High-level Employees Research Articles

From Core Business to By-product Why German Media Companies Still Invest in Journalism

The emergence of digital technologies over the past two decades has brought about changes that threaten the very existence of german media companies. The journalistic business model is losing sales, and the decline in print circulations is making it successively difficult to earn money with journalistic products. Therefore, german media companies have been investing in business models that have no relation to journalism to generate growth for years – with success. Considering this development, it is astonishing from a purely economic perspective that media groups, which are increasingly developing into technology companies, are still clinging to the ailing journalistic business model at all. To examine their motives to do so, this study poses the following research question: "Why do media companies still invest in journalistic products today?" To answer it, the researcher conducted interviews with highlevel employees from media companies as part of a qualitative study. Analysis of the data revealed that media companies continue to invest in journalism mainly because they benefit economically from the brands their journalistic products represent. Other reasons like serving as a pillar of the democratic constitution or to help shape public discourse seem to be less important.

Digital Leadership towards Performance Through Mediation of Organizational Commitment to E-commerce in Indonesia

Entrepreneurs with a strong digital focus were crucial to the development of the e-commerce industry in Indonesia. Some online stores' sales have slowed or even declined as a result of the industry's meteoric rise in recent years. Therefore, remedies are required to ensure the long-term health and growth of e-commerce results. The Purpose of this study to search Solutions to this performance issue are sought in this study by examining the relationships between digital leadership, organizational commitment, and performance, three factors that have received much attention from the academic community. Research method used in the study, a quantitative approach was applied. An electronic questionnaire was circulated via the internet in a snowball pattern, yielding the data used in the study. There were 150 high-level employees and managers from market-place businesses who participated in this survey.According to the result of the study, digital leadership does not have a significant impact on performance factors, but it does have a large impact on organizational commitment. On the other hand, organizational commitment does have a substantial impact on performance variables. It has been determined that digital leadership has a considerable effect on performance factors through the mediation of organizational commitments, which leads to the conclusion that indirect interactions are involved. In these findings, it is necessary to increase commitment so that the company's performance can increase and ultimately achieve company goals.

Role of Non-Financial Benefits in Motivating Employees in an Organisation: A Quantitative Investigation

This study aims to explain and understand the role of several non-financial benefits that help towards motivating employees in a company or organisations. During the findings of the study, it made us realise that motivational factors were also, different from organisations to organisations, class to class of workers like high level and low level employees. The present research, work is going, to be a good contributor to the issues faced by an employee and this paper will provide a solution at their jobs. Although, the financial rewards are very important because during the recent few years the inflation rate went so high, that employees also find difficulties to attain their social status despite such situations non-financial benefits cannot even be discriminated. Non-financial benefits also make an immediate impact because; they are also considered a better alternative for retention. Non-financial benefits will let us know how; it helps to build a relationship among the employees and organisation, which employees are not given at other companies. Offering the employees with non-monetary rewards that aren’t financial is also a cost-effective way for engaging with the teams and encouraging employees to work efficiently. Utilising non-financial rewards will also reach and reward all of the employees.

Don’t blame the powerless: The impact of hierarchy on reactions to responses to ethical scandals

We examine consumer reactions to the blaming of higher-level (e.g., upper managers) vs. lower-level (e.g., sales associates) employees for an ethical scandal. Using a multi-methods approach involving interviews and three experiments, we find support for a series of insights: (1) consumers are biased toward attributing greater responsibility for an ethical scandal to higher-level vs. lower-level employees; (2) consumers hold more favorable attitudes regarding the company when the CEO places the blame on the higher- (vs. lower-) level employees; (3) consumers, even when parties are considered equally responsible, react more positively to a company that blames higher-level employees; (4) the effect of blaming higher-level employees is only observed among those more dispositioned to reject hierarchical differences (i.e., individuals low on power distance beliefs).

Social Sustainability Indicators from Employees’ Perspective: A Qualitative Study on Whether Social Sustainability in Businesses Is Perceived as a Necessity, Preference, or Dream

Contrary to the economic and environmental perspectives of sustainability, its social dimension seems to be overshadowed by the lack of research. The objective of this study is to identify social sustainability indicators in businesses from the perspective of employees. The study sheds light on the meaning and practices of social sustainability, and aims to understand how employees perceive and define social sustainability in the context of businesses. In this direction, data were collected from eight high-level employees working in different units in different sectors, with thematic analysis from qualitative research designs and in-depth interviews. The MAXQDA 2020 Program was used in the analysis of the data. As a result, in accordance with the designed model, three basic categories as “socially beneficial applications”, “anthropocentrism in job design”, and “value-creating relationships system” and twenty-six subcategories were defined. Based on the perspective of employees, it has been revealed that there is still a lack of complete awareness regarding social sustainability practices in businesses. However, it is believed that these practices are essential for protecting the future, creating a secure and unified environment, and promoting accountability and transparency towards stakeholders. Furthermore, efforts to enhance employee competence are considered important in the context of social sustainability practices in businesses. This study fills an important gap in the literature in terms of determining social criteria in terms of interpreting the performances of businesses and measuring their success.

Transformation of the principles of remuneration of workers and employees in the Soviet metallurgy during 1922 – 1928 period (based on collective agreements and tariff agreements of the Sickle and Hammer plant)

Solving the tasks of restoring Soviet industry during the NEP years was accompanied by the formation of a new system of labor relations and the search for effective forms of labor stimulation, among which wages were the main one. The main objective of the study was to identify and characterize the key principles of remuneration of workers and employees of the metallurgical industry, their changes and impact on wage differentiation in 1922-1928. On the basis of collective agreements and tariff agreements of the Sickle and Hammer plant, which in the period under review was experimental, new forms of remuneration were worked out. As a result, it was this company that had to demonstrate the effectiveness of the state's salary policy. Collective agreements during the NEP years reflected most aspects of labor activity. The duration of collective agreements gradually increased, they began to regulate a greater number of controversial issues in the field of remuneration. Due to high inflation, the terms and forms of salary payments were standardized. During the NEP period, there was an increase in wage differentiation at the Sickle and Hammer plant, both between different groups of workers and within them. However, this trend was partially offset by the actions of trade unions and the government aimed at equalizing earnings. Wages declined in the period 1923-1928, as workers faced tougher and more systematic requirements for defective products and their payment, with an increase in the production plan. Trends in time-based payment are determined mainly by the difference between tariff rates and minimum wages, which grew during the NEP period for all categories of workers. Bonus payments characterized the highest—paid group of factory workers - high-level employees. Their earnings were formed with the help of bonuses, earnings and the tariff rate, which made it consistently high.

Public servants working from home during the pandemic: Who gained and who lost?

AbstractEmployees experienced both advantages and disadvantages while working from home during the COVID‐19 pandemic. Researchers have examined these impacts on women and those with caring responsibilities; however, little research has examined the impacts on other groups of employees, such as those with a disability or employed on a casual basis. In this article, we focus on the public sector and examine who gained and who lost while working from home, based on a 2020 survey of over 5000 Australian public servants. We have constructed loss and gain indices to measure three elements of a change model, which enables an evaluation of the impacts on various groups of employees. The elements of change management examined are operational areas, performance management, and beliefs and values. To analyse the factors affecting gains and losses, as summarised in the indices, we applied a statistical model estimated using linear regression methods. Our findings reveal that, on average, survey participants experienced a net gain. Families and employees with a disability gained; however, women gained less than men in the first two categories and gained more than men on the beliefs and values category. These findings highlight areas on which public service organisations need to focus as we enter a COVID‐normal era.Points for practitioners The benefits and drawbacks of working from home differ according to employee demographics. Overall, lower level employees and those employed on a casual basis gained less than higher level employees and those employed full time. Women gained less than men in relation to how work was operationalised and performed. These differential impacts highlight areas on which public sector organisations need to focus in a COVID‐normal era.

A Study on the Influence of Authoritarian-Benevolent Leadership on Employees' Innovative Behavior From the Perspective of Psychological Perception-Based on Fuzzy Set Qualitative Comparative Analysis.

Employee innovation is the key to enhancing the core competitiveness of an enterprise, and leadership style plays an important role in stimulating employees' innovative behavior. This study explores the impact of unique ambidextrous leadership in the Chinese context, authoritarian-benevolent leadership, on employees' innovative behavior from the perspective of employees' psychological perception, based on research data from 430 employees of companies with direct leaders. Based on the configuration theory, using the fuzzy set qualitative comparative analysis method, the configuration analysis was carried out by taking authoritarian-benevolent ambidextrous leadership and employees' psychological perception as the influencing factors and obtained five configurations of high-level employees' innovative behavior. The results show that the combination of individualized care, understanding, and forgiving of benevolent leadership and Shang-yan of authoritarian leadership can effectively stimulate employees' innovative behavior. Juan-Chiuan leadership is not conducive to employees' innovative behavior. Employees' high psychological safety and low uncertainty are important conditions for promoting employee innovation. In this study, the four dimensions of authoritarian-benevolent leadership and the psychological perceptions of employees are discussed in combination, and the paths of motivating employees to innovate actively are obtained. It is hoped that it can provide certain ideas for leaders to promote employee innovation.

The effect of individual auditor quality on audit outcomes: opening the black box of audit quality

PurposeThis study aims to examine the effect of individual auditor quality (below the partner level) on overall audit quality.Design/methodology/approachWe aggregate audit employee-level individual performance evaluations to create a measure of auditor quality at the office level.FindingsWe find that high-quality audit offices are associated with a lower likelihood of client restatement, fewer client abnormal accruals and a higher likelihood of a client receiving a going concern opinion. We partition employees into low, medium and high level, based on job title, to investigate which employee levels drive these results. We find that the restatement results are driven by high quality high-level employees (Senior Managers/Directors), whereas the going concern results are driven by high quality low-level employees (Seniors). Furthermore, we find evidence that high-quality audit teams are associated with all aspects of audit quality and the magnitude of these team effects are much larger than those of the effects for any individual employee type.Originality/valueOur findings are consistent with higher-level auditors preventing the most serious financial statement deficiencies, low-level employees contributing to audit firm independence and overall team quality creating synergy which has the strongest effect on all aspects of audit quality. These insights based on individual auditor evaluations are new to the literature. Overall, our empirical results suggest that individual auditor quality is associated with higher quality audits and that employees at all levels affect audit outcomes.

Selling Prices and Time on the Market of Houses Sold through Relocation Management Companies

Employers contract with relocation management companies (RMCs) to help employees transfer from one location to another. In an efficient market, the selling price and time on the market (TOM) should not vary based on the nature of the seller. However, RMCs provide sellers with relocation package benefits that may affect TOM and selling price. This study examines a sample of 24,493 sales from 1998 to 2017, which includes 831 relocation sales. Relocation properties are more expensive, newer, and have more amenities than other transactions. The properties are less likely to be occupied during the listing period. Relocation sales of smaller properties sell 22.7% more quickly and at a 3.3% price premium in 1998–2007. TOM is 29.7% shorter for larger relocation properties in 2012–2017, suggesting more generous relocation packages for higher-level employees.

Of Power and Process: Handling Harassers in an At-Will World

In the wake of the #MeToo movement, companies have taken swift and severe disciplinary action against alleged harassers, raising questions in some instances as to whether their responses were justified. This Essay, prepared for the Yale L.J. Forum’s symposium on the sexual harassment scholarship of Professor Vicki Schultz, argues that balancing the goals of the #MeToo movement with principles of fairness to the accused demands attention to an overlooked aspect of the problem: the status of the alleged harasser. The background rule of employment at will, coupled with employer contracting practices and the law of sexual harassment itself, produces a world in which employers are inclined to tolerate sexual harassment and other misconduct by top dog employees, but aggressively police “inappropriate” behavior by the rank-and-file. Changing the calculus will require abandonment of long-standing contracting practices that protect high-level employees and the adoption of collective bargaining-style protocols for dealing with vulnerable workers accused of harassment.

PENGARUH KEPEMIMPINAN,KOMPENSASI DAN LINGKUNGAN KERJA TERHADAP KEPUASAN KERJA KARYAWAN PT.XYZ

Abstract Management company especially often confronted with a problem work employee who low satisfaction , it can be seen on high level employees his the issuance, various ways in doing management in order to make employee take comfort in their work , because it will be an undesired effect a less well if the employee get out often gave way to a new , which results in the company performance. Research aims to understand the influence of, compensation , leadership and workplace employees of PT.XYZ central jakarta work with satisfaction. Data collection in for causing the questionnaire to all employees of PT.XYZ covering 35, employees and by using spss 25,With the results of the testing of hypotheses indicates that there is a difference between positive and significant compensation, leadership and workplace employees work with satisfaction, simultaneously and in a third, variable compensation , leadership and workplace all have had a positive impact and significant for employees work with satisfaction

Hierarchical decision-making produces persistent differences in learning performance

Human organizations are commonly characterized by a hierarchical chain of command that facilitates division of labor and integration of effort. Higher-level employees set the strategic frame that constrains lower-level employees who carry out the detailed operations serving to implement the strategy. Typically, strategy and operational decisions are carried out by different individuals that act over different timescales and rely on different kinds of information. We hypothesize that when such decision processes are hierarchically distributed among different individuals, they produce highly heterogeneous and strongly path-dependent joint learning dynamics. To investigate this, we design laboratory experiments of human dyads facing repeated joint tasks, in which one individual is assigned the role of carrying out strategy decisions and the other operational ones. The experimental behavior generates a puzzling bimodal performance distribution–some pairs learn, some fail to learn after a few periods. We also develop a computational model that mirrors the experimental settings and predicts the heterogeneity of performance by human dyads. Comparison of experimental and simulation data suggests that self-reinforcing dynamics arising from initial choices are sufficient to explain the performance heterogeneity observed experimentally.

Exploring the MICE industry career path

PurposeThis paper aims to explain and resolve the paradoxical situation in China regarding how it is difficult to get an offer of employment in China while people are unwilling to pursue or embark on a career in the Meetings, Incentives, Conventions and Exhibitions (MICE) industry. Therefore, the MICE industry career path should be carefully explored.Design/methodology/approachThe paper used semi-structured interviews with more than 30 representative managers from key MICE companies, a social community perspective and conceptions of the social world combined with the traditional career-ladder model.FindingsThe study’s key findings are: a general career path exists in the MICE industry in China; there are three main types of career paths and two different kinds of promotion mechanisms, which vary according to the type of ownership, scale or other characteristics of companies; and a feedback mechanism, linking social-world events and social community characteristics, affects individual employees and their career paths in the MICE industry, leading to promotion in or retreat from the industry. Typically, the mechanism fits high-level employees better than the freshmen, which leads to high turnover in the MICE labor market.Practical implicationsThis paper provides a better understanding of MICE industry and facilitates people’s employment choices.Originality/valueThis paper provide a new social community perspective for exploring the MICE career path; there are also significant practical implications for MICE elites, which present a new framework for future research and industry applications.

Promoting Creativity at Work – Implications for Scientific Creativity

Creativity is the generation of novel and useful ideas. Organizations, including universities and other research institutions, need to develop novel and useful products to satisfy constantly evolving customer needs. Furthermore, organizational procedures and processes develop over time, and continuous improvements in processes contribute to organizational efficiency. Thus, the development of novel and useful ideas in relation to products, procedures and services is mandated from many employees in modern organizations, including researchers and scientists. This creativity can take on many different forms, for example unconventional solutions to a wide variety of problems related to research, teaching and administration. Because many of these problems are comparable to that of workers in all kinds of jobs, I believe it is possible to draw on the rich knowledge in the field of organizational creativity to provide some insights into how to foster scientific creativity. The work of researchers and scientists is in many ways comparable to that of knowledge workers in other kinds of organizations: they are high-level employees who apply knowledge to do their work, oftentimes using creative thinking. A rich body of literature has dealt with creativity in these jobs where creativity is a core requirement, and has examined the organizational factors related to creativity. Before I summarize this research and highlight some important research findings concerning the rewards for creativity, the design of jobs, the processes leading to creativity, the organizational climate, and daily work events associated with creativity, I will disentangle different forms of creativity at work and describe a general model of creativity in the context of work.

Exploring the impacts of relationship on employees’ communicative behaviors during issue periods based on employee position

PurposeThe purpose of this paper is to examine different communicative behaviors employees engage in according to their position level and the impacts of relationship they perceive. By comparing the behaviors and perceptions of low-, middle-, and high-level employees, the study investigates when and why employees become active in communicative behaviors about an organizational issue.Design/methodology/approachA quantitative online survey was conducted with 412 full-time employees in medium- and large-sized corporations with more than 300 employees in the USA.FindingsResults show that those who are the most likely to be active not only in expressing ideas (i.e. voice) to solve an issue but also in forwarding positive information about their organization (i.e. megaphoning) are high-level employees. The findings also reveal distinct impacts of two types of relationship – communal and exchange relationship – on behaviors of employees in different positions.Research limitations/implicationsThe study extended the understanding of relational approach by exploring the consequences of two types of relationship in the context of employee relations, and filled the research gap on relationships and issue management studies in public relations from an internal perspective.Practical implicationsTo encourage employees to engage actively in positive megaphoning and voice during issue periods and to minimize the threats by reducing employees’ negative megaphoning behavior, the study suggested different relationship-building strategies based on employees’ position levels.Originality/valueThe current work examined the distinct impacts of organization-employee relationships on employees’ internal and external communicative behaviors based on their position level within an organization, especially focusing on employees’ role as potential advocates or adversaries for an organization during periods of an organizational crisis.

Ownership and Pay in Britain

AbstractDrawing on principal–agent perspectives on corporate governance, the article examines whether employees’ hourly pay is related to ownership dispersion. Using linked employee‐workplace data from the British Workplace Employment Relations Survey 2011, and using a variety of techniques including interval regression and propensity score matching, average hourly pay is found to be higher in dispersed ownership workplaces. The premium is broadly constant across most of the wage distribution, but falls at the 95th percentile to become statistically non‐significant. This contrasts with earlier papers which indicate that higher level employees are the primary beneficiaries of higher pay from dispersed ownership. The dispersed ownership pay premium is not readily explained by efficiency wage perspectives but is consistent with a managerial desire for a ‘quiet life’.

Who can have it all and how?

PurposeThis study aims to examine senior executives’ work–life (WL) experiences, perceptions and consequences in light of leader gender.Design/methodology/approachMulti-wave data were collected from 133 executives at a large, global technology company. Time 1 assessed need for and usage of flexibility options (flextime, telework and compressed work week), organizational support and work-to-home interference (WHI); Time 2 yielded supervisor-rated performance; and Time 3 assessed commitment.FindingsLeader gender interacted with childcare and eldercare in predicting organizational support: female leaders perceived less WHI for both types of care demands. Leader gender interacted with eldercare (but not childcare) in predicting the need for flexibility: female leaders reported necessitating less flexibility for eldercare, despite males’ higher perceived interference. Leaders of both genders indicated lower interference when they perceived organizational support, and higher organizational commitment when interference was low and when their employer satisfied their flexibility needs. Hearteningly, performance reviews were not more negative for employees with flexibility needs or using flexibility policies.Practical implicationsThis research yields important implications, including empirical justification for WL management initiatives being extended to include men as well as women, and expanded for both genders. This is particularly true for leaders, as high-level employees report especially intense workloads and unclear boundaries between domains.Originality/valueAs gender, work and family roles continue to evolve, research must keep pace with evaluating those trajectories in light of research and practice. This study contributes to filling the gap at that intersection, with a focus on senior executives, a unique but oft-neglected group.

The Changing Role of the Ford Foundation in International Development, 1951–2001

While US private philanthropic foundations are small in comparison with other international donors, the Ford Foundation was an important international actor and the biggest player within international philanthropy for almost 50 years. US-funded think tanks and research centers articulated various iterations of a development paradigm, but these paradigms shifted over the same 50 years. What are the driving forces behind these shifts? Why, for instance, were US foundations working directly with government officials in the 1950s while in the 1990s working mostly through non-governmental organizations? This article seeks first to trace the major shifts in the way the Ford Foundation engaged in international development and second aims to explain how and why these shifts took place. In order to conduct this research, I relied on archival research, such as annual reports, minutes from congressional hearings, and internal unpublished reports, and interviews with former high-level employees at Ford Foundation. In addition, I coded and analyzed a database of more than 40,000 grants from the Ford Foundation from 1951 to 2001. The article analyzes the Ford Foundation through four mechanisms of change: internal leadership, external regulation, displacement by competitors, and domestic pressures. These four factors are set against the backdrop of wider shifts in international politics.

Opening the Black Box of Audit Quality: The Effect of Individual Auditor Quality on Audit Outcomes

This study examines the effect of individual auditor quality (below the partner level) on overall audit quality. We aggregate audit employee-level performance evaluations to create a measure of auditor quality at the office level. We find that high quality audit offices are associated with a lower likelihood of client restatement, fewer client abnormal accruals, and a higher likelihood of a client receiving a going concern opinion. We partition employees into low, medium, and high level, based on job title, in order to investigate which employee levels drive these results. We find that the restatement results are driven by high quality high-level employees (Senior Managers/Directors), while the going concern results are driven by high quality low-level employees (Seniors). Furthermore, we find evidence that high quality audit teams are associated with all aspects of audit quality and the magnitude of these team effects are much larger than those of the effects for any individual employee type. These findings are consistent with higher-level auditors preventing the most serious financial statement deficiencies, low-level employees contributing to audit firm independence, and overall team quality creating synergy which has the strongest effect on all aspects of audit quality. Overall, our empirical results suggest that individual auditor quality is associated with higher quality audits, and that employees at all levels affect audit outcomes.