Key Employees Research Articles

Job embeddedness of manufacturing SME employees in Indonesia

PurposeThe purpose of this paper is to explore the applicability of job embeddedness (JE) theory to employees in manufacturing SMEs in Central Java, Indonesia, and to qualitatively assess the transferability of the JE framework and its measure to these distinctive contexts.Design/methodology/approachData were collected using semi-structured interviews with 42 employees from 13 SMEs. The JE framework informed development of the interview questions, which focussed on participants’ lived experiences. Thematic analysis of the textual data was conducted.FindingsDistinctive characteristics of SMEs, such as resource constraints and managerial informality, and cultural factors influenced employees’ perceptions of the forces that embedded them in their jobs. For example, participants perceived the psychological costs associated with severing ties with co-workers as a more salient embedding force than the material costs associated with leaving a job. Additionally, lack of job fit was not an important turnover determinant, because work was perceived as a duty or obligation, rather than a personal choice.Research limitations/implicationsThe findings imply that the JE framework and its measure only partially explain why employees stay in manufacturing SMEs in Central Java. Accordingly, the original JE scale items would need to be significantly modified to accurately assess employees’ levels of embeddedness in Indonesian manufacturing SMEs.Originality/valueLimited research has examined how SME owner-managers can retain key employees, particularly in Indonesia. This study contributes to an understanding of factors that embed employees in the cultural context of Indonesia and enhances our understanding of how JE theory operates in SMEs.

ICompute: The Marsh/Jones Dilemma

Jane Ryan is founder, owner, and CEO of iCompute, a computer-services firm. Ryan founded the company in 1995 and it has grown steadily, providing computer and networking services to a variety of clients. Initial growth was fueled by large contracts with large institutions, but more recently, growth has come from middle- and smaller-sized contracts. Furthermore, the industry space has become crowded with competitors and computer services is more of a commodity than it had been even five years before. Ryan is contemplating how to respond to a conflict between two of her key employees, Samuel Marsh and Becky Jones. Jones wants Ryan to penalize Marsh for poor performance. Jones is a good performer, and there is reason to believe that her area of business has the best growth potential, but she has spoken harshly to Ryan, and Ryan has long-standing loyalty to Marsh. Excerpt UVA-ENT-0178 Rev. Feb. 18, 2020 iCompute: The Marsh/Jones Dilemma Introduction Jane Ryan slumped in her chair. It was December 15—usually a good day for her. For 15 years, it had been Bonus Day, when she told her people in a series of individual meetings what they were looking at in terms of bonuses and the next year's compensation. Since she had founded iCompute in 1995, she had always looked forward to this day. Her business had grown almost since day one, and this growth had fueled a fair and sometimes generous compensation package, especially for her sales team. Even in 2008 and 2009, which were recession years, she had been able to offer bonuses—although she'd also had to leave two positions unfilled and ask people to take on a bit more work and show more hustle in order to make her numbers. . . .

The personnel competence qualification formation in the agro-industrial complex production systems: managerial aspect

The employee’s labor potential is not a constant value; it is permanently changing. Human performance and employee’s creativity are accumulated in the course of employment, they increase in the course of knowledge and skills development and improve due to work and life conditions changes. The formation of the competence approach is generalized. The role of the labor categories “competency” and “competence qualification” of personnel in the application of professional standards in the agro-industrial complex production systems functioning is clarified. The analysis of requirements to the employee’s labor functions is given. Professional standards are important for the education sector as a basis for the formation of federal state educational standards and educational programs at all levels of professional education, the development of methodological materials and the choice of training forms and methods in the professional education system. The use of personnel competent qualification in the development of agricultural production systems is directly related to changes in the labor nature and content, availability of vocational training and education. The conclusion requiring the employer to conduct employees’ retraining is made, as it is a condition of implementation of core activities and expansion of the organization innovative receptivity. Based on this, the personnel competence qualification is considered to be the main category in personnel management. The research results generalize the conclusion about the development of production systems based on quality management system, taking into account the expenses for personnel – training of organization’s key employees at the employer’s expense

ДОСВІД СТВОРЕННЯ НЕДЕРЖАВНОЇ МЕДИКО-ТЕХНОЛОГІЧНОЇ ТА ІСТОРИКОКРАЄЗНАВЧОЇ МУЗЕЙНОЇ КОЛЕКЦІЇ НА ТЕРИТОРІЇ САНАТОРІЮ «АВАНГАРД» М. НЕМИРІВ ВІННИЦЬКОЇ ОБЛАСТІ

Goal of the article consist in analyzing and systematizing of experience in creating a non-governmental medical-technological and local history museum collection on the territory of SE "Clinical Sanatorium "Avangard" located in Nemyriv city, Vinnytsia region. Method. The methodological basis of this study is a general scientific dialectical method. The main research methods are: the method of literary, illustrative, descriptive, analytical and scientific synthesis. Results. Local history, technical-technological, medical-rehabilitation and sanatorium-medical aspects of creation a non-governmental medical-technological and local history museum collection on the territory of SE "Clinical Sanatorium "Avangard" located in Nemyriv city, Vinnytsia region are revealed. The key preconditions for the appearance of the museum collection have been identified. The funds of the museum collection, the history of their collection and the modern exposition are described in detail. The key organizational, legislative, economic, employee and managerial problems of the museum collection's existence have been identified. Practical significance. The experience of creating a non-governmental medical-technological and local history museum collection on the territory of SE "Clinical Sanatorium "Avangard" located in Nemyriv city, Vinnytsia region can be used in the practice of other sanatoriums of Ukraine as well as can be used for further organization of non-governmental museum collections with medical-technological and local history profile. Scientific novelty. The scientific novelty of this article consist in the attemption of the first comprehensive analysis in Ukraine of the advantages and disadvantages in organization of non-governmental museum collections in sanatoriums, rest homes and other medical and health facilities of general profile.

Barriers to change implementation process by public and private organisations in Saudi Arabia

Although mergers and acquisitions are important for an organisation's future growth, they often result in high employee turnover. Employee retention though is an essential prerequisite for achieving the projected benefits for the newly formed organisation. The paper draws empirical evidence from a study that explored critical factors in retaining key employees, since their concerns and problems often lead to voluntary turnover and merger failure. The study utilises qualitative data, collected through in-depth semi-structured interviews and focus group discussions with 55 participants from the wider environment of the Cooperative financial services sector in Cyprus. At the time of the study, the sector was undergoing dramatic changes, eventually leading to a number of previously independent Cooperative credit institutions coming under state control and ownership. The number of these institutions was reduced from more than 90 to just 18, which were subsequently merged into the Cyprus Cooperative Central Bank, which itself was sold in 2019 to a larger banking organisation.

Employee retention during Cooperative banks' mergers and acquisitions

Although mergers and acquisitions are important for an organisation's future growth, they often result in high employee turnover. Employee retention though is an essential prerequisite for achieving the projected benefits for the newly formed organisation. The paper draws empirical evidence from a study that explored critical factors in retaining key employees, since their concerns and problems often lead to voluntary turnover and merger failure. The study utilises qualitative data, collected through in-depth semi-structured interviews and focus group discussions with 55 participants from the wider environment of the Cooperative financial services sector in Cyprus. At the time of the study, the sector was undergoing dramatic changes, eventually leading to a number of previously independent Cooperative credit institutions coming under state control and ownership. The number of these institutions was reduced from more than 90 to just 18, which were subsequently merged into the Cyprus Cooperative Central Bank, which itself was sold in 2019 to a larger banking organisation.

Evaluation of Key Positions and Employees Management Level in Manufacturing Industry—The Czech Case

Human resources management, especially the key employees management, has fundamental influence on companies’ sustainable business, which has to be considered as the priority of any business functioning. The aim of this paper is to evaluate current level of the key positions and employees management in the Czech business environment and to propose a process of its effective implementation and application in practice. Online questionnaire survey was provided using 105 companies operating in manufacturing industry of the Moravian-Silesian region as the sample. Statistical methods of data analysis were used. Fisher exact test, coefficients Phi and Cramer’s V were counted to test relations between variables. The survey results include an evaluation of the present situation as it comes to the use of the key positions and employees management system as well as an identification of interests in new system implementation. There was a low rate of use of given system in these business, with two thirds of companies showing an interest in implementing the new system. The process of implementation and the use of the key positions and employees in practice was proposed. The process is suggested in the way to make its content and form be a certain guide and help for companies to realize particular activities of this process. It would contribute to the successful realization of complex and systematic approach towards the work with the key positions and employees.

Internal control and management guidance of power industry in Ghana? Revenue mobilisation perspectives

The current problem in the power industry in Ghana is worrying to every citizen of Ghana and brings into mind whether there is no effective control system to properly manage the services. The main motive for this research was to examine the impact of internal controls on revenue mobilisation at the power industry of Ghana. The selection of power industry is due to the fact that even though it is the sole and main power distributing company in Ghana, it has encountered a lot of financial problems in the recent times leading to poor provision of services, especially what is called 'Dumsor' in Ghanaian Language or unannounced power outage. The population for the study is the whole workers in the power industry in Ghana. The study used a purposive sampling technique to select the Kumasi main office which has 50 key employees as the sample for the study. A well-tailored questionnaire was used to gather primary data from the respondents. Descriptive statistics, reliability statistics and test of significant-(t-statistics) were performed through IBM SPSS to come out with the findings. The findings indicate that all the variables assessed were statistically significant, a Cronbach's alpha of 0.943 indicated that there is an excellent and equally effective avenue as internal control measures which the power industry can rely on. It is recommended that management, policy makers and future researchers should develop clear policy, new theories and models on how to regulate the industry to the benefit of all Ghanaians and the neighbouring Africa countries. Keywords: Revenue mobilisation, internal control, management guidance, theories, dumsor.

Socioeconomic differences in paid sickness allowances in Finland

Abstract Background Receipt of sickness allowance (SA), which in the Finnish benefit system functions as compensation for loss of income due to over 10-days-long sickness absence, is more prevalent in lower socioeconomic groups. As SA is an earnings-related benefit and higher occupational classes have on average higher previous income, their share of SA expenditure must be higher than their share of SA days would suggest. However, the allocation of SA costs to different socioeconomic groups is not known. The aim of this study was to compare occupational classes in terms of their shares of total paid SA days and SA benefit costs. Methods We used register data covering the total working-age (16-64) employed population of Finland at the end of 2016 (N = 2.2 million), with linked data on paid sickness allowances during 2017. Yearly accumulated sickness allowance days and allowance costs, paid by the Social Insurance Institution of Finland, were calculated for upper and lower non-manual employees, manual workers and self-employed persons. Results Of the total yearly SA days of the employed population, 13% were paid to upper non-manual employees, 40% to lower non-manual employees, 37% to manual workers and 10% to the self-employed (the respective shares of these occupational classes of the employed population were 23%, 36%, 30% and 11 %). The average gross allowance was 77€ per day among upper non-manuals and between 54€ and 60€ in the other groups. Accordingly, upper non-manuals accounted for a larger share of the SA costs compared to their share of SA days: the proportions of costs were 16%, 39%, 36% and 9% in each occupational class, respectively. Conclusions The results show that as the average amount of daily sickness allowance is distributed in an opposite manner compared to the prevalence and length of sickness allowance spells, socioeconomic differences in sickness allowance costs are smaller than differences in the prevalence of sickness allowance. Key messages Upper non-manual employees have a lower prevalence of sickness absence and shorter spells than other occupational groups. Because of higher earnings-related sickness allowance among upper non-manual employees, their share of sickness allowance costs is higher than their share of sickness allowance days.

A conceptual framework for identifying key employee branding dimensions: A study of hospitality industry

The current research adds to the employee branding literature by building a conceptual framework to identify key employee branding dimensions in the context of the Indian hospitality industry that has been overlooked by the previous literature. A survey-based approach is employed on a sample of 421 customer-contact employees of the top ten luxury chain hotels, operating in five major tourist destinations of Northern India. The main thrust of the study is to gauge employees' perspectives concerning internal and external brand management efforts pursued by luxury chain hotels. Thus, a conceptual model was designed and tested through confirmatory factor analysis using Analysis of Moment Structures (AMOS v. 20). After reviewing the extant literature and conducting an empirical investigation, the study validates employee branding as a five-dimensional first-order reflective construct namely perceived brand-centred human resource management, perceived internal brand communication, perceived brand-specific transformational leadership, perceived brand-oriented support and perceived external brand prestige. The paper concludes with discussion, implications, provides limitations and directions for further research.

INFLUENCE OF MANAGEMENT ON EMPLOYEE PERFORMANCES

The study of human resources and employee performance in an organization has been directed towards different directions, but the goal remains unchanged, namely the effectiveness of human resource management in achieving better employee performance. Most organizations are aware of the importance of employee performance, enhancing their performance, or finding ways that they can improve or enhance employee performance. Management's role in managing and evaluating employee performance is concerned with organizational strategy, policies and practices, in establishing and implementing expected employee performance, with simultaneous monitoring and evaluation of results. Performance management is a process by which management ensures that the activities of employees and their outputs contribute to the goals of the organization. The performance management process itself requires knowledge of what activities and outputs are desired, monitoring when they occur, and providing feedback to employees in order to help them meet management expectations. Feedback is crucial for both parties, because at that point both staff and management can identify problems that are or are expected to emerge in the near future, as well as establish ways for possible solutions to those problems. . The role of management in evaluating employee performance is not only seen in the preparation of employee appraisal, their evaluation and performance appraisal, although in most organizations it is the most commonly used method of performance appraisal management. Employee performance management is a process of creating a work environment in which employees will be able to perform the tasks assigned to them in the best possible way, applying all of their abilities and skills. By evaluating employee performance, management is capable of making decisions to support certain employees in terms of training, career development, compensation, transfer, promotion, and termination of the employment contract. What is crucial in terms of employee performance is that there is a great need for establishing a clear, understandable and precise performance management system, a system that management will clearly follow and respect, and in turn contribute to attraction. and retaining key employees. Also, management must constantly focus on the needs and observations of employees. If all of the above is followed, it will significantly contribute to improving the overall business of the organization and will provide a strong and firmly built manager-employee system that will enable the company to achieve its goals. The mission of management is to bring employees together by making efforts to develop and improve the factors that enhance employee performance.

Influence of Value analysis and Cross Training in Industry

Cross training makes the employees to learn different skills. Employer can utilize the new skills of the employees at the time of crisis like during the absenteeism of key employees, leave taken by employees during critical times etc. Employees will also understand the needs of the organisation and helps to fulfil them by handling different tasks. This paper defines what is value analysis, cross training and benefits of value analysis of cross training.

Too much of a good thing: The interactive effects of cultural values and core job characteristics on hindrance stressors and employee performance outcomes

AbstractThis study contributes to research on core job characteristics by examining when employees may perceive enriched jobs as a hindrance stressor and in turn may experience lower performance at work. Utilizing time‐lagged data collected from a sample of 386 employee–coworker dyads and drawing on cognitive appraisal theory of stress and coping, we explore the mediating role of hindrance stressors on the relationship between core job characteristics and key employee performance outcomes (i.e., creativity, counterproductive work behaviors, in‐role performance, and organizational citizenship behaviors) and the moderating roles of cultural values (i.e., power distance and uncertainty avoidance) in influencing this mediation. The results supported the hypotheses, providing evidence that the experience of hindrance stressors mediates the relationship between core job characteristics and job performance outcomes when employees score high on power distance and uncertainty avoidance cultural values, and not when their scores on these cultural values were low. Practical implications and future research are discussed.

Features of calculations with the personnel at the enterprises providing information and technological services

The article analyzes the features of formation of calculations with the personnel at the enterprises providing information and technological services. A severe shortage of qualified personnel and high competition between companies in the industry necessitate the formation of a more contemporary wage system. It seems very appropriate to form a basic salary on the basis of the tariff system, or grading system, as well as to develop a system of motivation for key employees of the company.

Employee Retention, Market Orientation, and Organizational Performance – An Empirical Study

Every organization needs to attract, recruit and hold the best talent in today’s competitive environment to survive in the marketplace. The organizations can perform at their best level by utilizing all capabilities of their employees that is possible through employees’ retention. The purpose of this study was to examine the extent to which market orientation assists in achieving organization’s outstanding financial performance by retaining its core employees. A total of 300 self-administrative questionnaires were distributed and only 266 employees gave feedback. Out of 266, response of 18 employees was found incomplete. The data was analyzed with the help of SPSS software. The results demonstrated that market orientation has a significant role in employee retention as well as outstanding organizational financial performance. The outcomes of this study will help organizations understand the importance of market orientation in achieving superior organizational financial performance and in retaining key employees.

Composite Materials Cyberspace Constraints

Industry 4.0 era, as a whole, when economical entities not need to worry only about the classical business issues like natural disasters, asymmetrical competition, loss of key employees, among others, will be faced with increasingly sophisticated cyber threats targeting critical infrastructure as well as the smart devices that we use to control them virtually. Modern technology is prone to vulnerabilities that can be exploiting to get into targeted networks. Any connected system or industrial robot can easily be scanned for vulnerabilities that can be exploited and lead to the production of defective goods. As a paradox of this society, the future of Polymeric and Composites Materials and of related infrastructure will be based on high degree of automation – despite all associated cyber risks. Moreover, the blue efficiency paradigm will be based on increased role of IT and AI tools that will push the cyber risks even further. The paper will address the cyberspace constraints and corresponding solutions applied to Polymeric and Composites Materials paradigm.

Should I stay or should I go? Multi-focus identification and employee retention in post-acquisition integration

Retaining key employees is often one of the most crucial goals when an acquirer buys a target firm. However, what determines whether employees stay or leave once the firm has been bought? This article investigates how organizational and occupational identification influence employee exit intentions. Based on a longitudinal configurational study in two acquired hospitals, our findings challenge the popular belief that identification with the organization consistently increases retention, and we stress the important effect of occupational identification, which has been largely neglected by research on post-acquisition integration. We find that under certain conditions, occupational identification increases employees’ exit intentions but that neither identification with the firm nor identification with the occupation are necessary or sufficient to entice employees to stay or leave. Instead, their effects are contingent on the professionalization of an occupation and the degree to which employees’ expectations have been disappointed. Our findings further suggest that attention is an important mediating mechanism linking identification and exit intentions, as employees focus predominantly on topics that relate to the social entities they most strongly identify with. This article develops theory on the effects of social identification on exit intentions after acquisitions and contributes to research on multi-focus identification and post-acquisition integration.

How does dependence on key employees matter for initial public offerings of U.S. high-tech firms?

Human capital is a key component of the resource base of the firm, particularly in high-tech entrepreneurial firms. In the initial public offering (IPO) context, the IPO firm sometimes identifies individual key employees because the IPO firm is dependent on the services of those employees. However, research is limited on determining the impact of such employee dependence on firm IPO performance. Using a sample of U.S. high-tech firms, we show that the IPO firm's performance is lower when the IPO prospectus discloses such dependence. Among firms with such disclosures, long-tenured executives increase IPO performance. In addition, the effects of long-tenured executives are stronger when multiple key employees are identified in the IPO firm.

When do bundles of high performance work systems reduce employee absenteeism? The moderating role of workload

Although Human Resource Management (HRM) scholars have frequently called for a more contextualized approach to HRM, there is still a limited understanding of how the HRM-employee outcome relationship varies under different conditions. This study tests a model that positions workload as a moderator of the relationship between perceived skill-, motivation- and opportunity-enhancing High Performance Work Systems (HPWS) and employee absenteeism. Using data from 194 employees, the results revealed that under high workloads, perceived opportunity-enhancing HPWS practices reduce absenteeism. However, workload did not influence the relationship between skill-enhancing and motivation-enhancing HPWS and absenteeism. The findings highlight that demanding work conditions in the form of a high workload can alter the relationship between HRM and key employee outcomes in such a way that the benefits of some HR practices become particularly useful when employees really need them. In addition, the findings underline the need to focus on the differential effects of skill-, motivation- and opportunity-enhancing HPWS practices for a richer understanding of the HRM–employee outcome relationship.

Ключевой сотрудник компании: как использовать его потенциал

Ключевой сотрудник компании: как использовать его потенциал