Perspective Of Employees Research Articles

Flow, job performance and psychological wellbeing: the role of psychological ownership and trust in the ICT work place

Purpose This paper, drawing on self-enhancement theory and from employee perspective, aims to develop and validate an integrative theoretical model that centers on the trust–psychological ownership (PO) link to investigate information and communications technology (ICT) employee work outcomes. Design/methodology/approach A cross-sectional survey with PLS-SEM analysis of 424 employees in ICT industry in Ho Chi Minh City, Vietnam, reports that all of 10 hypotheses are empirically supported. Findings PO is found to be an important driver of employee flow, job performance and psychological wellbeing. Moreover, it is posited that trust acts a moderator of the relationship between flow experience and job performance, and between job performance and psychological wellbeing. Originality/value To the best of the authors’ knowledge, this paper is among the first to affirm that trust in work environment serves as both an enabler for PO and a moderator for the relationship between flow experience–job performance as well as between job performance–psychological wellbeing path. The study also affirms that flow state plays a mediating role in the PO–job performance path, and that job performance acts as a mediator in the flow experience–psychological wellbeing sequence. Finally, new evidence expectedly highlights the positive impact of job performance, a short-term work outcome, on psychological wellbeing, a long-term work outcome.

Examining the Impact of Common Law on Job Security in Zimbabwe's Private Sector Legal Insights and Employee Perspectives

Examining the Impact of Common Law on Job Security in Zimbabwe's Private Sector Legal Insights and Employee Perspectives

Understanding the Indian Startup Ecosystema Holistic Exploration of Dynamics, Profitability, and Employee Perspectives

Abstract India has established itself as the third-largest global startup ecosystem, with thriving start-ups. Despite commanding high valuations, startups across diverse sectors are grappling with challenges in achieving profitability. Increasing concerns about job security and the potential for additional layoffs in the absence of an improved funding environment are causing apprehension among talent, even within larger startups. The research intends to analyse the Indian startup ecosystem, analyse and compare the profitability of chosen Unicorns and Decacorns in both listed and unlisted categories, and understand the employee perception of working in startups. An analytical research design is followed. To understand employee perception, a survey facilitated through a structured questionnaire has been conducted among 100 employees of startups situated in Karnataka and Kerala, regions distinguished for their highly supportive ecosystems. Analysis depicted a discrepancy in profitability suggesting that Decacorns, with their startup status, robust valuations, and soaring operating revenue, have yet to establish themselves as consistently profitable entities. Findings from the employee survey highlight that learning opportunities and accelerated career growth stand out as motivating factors for choosing employment in startups. Conversely, the downsides include concerns about change, job insecurity, and workload. The comprehension of stock options at the knowledge level was evident, potentially serving as a stirring factor for startups to incorporate into their employee benefits.

The Employer Perspective

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Focus on onboarding process: Examining mentoring and training programs from the perspective of HR and employees

Focus on onboarding process: Examining mentoring and training programs from the perspective of HR and employees

Continuity in public transport provision during the Covid-19 pandemic – responding to organisational and health challenges facing workers

PurposeThis paper explores and analyses the major challenges faced by both customer-facing and office-based public transport employees during the early stages of the Covid-19 pandemic and the responses of their employers to their concerns.Design/methodology/approachQualitative semi-structured interviews and focus groups were carried out, involving 39 employees and directors representing a wide range of professionals working in the transport sector in three European countries, Poland, Ireland and the UK. Data were analysed through thematic analysis and the emerging issues explored.FindingsMajor employee challenges included: access to resources for safe working; worker mental health and well-being; and the effects of changing working practices, particularly flexible working, on their wider household circumstances and work–life balance (especially combining childcare responsibilities with work). First, physical health safety measures (such as PPE) were put in place for all workers, although sometimes with delays. Second, concerning practical support for mental health and well-being at work, the findings highlight that their employers’ practical support was considered limited by some customer-facing participants. In contrast, participants working from home were offered considerably greater employer support for their well-being, including increased and regular communication regarding work and non-work-related topics to tackle isolation and lack of social interactions. Third, work–life balance, and especially childcare were significant issues for those working from home. To improve organisational resilience, employer support for workers needs to better reflect employees’ job role, work setting and location, as well as their household demands such as childcare.Practical implicationsThe lessons learned from this study contribute to future employer responses and practices and their organisational resilience, both in times of major crises and also for improving mental-health and childcare support in normal times.Originality/valueThe study considers the role of employee perspectives on organisational resilience and service continuity in public transport during a crisis and in three countries. Importantly, the data were gathered contemporaneously during the early stages of the pandemic, and so are not influenced by retrospective rationalisation or uncertain recollections.

Innovative approaches to measuring and promoting employee vitality and sustainable employability

Abstract Background Employers find it difficult to develop interventions for vitality and sustainable employability (SE), particularly for employees in low-skilled jobs. Measures based on the employee perspective on SE that would give direction to interventions fall short, and effective programs to improve vitality and SE in this group are lacking. This study aims (1) to get insight into the effect and implementation of an innovative organizational, dialogue-based approach ‘Healthy HR’ (HHR)* to promote job control and SE, and (2) to refine and further validate the Maastricht Instrument for SE (MAISE)-Easy (an HHR tool for needs assessment). Methods (1) An effect evaluation with a pretest-posttest design with a 1 year follow up (N = 71), and a mixed-methods process evaluation were conducted. Data were collected using questionnaires, interviews with employees and employers (N = 26), focus groups (N = 4) and logbooks. (2) A questionnaire containing the MAISE-Easy-items, proxy variables (health and vitality) and demographics was answered by 1223 employees from 7 organizations. Construct validity, reliability and criterion validity were tested through PCA, CFA, Cronbach’s alpha and correlations. Results (1) A higher dose of HHR resulted in better job control and SE (n.s.). HHR had a positive impact on the awareness level of vitality and healthy workplaces of all stakeholders. (2) Reliability, construct and criterion validity of the MAISE-Easy were good, and MAISE-Easy 2.0 was constructed. This tool consists of 8 scales and 20 items divided over 4 areas: (1) Level of SE; (2) Factors affecting my SE; (3) Overall responsibility for SE; and (4) Responsibility for factors affecting my SE. Conclusions MAISE-Easy 2.0 is a valuable, valid and reliable tool in HHR which serves as a needs assessment for SE interventions. The innovative participatory approach HHR can improve job control and SE of employees in low-skilled jobs by giving them an active voice. *doi.org/10.1186/s12889-021-11278-7 Key messages • Healthy HR (HHR) is an effective, organisational dialogue-based approach (online toolkit) to promote job control, vitality and sustainable employability (SE) of employees in low-skilled jobs. • MAISE-Easy-2.0 (Maastricht Instrument for SE) is a new and thoroughly validated HHR tool for needs assessment, which measures SE and the responsibility for SE from the employee perspective.

How do employees feel their health is valued? a descriptive case study

PurposeA descriptive case study approach was adopted to examine employees' perceptions of the prevalence and usefulness of wellness programs. Relying on Centers for Disease Control and Prevention Health ScoreCard (CDC HSC), this study aims to assess the prevalence of worksite wellness programs, policies and benefits in general and incorporated employee perspectives to contextualize the CDC HSC wellness assessments.Design/methodology/approachThe authors first compared the CDC HSC assessments to evaluate the effectiveness of wellness programs in 20 select organizations. Follow-up employee interviews (n = 25) were conducted to contextualize the CDC HSC assessments.FindingsA variety of wellness programs are likely to increase employee engagement and participation when organizations adopt a bundling approach to combine wellness policies, incentives and an array of wellness programming opportunities that encourage and incentivize employees’ health promotion behaviors.Research limitations/implicationsFuture researchers might examine health metrics, in terms of dollars, doctor visits or biometrics before and after the implementation of a wellness program or paid wellness coordinator. Because this study interviewed employees and not members of executive leadership or finance and accounting, financial metrics were not available or the focus of this study. The inclusion of leaders and directors of wellness initiatives would offer additional ways for examining the impact of wellness initiatives on employee behaviors on organizational outcomes.Practical implicationsNutrition, weight management and chronic disease management were identified as major challenges impacting the health of employees. Even when organizations reported robust scores in their CDC HSC assessments, employers identified these three areas as critical for sustaining the health and well-being of their employees. Finally, the issue of employee safety was a top priority for all organizations regardless of how they scored on their CDC HSC assessments.Social implicationsThe authors suggest that when high-impact wellness practices are linked to organizational supports in the workplace, these efforts are likely to have more positive effects on both employee outcomes and organizational outcomes. A regular routine of checking on wellness issues can help keep potential problems from going unnoticed. An example of this is a reminder to stretch at a morning meeting or during work hours as a reminder to stay focused on health and well-being.Originality/valueThe authors aggregated the organizational assessments for different wellness interventions and compared the scores (falling above or below) with standardized CDC wellness scores. The incorporation of the CDC scorecard ensured a standardized and evidence-based evaluation of workplace wellness programs. This additional step informed the interview guide and follow-up with employees who offered recommendations for how organizations could enhance their wellness programs and policies.

Impact of Employment Salary Level of Graduates from Higher Education Institutions in China

Based on the analysis of questionnaire survey data on college graduates, we constructed a multiple linear regression model using Matlab software to study the factors affecting the salary level of graduates, such as University rank and geographical locations, which provides a reference basis for the employment planning of college students. The results indicate that the nature of the university and the ranking of geographical regions have a significant impact on the salary level of college graduates. We utilize the proposed method to study typical two universities in China, demonstrating the effectiveness of our analysis. Finally, from the perspective of talent employment in universities, feasible and effective measures to improve the salary level of college graduates were discussed.

Just Sustainabilities: Building Bridges and Breaking Barriers to Empower Employees for Inclusive Workplaces—Evidence from Ghana

This study examines the critical role of inclusive, people-centered strategies in driving organizational sustainability, focusing on two key institutions in the Ashanti Region of Ghana: Presbyterian University College (PUC) and Presbyterian Agogo Women’s College of Education (APWCE). Employing a qualitative research design, including 100 interviews, five focus groups, and participant observations, this study investigates employee perspectives on Diversity, Equity, and Inclusion (DEI) practices in the workplace. The findings identify key empowerment strategies—flexible job roles, participatory decision-making, leadership development, and open communication—that enhance employee engagement and commitment to sustainability efforts. The findings also demonstrate employees’ vital role in advancing sustainability through involvement in green initiatives, community engagement, and integrating sustainability into core organizational practices. This contribution intellectually bridges the gap between DEI policies and their practical application, offering a nuanced understanding of how cultural and social dimensions influence sustainability in underexplored contexts like Ghana. It emphasizes aligning organizational values with employee well-being to enhance job satisfaction and retention, presenting actionable strategies for fostering innovation, resilience, and long-term success. The increasing global focus on sustainability and the growing need for inclusive practices in organizational settings underscores the timeliness of this manuscript. It offers a holistic, forward-thinking approach that is especially relevant for organizations navigating post-pandemic workplace dynamics and seeking to align sustainability with equity and inclusivity.

Neurodata-based headsets for the (digital) employee well-being – responsibilities between benefit and harm

Purpose This study aims to demonstrate the importance of recognizing stress in the workplace. Accurate novel objective methods that use electroencephalogram (EEG) to measure brainwaves can promote employee well-being. However, using these devices can be positive and potentially harmful as manipulative practices undermine autonomy. Design/methodology/approach Emphasis is placed on business ethics as it relates to the ethics of action in terms of positive and negative responsibility, autonomous decision-making and self-determined work through a literature review. The concept of relational autonomy provides an orientation toward heteronomous employment relationships. Findings First, using digital devices to recognize stress and promote health can be a positive outcome, expanding the definition of digital well-being as opposed to dependency, non-use or reduction. Second, the transfer of socio-relational autonomy, according to Oshana, enables criteria for self-determined work in heteronomous employment relationships. Finally, the deployment and use of such EEG-based devices for stress detection can lead to coercion and manipulation, not only in interpersonal relationships, but also directly and more subtly through the technology itself, interfering with self-determined work. Originality/value Stress at work and EEG-based devices measuring stress have been discussed in numerous articles. This paper is one of the first to explore ethical considerations using these brain–computer interfaces from an employee perspective.

Exploring workplace well-being strategies in Iranian public organizations: a mixed methods study

PurposeTo ensure effective national governance, it is essential to enhance employees' well-being in the workplace. Employees with good mental and physical health are more likely to demonstrate a high level of commitment and engagement in advancing public policy objectives, which serve as instruments of public will. A comprehensive understanding of the various effective strategies to improve workplace well-being is indispensable to formulating human resource management policies within the public sector. Therefore, this study aims to uncover and prioritize the key strategies, programs and actions that contribute to enhancing the workplace well-being of public employees in Iran, drawing from their perspectives and experiences.Design/methodology/approachWe conducted a mixed-method study incorporating both qualitative and quantitative phases to recognize and measure these strategies. In the first phase, a qualitative content analysis was carried out based on the perspectives of Iranian public sector employees. In the subsequent phase, a questionnaire derived from the qualitative findings was randomly distributed to 374 employees from 14 public organizations. FindingsWorkplace well-being strategies can be summarized according to the level of their importance as follows: employees' well-being through “inter-personal relationship,” “systems,” “technologies,” “structure,” “culture” and “environment” within the organization. These strategies as six themes divided into 13 categories and 60 subcategories of programs and actions to promote employee well-being in the work setting.Originality/valueThe importance of considering employees' perspectives on workplace well-being is highlighted as a crucial aspect, rather than depending exclusively on managerial viewpoints for the implementation of well-being initiatives. Adopting an integrated and holistic approach to workplace well-being through strategies, programs and actions is another significant contribution of this study.

Union‐Free via Professionalism: Steps for Immediate Supervisors

From an employee's perspective, the immediate supervisor is the face of the company. Upper management can play a role, as can the top executive. However, day in and day out, the immediate supervisor is the worker's “boss.” Therefore, it is essential that the immediate supervisor conduct themselves in a manner that is consistent with the desired vision and culture of a company. When it comes to employers seeking to maintain union‐free status, that vision and culture is frequently defined in terms of professionalism. Acting in a “professional manner” can yield significant dividends in creating a work environment wherein employees regard their supervisor (and, in turn, the company) as trustworthy, competent, fair, and reliable.

Employer Brand Knowledge (EBK), Sustainability Practices and Employer Attractiveness: A Perspective of Millennial Employees

Employer attractiveness is crucial in talent management as it helps attract, retain, and engage top talent, thereby ensuring a competitive edge and long-term organizational success. This study aims to determine the relationship between Employer Brand Knowledge (EBK) and various dimensions of sustainability practices on employer attractiveness, particularly among Millennial employees. A quantitative research method was employed, with 90 questionnaires collected from Millennial employees in a publicly listed company in Malaysia. The data was analyzed using SPSS version 25.0 to test the hypotheses. The findings reveal that only one dimension of EBK namely employer image has a significant positive relationship with employer attractiveness. Contrary to our expectations, none of the sustainability practices was found to be related to employer attractiveness. This study contributes to a deeper understanding of how EBK influences the perception of employer attractiveness as it not only broadens the theoretical understanding but also provides practical insights for employers seeking to improve their attractiveness to the Millennial workforce. It is also suggested that employers who are more familiar with employees, have a positive reputation, and maintain a strong image are more likely to be attractive to millennials. Implications and recommendations for future research are also discussed in the study.

Optimizing Project Management Outcomes

This research systematically investigated and optimized project management practices by assessing the perspectives of employees. It analyses the impact of team collaboration, operational efficiency, risk management, and adaptability in achieving efficient project management. It also examined the mediating role of communication strategy and the moderating effect of technology adoption in project management context within hotels in Kazakhstan. A cluster sampling technique was employed to gather responses from 531 participants in the initial survey and 478 participants in the subsequent survey. The results of the quantitative analysis provided a nuanced understanding of the relationships between team collaboration, operational efficiency, risk management, and adaptability in the context of hotel project management. This research contributed to the existing knowledge by providing empirical evidence on the key determinants of efficient project management within the hotel industry.

The Plight of Employment Policies that Exclude Customary Practices in the Workplace

South Africa is called a “rainbow nation”, and with its 11 official languages, the country is a melting pot of diverse cultures, traditions, and beliefs. This diversity is not without challenges. This brings interesting and complex questions from an employment perspective; therefore, striking a balance between the employer’s rights versus the employee’s traditional practices has become a significant challenge. The article analyses these challenges that arise as a result of the failure of section 8(3) of the Constitution to give a direct mandate to develop customary law to put into effect or limit a right that is found in the Bill of Rights and in this instance the right to fair labour practices in terms of section 23. The article will also analyse the cases dealing with employees who wanted to enforce their rights conferred to them by the Constitution to practice their culture but were excluded and discriminated against on some of the grounds listed in section 9(3) of the Constitution. The article will conclude by recommending that labour laws and the Constitution should be reviewed to cater for native persons, in particular, the recognition of customary laws and practices at the workplace.

Exploring Management Practices in the Hospitality Industry: A Comprehensive Employee Perspective

This study explores management practices within the hospitality industry from the perspective of employees, focusing on various aspects of management effectiveness and employee engagement. A questionnaire survey was conducted among employees from different hospitality establishments, revealing a significant gender disparity in representation, with 75.4% male and 26.6% female respondents. Key findings indicate a strong consensus among participants regarding the importance of quality management practices, with a majority supporting new management styles aimed at enhancing quality across departments. Senior executives were generally perceived as effective communicators of company policies, with 53% of respondents expressing agreement on this matter. Furthermore, a notable percentage (76.1%) of employees acknowledged the responsibility of top management in ensuring quality performance. Leadership capability among managers was deemed essential, with 51.5% of participants strongly agreeing on its significance. Continuous self-improvement among managers received substantial support (44.8% agreement), alongside recognition of the necessity for information sharing among departmental managers. The results also highlighted a prevailing focus on quality strategies within hotels, with 47.8% of respondents agreeing that their establishments prioritize quality over quantity.

Cultivating flexibility: the relationship between flexible organizational values, participation climate, and job attitudes from an employee perspective

AbstractAdopting a flexible organizational culture have the potential to be a remedy for organizations that face globalization, technological advancements, and higher expectations from the workforce. However, research on the mechanism between organizational culture and its outcomes remain understudied. This study adopts an employee-centric approach, suggesting that employees’ perception of a participation climate act as a mediator between flexible organizational culture values (clan and adhocracy values) and employees’ organizational commitment and readiness for change. Cross-sectional data was collected from 619 police employees and analyzed by a two-step structural equation modeling approach. The results supports participation climate as a mediator. Participation climate partially mediated the relationship between clan culture and organizational commitment, adhocracy culture and organizational commitment, and adhocracy culture and readiness for change. Full mediation was found for the relationship between clan culture and readiness for change. Theoretically, this study provides supporting evidence of a relationship between employees’ perceptions of flexible organizational values and a climate for participation, grounded in the notion that organizational climate is the surface level manifestation of organizational culture. Practically, the results offer valuable insight for leaders and organizations who seek knowledge on flexible values, participation climate, employee commitment and readiness for change.

Employee perspectives on effective crisis leadership skills in small and medium-sized enterprises

ABSTRACT Building on the 4Cs and five phases of crisis management and Hersey and Blanchard’s situational leadership model, this research aims to identify employees’ perspectives and expectations on crisis leadership characteristics and skills to lead organisations and decrease the disruptive effects of a black swan event. This exploratory research interviewed 43 small and medium-sized enterprise employees from wholesale and retail trade sectors in Taiwan and the U.S. and studied their expectations of effective crisis leadership. Using an inductive thematic analysis, this research identified eight themes for leaders to navigate and lead through crises and make positive changes. Personal qualities and abilities to excel are the top two themes mentioned by most of the interviewees. A follower-centred situational leadership that demonstrates positive personal qualities, focuses on employee safety, and assures job security and transparency can effectively lead the employees and organisation to overcome a crisis. The findings could be used for organisation leaders’ and HRD professionals’ practice as change agents and for future research in HRD theory and leadership.

Exploring individual foresight: Implications for organizational learning and innovation in firms

Corporate foresight (CF) is considered an organizational capability that contributes to the innovativeness and sustained competitive advantage of firms, particularly in the presence of organizational learning (OL). The business literature positions individuals as important to the CF process but it provides limited clarification about how individuals do foresight or, more specifically, how they experience foresight in organizations. Embracing the resource-based view of the firm, this study provides understanding of how individuals use tacit knowledge in individual foresight (IF) and engage in OL mechanisms to contribute to innovativeness. The micro-foundations of IF are examined to determine how employees experience IF in an organizational context. Adopting a phenomenological approach, 27 interviews were conducted with employees across the finance and insurance and utilities industries, resulting in a theoretical framework of IF. Examining the lifeworld of individuals as they experience foresight revealed a rich tapestry of both personal and intra-organizational social capital interactions useful in demonstrating the role of IF for innovation in firms. Storytelling, mentorship, and group reflection, supported by appropriate culture, leadership, and human resource strategies, confirm the value of fostering IF to encourage innovation. This study advances foresight research by broadening understanding of IF from an employee perspective—specifically, how IF is experienced and can foster OL and innovation outcomes for firms. Implications for firms and opportunities for a future research agenda are proposed.