Employment Of Resources Research Articles

Strategi Pengembangan Kualitas Sumber Daya Manusia di Kelurahan Batunadua Jae Padangsidimpuan

Human resources are very important to know in running the wheels of government so that the vision and mission can be achieved. The purpose of this study was to find out what strategies were carried out by the Lurah and employees at the Batunadua Jae village office, Padangsidimpuan City in developing the quality of human resources in this case employees and what were the supporting factors and inhibiting factors for the development of human resources. Based on the results of research with interviews with 8 employees, including the Lurah, it was found that human resource development activities have not been running optimally. Of the 8 employees, only 4 people or 50% have implemented or participated in human resource quality development activities. The activities that have been followed include training or technical guidance on public administration and services. Another development is leadership training which is only attended by the Lurah and the Secretary of the Lurah. The supporting factor for the development of the quality of human resources is the number of activities available both by the government and the private sector. The inhibiting factor experienced is the lack of interest and funds needed by employees in participating in human resource quality development activities.

Religion and Interfaith Dialogue: The Forgotten Pedagogical DEI Initiative in Business Education and Strategic Planning

Diversity, equity, and inclusion (DEI) initiatives are considered “mission critical” objectives within higher education strategic planning processes and by accrediting bodies, particularly at private liberal arts-based institutions. A research gap currently exists with respect to how organized faith, religion, and interfaith dialogue play a pedagogical role in business, particularly when preparing undergraduate students for technical business careers in accounting, finance, and decision sciences. Viewed as the “forgotten DEI” initiative, interfaith dialogue is critical to success at multinational corporations and at the center of employee resource group (ERG) creation. The infusion of interfaith classroom examples, articles, and pedagogy can serve a dual purpose, both preparing undergraduates for careers in technical business disciplines and exposing them to cross-cultural dialogue necessary within multinational companies. This paper describes how religion and interfaith dialogue can be incorporated within the pedagogical design of technical business disciplines to help support DEI initiatives and students preparing for careers in a global world.

Building social support: The impact of workgroup characteristics, the COVID-19 pandemic and informal interactions.

BACKGROUND:Social support from colleagues is a key resource for employees and organizations, with beneficial effects on performance, employee well-being and resilience. Although the importance of social support is well-known, the factors that help to build and maintain social support are not equally well understood.OBJECTIVE:This study analyzes the impact of workgroup characteristics (i.e., workgroup composition regarding national diversity and tenure; workload) and the COVID-19 pandemic on employees’ perceptions of instrumental and emotional support, and examines the mediating role of informal interactions.METHODS:The study is based on responses from 382 seafarers to a cross-sectional online survey. Hypotheses were tested using OLS regression and mediation analysis using PROCESS.RESULTS:Workgroup composition regarding national diversity had indirect effects on social support through informal interactions around social foci (here: joint leisure activities). High workload and pressure from the COVID-19 pandemic reduced interactions around social foci, thus contributing to the erosion of perceived social support.CONCLUSION:The findings provide insights on the development of social support, suggesting that informal interactions provide an important mechanism for the development of social support at work. From a theoretical perspective, this highlights the value of a relational perspective on the development of social support, a perspective that is based on the insight that social support is embedded in social relationships. From a practical point of view, this indicates that organizations can proactively foster the development of social support through practices that shape workgroup characteristics and social foci.

Organisationaler Wandel durch Migration

Hospital organization is characterized by an increase in intercultural treatment cases and multicultural nursing and medical teams. For Germany, only few empirical findings can be found so far on how hospitals deal with the accompanying diversity. On the basis of two studies, we take a closer look at care practices from this perspective, using the example of cultural competence of hospital staff and the handling of the body. Both studies used a mix of methods and examined organizational units in several hospitals. While a guiding principle supported by interculturality could be reconstructed by means of document analysis, intercultural practice proved to be less formally regulated, but rather informal and dependent on the individual resources of individual employees. Processes of sociocultural opening require structural development at the organizational level and appropriate incentive systems.

Keeping the Faith in Times of Fear: COVID-19 and Its Effect on Employee’s Job Engagement

The aim of this research is to shed light on the effects of fear of COVID-19 on stress and work engagement of employees working in the hospitality industry of Pakistan. The hypotheses are underpinned in terror management and conservation of resources theory. A time lagged survey was designed for data collection, in which 255 employees participated. SPSS and SmartPLS were utilized for data analysis. The results demonstrated that fear of COVID-19 elevate the stress level of employees resulting in poor work engagement. However, the more is the element of religiosity in the employees, the lesser would be the effect of fear on their mental health and job engagement. Our study also provides evidence for the presence of moderated mediation i.e. the indirect effect of fear of COVID-19 on work engagement through stress is weakened in the presence of religiousness. During the days of a pandemic, fear of contamination poses a credible threat to well-being of employees. Organizations might consider religiousness as a resource for employees in countering their stress. During wide-spread fear, terror and damaging influence of COVID-19 on economies and organizations worldwide, this study has implications for policy makers, researchers, practitioners and academics.

Understanding the Psychological and Behavioral Implications of Organizational ICT Affordances

This paper examines the implications of two affordances of organizational ICTs – i.e., visibility and persistence – for individual’s subjective stress and supplemental work practices. In doing so, we contribute to research on technological affordances in organizational contexts by looking at psychological and behavioral outcomes beyond those directly tied to specific technology uses or communication processes. Furthermore, we demonstrate that different affordances may yield distinct individual outcomes. Utilizing latent change modeling we demonstrate how visibility and persistence affordances relate to changes in subjective stress and supplemental work over time. The findings highlight that visibility is associated with increases in supplemental work, but not in subjective stress. Conversely, persistence is found to reduce increases in subjective stress and supplemental work. As such, we argue that visibility may pressure workers into extending their workdays and weeks, while persistence may operate as an important resource for employees providing stability and reducing subjective stress and supplemental work practices.

Faith-Based Employee Resource Groups: An Understudied Aspect of Workplace Diversity

Research on affinity and employee resource groups (ERG) in organizations is relatively sparse, particularly on religious or faith-based groups. This study is a phenomenological analysis of interview data from 26 individuals in organizations leading and managing faith-based employee resource groups in public and private organizations in the U.S. Based on a thematic review of the data across multiple ERGs in manufacturing, technology, sales, and consulting firms, the beginnings (origins), core activities, and perceived outcomes of the groups emerge. These aspects are then compared to other non-religious ERGs. Overall, the phenomenology of faith-based groups points to the implicit and explicit benefits and challenges of religious expression at work and underscores the evolving partnership between human resource professionals and ERG leaders.

Structure Complexity as a Determinant of Employee Resource Group (ERG) Response to COVID-19

Employee resource groups (ERGs) have expanded since COVID-19 started, in part, to help a challenged workforce. ERGs are “voluntary, employee-led groups” that are “dedicated to fostering a diverse and inclusive work environment” (Welbourne, Rolf, & Schlachter, 2017: 1817). These groups have been expanding in large, global, established firms like Amazon, Bank of America, and Coca-Cola; and they have also been started and growing in younger companies like Zillow, Twitch, and Riot Games. The general assumption is that ERGs are an integral part of a firm’s diversity strategy; however, many ERGs work in ways that are independent of the diversity office and certainly that take on goals beyond diversity and the human resource function. Examples of this type of beyond HR/diversity work include innovating new products for their firms, customer-centric work, and recently, helping companies respond to COVID-19. In this paper we focus in on ERG responses to the 2020 pandemic and examine the degree to which the ERG structure, in particular its complexity, is related to responses to COVID-19. We test the hypothesis that more complex ERGs, often formed as parallel organizations, were able to respond faster and in a higher impact manner with a broader audience, including helping non-employee community members. Our study uses survey data from ERG leaders and members; these data were collected in 2020 and 2021. Results show a pattern that supports our hypotheses. Keywords: Employee resource groups (ERGs), diversity, COVID-19, parallel organizations (POs)

Internal Corporate Social Responsibility as a Microfoundation of Employee Well-Being and Job Performance

Very drastic environmental changes require the development of an adaptive performance management framework that supports the strengths of the company’s structure. The position of internal CSR as a resource that can solve performance problems needs to be proved. The purpose of the study was to analyze the effect of internal corporate social responsibility on job performance through employee well-being. To this end, this causal study surveyed 282 non-managerial employees at four strategic industrial state-owned enterprises in Indonesia. The respondents were recruited using the proportional random sampling technique. The collected data were analyzed using SEM with SPSS 26. The results showed that changes in job performance can be predicted by the adequacy of work resources and personal resources. Both resources can be realized by the existence of corporate social responsibility intended for employees. Internal corporate social responsibility was found to encourage increased work engagement and decrease burnout, which ultimately improves job performance. Internal CSR is an important personal and work resource for employees. Internal CSR is the company’s main orientation in an effort to strengthen the company’s performance structure while ensuring the implementation of the company’s ethical responsibility in its environment. From the theoretical perspective, this study implied the need for exploring the concept of internal corporate social responsibility to expand our understanding of the relationship between corporate social responsibility and personal and work resources and employee performance. Meanwhile, the practical implications of this study highlight the importance of microlevel corporate social responsibility programs to meet personal and work resource needs so that companies benefit from high employee engagement and low burnout in order to improve adaptive performance and the structure of the company’s performance.

We need to make sure telecommuting does not exacerbate gender disparity

We need to make sure telecommuting does not exacerbate gender disparity

호텔기업 구성원의 직무요구, 직무자원과 직무열의 및 이직의도 간 관계: 직무요구-자원 모형 적용

The purpose of this study is to identify multi-analyses among Job Demands, Job Resources, Job Engagement and Turnover Intention of hotel employees. The data is collected from employees of Deluxe hotel located in Seoul, Korea. The empirical results are as follows.BR First, job demand has negative effects on job engagement of hotel employees. Second, job resources have positive effects on job engagement of hotel employees. Third, job demand has positive effects on turnover intention of hotel employees. Fourth, job resources have minimally negative effects on turnover intention of hotel employees. Lastly, job engagement has negative effects on turnover intention of hotel employees. In conclusion, the organizations of hotel do their formal and informal systematic efforts to increase the job engagement and to reduce the turnover intention by strategical management of the job demand and job resources of hotel employees.

"Exploring Job Resources for Female Employees’ Job Strain: The Case of U.S. Federal Employees"

"It becomes critical to the success of organizations to figure out how to effectively remedy female employees’ stress, given the sheer number of female employees in most organizations. The present study aimed to enhance our understanding of female employees’ strain, and suggest job resources to reduce their stressful feelings at work. With a sample of U.S. federal employees, female employees were compared with male counterparts in terms of their satisfaction about diverse work environments and the effects of work environment on stressful feelings. According to the findings, the strain of female employees was significantly higher than that of male counterparts. Work-life balance became a significant job resource for both male and female employees. Some work environment factors, such as public support and relationship with outside organizations, showed different effect on job strain, depending on the gender. Keywords: female employees, job resources, strain, employee stress, gender, stressful feelings."

Explaining the relationship between ethnicity and depressive symptoms: The roles of climate for inclusion, job self-efficacy, and job demands

Prior research indicates that employees from ethnic minority backgrounds are more likely to experience depression and other mental health problems than their ethnic majority counterparts. To understand what drives these negative outcomes, we integrate research on ethnic minorities at work with the job demands-resources (JDR) model. Based on the JDR model, we consider climate for inclusion as a key job resource for ethnic minority employees that mitigates the deleterious effects of ethnic minority status on job self-efficacy, perceived job demands, and depressive symptoms. We conducted a two-wave survey study (Time 1: N = 771; Time 2: N = 299, six months apart) with employees from five medium sized not-for-profit and local government organizations in Australia. Our empirical results indicate that ethnic minorities report a higher job-self-efficacy and fewer depressive symptoms when they perceive a high climate for inclusion.

The effects of workplace resources on employees’ decision to provide instrumental help to their colleagues

PurposeThe purpose of this research is to establish a hierarchy among different workplace resources in terms of their relative contribution to employee decision to provide instrumental help.Design/methodology/approachA within-person survey experiment was conducted and the data were analyzed using multilevel regression. The data are based on a random sample of 94 employees working in medium-sized companies in Crete, Greece.FindingsResults suggest that for employees’ decision to provide instrumental help, some job resources are perceived as more important than others. Workplace resources that are closer to employees (i.e. coworkers’ social support and manager–subordinate relationship) are perceived as more important compared to leadership style and the manager use of humor.Practical implicationsFindings suggest that organizations can successfully improve instrumental helping through interventions primarily aimed at building group-level resources.Originality/valueThe study highlights the importance of workplace resources for employees’ decision to provide instrumental help. However not all job resources are perceived as equally important. Theoretically, the study extends influential resource-based theories.

Concurrent 11. Presentation for: Fostering employee and community engagement through diversity, equity, and inclusion strategic goals

Presented on Wednesday 18 May: Session 11 As an energy technology company, our success is deeply linked with the creativity and engagement of our people. At Baker Hughes, we foster this through working to build a diverse, equitable, and inclusive work environment where everyone can bring their authentic selves and talents. A focus on diversity, equity, and inclusion (DEI) is increasingly prioritised among the investor community and is a critical component of environmental, social, and governance (ESG) work. At a global level, Baker Hughes has four strategic DEI goals that guide us on our DEI journey: Diverse Workforce, Inclusive Culture, Supplier Diversity, and Customer and Community. This paper reviews how these strategic goals are being actioned in Australia through our community engagement, industry collaboration, multicultural education, and employee resource groups. These actions have supported employees through the challenges of 2020, boosted morale, empowered teamwork, and enhanced relationships with our peers. These initiatives include environmental volunteering, coding for kids STEM events, an internal ‘culture shock’ series, and targeted donations following recent bushfires. These and other initiatives can be shared and scaled across companies or industries. To access the presentation click the link on the right. To read the full paper click here

Individual outcomes of employee resource group membership

PurposeThis article illustrates the experiences of employee resource group (ERG) members over a two-year period with the aim of understanding the benefits and risks of membership for sexual minority employees.Design/methodology/approachQualitative interview data were collected from seven lesbian, gay or bisexual ERG members following an extreme case approach at two points in time separated by two years.FindingsThree themes of outcomes related to ERG membership emerged from the data. Participants reported both benefits and risks associated with the social and career-related consequences of membership. The role that allies play in providing visibility, legitimacy and support to ERG members also emerged and shifted in importance over the two years between interviews, with ally involvement becoming more important to career outcomes over time.Practical implicationsThis study illuminates potential consequences of supporting ERGs for minority employees, as well as insight into the role of allies in these groups.Originality/valueThis study contributes to the literature by revealing several individual outcomes of a growing form of diversity management practice: ERGs.

A Multilevel Person-Centered Perspective on the Role of Job Demands and Resources for Employees' Job Engagement and Burnout Profiles.

The present study examined the configurations, or profiles, taken by distinct global and specific facets of job engagement and burnout (by relying on a bifactor operationalization of these constructs) among a nationally representative sample of Canadian Defence employees (n = 13,088; nested within 65 work units). The present study also adopted a multilevel perspective to investigate the role of job demands (work overload and role ambiguity), as well as individual (psychological empowerment), workgroup (interpersonal justice), supervisor (transformational leadership), and organizational (organizational support) resources in the prediction of profile membership. Latent profile analyses revealed five profiles of employees: Burned-Out/Disengaged (7.13%), Burned-Out/Involved (12.13%), Engaged (18.14%), Engaged/Exhausted (15.50%), and Normative (47.10%). The highest turnover intentions were observed in the Burned-Out/Disengaged profile, and the lowest in the Engaged profile. Employees' perceptions of job demands and resources were also associated with profile membership across both levels, although the effects of psychological empowerment were more pronounced than the effects of job demands and resources related to the workgroup, supervisor, and organization. Individual-level effects were also more pronounced than effects occurring at the work unit level, where shared perceptions of work overload and organizational support proved to be the key shared drivers of profile membership.

Affinity networks as diversity instruments. Three sociological dilemmas

Are affinity networks, like women’s, LGBTQ+ and bicultural employee networks, really effective instruments for diversity management? These networks, also called identity networks, diversity networks or employee resource groups, are seen as important means to make organizations more inclusive and to provide spaces for professional development and social networking. However, they also strengthen exclusionary norms and power hierarchies. The identification of three sociological dilemmas shines light on the complexities and the ambiguous effects of identity networks. Through its discourse, activities and organizational structure, a network either supports individual career advancement – while strengthening existing inequalities – or promotes organizational change. Recognizing these dilemmas will help researchers, organizations, diversity practitioners, and affinity networks to make more informed and deliberate choices.

Assessing work role strain, burnout, and job satisfaction among remotely piloted aircraft operators: the moderating role of unit social support

ABSTRACT Utilizing the Job Demands-Resources (JD-R) theory as a guiding framework, the current study examined the relationships between job demands (work role strain) and occupational outcomes (burnout and job satisfaction) and assessed how job resources (team member social support and leader social support) mitigated the impact of high job demands for U.S. Air Force remotely piloted aircraft (RPA) operators. A total of 905 active duty U.S. Air Force RPA operators participated in a web-based occupational health assessment. Study findings confirmed that work role strain proved to be strongly related to negative occupational outcomes – increased burnout and reduced job satisfaction. Compelling evidence emerged suggesting that boosting job resources (i.e., team member and leader social support) may be a promising point of intervention to mitigate negative occupational outcomes. By investigating ongoing job demands that result in a higher incidence of burnout and job dissatisfaction, as well as job resources that protect against burnout and job dissatisfaction, researchers and practitioners can continue to introduce supportive resources at crucial points to alleviate the adverse consequences of occupational stress and burnout. Applying the JD-R theory to these findings highlights the importance of job resources for RPA operators and other employees working in high-risk, high-demand career fields. Implications and future directions are discussed.

Fostering employee and community engagement through diversity, equity, and inclusion strategic goals

As an energy technology company, our success is deeply linked with the creativity and engagement of our people. At Baker Hughes, we foster this through working to build a diverse, equitable, and inclusive work environment where everyone can bring their authentic selves and talents. A focus on diversity, equity, and inclusion (DEI) is increasingly prioritised among the investor community and is a critical component of environmental, social, and governance (ESG) work. At a global level, Baker Hughes has four strategic DEI goals that guide us on our DEI journey: Diverse Workforce, Inclusive Culture, Supplier Diversity, and Customer and Community. This paper reviews how these strategic goals are being actioned in Australia through our community engagement, industry collaboration, multicultural education, and employee resource groups. These actions have supported employees through the challenges of 2020, boosted morale, empowered teamwork, and enhanced relationships with our peers. These initiatives include environmental volunteering, coding for kids STEM events, an internal ‘culture shock’ series, and targeted donations following recent bushfires. These and other initiatives can be shared and scaled across companies or industries.