Employee Relations

Publisher:: Emerald Group Publishing Limited
Publication date:: 2021-02-01

ISBN:: 0142-5455

Issue Number

No. 47-9, February - February 2025

Latest documents

Connectivity agency in telework: a qualitative analysis of facilitators and barriers
Purpose: The well-being of employees in distributed work has never been of more importance. This study aims to investigate the factors that empower or undermine the connectivity agency of teleworkers. Connectivity agency is an important form of autonomy for managing work–home boundaries, recuperation from work and psychological detachment. With this in mind it becomes vital to understand how connectivity agency is shaped by various contextual factors. Design/methodology/approach: This qualitative study draws upon data collected from 27 teleworkers representing a variety of industries and roles. We employed a semi-structured interview protocol and analysed the data using Tracy’s (2013) iterative coding technique. Findings: Factors that influence one’s likelihood or capacity to exercise connectivity agency exist at the individual, group or organisational level. Our data elucidate factors such as the provision of home and technological resources, the state of team norms and shared expectations and the level of organisational (dis)trust as having significant influence on whether a teleworker exercises connectivity agency, or whether attempts to do so fail altogether. Originality/value: Whilst we have a comprehensive understanding of types of connectivity agency behaviours, it is unclear how one’s agency may be influenced by contextual factors. The originality and key contribution of our study is in enriching our understanding of connectivity agency to appreciate it as a dynamic phenomenon that is shaped by various contextual factors. This presents a variety of important insights for professionals leading, implementing or partaking in distributed work.
Towards a career perspective on lifelong development: applying a multiple-stakeholder approach to explore the concept
Purpose: In this study, we propose that a contemporary definition of lifelong development, based on scientific literature and qualitative research in 12 Dutch organisations, be applied. This definition integrates several different perspectives on lifelong learning. Design/methodology/approach: To begin with, a conceptual definition was formulated in collaboration with partners and experts from the field. After that, 34 interviews were conducted consisting of one employee, one manager and one human resource (HR) officer from each participating organisation. This was done using an epistemic interview method. Findings: From our findings, we conclude that lifelong development is regarded and practised differently by the various respondents; lifelong development is aimed at achieving personal or organisational goals and mutual interests are rarely addressed. However, there seems to be a growing recognition of the importance of integrating the two perspectives. Originality/value: In order to promote a dialogue regarding stakeholder perspectives, we propose that a definition of lifelong development be applied, one that combines the economic and the more psychological meaning-making perspectives. In doing so, attention should not only be paid to current goals but also to the future goals of individuals and organisations so that future developments can be anticipated. This will then serve as a point of departure for further research and (inter)national, regional and organisational practice.
A study of inclusive supervisory behaviors, workplace social inclusion and turnover intention in the context of employee age
Purpose: The Australian retail industry is facing skills shortages while mature and old-age workers are experiencing high unemployment rates. This study focuses on understanding organizational inclusion and turnover intentions in the context of employee age. Design/methodology/approach: Survey data were collected from 502 retail supervisors and employees. Findings: Drawing on socioemotional selectivity theory and social exchange theory, the findings indicate: no difference in inclusive supervisory behaviors perceptions for different age groups; a significantly higher workplace social inclusion perceptions among employees aged 55 plus than among employees aged 35–44; a significantly lower turnover intention among employees aged 55 plus and 45–54 years than other age groups; a positive relationship between inclusive supervisory behaviors and workplace social inclusion and a negative relationship between workplace social inclusion and turnover intention which was stronger for older employees than for younger employees. Practical implications: The findings present a business case for hiring older employees and indicate that managers need to prioritize inclusion. Originality/value: This study addresses the underexplored area of employee age differences in inclusion and turnover perceptions among retail employees. It links inclusive supervisory behaviors, social inclusion and turnover intention.
Always good for innovation? Investigating when and why high-performance work systems promote versus inhibit employees’ innovative behavior
Purpose: This study employs job demands-resources (JD-R) model and self-determination theory (SDT) to examine the double-edged effect of perceived high-performance work systems (HPWS) on employees’ innovative behavior via harmonious passion and obsessive passion. Additionally, the study investigates the cross-level moderating effect of innovative climate on the relationship between perceived HPWS and innovative behavior through the two types of passion. Design/methodology/approach: Time-lagged data were collected at three points (Time 1, 2 and 3) to mitigate common method variance. Data were collected from Pakistan with 451 respondents from 90 firms. Findings: Findings reveal that perceived HPWS positively affect employees’ innovative behavior via harmonious passion and negatively influence employees’ innovative behavior via obsessive passion. Moreover, cross-level innovative climate strengthens both the positive and negative impact of perceived HPWS on employees’ innovative behavior. Originality/value: This study proposes and tests the double-edged effects of perceived HPWS on employees’ innovative behavior, challenging the previous consensus that perceived HPWS is always beneficial for innovative behavior. Besides, we identify organizational innovative climate as a critical condition that amplifies the dual effects of perceived HPWS on employees’ innovative behavior via passion.
Adapting to change: redefining employee utilization in construction projects through lessons learnt from COVID-19
Purpose: The study aims to understand the challenges of effective employee utilization in construction projects during the coronavirus disease 2019 (COVID-19) pandemic in a developing country and to develop mitigation strategies for post-pandemic workforce management. Design/methodology/approach: We used a qualitative research design to conduct semi-structured interviews with elite informants of various construction firms and analyze the data using thematic analysis. Findings: The results showed that numerous factors, including supply chain issues, inadequate worker healthcare, ineffective knowledge management and job losses, have negatively impacted the construction industry. The prominent outcomes of the study are a conceptual framework for effective workforce management post-pandemic and beyond, including recommendations for managers and executives and future research. Originality/value: The workforce management framework with knowledge management developed in this study provides a new theoretical view of post-pandemic mitigation strategies through the theoretical lens of dynamics capabilities and knowledge management. The findings cover industrial insights, particularly from the stakeholders’ perspective, and provide a solid foundation for future research in this domain.
Employers’ perspectives on disability inclusion: exploring the dynamics between professed beliefs and actual practices
Purpose: To examine the gap between employers’ espoused theories and theories-in-use regarding PwD inclusion in the Saudi Arabian workforce and identify factors that can bridge this gap. Design/methodology/approach: A qualitative grounded theory approach was employed, involving in-depth interviews with 24 employers in various industries in Saudi Arabia. Data were analyzed using open coding, followed by the identification of second-order themes and aggregate dimensions. Findings: The research reveals a significant gap between employers’ espoused beliefs, such as the value of diversity and social responsibility, and their theories-in-use, which reflect concerns about costs, accessibility and the competence of PwD. The study also highlights transformative incidents – education, leadership, cultural shifts, breaking of misconceptions and exposure to PwD – that can bridge this gap. Practical implications: The findings suggest that merely creating policies is insufficient for meaningful change. Organizations and policymakers should adopt double-loop learning to challenge underlying assumptions and integrate practical, culturally informed strategies to support PwD inclusion in the workplace. Originality/value: This study contributes to the limited research on employer attitudes toward PwD in Saudi Arabia and the broader Middle Eastern context. It offers actionable insights through transformative incidents that help organizations align their stated values with actual practices, promoting a more inclusive and innovative work environment.
Beyond laptops and tables: unveiling Singapore’s success in hybrid work through a two-wave gender multigroup analysis of compassionate leadership
Purpose: In recent years, hybrid work has become a new working model. Using the job demands-resources, the conservation of resources and social role theories, we investigate gender disparities in the impact of social support at work and perceived organisational support on shaping various aspects of the hybrid work experience. We further explore whether compassionate leadership is effective in generating these forms of support. Design/methodology/approach: Our study is based on data collected from 310 Singaporean white-collar professionals through a two-wave method and analysed using PLS-SEM. Findings: The results reveal that while compassionate leadership is essential in today's hybrid work environment, men and women perceive differences in the effectiveness of support mechanisms on various dimensions of the hybrid work experience. Originality/value: This research represents a pioneering effort in elucidating the potential of compassionate leadership in fostering various resources within organisations. Compassionate leadership, characterised by empathy, care and concern for employees, is shown to be instrumental in generating additional forms of resources beyond the conventional metrics. These additional resources may include emotional support, trust and a sense of belonging among employees, which are crucial for their well-being and performance. Overall, this research contributes to the growing body of literature on leadership and organisational behaviour by shedding light on the significance of compassion in leadership and the intricate dynamics of hybrid work arrangements. It underscores the importance of fostering a supportive and empathetic leadership style to navigate the challenges of contemporary work structures effectively.
High performance work systems and organizational performance: modeling the mediating role of managers’ trust in employee representation systems in European organizations
Purpose: This paper aims to examine the impact of managers’ trust in employee representation systems on the relation between HPWS and organizational performance. The present research, by including the trust of managers in ER, studies managers as direct factors that affect the HPWS-performance relation. Design/methodology/approach: The study employed partial least square structural equation modeling (PLS-SEM) through SmartPLS software using a formative model (Mode B) that includes mediation on data collected by Eurofound from 6,980 establishments in 29 European countries. Findings: Our findings show that HPWS has positive direct effects on organizational performance. Our results indicate that trust of managers in ER has a mediator role and has a positive effect on the HPWS-performance relation. Originality/value: The present study may be the first study that directly incorporates the role of managers and managers’ trust in the employee representation system in the relation between HPWS and organizational performance, highlighting the importance of the managers in the organization and emphasizing their role in the HPWS-performance relation.
The role of perceived human resource management practices in organizational citizenship behaviors: evidence from the healthcare sector
Purpose: This study aims to explain the effects of perceived HRM practices on employees’ attitudinal and behavioral responses, specifically, how perceived HRM practices influence organizational citizenship behavior (OCB). Design/methodology/approach: Using a sample of 276 employees working in healthcare centers, we conducted a cross-sectional research design with structural equation modelling and path-modeling techniques (PROCES macro). Findings: Results provide evidence of the mediating role that organizational trust and job satisfaction play in the relationship between HRM organizational practices and employees’ OCB, as well as the conditional role that organizational justice levels play on these indirect effects, enhancing the impact of perceived HRM practices on employees’ behaviors. Practical implications: This study provides practical insights to help organizations and managers enhance employees OCB to go above and beyond, directly contributing to organizational performance through effective HRM practices, promoting organizational trust, job satisfaction and the perceptions of organizational justice. Originality/value: This empirical study makes several contributions. When employees perceive organizational justice, the impact of perceived HRM practices on behaviors that drive performance improvements contributes to raise both their organizational trust and OCB. If managers and organizations want to increase their impacts, they should invest in developing a sense of organizational justice among employees.
Adoption of AI by the HR function in the civil service
Purpose: This paper uses the Technology Acceptance Model (TAM) to assess the readiness of the HR function within the UK Civil Service (CSHR) to implement AI to support performance. Academic literature in relation to AI acceptance in HR functions is currently limited, so this paper aims to establish a better understanding of the current landscape and level of ambition in this area. Design/methodology/approach: A quantitative research approach was adopted to determine likely behavioral intentions of workers in the human resource (HR)function if AI were implemented, by investigating key aspects of the TAM (the perceived usefulness of AI and the transparency of the CSHR in adopting AI). Findings: While the results suggest that the CSHR is not ready to harness AI opportunities, employees were personally ready, despite perceiving a lack of sufficient knowledge in this area. The paper identifies that more time needs to be spent on raising awareness and upskilling the HR function before the CS can be considered fully ready to harness these opportunities. Originality/value: The penetration of artificial intelligence (AI) technologies into the global workforce brings transformative potential to the governance structures and use of digital platforms in public sector organizations. AI is likely to play a role in the operation of HR functions and influence how they might operate in the near future.