates that while accountability increased the use of execution effort, the additional effort did not improve performance in the complex task setting. The study highlights the importance of aligning an extrinsic motivator to the type of effort desired for a particular task.

Evaluation on Job Satisfaction, Burnout and Emotional Efforts of Employees in the Provincial Directorate of Family and Social Services in terms of Some Variables

Bu çalışma, dezavantajlı gruplarla çalışan ve onlara hizmet veren Aile ve Sosyal Hizmetler İl Müdürlüğü çalışanlarının Duygusal Emek, İş Tatmini ve Tükenmişlik durumlarını araştırmak amacıyla gerçekleştirilmiştir. Araştırmaya, Burdur Aile ve Sosyal Hizmetler İl Müdürlüğü (BASHİM) ve müdürlüğe bağlı birimlerde çalışan 120 personel katılmıştır. Demografik bilgi formu, Duygusal Emek Ölçeği, Tükenmişlik Ölçeği ve İş Tatmini Ölçeği veri toplama araçları olarak kullanılmıştır. Araştırmada toplanan veriler SPSS ve JAMOVI programlarıyla analiz edilmiştir. Araştırmada bağımsız örneklem t testi, korelasyon analizi, doğrusal regresyon analizi gerçekleştirilmiştir. Gerçekleştirilen analizler neticesinde elde edilen bulgular ele alındığında, Tükenmişlik Ölçeği’nin alt boyutu olan Düşük Kişisel Başarı alt boyutu katılımcıların cinsiyetine ve eğitim durumuna göre farklılaşmaktadır. Katılımcıların yaşı ile Duygusal Emek Ölçeği’nin alt boyutu Yüzeysel Rol Yapma ve Doğal Duygular arasında anlamlı bir ilişki bulunmaktadır. Tükenmişlik Ölçeği’nin alt boyutu Duyarsızlaşma ile katılımcıların yaşı arasında ve İş Tecrübesi (yıl) arasında yine anlamlı bir ilişki bulunmaktadır. Yapılan çoklu regresyon analizi sonuçlarına göre Derinden Rol Yapma, Duygusal tükenmişlik, İş Tatmini’ ni anlamlı düzeyde yordamaktadır. Yüzeysel Rol Yapma, Derinden Rol Yapma, Doğal Duygular, Duygusal tükenmişlik, Duyarsızlaşma ve Düşük Kişisel Başarı İş tatmininin %34’ünü açıklamaktadır. Elde edilen tüm bulgular alan yazında yer alan diğer çalışmalar ışığında etraflıca tartışılmıştır. Araştırma, sosyal hizmetler alanında çalışan bireylerin iş tatmini, tükenmişlik ve duygusal emek düzeylerinin çeşitli değişkenlerle birlikte ele alması açısından bu konuda yapılan ve yapılacak çalışmalara katkı sağlayacağı değerlendirilmiştir.

Evaluating organizational phishing awareness training on an enterprise scale

Employees are often the victims of phishing attacks, posing a threat to both themselves and their organizations. In response, organizations are dedicating resources, time, and employee effort to train staff to identify simulated phishing attacks. However, the real-world effectiveness of these training efforts in large enterprises remains largely unexplored. To address this, we carried out a controlled experiment in an Israeli financial institution with approximately 5,000 employees. The experiment included three simulated phishing emails, and we examined how different factors influence the phishing Click-Through Rate (CTR). Our findings suggest that employees are more likely to engage with phishing simulation emails that use personalized phrasing. We also found that phishing CTR varies between business units, and that the timing of training before the simulated email did not significantly affect phishing CTR. Furthermore, it became clear that training prior to phishing simulations and adopting a data-driven approach that includes process, variable and measure analysis, can enhance organizational awareness of phishing. Although advanced technologies can mitigate some phishing attacks, our research indicates that employee awareness and proactive behavior will continue to play a critical role in the foreseeable future. The paper concludes by providing guidelines to information security officers on establishing effective organizational awareness to prevent phishing attacks.

Eğitim Örgütlerinde Yaşanan Çatışmaların Performans Üstüne Etkilerinin İncelenmesi

The main purpose of this study, which aims to examine the effects of conflicts experienced in educational organizations on performance, will be to determine the theoretical framework of organizational conflicts and to examine the effects of these conflicts on performance. It requires certain Decrees for the people who come together in the direction of achieving a certain goal in the institutional structures to achieve their goal. One of the elements that are important in this andir is that it is well known what the efficiency level of organizational performance is and what is affected by this situation. Organizational conflicts are also an issue that has a direct impact on performance. Organizations that are very important in economic and social life need to be managed competently in an environment of intense opposition. For this reason, it is the most important issue for all corporate personnel, from the top-level managers to the lowest-level field employees, to demonstrate success above the established criteria. In companies where personal achievements are reflected in corporate achievements, the development of human resources is one of the factors affecting this situation. In this sense, performance and increasing performance within the organization are among the factors that organizational success should be focused on with importance. The performance itself, which displays the employee's effort and desire to achieve the goal in the functioning of the institution, is a necessary application regardless of the subject of the work, the level of personnel, the size of the company. With this study, it will be tried to examine the effects of organizational conflict and these types of conflict on performance, and solution suggestions aimed at eliminating organizational conflict types will be presented. Key Words: Education, Organization, Organizational Conflict, Performance

Assessment of the influence of factors on the formation of the management structure of a competent organization

An important task of Ukrainian organizations in the context of the intensification of European integration processes is to ensure competence on the European market and the ability to compete with organizations of the European Union countries, which directs the efforts of managers to find ways to optimize management structures as part of a set of measures to increase the level of organizational competence. The purpose of the article was to justify the factors of external and internal influence that should be taken into account when building the management structure of the organization in the context of acquiring competence on the European market. To achieve the goal, the methods of content analysis, logical analysis and generalization, analysis of hierarchies, pairwise comparisons, dialectical and expert methods have been used. It is substantiated that in the conditions of Ukraine’s accession to the European economic space, it is important to shift the perspective of attention from external circumstances to internal organizational properties, to their competence, which is evidence of knowledge, experience, and skills to perform effective activities, a prerequisite for successful competition of organizations with European producers. The determination of the management structure of organizations as the basis of activity, the guarantee of adaptive properties, have allowed to consider it as a factor of organizational competence and effective functioning in the European environment. The dynamism of the requirements of the European market has been given the status of a priority task of analyzing the factors influencing the formation of the management structure of the organization as a prerequisite for ensuring its competence. An online survey of heads of Ukrainian organizations has made it possible to choose the most significant factors of influence based on the criteria of the strength of influence, cost and duration of prevention of a negative influence. The necessity of priority consideration of the selected factors during the construction of the management structure of the organization for its timely adjustment and improvement of adaptive properties has been proven. Formulated conclusions and recommendations will be useful to managers who strive to form a rational management structure in accordance with the goals and objectives of the organization, which will ensure the coordination of the efforts of employees, a quick reaction to the influence of internal and external factors, increasing the level of organizational competence

The interactive effect of organizational identification and reward type on reward valuation

AbstractRecent management trends highlight two techniques firms use to motivate employee effort: (1) fostering employees' organizational identification (OI) and (2) offering employees tangible rewards such as gift cards instead of cash rewards. We use three studies to examine how OI affects employees' reward valuation and how such effects differ depending on the reward type. Study 1 is an experiment, demonstrating that increasing OI increases the emphasis participants place on a reward's symbolic value, which then increases the total value of the reward—to a larger extent when the reward is tangible than when it is cash. Study 2 is an experiment, providing evidence that Study 1 results are robust to using a tangible reward that is not socially consumed, that is selected either by the firm or by the employee, and that is either a good or poor fit with the employee's personal preference. Finally, Study 3 is a survey, asking respondents about actual rewards they received from their current employer and capturing their actual OI with their current employer. Results in Study 3 are inferentially similar to those in Study 1 and Study 2, albeit stronger for rewards of smaller monetary value. Collectively, these results highlight the particular benefit of strong OI on how employees value tangible rewards relative to cash rewards, which should be of interest to incentive system designers.

Valuing employee performance through compensation management practice in Nigerian banks

Abstract
 The study’s general objective is to determine the influence of compensation management practices on the employee performance of Banks. The main research instrument used for the study was a questionnaire. A cross-sectional research design was employed. The population of the study comprises 700 employees of selected Banks, while a sample size of 255 was derived using Taro Yamani's formula but 253 were returned and used for analysis. The reliability of the questionnaire showed a Cronbach Alpha value above 0.8 for all the constructs. Simple regression was used to test the hypotheses with the aid of Stata version 13 software. Correlation analysis showed that the constructs were positively correlated. Single regression was conducted to the formulated hypotheses and post-regression diagnostics tests were carried out to certify the regression model. The study finds that: Recognition has a significant effect on employees' performance in banks (Coef. = 0.587, p = 0.000). Pay has a significant effect on employees' performance in selected banks in Delta State (Coef. = 0.551, p = 0.000). The study concluded that fringe benefit is one of the ways to promote and retain an employee in the organization and management should be able to sense the active employees and create ways of appreciating the employee's effort put into action in the organization. The study provided that recognition is a form of compensation that boosts employee performance in the banking sector.

Eğitim Yöneticilerinin Performans Değerleme Sürecinin Değerlendirilmesi

The aim of this study is to evaluate the performance evaluation process of educational managers. Performance is defined as the fulfillment of a work according to the determined conditions and the way of behavior of employees. The concept of performance, which comes across as the efforts of employees to achieve the organization's goals, is an issue that requires systemic integrity within the organization. It is a very important situation that the operations and activities in the systems to be carried out in organizations in order to increase performance have positive consequences. The concept of performance evaluation is the indication of the importance of personnel for the organization in certain periods of time with quantitative and qualitative aspects. Valuations are the process of making a judgment about people's performance, achievements or failures during the study. Valuations are an active system that provides an opportunity for real joint work, information exchange, sharing of tasks, authority and responsibility in terms of mistakes and achievements, and educational development. Performance evaluation, also called as success evaluation; it can be defined as a vetire that provides information about the effectiveness and competence of an employer in the task he is obliged to perform, and provides the opportunity to measure and benchmark the performances he shows in this regard. Performance evaluation is to systematically analyze the strengths and weaknesses of individuals or groups related to business and direct them in the direction of the goals determined by the organization. Performance evaluation is the ability of managers to evaluate the business success of employees by making comparisons and measurements with the standards they have set before. Key Words: Education Manager, Performance, Performance Evaluation

Purpose, profit and social pressure

We develop a model in which there are firms and employees who care about profit-sacrificing higher purpose (HP) and those who do not. Firms and employees search for each other in the labor market. Each firm chooses its HP investment. When there is no social pressure on firms to adopt a purpose, HP dissipates agency frictions, lowers wage costs, yet elicits higher employee effort in firms that intrinsically value the purpose. However, social pressure to invest in HP can distort the HP investments of all firms and reduce welfare by making all agents worse off. Applications of these results to banking are discussed.

The influence of frontline employee self‐disclosure about products in a retail store on customer trust in the retailer in the context of service encounters

AbstractThe current research investigates how customers respond to self‐disclosure by frontline employees in the service encounter context of retailing. Three scenario‐based experiments demonstrate that self‐disclosure by frontline employees related to the promoted products in a retail store has a beneficial impact on the trust which customers feel in the store. This effect is mediated by both perceived employee effort and intimacy toward employees. However, this self‐disclosure effect is mitigated when customers perceive strong persuasive intent via persuasive attempts by employees. From a practical viewpoint, our investigations offer applicable tactics for producing desired outcomes regarding relational benefits (i.e., trust) during service encounters.

Timing Is Everything

Decertification can seem like a mystic process to rank‐and‐file employees. Due to rules against employer assistance with decertification efforts, managers and supervisors are frequently powerless to aid workers who have a bona fide interest in asking the NLRB for an election to have a union removed as representative. Are the good faith efforts of employees to file a decertification petition to be considered when determining whether a petition is valid? The NLRB recently gave its resounding answer: No.

Keeping safe at work

Creating healthy work environments is a collective and an individual responsibility. It requires collaborative efforts of employers and employees, health and care managers, healthcare assistants (HCAs) and assistant practitioners (APs). There is much that can be learnt from one another. Several aspects of legislation are in place that compel organisations and individuals to ensure a safe working environment. This article provides a discussion regarding health and safety at work, with a focus on stress, its impact and its management.

How Suboptimal is Work-From-Home Security in IT/ICS Enterprises? A Strategic Organizational Theory for Managers

The COVID-19 pandemic (e.g., especially the first and second COVID waves) had forced firms (organizations) to radically shift a considerable (if not all) proportion of their employees to serve in a work-from-home (WFH) mode. Industry statistics showcase that despite ushering in significant work-flexibility (and other) benefits, the WFH mode has also expanded an organization’s cyber-vulnerability space, and increased the number of cyber-breaches in IT and IT-OT systems (e.g., ICSs). This leads us to an important fundamental question: is the WFH paradigm detrimental to IT and IoT-driven ICS security in general? While vulnerability reasoning and empirical statistics might qualitatively support an affirmative answer to this question, a rigorous, practically motivated, and strategic cost-benefit analysis is yet to be conducted to establish in principle whether and to what degree WFH-induced cyber-security in an IT/ICS system is sub-optimal when compared to that in the non-WFH work mode. We propose a novel and rigorous strategic method to dynamically quantify the degree of sub-optimal cyber-security in an IT/ICS organization of employees, all of whom work in heterogeneous WFH “siloes”. We first derive as benchmark for a WFH setting - the centrally-planned socially optimal aggregate employee effort in cyber-security best practices at any given time instant. We then derive and compute (using Breton’s Nash equilibrium computation algorithm for stochastic dynamic games) for for the same setting - the distributed time-varying strategic Nash equilibrium amount of aggregate employee effort in cyber-security. The time-varying ratios of these centralized and distributed estimates quantify the free riding dynamics, i.e., a proxy concept for security sub-optimality, within an IT/ICS organization for the WFH setting. We finally compare the free-riding ratio between WFH and non-WFH work modes to gauge the (possible) extent of the increase (lower bound) in security sub-optimality when the organization operates in a WFH mode. We counter-intuitively observe through extensive real-world-trace-driven Monte Carlo simulations that the maximum of the time-dependent median increase in the related security sub-optimality ranges around 25% but decreases fast with time to near 0% (implying security sub-optimality in the WFH mode equals that in the non-WFH mode) if the impact of employee security effort is time-accumulative (sustainable) even for short time intervals.

Ambiguous Sticks and Carrots: The Effect of Contract Framing and Payoff Ambiguity on Employee Effort

ABSTRACT Research suggests that employees work harder under penalty contracts than under economically equivalent bonus contracts. We build on this literature by examining how the motivational advantage of penalty contracts depends on a common aspect of real-world contracts: payoff ambiguity. With payoff ambiguity, employees provide effort without knowing how much pay they will receive for a given level of performance. According to our theory, this ambiguity opens the door for employee optimism, which has contrasting effects under each contract frame. Results from an experiment support this theory, with an increase in ambiguity leading to less employee effort with penalty contracts (as employees optimistically expect small penalties) and more effort with bonus contracts (as employees optimistically expect large bonuses). We also find that these effects are stronger for more dispositionally optimistic employees. Overall, our results suggest that bonus contracts may be more motivating and penalty contracts less motivating than previously thought.

Side Businesses, Firm Investments, and Employee Effort: An Experimental Study

Side Businesses, Firm Investments, and Employee Effort: An Experimental Study

The smart analysis for workforce and organization management in corporate environment

The overall objective of all management practices is to get work done efficiently, at the lowest cost, in the best manner possible, using selected and trained personnel and machinery. Absolute best results cannot be achieved without the full effort of skilled employees with the best office equipment and a good harmonious office environment. Effectiveness in the successful execution of office tasks lies in the selection and use of office space. The facilities provided to do the work help to do the work in the best way. Office space is a prime factor for successful business execution. It is also clear that it does not come easily. When deciding on the suitability of a building, the manager should prepare a thorough checklist of requirements. Naturally, each business organization, department, and office has its own unique needs. Priority levels are assigned once the checklist is prepared. Discussing what is important, wanted, and useful with subordinates helps everyone get a sense of ownership while also demonstrating and confirming priority levels

METHODOLOGICAL PRINCIPLES AND INNOVATIVE COMPONENT PROJECT MANAGEMENT OF REGIONAL ENTERPRISES

In the article it is justified the current economic and political environment in Ukraine demonstrates that the country is not keeping up with the international changes taking place. This has a negative impact on society and at the same time becomes the subject of theoretical research. Active cooperation of every enterprise is required for innovative development of the surrounding world. During the research it was established that permanent models of project management by regional enterprises do not meet the needs of today. With the growing urgency of the food crisis and worsening environmental challenges, meeting basic human needs requires not only a new wave of economic growth, but also guarantees that they will also receive their share of the resources needed to support this growth. The article examines what in parallel with the formation of market relations in the economy of our country, profound changes are taking place in the theory and practice of management at regional enterprises. Innovative project management models and market concepts that operate with modern concepts, techniques and methods are introduced. All this is aimed mainly at achieving the goals of regional enterprises and stimulating the improvement of the efficiency of their functioning. In the article it is justified methodological principles and the innovative component of project management of regional enterprises provide for the most efficient execution of the task in view of its purpose, scope, quality, time and financial limitations. However, it is worth emphasizing that the lack of predicted and planned in advance final indicators of the project, the achievement of which is aimed at ensuring the development of the enterprise, makes it impossible to determine the degree of achievement of the set goal. Another important point is that before choosing a project management methodology, you need to carefully understand what the ultimate goal is. If the result of the process of planning and forecasting economic and financial development are clear requirements for the project, you can proceed to the methodology. The project management methodology of regional enterprises is a certain system that allows you to reduce risks, optimize the efforts of employees, avoid duplication of functions and bring mutual understanding to a new level in the team. The main components of the methodology are the principles, methods and rules of working on the project.

I'm Working Hard, But It's Hardly Working: The Consequences of Motivating Employee Effort that Fails to Achieve Performance Targets

I'm Working Hard, But It's Hardly Working: The Consequences of Motivating Employee Effort that Fails to Achieve Performance Targets