Managing Employee Relations Research Articles

The Mediating Role of Corporate Communication in the Effect of Leadership Style on Organizational Commitment and Research

Today, highly competitive conditions, numerous alternatives for consumers, and rapidly changing market conditions make it increasingly difficult for businesses to survive. For these and many other reasons, businesses have had to transform themselves to remain relevant, create efficient working environments, and get one step ahead of the competition. As a result, concepts such as employee attitudes and behaviors, manager-employee relationships, leadership styles, organizational commitment, and organizational communication have become crucial for businesses. The purpose of this research is to examine the effect of the leadership styles of managers on the organizational commitment of employees and investigate the mediating role of corporate (organizational) communication in this relationship in order to contribute to the literature and act as a guide for managers. In this context, leadership styles, organizational commitment, and corporate (organizational) communication are discussed along with relevant theoretical frameworks, and these theories are supported by survey research conducted with public employees working in municipalities on the European Side of Istanbul.

Penerapan Fungsi Manajemen Sumber Daya Manusia dalam Pengelolaan Perusahaan

The aim of writing this scientific work is to determine the role of human resource management in a company. Writing this scientific work uses the literature review method (library research). From the discussion it can be concluded that human resource management (HRM) has three functions, namely managerial function, operational function, and the function of achieving organizational goals in an integrated manner. Meanwhile, the tasks of human resource management are procuring staff, developing human resources, managing compensation, regulating occupational safety and health, managing employee relations and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the company. It can be understood that all organizational activities in achieving their goals depend on the human resources who manage the company. Therefore, employees must be managed well so that they can help the company achieve its desired goals.

An Evaluation of Human Resource Practices on Employee Retention in State Corporations in Kenya

Organisations can achieve a competitive advantage by enhancing and expanding human resource knowledge, skills, motivation, and morale. The study aimed to determine the effect of performance management techniques on staff retention at the National Transport and Safety Authority-Kenya. The study focused on 2100 employees working in 15 of Kenya's National Transport and Safety Authority branches. A descriptive research design was used in the study, with a sample size of 336 respondents selected using a stratified random sampling technique. Findings showed that Staff retention is positively correlated with performance management. There was a strong positive correlation (association) (r = 0.725) between performance management and employee retention. The ANOVA findings determined the regression model's significance, from which an f-significant value of P<0.001 was derived, indicating that the model's likelihood (probability) of producing an incorrect prediction is less than 0.001. Management of NTSA-Kenya should appropriately handle aspects of employee relations management, such as HR initiatives, leadership styles, and shared values. They should also provide their employees with rewards in the form of cash bonuses, payments based on performance and pension schemes. Previous research on human resource practices and employee retention has mostly focused on the private sector, leaving a study gap on the effect of these policies on staff retention in Kenyan state corporations such as NTSA. The study, therefore, fills the gap in Knowledge of the performance management practice affecting staff retention.

Techniques for Managing Employee Relations and Conflict Resolution within the Workplace

This study has demonstrated practical ways to confront employee relations and conflict resolution within workspaces. Empirical research and data analysis are the focal themes of this research as it looks into the role of employee relations and dispute resolution in the enhancement of overall organizational performance. Such results highlight the significance of a pre-emptive attitude towards conflict management and the use of theoretical frameworks to solve the existing problems top-down when it comes to improving the atmosphere in the work environment. Managing employee relations and resolving conflicts within the workplace requires a proactive and structured approach to maintaining a harmonious work environment. Key techniques include fostering open communication through regular meetings and feedback sessions and ensuring transparency and fairness in all dealings. Training managers in conflict resolution skills and emotional intelligence is crucial, as these competencies help in identifying and addressing issues before they escalate. Implementing mediation and negotiation practices as formal mechanisms can also be effective. Additionally, establishing clear policies and procedures that outline acceptable behavior and the steps for resolving disputes is essential. Ultimately, promoting a culture of respect and inclusivity aids in minimizing conflicts and enhancing employee relations.

Capitalize on Manager—Employee Relationships

Managers differ in their ability to relate to the employees they supervise. Some are close to their subordinates and are highly regarded; others are not so close but are nevertheless respected. Still other managers hold no credibility with employees. It is the responsibility of top management to analyze each supervisor's strengths and weaknesses and to respond to them accordingly.

Indirect Effect of Customer Relations on Leadership/Top Management, Employee Relations and Process Management in Examining the Readiness of SMEs to Implement Lean Initiatives

Before deployment of lean initiative, it is of great significance to examine the readiness of manufacturing SMEs to ensure they have the prerequisite for successful implementation. Consequently, in order to determine how prepared Nigerian manufacturing SMEs are to successfully adopt lean initiatives, the study measures the indirect effects of customer relations on leadership/top management, employee relations, and process management. Data for the study was collected from manufacturing SMEs and analyzed using Smart PLS-SEM 4.1. The study's conclusions demonstrate the substantial indirect effects that customer relationships have on employee relations, leadership/top management, and process management. Additionally, a positive correlation between employee relations and leadership/top management and process management is indicated by the direct effect findings. The study reiterates the imperatives of customers at the center of lean philosophy and emphasizes the need for synergy between leadership and employees in effective process management. The study also provides a new insight into the indirect effect of customer relations and the need for top management and employee relations in assessing the manufacturing SMEs' preparedness to implement lean initiatives for the actualization of quality and continuous improvement.

Internal Communication and Employee Relations Management for Effective Staff Performance in Nigeria Customs Service

In the contemporary global landscape, organizations have transitioned from conventional approaches to communication towards developing comprehensive communication strategies that center around employee motivation and engagement. This shift emphasizes the pivotal role of strategic internal communication, a relatively nascent but increasingly vital subject of study and application in the business world. The contemporary corporate environment observes a shift in employee roles, with employees increasingly undertaking responsibilities traditionally associated with public relations. Expectations of roles are pivotal in comprehending this transformation in PR practice, as expectations and norms greatly influence communication behavior and, consequently, organizational performance. Within this context, a content analysis of secondary data was done for the interpretation of the data. This allowed for the evaluation of existing knowledge for the purpose of relevance, consistency, replication and refutation. The paper argues that internal communication practices within paramilitary agencies, such as the Nigeria Customs Service, diverge from conventional corporate organizational models. This divergence is particularly pronounced given the agency's multifaceted role in revenue generation, the suppression of smuggling, trade facilitation, and other functions. The paper concludes that employee participation and job satisfaction played the mediating role in the relation between internal communication and job performance of the employees.

Work–life balance: Does leadership matter?

PurposeThe extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB policies and practices? To answer this question, this article considers the social exchange theory as well as transformational and transactional leadership in an investigation of the impact of leadership on WLB.Design/methodology/approachThe study employs qualitative data from 32 semi-structured interviews to achieve the study’s objectives.FindingsThe research reveals that leadership does matter in WLB. The study findings reveal that both the transactional and transformational leadership styles result in the establishment of strong reciprocal relationships between leaders and employees in terms of using WLB policies and practices. Managers only sanction the use of WLB policies and practices only as a reward for excellent performance or when they are completely sure the outcome will favour the organisation. The study concludes that the desire to achieve WLB has often led many employees to go the extra mile in carrying out their work duties, which is rewarded with an approval to use WLB policies and practices. These non-contractual exchanges emphasise reciprocity and are based on trust.Research limitations/implicationsThe extent to which the findings of this research can be generalised is constrained by the size and nature of the research sample.Practical implicationsMany managers are transactional leaders, and they purposefully allow their employees to use WLB policies and practices only as a reward for meeting targets and for excellent performance. This means that employees who fall short of the required targets and expected performance are not permitted to use WLB policies and practices. This finding implies that such employees experience incessant work–family conflict, which may have negative implications for their work engagement, overall well-being and work performance.Originality/valueThis study demonstrates that leadership is relevant to WLB. It shows that transformational leadership is supportive of WLB, as it considers employees' work performance and non-work outcomes. The results and practical implications of this study aids the understanding of the non-contractual exchanges involved in manager–employee relationships, which is crucial for ensuring employees' achievement of WLB and for organisations to achieve their goals.

A Phenomenological Study of Outsourcing and Employee Relations Management in Lagos State, Nigeria

The objective of the research is to examine the relationship between outsourcing and employee relations management. Researchers in the past have emphasised why companies should outsource based on cost savings and gaining a competitive edge, while others focus on the assumed unpalatable effects of outsourcing. Nevertheless, the impact of outsourcing on the relationship between labour and management has long been understudied. This research used a survey design with a sample size of 100. Responses from 63 employees of the selected organisations comprising twenty-five (25) from outsourced employees and thirty- eight (38) from full-time employees. The data was acquired using a convenience sample approach and analysed using descriptive and inferential statistics. The hypotheses were tested using Chi-Square(X2) with a significance threshold of 0.01. The study established a significant relationship between outsourcing and employee relations management, and the elements that influence outsourcing decisions, which are cost savings, corporate focus, and access to world-class expertise, impacted labour-management relations in organisations. Based on the findings, it was recommended that organisations must find a way to outsource non-core activities, using outsourced individuals who can do it better, thereby focusing on core business operations where they have an edge and can outperform their competition while also managing employee relations through better remuneration, communication, leadership, training and job stability.

Employee Commitment and the Manager-Employee Relationship. An International Work Environment Leadership Model

Aim: The primary objective of this article is to thoroughly explore the issue of employee commitment within the context of the manager-employee relationship and proposing a model of the process of preparing manager to build superior-subordinate relation and form employee commitment in the organisation’s foreign branch. Methodology: The qualitative method of research was implemented in the form of individual in-depth interviews (IDIs) conducted with top managers of internationally operating organisations. Results: Manager-employee relationships evolve. To make the process more satisfactory for both sides, the Leader-Member Exchange (LMX) theory and Positive Organizational Scholarship (POS) concept should be integrated in it. Both concepts are inherently linked to employee management in the international environment. Furthermore, LMX is evolving towards relational leader-member exchange (RLMX). The process of adaptation to a new work environment is connected not only with the cultural, but also personal characteristics of managers and their experience in operating in international organizations. Cultural differences can significantly affect supervisor-superior relation and employee commitment. Nevertheless, it also seems that universal virtues such as respect and trust, shape the dynamism of the process, which consists of stages described in the conceptual model. Implications and recommendations: To reduce or actually minimise the impact of cultural factors on relations between managers and employees, it is necessary to find the appropriate style of leadership and adjust it to each individual. What makes the process successful is the recognition of local employees’ needs as well as the implementation of positive motivation methods. Originality/value: The article aims to contribute to the discourse on LMX and POS in the context of leadership style in international work environment (IWE). Both approaches should be studied in parallel to identify the key determinants of a manager’s success, reaching beyond the cross-cultural dimension. Contrary to the models presented in the literature, the proposed model is based on managers’ perception of the process of adaptation to the host country’s culture.

Human resource management research in healthcare: a big data bibliometric study

Human resource management (HRM) in healthcare is an important component in relation to the quality and efficiency of healthcare delivery. However, a comprehensive overview is lacking to assess and track the current status and trends of HRM research in healthcare. This study aims to describe the current situation and global trends in HRM research in healthcare as well as to indicate the frontiers and future directions of research. The research methodology is based on bibliometric mapping using scientific visualization software (VOSviewer). The data were collected from the Web of Science(WoS) core citation database. After applying the search criteria, we retrieved 833 publications, which have steadily increased over the last 30 years. In addition, 93 countries and regions have published relevant research. The United States and Australia have made significant contributions in this area. Current research articles focus on topics clustered into performance, hospital/COVID-19, job satisfaction, human resource management, occupational/mental health, and quality of care. The most frequently co-occurring keywords are human resource management, job satisfaction, nurses, hospitals, health services, quality of care, COVID-19, and nursing. There is limited research on compensation management and employee relations management, so the current HRM research field still has not been able to present a complete and systematic roadmap. We propose that our colleagues should consider focusing on these research gaps in the future.

Peranan Etika Bisnis Dalam Tantangan Strategi Bisnis Di CV. Inti Motor

Business ethics play an important role in creating and maintaining a healthy work culture in a company. CV. Inti Motor is a company that operates to challenge business strategies based on the principles of business ethics. This research discusses how the application of business ethics principles can influence a company's internal dynamics. Research was conducted through literature analysis and direct observation. Research shows that business ethics have become the basis for internal policies, decision making, and management-employee relations. The researcher took the first important point, namely justice, ethics and good business strategies in maintaining the work environment. Considering that the marketing division has tighter competition between sales, so that some business ethics are not paid attention to, which causes frequent conflicts in the work environment. The results of this research show that ethical business practices are very important to maintain a fair, inclusive and productive work environment, before embarking on business strategy challenges that will ultimately support the company's long-term success.

Should I Stay or Should I Go? Deciding Factors of Administrative Personnel to Stay or Leave an Academic Institution during A Pandemic: Basis for an Improved Employee Retention Post-Pandemic Program

The COVID-19 pandemic has brought a lot of changes in the workplace. It has influenced the perception of the employees to their employers depending upon how the latter responded during the crisis. The introduction of work remote work arrangements opens a wide range of job opportunities for the employees. By 2021, job hopping become a trend and more Filipino will be resigning for various reasons. This scenario may affect the business of one’s company if not well mitigated. Hence, the policies and plans of the company must be reviewed and revised to meet the company’s changing needs and conditions with regard to employee retention. The purpose of this study is to understand the decision of the administrative employees to stay or leave the academic institution that may or may not affected by their work arrangement experiences during the pandemic. This qualitative research adopted the multiple case study design. Data was extracted through a combination of structured and semi-structured interviews of the randomly selected administrative employees. The respondents were categorized into 3: rank and file, supervisory, and managerial. Reflective thematic analysis using the combination of inductive and latent approaches was used to identify codes and major themes. Factors that may affect the decision of employees to stay are love for work, proximity from home, employee benefits (school discount), job stability, good relationships, a sense of freedom, and gratitude. Factors that may affect an employee’s decision to leave are salary, manager-employee relationship, work modality, company policy and implementation, communication process, leadership and collaboration, motivation, training specific to the position, wellness, and heavy workload. Keywords: human resource, multiple case study, Philippines, retention, thematic analysis

Managers’ Motivating Language and employees’ Job Engagement: The Role of Meaningfulness and Employee– Manager Relationships

ABSTRACT Managers’ communication, relationships with subordinates, and employees’ feelings of meaningful work are vital in engaging subordinates. However, their relationships lack a theoretical foundation. Drawing on self-concept theory (SCT), this study assesses the mediating role of psychological meaningfulness and employee – manager relationships (EMR) in the connection between three types of motivating language used by managers and job engagement. This study also tests the moderating role of EMR between psychological meaningfulness and job engagement. A convenience sampling method was used to collect 380 responses from employees working at four- and five-star hotels in Malaysia. Data were analyzed using the partial least squares method. Although three forms of motivating language positively relate to psychological meaningfulness, only empathetic language positively relates to EMR. Psychological meaningfulness mediates relationship between the three forms of motivating language and job engagement, while EMR only mediates the relationship between empathetic language and job engagement. EMR also significantly and negatively moderates the link between psychological meaningfulness and job engagement. These findings add value to the SCT and motivating language by assessing the relationships between motivating language, EMR, psychological meaningfulness, and job engagement. Managers can use motivating language to make jobs meaningful and build relationships with subordinates to improve employee outcomes.

What should a Judiciary Administrator do to Monitor the ManagerEmployees Relationship? Evidence from a Sample of Tunisian Confiscated Companies

Using Churchill's paradigm and the principal components analysis, this paper aims to specify the main tasks that should include an effective judiciary administrator mission to monitor the employee-manager relationship in the context of a sample of Tunisian confiscated firms. Findings revealed two main sets of tasks. The first set is composed of specific tasks that would permit monitoring the conflicting manager-employees relationship, as established by the agency theory. The second set highlights tasks that would permit to monitor eventual manager-employees complicit relationship and which may favor the manager entrenchment. Our findings would contribute to the debate concerning the judiciary administrator performance determinants. Especially, it would help practitioners and regulatory instance to rethink and to redefine tasks that should include an efficient judiciary administration mission. Our paper would also, contribute to the existing literature which seems silent regarding this issue dealing especially with the judiciary administrator mission and the confiscated companies.

Green Hrm-Leveraging Employees’ Satisfaction Level in Indian Banking Sector

The purpose of this paper is to study the Green HRM practices practised and its impact on the satisfaction level of employees in private and public sector banks in Kolkata District. To attain the objectives of the research , the research process- Onion of Saunders et al. (2012) is adopted. The Sample Size is 158 (Bank of Baroda= 36, Allahabad Bank= 46, ICICI Bank Ltd= 42 & HDFC Bank= 34.) Reliability Test of the instrument i.e. Cronbach’s alpha=0.84. The Sampling Technique is Probability Sampling (Multi-stage Sampling). The Likert - 5 point scale has been used for designing the questionnaire. Exploratory factor analysis has identified six Green HRM Practices i.e. Green Recruitment and Selection Practices, Green Orientation, Training and Development Practices, Green Performance Management Practices, Green Rewards and Compensation Management Practices , Green Counselling and Employee Relations Practices and Green Exit Interview Practices which are having a strong influence on Employees’ Satisfaction level in Banking Sector in Kolkata District. Regression Analysis reveals that Green Rewards and Compensation Management Practices have a high influence on employees’ satisfaction level and Green Recruitment and Selection Practices have least influence on employees’ satisfaction level. The Independent Sample T-Test and One-Way Anova reveals that there exists no significant difference of employees’ satisfaction level towards Green HRM Practices on the basis of ownership of banks, gender, experience of employees and age of employees.

Bottom-line mentality and abusive supervisory behaviour in MSMEs: how do they affect employee outcomes?

PurposeGrounded on trait activation and social learning theories, this study aims to examine the effects of bottom-line mentality (BLM) and perceived abusive supervisory behaviour on proactive employee work behaviour and employee bottom-line mentality (EBLM) in micro-, small- and medium-sized enterprises (MSMEs) in Ghana. The moderating effects of relational attachment on how abusive supervisory behaviour relates to employee proactive work behaviour (PWB) and BLM were examined.Design/methodology/approachThe study was based on a quantitative approach. An online questionnaire was used in a cross-sectional survey to elicit data from 643 conveniently sampled employees. Structural equation modelling was used to analyse the data.FindingsThe results support the proposition that owner-manager bottom-line mentality (OMBLM) positively and significantly predicts abusive supervision. The findings also revealed that owner-manager abusive supervisory behaviour significantly predicts employee PWB and EBLM. While the moderating effect of relational attachment on the relationship between perceived owner-manager abusive supervisory behaviour and EBLM is positive and significant, its effect on perceived owner-manager abusive supervisory and proactive employee work behaviour relationship was positive but insignificant.Originality/valueThe authors studied owner-manager abusive supervisory behaviour to understand how OMBLM relates to proactive employee work behaviour and EBLM among MSMEs in Ghana. The study sets the tone to investigate further the impact of OMBLM and the functional effect of owner-manager abusive supervisory behaviour on manager–employee relationships and outcomes among MSMEs in emerging economies.

The Impact of Selected Components of the Manager-Employee Relations on the Performance of Creative Tasks in the Organization

The Impact of Selected Components of the Manager-Employee Relations on the Performance of Creative Tasks in the Organization

EFFECT OF FINANCIAL MOTIVATION AS A TOOL FOR INCREASING EMPLOYEE EFFICIENCY: A STUDY OF LARFAGE CEMENT COMPANY EWEKORO

This research provides an in-depth examination of the impact of financial motivation on enhancing employee efficiency, utilizing the Larfage Cement Company in Ewekoro, Ogun State, Nigeria, as a case study. The findings strongly suggest a robust relationship between financial motivation and employee efficiency, underscoring the substantial correlation between employee motivation and broader organizational performance metrics. Moreover, the study scrutinizes the multifaceted challenges stifling the effectiveness of employee motivation strategies within organizations. It brings attention to the constant dynamism of the labor market and the crucial need for implementing comprehensive motivational systems that align seamlessly with overarching organizational objectives. The research notably underscores the need for industry leaders to strategically prioritize the integration of motivational techniques that contribute positively to the work environment and enhance productivity. It places significant emphasis on the instrumental role of equitable remuneration policies, promotions based on merit, robust staff training and development programs, and fostering supportive employee-management relationships. By doing so, the research affirms the centrality of these elements in shaping employee motivation, and, consequently, organizational performance. Overall, the study presents a compelling argument for the necessity of a strategic, well-structured approach to employee motivation to optimize efficiency and productivity within the manufacturing industry.

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

PurposeAs the COVID-19 epidemic ravages the world in the fourth industrial revolution era, the manufacturing sector faces its worst situation in a century. Lean philosophy, renowned as a “warrior philosophy,” can be an able rescuer to these industries. This study aims to identify the hurdles to lean strategy implementation and conduct an analysis to provide cognizance to policymakers, practitioners and decision-makers.Design/methodology/approachThis study aims to identify the obstacles that obstruct lean implementation into seven primary barriers/components, with the fuzzy DEMATEL approach being used to evaluate the critical factors as well as the cause and effect factors among them. Expert opinions are sought to obtain the relevant data for evaluation purposes.FindingsThe results reveal that a firm should focus on firm cultural conflict scenario, resources–responses incapability, improve on suppliers’ attitude and execute a proper planning and logistics equation to alleviate the hindrances of implementing lean. As these causal factors influence the effect factors, namely, top management vision, management–employee relationship and human resource building, focusing on them automatically improves the effect factors; thus, the surge to overcome resistance to lean implementation is alleviated.Practical implicationsThis research aids in identifying and analyzing lean implementation issues in the manufacturing and industrial sectors. The observations, results and insights drawn can act as a guiding force to rupture the resistance envelope covering the domain of lean implementation and possibly reinstating industries to survive and excel in the business post-COVID era.Originality/valueThis research introduces barriers to lean implementation in a unique way, as it articulates all sections of an industry and group the barriers based on the classification. It further prioritizes the barriers for their importance in the Indian industrial scenario. This would help the industry professionals and managers access the barriers and generate insight on how and where to start implementing lean.