Non-managerial Employees Research Articles

PROTOCOL: Is the CEO/employee pay ratio related to firm performance in publicly traded companies?

One goal of this systematic review is to assess whether the pay ratio, that is, the relative difference between the compensation a firm's CEO receives and that of its nonmanagerial employees, is related to subsequent firm performance. A second goal is to identify factors influencing this relationship across publicly traded firms, including the pay ratio's perceived fairness by employees, the firm's business strategy, and related factors.

Individual learning ambidexterity behavior and individual job performance in services: the role of organizational structure

AbstractThis study analyzed the impact of individual learning ambidexterity on individual job performance and tested the moderating effects of the organizational structure, represented in this research by formalization, decentralization, and structural differentiation. Despite the importance of individual learning ambidexterity, there is a limited understanding of how employees’ explorative and exploitative learning behaviors affect their individual job performance. The study expands the research by confirming the relevance of individual learning ambidexterity for individual performance for non-managerial employees; an understudied research setting for individual ambidexterity. We demonstrate that individual learning ambidexterity is positively correlated with individual job performance. We also provide evidence that formalization, decentralization, and structural differentiation moderate the effects of individual learning ambidexterity on individual job performance. The empirical context for the research was non-managerial employees from the Romanian IT services industry. Prior research has shown that ambidexterity is important in the IT industry, making it an adequate setting to analyze the effects of individual learning ambidexterity on individual job performance. By using polynomial regressions on a sample consisting of 342 employees, we were able to analyze four research hypotheses. This study demonstrates the moderating mechanism of organizational setting in the improvement of individual job performance in relation to individual learning ambidexterity. Taken as a whole, our findings provide new insights into how and under which organizational conditions the individual-level explorative and exploitative learning behaviors affect individual job performance.

The influence of emotional intelligence and employee motivation on employee performance in telecommunication companies in the sultanate of Oman

This study examines the impact of emotional intelligence (EI) and employee motivation on employee performance within the telecommunication industry in the Sultanate of Oman. The target population consisted of 4344 non-managerial employees across nine telecommunication companies, including Omantel, Ooredoo, Vodafone, Oman Broadband Company, Awasr Oman & Co, TEO, Oman Tower Company L.L.C, Helios Tower, and Connect Arabia International. Employing a deductive research approach, finally data were collected via an online survey from 354 respondents. The hypotheses were tested using multiple regression analysis. The results indicate that all dimensions of EI self-awareness, self-regulation, empathy, and social skills positively and significantly influence employee performance, with social skills having the strongest effect. Furthermore, both intrinsic motivation factors, such as work itself and career development, and extrinsic motivation factors, including wages, rewards, working environment, and co-worker relationships, significantly enhance employee performance. The interaction between EI and employee motivation was found to amplify these positive effects. Among control variables, age and education level showed significant impacts, while gender did not. These findings underscore the critical role of both emotional intelligence and motivation in driving employee performance. The study suggests that managers and policymakers should adopt integrated strategies that develop EI competencies and enhance motivational factors to optimize employee performance, thereby contributing to the success of organizations in the telecommunication sector.

Impact of Abusive Supervision on Affective Commitment with the Moderating Role of Self-Control Capacity of Non-Managerial Employees in Apparel Industry: A Sri Lankan Perspective

The study examines the influence of abusive supervision on affective commitment among non-managerial employees in the Sri Lankan apparel industry, focusing on the potential moderating role of self-control capacity. Data was gathered from 257 randomly selected non-managerial employees from three knitted export organizations in Sri Lanka using self-administered questionnaires. The data were analyzed using SPSS 23. The results indicate a significant negative impact of abusive supervision on affective commitment, consistent with previous research findings. However, the study found that the moderating effect of self-control capacity was not statistically significant. This suggests that even though non-managerial employees may possess a moderate level of self-control capacity, it may not be adequate to mitigate the impact of abusive supervision on affective commitment. These findings highlight the critical necessity for organizations within the Sri Lankan apparel industry to address abusive supervision behaviours and to implement strategies aimed at enhancing employee retention in organizations.

The Effect of Professional Attitude on Motivation with a Strategic Management Perspective: The Mediating Role of Trust

Employees' professional attitudes, motivation, and trust perceptions should be positive to be more successful and productive in their professions. Based on these research topics, the primary purpose of this study is to measure the effect of the trust mediation role and professional attitudes on the motivation of non-managerial employees working in the provincial units of a public institution in Ankara. The data obtained from 392 employees were analyzed using SPSS and AMOS programs, and structural equation modeling was used. As a result of the findings, it was understood that professional attitude did not have a statistically significant mediating effect on trust, and trust did not have a statistically significant mediating effect on motivation. According to the results obtained, professional attitude had a statistically significant impact on motivation. Increasing the perceptions of human capital, which is the most crucial resource of organizations, such as motivation and attitude towards work, will prevent negative situations such as leaving the organization and burnout syndrome.

Implementing green HRM practices in an emerging country: Insights from managerial and nonmanagerial employees across various industries

AbstractImplementing green mechanisms has been mandatory to save the environment and for greater organizational profitability, reputation, and eventually competitive advantage in the dynamic and open market. However, employees are the catalysts in implementing green mechanisms, which are diverse and sophisticated; thus, the implementation process includes numerous challenges that are not explored from managerial and nonmanagerial perspectives in the current literature. Drawing on resource‐based theory, this particular qualitative study explores the challenges faced by managerial and nonmanagerial employees working in the Malaysian automotive, electrical and electronics, and construction industries in implementing green human resource management (GHRM) practices. Using a qualitative approach, data were obtained from 48 face‐to‐face semi‐structured interviews. Thematic analysis using NVivo 12 revealed 16 challenges that hinder the implementation of GHRM practices in Malaysian companies. We classified these challenges into three categories: high, moderate, and low. However, the main challenges were the lack of focus on the environment, difficulties in educating employees at different levels, a priority on progress/productivity neglecting the environment, the influence of external forces and the cost of going green. The study has discussed the implications of its findings for both theory and practice, followed by arguments on research limitations and future directions.

Exploring job satisfaction’s impact on turnover tendency among employees in Kosova’s microfinance institutions

Purpose The purpose of this paper is to delve into the intricate link between job satisfaction and employees’ turnover intentions. To accomplish this, a detailed structural model was constructed, incorporating five essential constructs: job satisfaction, turnover intention, satisfaction with financial factors, satisfaction with non-financial factors and external factors. Design/methodology/approach The research used a questionnaire with 28 items based on established tools, focusing on five different constructs. The model’s validation involved applying structural equation modelling to 147 non-managerial employees in microfinance institutions. Findings The findings reveal a significant negative correlation between job satisfaction and turnover intention. Satisfaction with financial factors significantly outweighs satisfaction with non-financial factors in shaping job satisfaction. In addition, the impact of external factors on turnover intention was observed to be minimal and inconsequential. Research limitations/implications This review highlights the importance of investigating the moderating factors in the job satisfaction–turnover relationship, distinguishing between types of satisfaction and conducting longitudinal studies across diverse contexts. It notably presents a diverse range of recent findings in this field, emphasising the breadth of the results that have emerged in this area of research. Practical implications Understanding job satisfaction and turnover intention is crucial for microfinance institutions. By prioritising efforts to enhance job satisfaction through improved financial offerings and non-financial factors like a supportive work environment and opportunities for growth, organisations can effectively mitigate turnover rates and foster success. Social implications The study underscores the societal value of supportive work environments beyond just benefits and career opportunities. By understanding the external influences on employee satisfaction, organisations can contribute to building more decent workplaces and promote social well-being, while advocating for social considerations in organisational practices. Originality/value This paper uses a novel integrated model comprising five distinct constructs not previously used together. It stands among the pioneering works that not only elucidate the correlation between job satisfaction and turnover intention but also delineate the constituents of job satisfaction itself.

A comparative study of business student attitudes toward the importance of ethics and social responsibility

PurposeThis study addresses the gap in research concerning student attitudes toward ethics and social responsibility (E&SR) within diverse organizational contexts, specifically as they transition into managerial and non-managerial roles.Design/methodology/approachA total of 425 business students from four universities participated. To determine statistically significant differences between potential managers and non-managers (M&NM), a paired comparison inferential t-test was employed.FindingsThe study revealed positive E&SR attitudes among business students. However, it differed from existing literature by finding a significant difference in perceived E&SR importance between aspirants in managerial and non-managerial positions. Notably, non-managerial students exhibited significantly stronger support for these principles.Originality/valueThis study, conducted in an emerging economy, offers a unique perspective by analyzing E&SR perceptions across both potential management and non-management employees. Given the direct and indirect influence employee perceptions have on business performance, this research sheds light on the crucial role of E&SR in management practices. The findings are further substantiated by robust data and include implications for human resource management, along with suggestions for future research directions.

Evaluating the effectiveness of training of managerial and non-managerial bank employees using Kirkpatrick’s model for evaluation of training

This research employs Kirkpatrick’s model, to assess the efficacy of training programmes for managerial and non-managerial employees in the banking sector using all the four components i.e., Reaction, Learning, Behavior and Results. Data were collected from 402 respondents from public, private and foreign sector banks. SEM-PLS was used to determine the relationship between the levels of the Kirkpatrick’s model for the evaluation of the training programs of the baking sector. The results suggest that all the four levels are interlinked and Kirkpatrick model was effective to evaluate the impact of training programs on employee motivation and bank performance. Reactions of employees (stage 1) have enhanced knowledge, and skills and has a positive and significant influence on learning (stage 2) and Behavior through job performance (stage 3) has a positive impact on results (stage 4). The results reflected that the adjusted R2 = 0.732 of the managerial level is more than that of the non-managerial level (R2 = 0.571). This indicates that the training is more effective on the Managerial level than the Non-Managerial level and that the managerial employees are more skilled and experienced in their jobs. The study is novel and one of the initial contributions to apply Kirkpatrick’s model to banking sector in India.

Joining in With Leadership? A Survey of Leadership Behaviour and Identity of Non-Managerial Employees in Public Organizations

Although non-managerial employees are increasingly seen as valuable sources of leadership in public organizations, their leadership behavior is rarely studied. This study zooms in on the leadership behavior of non-managerial employees and assesses whether leadership identity and previous experience in formal leadership positions affect their engagement in leadership. According to identity theory, seeing oneself as a leader may be a crucial component in behaving as one. Survey data collected among public servants ( n = 976) in The Netherlands show that non-managerial employees with a more central leadership identity use all types of leadership behavior from the repertoire more often, which can partially be explained by their experience. This demonstrates that leadership identity is a meaningful lens to explain why this group engages in leadership behavior. Leadership development can be stimulated by helping non-managerial employees identify with a leadership role.

The effect of strategic orientation on operational performance: The mediating role of operational sustainability

In the context of the Jordanian telecommunications industry, the current study aims to investigate the mediating influence of sustainability on the link between strategic orientation and organizational performance. Based on the knowledge gap that the literature analysis revealed, a research model was created. A random sample of 321 managerial and non-managerial employees was taken. The findings of the hypothesis testing revealed that with operational sustainability as a moderating variable, the relationship becomes stronger between entrepreneurial orientation, technology orientation, market orientation, and organizational performance. Despite the importance of integration between strategic orientation and operational sustainability to achieve the required organizational performance, there is a literature gap and an inadequate number of studies linking organisational performance and strategic orientation via operational sustainability (Ed-Dafali et al., 2023; Sahoo et al., 2023). This research is intended to bridge the identified gap by attempting to contribute knowledge to this field of study by examining strategic orientation’s impacts in terms of entrepreneurial orientation, technology orientation, and market orientation on organizational performance using the non-financial performance through the examination of the mediating role of operational sustainability using the context of the telecommunication sector in Jordan.

Employee perceptions of strategy formulation and implementation towards sustainable strategic management in the developing world

In general, an effective strategic management process allows managers to interact with employees in formulating and implementing organisational strategic plans (Nedelea & Paun, 2009). Eskom, an electricity public utility company, in South Africa, suffered a strategy formulation and implementation fatigue for the past two decades leading to a quagmire and lacklustre performance of all time (“Eskom CEOs from 1985 to 2020”, 2020). Therefore, the study investigates employees’ perception of the organisational strategy process towards bridging the gap between the management and non-management employees in strategy formulation and implementation. The study employed a quantitative survey, gathering data from a sample of 331 participants randomly selected from a population of 2400 Eskom, employees. Data was then collected and captured through a questionnaire using an online survey tool called Question Pro and analysed with SPSS version 25. The study revealed that Eskom’s strategic formulation and implementation process was perceived by employees as a downward communication process. Thus, the study revealed that there was a lack of employee engagement before and after the strategy formulation and in implementation process. The study therefore recommended that Eskom should employ a vertical two-way communication process between managerial and non-managerial employees. In addition, the study recommended that Eskom should provide strategy awareness campaigns at ground level towards positively impacting on sustainable and effective strategy implementation.

Impact of Extrinsic Job Satisfaction Factors on Organizational Commitment of Banking Sector at Pokhara Metropolis

The paper aims at examining the influence of extrinsic JS factors on organizational commitment of employees in banking sector of Pokhara Metropolis. Non-managerial employees of government, joint- and non-joint venture commercial banks comprising 102 males and 107 females were approached for opinion survey. A questionnaire consisting of five-point Likert scales along with demographic questions were disseminated to collect the data. Using descriptive and analytical method, the results were obtained. The results revealed that a high level of extrinsic job satisfaction appeared when employees have friendly relation with supervisors, while they were least satisfied with pay. It implies that banking employees get satisfied if their supervisor treats them as friends. The study also found those employees’ emotional feelings like loyalty, and having an affiliation with their organization was enthusiastic. Similarly, they believe better to stay in the current organization as the organization has providing something for them, because leaving current organization will need extra costs for them. Thus, there was a higher position of affective commitment and moderate level of continuance and normative commitment of employees. Finally, it was found that extrinsic job satisfaction dimensions have constructive significant impact of employees’ commitment at work place, indicating a high level of extrinsic factors play a pivotal role to satisfy the banking employee and thereby their organizational commitment. The study contributes to analyze extrinsic job satisfaction factors in banking sectors and which factor play significant role to create their commitment of employees in workplace.

The effect of enabling performance measurement systems on team learning behaviour and team effectiveness

Purpose The purpose of this study is to investigate the impact of the enabling performance measurement systems (PMS) on non-managerial employees’ team learning behaviours (TLB) and team effectiveness (TE) when the PMS is used as an enabler. Design/methodology/approach A questionnaire survey was conducted with non-managerial employees in Japan and a total sample of 474 responses were collected. Partial least squares structural equation modelling using Smart-PLS was used for the analysis. Findings The results demonstrated that the design feature of global transparency in enabling PMS contributes to the enhancement of TE, with partial mediation through TLB. Furthermore, it was also evident that fostering TLB involves increasing the flexibility in PMS, specifically offering multiple options for collecting and aggregating performance information in various formats. Originality/value By examining the effects of the four features of enabling controls on TE and TLB, this study shows which features in an enabling PMS are important in motivating non-managerial employees at the operational level. The study not only fills a gap on the impact of enabling controls on non-managerial employees that has been under-researched but also makes an academic contribution in that it has deepened our understanding of four features that have not yet been fully elucidated.

Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene

PurposeOstracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).Design/methodology/approachThe authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.FindingsUnexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.Originality/valueThese findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

Disparities in Fatal Occupational Injury Rates in North Carolina, 1978-2017: Comparing Nonmanagerial Employees to Managers.

We examined fatal occupational injuries among private-sector workers in North Carolina during the 40-year period 1978-2017, comparing the occurrence of fatal injuries among nonmanagerial employees to that experienced by managers. We estimated a standardized fatal occupational injury ratio by inverse probability of exposure weighting, taking nonmanagerial workers as the target population. When this ratio measure takes a value greater than unity it signals settings in which nonmanagerial employees are not provided as safe a work environment as that provided for managers. Across all industries, nonmanagerial workers in North Carolina experienced fatal occupational injury rates 8.2 (95% CI = 7.0, 10.0) times the rate experienced by managers. Disparities in fatal injury rates between managers and the employees they supervise were greatest in forestry, rubber and metal manufacturing, wholesale trade, fishing and extractive industries, and construction. The results may help focus discussion about workplace safety between labor and management upon equity, with a goal of providing a work environment for nonmanagerial employees as safe as the one provided for managers.

The Roles of Job Satisfaction and Perceived Supervisor Support in the Relationship between Followership Styles and Psychological Well-Being

<p>The quest to provide excellent services causes the aviation industry face challenges that can impair the well-being or “happiness” of its employees. Therefore, managing employee well-being is crucial for the industry to help its employees feel positive while serving the companies. This research aimed to examine the roles of followership styles, job satisfaction and perceived supervisor support in promoting psychological well-being in the Indonesian air transport operator contexts. Specifically, the research examined the impact of job satisfaction on psychological well-being and assessed whether job satisfaction itself was influenced by employees’ followership styles and their perceived supervisor support. A test was also performed to examine the moderating role of perceived supervisor support in the relationship between followership styles and job satisfaction. On-line questionnaires were distributed to potential respondents using a combination of convenience and purposive sampling. A number of 109 non-managerial employees from several Indonesian commercial and non-commercial air transport operators involved. Structural Equation Modeling was adopted to test the proposed hypotheses. The findings showed the majority of respondents enacted “exemplary followership” styles. This style positively related to job satisfaction. However, perceived supervisor support was not found to moderate the relationship. The managerial implication of the findings is outlined.</p>

Unlocking the potential of non-managerial employees in corporate entrepreneurship: a systematic review and research agenda

PurposeWhile extant literature has advanced our understanding of senior and middle managers in corporate entrepreneurship, studies have only recently attended to the role of non-managerial employees (NMEs). These organizational members bring ideas, resources and energy to the pursuit of innovative opportunities, yet the determinants of their entrepreneurial behavior are poorly understood.Design/methodology/approachThe authors performed a systematical literature review on the subject of NMEs in corporate entrepreneurship to identify gaps and recommend an agenda for future research.FindingsThe review revealed gaps regarding (1) the distance of NMEs from decisions on corporate strategic intent, (2) agentic choices made by NMEs to use their subject matter expertise for their employers' benefit, and the influences of (3) job characteristics and (4) organizational infrastructural support of entrepreneurial behavior.Originality/valueThe authors present a theoretical framework and directions for future research.

Equitable Reward with Job Satisfaction for Non-Management Employees

Employee job satisfaction is an important thing in the company to create positive conditions in the organizational environment. In addition to providing benefits for employees, the company also benefits through increased production and reduced costs incurred in the company's operations by improving the attitude and behavior of its employees. Thus, work is one of the ways to achieve employee satisfaction by providing fair rewards to employees. If the salary is perceived as fair based on job demands, individual skill levels and salary standards that apply to certain job groups, then there will be job satisfaction. This study aims to determine the relationship between equitable rewards and job satisfaction of non-management employees at Al-Islam Hospital H.M. Mawardi. This research is quantitative research with a correlational method. The data collection technique used the Job Satisfaction Survey scale and the equitable reward scale taken from the equitable reward aspects. Spearman's correlation results show a significant correlation between equitable rewards and job satisfaction (r=0.571, p<.001). the magnitude of the effect of equitable reward on satisfaction is high (r=0.571). The higher the equitable reward, the higher the level of employee job satisfaction. Even reward can explain 32.6% of the variance of job satisfaction, which means that there is still 67.4% of the influence of other factors not seen in this study.Kepuasan kerja karyawan merupakan hal penting dalam perusahaan agar tercipta kondisi positif dalam lingkungan organisasi. Selain memberikan keuntungan bagi karyawan, perusahaan juga mendapatkan keuntungan melalui peningkatan produksi dan pengurangan biaya yang dikeluarkan dalam operasional perusahaan dengan adanya perbaikan sikap dan tingkah laku karyawannya. Dengan demikian salah satu cara untuk mewujudkan kepuasan kerja karyawan dengan memberikan reward yang adil kepada karyawan. Jika gaji dipersepsikan adil didasarkan tuntutan-tuntutan pekerjaan, tingkat keterampilan individu dan standar gaji yang berlaku untuk kelompok pekerjaan tertentu, maka akan ada kepuasan kerja. Penelitian ini bertujuan untuk mengetahui adanya hubungan antara equitable reward dengan kepuasan kerja pada karyawan non manajemen di RSU Al-Islam H.M. Mawardi. penelitian ini merupakan penelitian kuantitatif dengan jenis metode korelasional. Teknik pengumpulan data menggunakan skala Job Satisfaction Survei dan skala equitable reward yang diambil dari aspek-aspek equitable reward. hasil Korelasi Spearman’s menunjukkan korelasi yang signifikan antara equitable reward dan kepuasan kerja (r=0.571, p<.001). Besaran efek equitable reward terhadap kepuasan kerja tergolong tinggi (r=0.571). Semakin tinggi equitable reward maka semakin tinggi tingkat kepuasan kerja karyawan. Equitable reward dapat mejelaskan sebesar 32.6% dari varians kepuasan kerja yang artinya masih terdapat 67,4% pengaruh dari faktor lain yang tidak terlihat dalam penelitian ini.

Do financial anxiety and generalized anxiety mediate the effect of perceived organizational support on service employees’ career commitment?

Purpose This paper aims to explore financial anxiety and generalized anxiety as the serial mediators linking perceived organizational support (POS) to career commitment. Design/methodology/approach Data were collected from 388 managerial and nonmanagerial employees in diverse service areas, such as restaurants, airlines and hotels in Turkey. The direct and mediating effects were tested via the PROCESS macro. Findings Financial anxiety partly mediates the impact of POS on career commitment. The findings further reveal that financial anxiety and generalized anxiety serially mediate the effect of POS on career commitment. Practical implications Management should work with mentors to provide employees with psychosocial support during the COVID-19 pandemic. When employees perceive that the firm really cares about them and values their contribution during these challenging days, they display lower anxiety and higher career commitment. Management should also retain employees who are high on career commitment because such employees possess a sense of calling and are unlikely to quit. These implications may not be considered new. However, management would need such employees concerning the firm’s performance recovery after COVID-19. Originality/value Workers in the service industries suffer from financial and generalized anxieties and display reduced career commitment during COVID-19. However, little is known about the antecedents and outcomes of financial anxiety among hospitality and tourism workers. More importantly, no empirical piece has tested these anxiety variables as the mediators linking POS to career commitment in the pertinent literature so far.