Employee Relations Climate Research Articles

The Mediating Role of Employee Relations Climate in the Relationship Between Organizational Learning and Social Responsibility

Today, organizations face a rapidly changing environment, leading to numerous challenges that compel them to optimize their resources and assets. A crucial response to these changes is the heightened focus on human resources, which have become recognized as the most vital capital in gaining a competitive edge. By leveraging their greatest asset—human talent—organizations can significantly enhance productivity, with one effective strategy being the promotion of employee engagement. This research aims to explore the mediating role of the employee relations climate in the relationship between organizational learning and social responsibility. Utilizing a descriptive-correlational method, the study analyzed data through structural equation modeling. The findings suggest that increasing global interactions and deeper engagement with surrounding environments motivate organizations to undertake activities that foster competitive advantages, helping them adapt to complex and dynamic conditions. Many companies indicate that competitive pressures from globalization are intensifying, and an organization's capacity to manage these pressures hinges on its effective utilization of human resources. The ethical climate refers to the collective understanding among employees about appropriate behaviors and the management of ethical dilemmas within the organization. Concurrently, the employee relations climate emerges from shared beliefs about expected ethical conduct, influenced by the organization’s policies and leadership. This climate plays a pivotal role in shaping employees' ethical decisions and behaviors, creating a significant challenge for human resources as industries and knowledge demands evolve.

Does employee relations climate mediate the effect of Islamic work ethics on organizational performance? Evidence from Qatar

Purpose Building on the resource-based view (RBV) and the theory of other orientation, this study aims to examine the association between Islamic work ethics (IWEs) and organizational performance highlighting the role of employee relations climate as an underlying mechanism. Design/methodology/approach Data were collected from 239 employees working in diverse sectors in the state of Qatar. Structural equation modeling of partial least squares was used to analyze the data of the study. Findings The results suggest that IWEs positively impact organizational performance and employee relations climate. Furthermore, employee relations climate demonstrated to play a mediating role in the IWEs-organizational performance link. Practical implications The study can be used by administrators pertaining to the importance of IWE and employee relations climate to cultivate higher organizational outcomes such as organizational performance. Originality/value This research is distinctive as it examines the connection between IWEs and organizational performance in Qatar, a country where the influence of Islamic values and beliefs on work ethics is profound. In addition, the research sheds light on a topic that has received little attention in the literature: the significance of the workplace climate in determining how IWEs affect organizational performance. Finally, the research integrates two important theoretical frameworks, the RBV and the theory of other orientation, to create a comprehensive model that explains the complex relationship between IWEs, employee relations climate and organizational performance.

Transformational Leadership and Employee Job Satisfaction: The Mediating Role of Employee Relations Climate and the Moderating Role of Subordinate Gender.

Scholars have paid extensive attention to transformational leadership for decades. However, existing studies still lack ample discussions on the underlying mechanism and boundary conditions of its influence on employee job satisfaction. This study proposed a moderated mediation model based on social exchange theory. We collected survey data from 211 frontline employees to verify our hypotheses. The results showed that transformational leadership was positively associated with employee job satisfaction via the mediation role of the perceived employee relations climate. Furthermore, the relationship between transformational leadership and the employee relations climate, as well as the indirect relationship between the two, was demonstrated to be more significant for male employees. This study offered a new account of the mechanisms of transformational leadership and clarified a boundary condition for its effectiveness.

Inclusive Leadership and Subordinates' Pro-Social Rule Breaking in the Workplace: Mediating Role of Self-Efficacy and Moderating Role of Employee Relations Climate.

PurposeDrawing on the Social Information Processing (SIP) theory, the study sought to examine the link between inclusive leadership and employees’ pro-social rule-breaking (PSRB) behavior through the mediating effect of self-efficacy. The study also investigates the moderating role of employee relations climate between inclusive leadership and self-efficacy.MethodsThe study’s sample size consists of 438 full-time corporate employees at 47 organizations from China. Statistical analysis methods were used for data analysis, such as Pearson’s correlation analysis, confirmatory factor analysis, and multilevel regression analysis.ResultsThe results demonstrated that inclusive leadership positively affects PSRB behavior and self-efficacy. Furthermore, the employee relations climate moderate’s self-efficacy, which mediates the relationship between inclusive leadership and the PSRB behavior of employees.ConclusionThis study determines the psychological factors causing PRSB behavior in light of inclusive leadership. In the context of SIP theory, the findings conclude that inclusive leadership fundamentally influences self-efficacy, encouraging employees to exhibit PSRB behavior. Furthermore, this study also explains the mediating and moderating effect of self-efficacy and employment climate, which shape PSRB behavior. Hence, this study contributes to the organizational behavior literature regarding PSRB behavior and inclusive leadership.

Authentic CEO as an Engine of Relations Climate: from a Human Capital Perspective

Despite the growing number of studies focusing on leader authenticity, we have limited knowledge about its effect on organizational outcomes and boundary conditions. To better understand the role of the CEO’s authenticity in the organizational context, we used data from 139 enterprises in five provinces of China, including 139 vice presidents, 139 HR managers, and 1309 employees, to investigate whether the CEO’s authenticity can positively influence organizational attachment. During the process, we found employee relations climate as a mechanism to explain why authentic CEOs can help in retention of employees in the organization. Drawing on human capital theory, we found the human capital uniqueness moderated the relationship between CEO’s authenticity and employee relations climate, which further increased employee attachment to the organization. Specifically, CEO’s authenticity, in the organizations with unique human capitals, can exert positive influence to a greater extent. Limitations and implication...

The mediating role of the employee relations climate in the relationship between strategic HRM and organizational performance in Chinese banks

In today's business environment, establishing a positive climate is becoming increasingly important for organizational growth and performance. A positive employee relations climate creates a social atmosphere, which encourages high employee involvement and an employee-centered culture. In response, employees feel comfortable and contribute positively to organizational performance. Given the intensity of competition in the service industry, banks must understand how the employee relations climate and HRM practices affect organizational performance. Banks also need to know which employee relations climate best meets the needs of the organization. Accordingly, this study examined the way the employee relations climate mediates the relationship between strategic HRM practices and organizational performance in Chinese banks. Senior employees of Chinese banks based in Shanghai provided data by responding to a survey questionnaire. CFA and SEM in AMOS 18 were used to test the hypotheses and evaluate measurement validity. The results indicate that strategic HRM has a significant positive relationship with operational performance. In addition, the employee relations climate was found to mediate the relationship between strategic HRM and organizational performance. Cross-sectional data, a restricted target sample (i.e., bank employees), and a restricted target area (i.e., Shanghai) are limitations of this study. In addition, the dimensions of organizational performance were not identified in detail. Finally, the hypothesized relationship was explored only for a specific sector (i.e., the banking sector).

The influence of CEO relationship-focused behaviors on firm performance: A chain-mediating role of employee relations climate and employees’ attitudes

This study examines the inner influencing mechanism and boundary conditions of the association between CEO relationship-focused leadership behaviors and organizational performance. Using data from top managers, HR directors, and operational level employees at 286 companies in seven provinces of China, this paper finds that CEO relationship-focused leadership behaviors have a positive effect on organizational performance. Specifically, CEO relationship-focused leadership behaviors relate directly and positively to firm performance in organically-structured firms and indirectly and positively to firm performance in mechanistically-structured firms via the chain-mediating role of employee relations climate and employees’ attitudes. The findings offer theoretical contributions to the leadership and employee relations climate literature and provide practical value to Chinese enterprises.

Do union-management learning partnerships reduce workplace conflict?

Purpose – The purpose of this paper is to report on a qualitative study of the views of a cross-section of managers and union officials engaged in joint learning projects on the impact more generally on the employee relations climate in those organisations. Design/methodology/approach – Findings are based on an analysis of interview data incorporating the views and experiences of 32 union representatives and managers engaged in promoting learning in a number of case study projects in North West England. Findings – Findings suggest that union-led learning and development has a clear impact on pre-empting potential performance issues for individuals in terms of better equipping them with the skills to achieve expected performance levels, assisting individuals with managing work-related stress and also to prevent discrimination against workers. Collectively, the managing of downsizing in particular through union-led learning support to retrain in order to redeploy effected staff or better prepare them for new employment opportunities was also a significant finding. Research limitations/implications – The research suggests that successful union-management learning partnerships can also have a positive impact on managing conflict in those organisations. However, further research is needed to test these assertions in other union organised sectors. Practical implications – There are implications for management in recognising the “added value” that partnership working with their unions on learning can bring in terms of also both pre-empting and resolving individual and collective disputes in the workplace. Originality/value – The research is one of few studies that focuses on the link between promoting learning through union-management partnerships and managing conflict in organisations and offers a clear insight into how this can be achieved in practice.

Organizational Health, Employee Relations Climate and Employee Empowerment at PSU

Empowering workforce is very crucial for overall performance of an organization. A conducive work environment helps create competitive edge for the organization and its capability to be more profitable which in turn ultimately promotes good organizational health. Researchers have found a correlation between the empowerment of the employee and the relationships among them and these two influencing the organizational health. The present paper aims to study the employee empowerment and the employee relationship climate to access their effects on the overall organizational health . A descriptive research design is adopted using the convenience sampling technique among employees of a leading PSU ( one of Navaratna PSU Companies ) engaged in the power sector. Selected employees for the survey are from the categories of 4 grades such as - W, E1-E4, E5-E6 and E7. Responses are collected through standard questionnaire. Data analysis shows that both the employee relationships, and the empowerment have a significant positive effect on the core value actualization (r = .172 & .357 respectively) which denotes good organizational health and has resulted in the smooth running of the organization.

Strategic human resource management, firm performance, and employee relations climate in China

AbstractWe examined strategic human resource management (SHRM) and human resource practices in the People's Republic of China to assess the impact of these practices on firm performance and the employee relations climate. We also tested whether firm ownership moderates the above relationships. Empirical results from a sample of Chinese firms from various industries and regions showed that the levels of adoption of SHRM and HR practices were lower in state‐owned enterprises (SOEs) than in foreign‐invested enterprises (FIEs) and privately owned enterprises (POEs). Both SHRM and HR practices were found to have direct and positive effects on financial performance, operational performance, and the employee relations climate. However, the moderating effect of ownership type was significant for financial performance only. © 2008 Wiley Periodicals, Inc.

Determinants of Employee Relations Climate in Public Sector Undertakings

Employee relations are the medium through which both employees and the company mutually co-operate for the maximum satisfaction of the economic, social and psychological wants of all people. The objectives of the study are: (1) to analyse the employee relations climate existing at various levels and (2) to identify the various employee attitudes which determines the employee relations in an organised public sector company. It is concluded that Working conditions, Level of supervision, Communication, worker participation, inter personal relationship etc., induce the employee relation climate in the organisation. By improving these factors, a conducive climate can be achieved. Effective and frequent Counseling for the employees and frequent meetings in all levels of the organisation would also influence the climate, which would result in improved climate and productivity.

Towards a New Unionism? The Deal, The Company, The Union and The Member

The past two decades have witnessed several notable changes in the employee relations climate in the UK. Most obviously, there has been the dramatic decline in union membership and densities. In part this has been due to structural changes in the economy and more specifically the shift from strongly unionised heavy industry (coal, steel, shipbuilding etc) to lighter manufacturing and services. However, this merely represents a quantitative shift. Arguably, there has been as important a shift in the qualitative nature of the labour relations climate. The two, of course, are not unconnected. In a context of two major economic recessions and a more general, but not less dramatic erosion of the manufacturing base, employers' have arguably found it easier to force concessions from organised labour on a variety of issues. Allied to this, of course, has been the permissive nature of government legislation throughout the last fourteen years.

Job Efficiency and Executive Feedback (JEEF)

The failings of a typical appraisal scheme are discussed, and then a revised approach is described, with principles and details worked out by line managers and not the personnel function. The new approach was reviewed and modified after one year. The result is improvement in other management practices, a positive response from the staff appraised, and a significant impact on the employee relations climate.

Developing a Management Approach to Redundancy

This article traces the development of union and employer approaches to redundancy and the issue of job security. It suggests that there is scope for a broader approach to be taken, A redundancy situation is a complex one extending beyond the decisions to dismiss some workers because they no longer can be usefully employed. It involves a succession of decisions which should encompass both the human resource management and employee relations dimensions of the situation. The management of this decision-making process will influence the redundancy aftermath, not only in terms of the extent and manner of any actual dismissals, but also the efficiency of the remaining labour force and the prevailing employee relations climate. The ACAC Decision on job security, the resistance of workers to redundancy and management's own interests are identified as pressures which will bring about more effective redundancy management.