Non-managerial Employees Research Articles

THE INCLUSIVE ORGANISATION: MANAGEMENT PRACTICES OF EMPLOYEE-DRIVEN INNOVATION (EDI)

The purpose of this study is to explore the inclusive involvement of non-R&D and non-managerial employees’ in processes of innovation. It answers a contemporary call for research to investigate a wider scope of organisations in the quest for understanding the interaction between employees and managers in employee-driven innovation (EDI). Based on a qualitative research study of two global corporations, this paper poses the following research question: How does the EDI approach manifest as a new management practice and thereby influence the interaction between employees and managers? By applying a critical discourse analysis, findings reveal that the production, distribution, and consumption of the EDI discourse are pervaded by a dynamic tension in the power relation between the top-level management and employees. While management enforces the impression that the EDI process is inclusive and engaging, employees remain critical to the contrasting way it is communicated.

Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives

PurposeThis study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.Design/methodology/approachThis study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).FindingsThe results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.Practical implicationsThis study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.Originality/valueFew studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

The Commitment of the Employee to the Supervisor and the Organization: The Role of Employee Competency and Downward Influence Tactics

Employee’s commitment is an important work attitude for an organization. Supervisors can play a role in increasing it by conducting downward influence tactics. This study examines the relationship between employee competency and downward influence tactics (consultation, ingratiation, and exchange tactics), the relationship between these tactics and employee’s commitment to the supervisor and the organization, and the mediating effect of these tactics on the relationship between employee competency and employee’s commitment. Data were collected from 203 non-managerial employees who work in various industries in Surabaya, Indonesia. We analyzed the collected data by using PLS-SEM. This study found that employee competency has a significant positive relationship with downward influence tactics (consultation, ingratiation, and exchange tactics). In addition, consultation and ingratiation tactics have a significant relationship with one’s commitment to one’s supervisor, but only consultation tactic has a significant relationship with organizational commitment. The consultation tactic has a mediation effect on the relationship between employee competency and organizational commitment, and the commitment to the supervisor.

Employer survey to estimate the productivity friction period.

The friction cost approach (FCA) is one way to estimate lost productivity, which considers the time taken to replace an employee, known as the friction period. The friction period may be influenced by local labour market conditions, limiting the relevance of international FCA estimates. The objective was to estimate the time and costs of replacing an employee in Australia. Staff responsible for recruitment in businesses across Australia were surveyed about the last management and non-management employee hired, workforce composition, friction period time and costs, and team dynamic effects. Primary analyses were conducted on respondents that recruited in the past 12months. The friction period was decomposed into three periods: recruitment decision, recruitment period, and training period. Descriptive statistics of the friction period time and costs, and team dynamic effects were calculated. The sample consisted of Australian businesses (N = 274), primarily micro-organisations (2-4 employees, 44%) in urban locations (75%). The time (12.3weeks; SD 15.1) and costs ($6230; SD $17,502) to replace a manager were higher than those to replace non-managers (10.0weeks, SD 13.01; $2666, sd $7849). The training period represented the longest time component in replacing an employee (38-40% of the total friction period). There was an increasing impact on other employees' productivity, particularly for absent managers as time off work increased. The friction period in Australia was similar to international estimates. Interestingly, the friction period mainly consisted of time outside the recruitment period; the decision to recruit and the training period.

Organizational commitment as mediator of the relationship between job satisfaction and performance in the commercial banks in Sri Lanka-A study

The purpose of this study was to investigate the relationship among job satisfaction, organizational commitment and job performance of non-managerial employees in the commercial banks in Sri Lanka. The sample consisted of 400 non-managerial employees randomly selected from Systemically Important Banks. A questionnaire was administered among the non-managerial employees as the measuring instrument. The collected data were analyzed using correlation coefficient and simple regression. The results of the study indicated that there was a positive relationship between job satisfaction and job performance, job satisfaction and organizational commitment, organizational commitment and job performance. Organizational commitment was found to mediate the relationship between job satisfaction and job performance of non-managerial employees in the commercial banks in Sri Lanka.

A study of organizational commitment: A mediator of the relationship between job satisfaction and job performance in the commercial banks in Sri Lanka

The purpose of this study was to investigate the relationship among job satisfaction, organizational commitment and job performance of non-managerial employees in the commercial banks in Sri Lanka. The sample consisted of 400 non-managerial employees randomly selected from Systemically Important Banks. A questionnaire was administered among the non-managerial employees as the measuring instrument. The collected data were analyzed using correlation coefficient and simple regression. The results of the study indicated that there was a positive relationship between job satisfaction and job performance, job satisfaction and organizational commitment, organizational commitment and job performance. Organizational commitment was found to mediate the relationship between job satisfaction and job performance of non-managerial employees in the commercial banks in Sri Lanka.

Impressions and Attitudes toward the Employee with “Modern-Type Depression” by Supervisors and Coworkers: A Case Vignette Survey among Japanese Managerial and Non-managerial Employees.

Impressions and Attitudes toward the Employee with “Modern-Type Depression” by Supervisors and Coworkers: A Case Vignette Survey among Japanese Managerial and Non-managerial Employees.

Employee Views of Leveraged Buy-Out Transactions

A large sample of employee reviews shows a decline in satisfaction after a Leveraged Buy-Out (LBO), but with significant heterogeneity. The key driver is the previous ownership structure. For Private-to-Private transactions, dissatisfaction is concentrated in non-management employees and comes mostly from how management treats them. In Public-to-Private transactions, the dissatisfaction is stronger, multi-faceted, and present for all employees, including management. Industry and Private Equity sponsor fixed effects are significant, but second order. Other ownership changes (M&A, IPO) trigger less dissatisfaction.

The Role of Effective Communication in Resolving Conflict: The Case of Kebri Dehar Town Municipality, Korhay Zone, Somali Regzional Satate, Ethiopia

Effective communication is a crucial element in our lives and it is the base for the organizational objective achievement. Moreover, as it is known quality of communication has a direct impact on the quality of relationship. This is why effective communication is crucial. The general objective of this study is to assess the role of effective communication in conflict resolution process in Kebri Dehar municipality. Both primary and secondary data were obtained and used from top manager and non-managerial employees of municipality by interview and questionnaire methods of data collection. The secondary data was collected by reviewing records, journals and brochures of the municipality.The researcher has used the stratified sampling technique that is a good way to give equal chance for all departmental employees who had different responses. To analyze the findings of the study and the collected data qualitative analysis method was used. Based on the findings of the study, work over load, communication gap to resolve conflict, less attention given by management for discussion, less response of management for employees’ grievances, less contribution of communication on conflict resolution process, and difference in attitude towards communication were the major problems that affect communication not to achieve its goal (conflict resolution). Finally, the student researcher recommended that management should understand the source of conflict, stimulate functional conflict, and prevent dysfunctional conflict, giving attention for discussion by management, sufficient response of management for employees’ grievance, using effective communication to resolve conflict and encouraging employees’ positive attitude of communication to resolve conflict can be solutions to resolve the above-mentioned problems. Keywords: Effective communication, Conflictmanagement, information, messages, opportunity, ability, motivation DOI: 10.7176/NMMC/96-02 Publication date: May 31 st 2021

The Impact of Talent Management on Non-managerial Employees’ Retention in the Private Commercial Banking Sector of Sri Lanka

The functioning and long term survival of any organizations highly depends on several factors. Attracting and retaining the best talented employees is a key factor to ensure the accomplishment of organizational goals. Nowadays, most of organizations pay little attention on the retention of employees than attracting them. As a significant determinant for achieving organization’s goals, this study is to discuss the impact of Talent management on Non managerial employee retention in private commercial banking sector, Western province of Sri Lanka. According to the previous studies researchers proved that generally private sector employees enjoy more financial and non-financial benefits rather than state sector banking employees. But employee retention in private commercial banking sector lower than state banking sector. This reason was root factor to study the employee retention in private commercial banking sector. Further this study was focused on Non managerial employees in private commercial banks since they are the drivers of daily operations of banks. Further, their employee turnover is greater than Managerial level employees. The main objective of this study is to investigate the impact of Talent management on Non managerial employee retention. The study problem is to identify the impact of Talent management on Non managerial employee retention in private commercial banking sector of Western province in Sri Lanka. The data were collected by distributing a structured questionnaire from the convenient select sample of 375 of non-managerial employees in private commercial banks, Western province of Sri Lanka. The data were presented and analyzed using SPSS version 20.0. The Pearson product movement correlation analysis and least square linear regression analysis analyzed the data over which the hypothesis were tested. The findings of the study indicated that Talent management function positively correlated with non-managerial employee retention in private commercial banks and based on study findings and previous literatures study concluded that Talent management is a significant factor that considerably effect on employee retention.

Greening hotels: does motivating hotel employees promote in-role green performance? The role of culture

In the new global economy, environmentally friendly policies have become a central issue for firms. The increasing attention given to the benefits of those policies has prompted research on the development of environmental management systems that encourage employees to engage in environmental activities. However, there is limited evidence concerning the relationship between employee motivation and employees’ in-role green performance, in addition to the potential impact of culture and organizational citizenship behavior for the environment. Through a quantitative study of 301 managerial and non-managerial employees working in three- to five-star hotels, this study makes a major contribution by demonstrating that practices aimed at motivating hotel employees (e.g. green reward and performance management) are significantly linked with employees’ in-role green performance and organizational citizenship behavior for the environment. The findings also indicate that the influence of green rewards on employees’ in-role green performance and organizational citizenship behaviors for the environment is stronger when hotels are managed by Western corporations. Conversely, the study showed that the effect of green performance management on these two dependent variables is not moderated by culture. This article supports efforts to widen national cultural perspectives in the development and application of green human resource management.

Benchmarks for Evidence-Based Risk Assessment with the Swedish Version of the 4-Item Psychosocial Safety Climate Scale.

The purpose of the present study was to validate the short version of The Psychosocial Safety Climate questionnaire (PSC-4, Dollard, 2019) and to establish benchmarks indicating risk levels for use in Sweden. Cross-sectional data from (1) a random sample of employees in Sweden aged 25–65 years (n = 2847) and (2) a convenience sample of non-managerial employees from 94 workplaces (n = 3066) were analyzed. Benchmarks for three PSC risk levels were developed using organizational compliance with Occupational Safety and Health (OSH) regulations as criterion. The results support the validity and usefulness of the Swedish PSC-4 as an instrument to indicate good, fair, and poor OSH practices. The recommended benchmark for indicating good OSH practices is an average score of >12.0, while the proposed cutoff for poor OSH practices is a score of ≤8.0 on the PSC-4. Scores between these benchmarks indicate fair OSH practices. Furthermore, aggregated data on PSC-4 supported its reliability as a workplace level construct and its association with quantitative demands, quality of leadership, commitment to the workplace, work engagement, job satisfaction, as well as stress and burnout. Thus, the Swedish version of PSC-4 can be regarded as a valid and reliable measure for both research and practical use for risk assessment at workplaces.

Do autonomous and trusting hospital employees generate, promote and implement more ideas? The role of distributed leadership agency

PurposeEmployees constitute an important source of innovation in organizations. Innovation management strategies often include attempts of stimulating employees' innovative contribution by instilling managerial trust and granting job autonomy. However, the authors suggest and investigate the role of employees' distributed leadership agency (DLA) in hospital employee-driven innovation.Design/methodology/approachThe authors tested the hypotheses using survey data from 1,536 nonmanagerial employees at a hospital in Denmark. In order to deal with a methodological risk of survey designs, the authors assessed and adjusted the results for common method variance (CMV).FindingsThe authors validated a DLA measurement instrument and found an indirect relationship between job autonomy and trust in management on the one hand, via DLA, and with idea generation, promotion and implementation on the other hand. In addition, the results showed a small direct relationship between job autonomy and the three innovative behaviors. The results showed that CMV did bias relationships and reliabilities but only little.Practical implicationsThe study introduces distributed leadership to the field of innovation management and confirms that this concept is highly relevant for employee innovation. In order to strengthen an organization's innovative potential, leaders may not only need to grant autonomy and instill trust in their employees, but also gain from employee innovation by distributing leadership tasks to employees.Originality/valueThis study is one of the first to introduce distributed leadership to the field of employee innovation management. By identifying distributed leadership as a key variable, the findings add to one’s extant understanding of how employee involvement encourages employee innovation.

Factors Affecting Job Satisfaction in the Tourism Sector of Bangladesh

Purpose: The tourism sector is a very potential sector for Bangladesh in terms of growth and employment. Analyzing the literature, it can be observed that most of the researchers studied the tourist market and the degree of satisfaction of tourists. But job satisfaction as a human resource management concept, in the tourism sector has not been sufficiently investigated. Job satisfaction is particularly important in tourism sector as it is service oriented and people intensive. This study identified the antecedents of job satisfaction in tourism sector and their relative importance to the employees. 
 Methods: The study is quantitative in nature. A number of hypotheses were tested for relationships between job satisfaction and related facets like payment and benefits, advancement and growth, the work itself, leadership, communication, performance feedback and recognition, rewards, colleagues, and employee stress. Data were collected through a survey method and structured questionnaire from employees of different tourism-related businesses. With 81.8% response rate, a total of 409 error-free response sheets containing a total of 38 independent variables were considered for the analysis through Smart PLS 3.01 software. The hypotheses were tested by following the path coefficients of the factors where job satisfaction was the dependent variable. The model of the satisfaction of employees for Bangladesh was established by using the coefficients of relationship with all nine facets and job satisfaction.
 Results: The standardized regression weights are shown with the nine factors Payment and Benefit (PB), Advancement and Growth (AG), Work Itself (WI), Work Itself (WI), Leadership (LE), Communication (COM), Performance feedback and Recognition (PFR), Rewards (RE), Colleague (COL) and Stress (STR). It was found that five factors (PB, AG, WI, LE, COM) are relatively more significantly responsible for job satisfaction or dissatisfaction, than other four factors (PFR, RE, COL, STR). It also found that the managerial and non-managerial employees show considerable differences in their job satisfaction across the organizations. 
 Implications: The results found in the study may act as a basis for future research in the HR issues of the tourism sector. The owners and managers of tourism companies should appreciate the necessity of employees being satisfied, because this will lead to greater commitment, loyalty, and quality service to the customers. 
 Originality: Due to the dominance of other factors like machines, materials, and other technologies, there is weak evidence in some cases whether there is always a positive and strong relationship between job satisfaction and firm performance. But in a human intensive service industry like tourism, job satisfaction of employees who are directly responsible for consumer experience, is bound to be a dominant factor. This paper is expected to be cited in that particular idea or context.

Safety climate at agricultural cooperatives

Introduction: This study identifies determinants of safety climate at agricultural cooperatives. Methods: An extensive survey was designed to build upon past research done in collaboration with DuPont (Risch et al., 2014). In 2014 and 2015, the survey was administered to 1930 employees at 14 different agricultural cooperatives with 154 locations. Injury incidence data were also collected from each location to better understand the overall health and safety environment in this sector. An ordered probit model is used to identify variables that are associated with better safety climates. Results: Safety system components such as discipline programs, inspection programs, modified duty programs, off-the-job safety training programs, and recognition programs are positively related to individual safety climate for both managerial employees and nonmanagerial employees. Variables representing an employee’s agricultural background, distance between their workplace and childhood home, and formal education are not associated with managerial safety climate. However, agricultural background and childhood home distance are associated with nonmanagerial safety climate. Conclusions: Improving occupational health and safety is a priority for many agricultural cooperatives. Lower safety climate emerges as nonmanagerial employees have more experience with production agriculture and work nearer to their home community. Practical applications: Employees of agricultural cooperatives face a host of health and safety challenges that are likely to persist into the future. The safety system components associated with safety climate indicate that continuous feedback is important for improving occupational health and safety. Occupational health and safety programming should also acknowledge that many employees have experiences that influence their attitudes and behaviors.

Where Play Become Effective: The Moderating Effect of Gamification on the Relationship Between Work Stress and Employee Performance

Gamification; use of games in the non-gaming contexts is satisfactorily tested for many contexts including education, training and performance. But the gamification was hardly tested for its moderating effect on established relationships. Hence, the aim of this research was to assess the moderating effect of the gamification in manipulating the association between work stress and employee performance. Using quantitative approach, a field survey of randomly selected 310 non-managerial employees from Sri Lankan commercial banks was conducted. Results confirmed the moderating effect of gamification towards work stress and employee performance relationship. Implications suggest to employ gaming elements in controlling the possible adverse effect of work stress on the employee performance.

Determinants of Innovative Behaviour in the Hotel Industry: A cross-Cultural Study

Abstract The present study develops a conceptual framework that sheds light on whether institutional pressures (i.e., normative, mimetic, and coercive) and corporate support can improve innovative behavior across different societies and the moderating role of national cultural dimensions on this link. Our study validated these arguments empirically using data from the 2018 Global Entrepreneurship Monitor (GEM). Data were collected and analyzed from 2,618 respondents. Data were collected through a questionnaire survey of full-time non-managerial employees selected, from different departments of various four- and five-star hotels across five economically and culturally different societies (UK, UAE, Germany, China, USA). Our results indicated that both institutional pressures and corporate support have positive influence on employees’ innovative behaviour. Furthermore, Hotels in cultures with high levels of individualism and low levels of uncertainty avoidance, power distance, and masculinity will indicate higher levels of innovative behaviour in response to corporate support programs. While, hotels in nations with high levels of power distance, collectivism, uncertainty avoidance, and masculinity will indicate higher levels of innovative behaviour in response to normative, mimetic, and coercive pressure. These findings provide important implications for innovative behaviour by developing and validating a multilevel model empirically in the hospitality context.

Employee Competencies as Predictors of Organizational Performance: A Study of Public and Private Sector Banks

Drawing on the resource-based view, this paper seeks to examine the influence of employee competencies on organizational performance using a sample of 325 managerial and non-managerial employees working in Indian public and private sector banks. The study employed a cross-sectional research design, and the data were collected through a structured questionnaire using convenience sampling. Confirmatory factor analysis was used to check the reliability and validity of the dimensions, and the proposed hypotheses were tested by using structural equation modelling. The results indicated a positive and significant impact of selected employee competencies on organizational performance except for self-competence, which showed an insignificant and negative effect. The study is of immense potential to help policy and decision-makers of the Indian banking industry to develop and implement strategies for improving employee competencies, which, in turn, are instrumental in enhancing organizational performance. This study is a unique attempt to examine the impact of various employee competence dimensions on organizational performance, particularly in the Indian banking industry.

Perceived managerial and leadership effectiveness within the Canadian public sector

AbstractThis study responds primarily to numerous calls for specific public management and public administration‐related research to better understand public leadership currently performed in an increasingly complex and ambiguous world. It also responds to calls in the human resource development (HRD) literature for more qualitative managerial behavior research. The inquiry explores perceptions of what behaviorally distinguishes effective managers from ineffective managers, as expressed by managers and nonmanagerial employees within a Canadian public utility company. It reaches for generalization by comparing the results against findings from equivalent qualitative managerial behavior studies carried out in three subareas of the British public sector. Using the critical incident technique (CIT), concrete examples (critical incidents [CIs]) of observed managerial behavior were collected from managers and nonmanagerial staff. The CIs (n = 530) were subjected to open and axial coding to identify a smaller number of discrete behavioral categories (BSs). Selective coding of the identified BSs (n = 99) resulted in 16 positive (effective) and 12 negative (ineffective) behavioral criteria (BCs) being deduced. Over 92% of the Canadian BSs are convergent in meaning with over 81% of the compared British BSs. Consequently, they are likely to be generalizable to other subareas of the Canadian public sector. The 8% of nonconvergent Canadian BSs and their respective underpinning CIs contain no content that could be construed as being context‐specific to the Canadian public utility sector. Implications of these study findings for HRD research and practice are discussed.

Prioritising employee-organisation relationships in non-profit organisations in Kenya: Antecedents, queries and contradictions

Although employees are the most critical of organisation publics, it is unclear whether employee-organisation relationships (EORs) in non-profit organisations (NPOs) in Kenya are prioritised. To investigate this question further, the study explored relationship antecedents in two non-profit organisations. The study was informed by relationship management theory and the symmetrical communication framework. Semi-structured, indepth interviews were carried out among 24 purposively sampled management and nonmanagement employees. The data was manually analysed and requisite a priori and in vivo codes and themes identified. The study findings suggest a lack of understanding about the strategic role of public relations in the organisation. Further, technician oriented PRdepartments mediate the perceptions of and effort expended on internal relationships. Managing employee-organisation relationships was perceived more as a human resource rather than a PR function which precludes more robust forms of PR practice. The researchers recommend a clear demarcation between the public relations and human resource function and to build strategic PR departments that embrace internal relationship management.
 Keywords: Relationship management, employee-organisation relationships, public relations, organisation-public relationships, relationship antecedents