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Publisher: Emerald   (Total: 344 journals)

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Showing 1 - 200 of 344 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.178, CiteScore: 1)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 32, SJR: 1.71, CiteScore: 3)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.144, CiteScore: 0)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 24, SJR: 2.187, CiteScore: 4)
Advances in Accounting Education     Hybrid Journal   (Followers: 16, SJR: 0.279, CiteScore: 0)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 1, SJR: 0.451, CiteScore: 1)
Advances in Autism     Hybrid Journal   (Followers: 22, SJR: 0.222, CiteScore: 1)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 47, SJR: 0.21, CiteScore: 1)
Advances in Gender Research     Full-text available via subscription   (Followers: 4, SJR: 0.16, CiteScore: 0)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 6)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 73, SJR: 0.296, CiteScore: 0)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 31)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.216, CiteScore: 1)
Agricultural Finance Review     Hybrid Journal   (SJR: 0.406, CiteScore: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 201, SJR: 0.354, CiteScore: 1)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.235, CiteScore: 1)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access  
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.425, CiteScore: 1)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, SJR: 0.234, CiteScore: 1)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 5, SJR: 0.233, CiteScore: 1)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.222, CiteScore: 1)
Aslib J. of Information Management     Hybrid Journal   (Followers: 28, SJR: 0.725, CiteScore: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 299)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.603, CiteScore: 2)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.309, CiteScore: 1)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.559, CiteScore: 2)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.5, CiteScore: 2)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.46, CiteScore: 1)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8)
Business Strategy Series     Hybrid Journal   (Followers: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.527, CiteScore: 2)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.31, CiteScore: 1)
China Finance Review Intl.     Hybrid Journal   (Followers: 5, SJR: 0.245, CiteScore: 0)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.278, CiteScore: 1)
Circuit World     Hybrid Journal   (Followers: 16, SJR: 0.246, CiteScore: 1)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.296, CiteScore: 1)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.22, CiteScore: 1)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5, SJR: 0.274, CiteScore: 1)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.731, CiteScore: 2)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.453, CiteScore: 1)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.336, CiteScore: 1)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.378, CiteScore: 1)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.504, CiteScore: 2)
Development and Learning in Organizations     Hybrid Journal   (Followers: 8, SJR: 0.138, CiteScore: 0)
Digital Library Perspectives     Hybrid Journal   (Followers: 28, SJR: 0.341, CiteScore: 1)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 21, SJR: 0.47, CiteScore: 1)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 134, SJR: 0.245, CiteScore: 1)
Education + Training     Hybrid Journal   (Followers: 23)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 1.707, CiteScore: 3)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 8, SJR: 0.551, CiteScore: 2)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.444, CiteScore: 1)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.653, CiteScore: 2)
English Teaching: Practice & Critique     Hybrid Journal   (SJR: 0.417, CiteScore: 1)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.5, CiteScore: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.26, CiteScore: 1)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.585, CiteScore: 3)
European J. of Innovation Management     Hybrid Journal   (Followers: 24, SJR: 0.454, CiteScore: 2)
European J. of Management and Business Economics     Open Access   (Followers: 1, SJR: 0.239, CiteScore: 1)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.971, CiteScore: 2)
European J. of Training and Development     Hybrid Journal   (Followers: 13, SJR: 0.477, CiteScore: 1)
Evidence-based HRM     Hybrid Journal   (Followers: 5, SJR: 0.537, CiteScore: 1)
Facilities     Hybrid Journal   (Followers: 3, SJR: 0.503, CiteScore: 2)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.34, CiteScore: 1)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 20, SJR: 0.412, CiteScore: 1)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.421, CiteScore: 1)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 47, SJR: 0.426, CiteScore: 1)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.26, CiteScore: 0)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.171, CiteScore: 0)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 18, SJR: 0.129, CiteScore: 0)
Humanomics     Hybrid Journal   (Followers: 3, SJR: 0.333, CiteScore: 1)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.174, CiteScore: 0)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.334, CiteScore: 1)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.904, CiteScore: 3)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.318, CiteScore: 1)
Info     Hybrid Journal   (Followers: 1)
Information and Computer Security     Hybrid Journal   (Followers: 22, SJR: 0.307, CiteScore: 1)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.671, CiteScore: 2)
Innovation & Management Review     Open Access  
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 12, SJR: 0.191, CiteScore: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 61)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.645, CiteScore: 5)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4, SJR: 0.324, CiteScore: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 10)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.275, CiteScore: 1)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.654, CiteScore: 3)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 17, SJR: 0.353, CiteScore: 1)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 7, SJR: 0.318, CiteScore: 1)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 14, SJR: 0.362, CiteScore: 1)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 14, SJR: 1.452, CiteScore: 4)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 20, SJR: 0.339, CiteScore: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9, SJR: 0.139, CiteScore: 0)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 6, SJR: 0.387, CiteScore: 1)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.559, CiteScore: 1)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 8, SJR: 0.201, CiteScore: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.474, CiteScore: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.349, CiteScore: 1)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.629, CiteScore: 2)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 7, SJR: 0.388, CiteScore: 1)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.445, CiteScore: 1)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 12, SJR: 0.358, CiteScore: 1)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 27, SJR: 0.247, CiteScore: 1)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.211, CiteScore: 1)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 7, SJR: 0.205, CiteScore: 0)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 8, SJR: 0.226, CiteScore: 1)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 11, SJR: 0.197, CiteScore: 1)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.214, CiteScore: 1)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9, SJR: 0.375, CiteScore: 1)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.217, CiteScore: 1)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 3, SJR: 0.227, CiteScore: 0)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 26)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.802, CiteScore: 3)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.71, CiteScore: 2)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.203, CiteScore: 1)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2, SJR: 0.36, CiteScore: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.365, CiteScore: 1)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 25, SJR: 0.426, CiteScore: 1)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 12, SJR: 0.307, CiteScore: 1)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.697, CiteScore: 3)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 19, SJR: 2.052, CiteScore: 4)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.138, CiteScore: 1)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.25, CiteScore: 1)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.821, CiteScore: 4)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.303, CiteScore: 1)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.578, CiteScore: 2)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 30, SJR: 0.438, CiteScore: 1)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.492, CiteScore: 2)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.309, CiteScore: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.742, CiteScore: 3)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.225, CiteScore: 1)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 50, SJR: 0.3, CiteScore: 1)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1, SJR: 0.269, CiteScore: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.228, CiteScore: 0)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 14, SJR: 0.502, CiteScore: 2)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2, SJR: 0.502, CiteScore: 0)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.186, CiteScore: 1)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 8, SJR: 0.562, CiteScore: 2)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 10, SJR: 0.303, CiteScore: 1)
Intl. Marketing Review     Hybrid Journal   (Followers: 15, SJR: 0.895, CiteScore: 3)
Irish J. of Occupational Therapy     Open Access   (Followers: 5)
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.237, CiteScore: 1)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.314, CiteScore: 1)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.222, CiteScore: 1)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (SJR: 0.108, CiteScore: 0)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 17, SJR: 0.227, CiteScore: 1)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 49, SJR: 0.2, CiteScore: 0)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.245, CiteScore: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 19)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 9, SJR: 0.652, CiteScore: 2)
J. of Business Strategy     Hybrid Journal   (Followers: 11, SJR: 0.333, CiteScore: 1)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.243, CiteScore: 1)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.2, CiteScore: 0)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.173, CiteScore: 1)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.625, CiteScore: 1)
J. of Consumer Marketing     Hybrid Journal   (Followers: 19, SJR: 0.664, CiteScore: 2)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.368, CiteScore: 1)
J. of Criminal Psychology     Hybrid Journal   (Followers: 129, SJR: 0.268, CiteScore: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 43, SJR: 0.254, CiteScore: 1)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.257, CiteScore: 1)
J. of Documentation     Hybrid Journal   (Followers: 184, SJR: 0.613, CiteScore: 1)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.733, CiteScore: 1)
J. of Economics, Finance and Administrative Science     Open Access   (Followers: 1, SJR: 0.217, CiteScore: 1)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 1.252, CiteScore: 2)
J. of Enabling Technologies     Hybrid Journal   (Followers: 8, SJR: 0.369, CiteScore: 1)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.212, CiteScore: 1)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.827, CiteScore: 4)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.281, CiteScore: 1)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8, SJR: 0.262, CiteScore: 1)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
J. of Facilities Management     Hybrid Journal   (Followers: 5, SJR: 0.33, CiteScore: 1)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.608, CiteScore: 2)
J. of Financial Crime     Hybrid Journal   (Followers: 372, SJR: 0.228, CiteScore: 0)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1, SJR: 0.186, CiteScore: 0)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.309, CiteScore: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8, SJR: 0.159, CiteScore: 0)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 14)

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Journal Cover
Employee Relations
Journal Prestige (SJR): 0.551
Citation Impact (citeScore): 2
Number of Followers: 8  
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0142-5455
Published by Emerald Homepage  [344 journals]
  • Construction and initial validation of the E-Work Life Scale to measure
           remote e-working
    • Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to develop and provide initial validation for the new E-Work Life (EWL) Scale. This measure assesses a range of theoretically relevant aspects of the e-working experience related to four main areas: job effectiveness, relationship with the organisation, well-being and work-life balance. Design/methodology/approach This study presents structured item development. Internal validity and reliability were tested on a sample of 260 e-workers (65 per cent female, age range 25–74). Correlations of the EWL scale with a measure of general health were tested on a subsample of 119 workers to provide initial evidence of construct validity. Findings Exploratory factor analysis supported a 17-item scale assessing four factors: work-life interference, productivity, organisational trust and flexibility. Individual well-being was measured and a pattern of significant correlations against four factors as indicators of general health were found, including mental health and vitality. Research limitations/implications A new sample would confirm the strength of the EWL scale alongside further tests of validity. Coping strategies related to the scale would aid mapping of individual competencies for remote e-working to promote e-workers’ self-management, management style and organisational policy. Practical implications The EWL scale helps organisations to evaluate and support the well-being of remote e-workers. It provides measurement on three levels: individual, supervisory and organisational, whereby practical strategies for improvement can be linked to the scale. Originality/value The EWL scale completes a gap in the research by providing a measure aiding organisations to evaluate and support remote e-worker well-being.
      Citation: Employee Relations
      PubDate: 2018-10-30T03:29:07Z
      DOI: 10.1108/ER-09-2017-0229
  • The impact of a leader’s demographic and professional
           characteristics on employee motivation
    • Abstract: Employee Relations, Ahead of Print.
      Purpose Building on Upper Echelons Theory and prior research on strategic leadership, the purpose of this paper is to examine the possible effect on employee motivation of two sets of characteristics related to leaders: demographic (gender and age); and professional development (tenure, prior career experience in the organization and training). Design/methodology/approach The empirical analysis is based on data from a survey of Spanish educational organizations (secondary schools). The hypotheses are tested using hierarchical multiple regression analysis estimations. Findings The results reveal that the characteristics linked to a leader’s professional development have a significant impact on employee (teacher) motivation. Specifically, a long tenure in office has a negative effect, while prior career experience in an organization and continuous training have a positive impact. However, none of the leader’s demographic characteristics considered in the study has a significant impact on teacher motivation. Practical implications Several lines of managerial and educational policy action are suggested for improving employee (teacher) motivation, especially in the specific case of the schools considered here. Originality/value This study is one of the first attempts to explore what impact certain leaders’ characteristics have on employee motivation.
      Citation: Employee Relations
      PubDate: 2018-10-30T03:27:14Z
      DOI: 10.1108/ER-10-2017-0253
  • The influences of transformational leadership on employee employability
    • Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to examine the mediating role of job characteristics and social exchange in transformational leadership (TFL) and employability relationship. Design/methodology/approach The sample is composed of 760 participants employed in Yangtze Delta and Pearl River Delta in China. The participants have worked under their line manager for more than one year. In order to better prevent data from possible common method bias, two waves of surveys (in 2014) on a stratified sample, included a mix of industries, such as construction, manufacturing, finance, insurance and communications, were used to investigate the proposed relationship between TFL, job characteristics, social exchange and employability. Findings The research has empirically tested the relationship between TFL and employability. While previous research has analyzed the relationship between them, the authors have enriched existing literature by exploring the mediating factors and illustrating the importance of indirect effects. Besides the direct effect, the results of this study showed that TFL could also improve employees’ employability through job demands, skill discretion, decision authority, perceived organizational support and team–member exchange, but not leader–member exchange. Originality/value The study opens up a debate around the employability of employees as it stands apart from the performance measurement. The authors believe that this new mediating model can provide an insight into complex mechanisms of employability enhancement from the perspective of leader development.
      Citation: Employee Relations
      PubDate: 2018-10-25T10:06:04Z
      DOI: 10.1108/ER-02-2018-0052
  • Organizational career management practices
    • Abstract: Employee Relations, Ahead of Print.
      Purpose Organizations profoundly create development paths of individual’s careers. Therefore, the purpose of this paper is to gain understanding about how organizational context (shaped by the complex relationship between trade union strength and HRM strength) influences the application of organizational career management (OCM) practices seen through the lens of the theory of cooperation and competition (Deutsch, 1949; Tjosvold, 1984). Design/methodology/approach Inferential statistical analyses (Kruskal–Wallis and Mann–Whitney tests) were applied to test the CRANET survey data collected from 92 large-sized private-sector organizations within an EU country characterized by a medium to high-trade union density. Findings Results offered consistent empirical evidence that a comprehensive set of OCM practices are applied differently across four distinctive modalities of the union-HRM relationship. Specifically, the “union-HRM synergy” relationship (high-HRM/high-unionization) has been recognized as the most promising for adopting such developmental practices, providing an evidence of complementarities between trade unions and HRM professionalism. Practical implications The research suggests that synergistic collaboration between trade unions and HRM might provide employees with even more career development opportunities than when organizations pursue the asynchronous single-sided “Total HRM strategy.” Originality/value This study rejuvenate a traditional career management research agenda by introducing a new theoretical lens for studying the interplay between trade unions and HRM and have put an emphasis on how their strength is related to the incidence of OCM practices.
      Citation: Employee Relations
      PubDate: 2018-10-25T10:05:04Z
      DOI: 10.1108/ER-02-2018-0035
  • Organizational emphasis on inclusion as a cultural value and third-party
           response to sexual harassment
    • Abstract: Employee Relations, Ahead of Print.
      Purpose Reliance on third-party judgments are common in efforts to identify and reduce workplace sexual harassment (SH). The purpose of this paper is to identify whether a workplace emphasis on inclusion as a cultural value is related to third-party labeling of and response to an exchange between a male manager and his female subordinate. Design/methodology/approach Participants (n=308) in an online survey experiment were randomly assigned to a workplace that emphasized inclusion or one that emphasized individual achievement as a cultural value. They read a vignette describing a workplace interaction between a male manager and his female subordinate and responded to a series of questions. Findings Organizational emphasis on inclusion is unrelated to third-party labeling of the interaction as SH, but positively associated with labeling the female’s intention to pursue harassment charges as an overreaction, and support for the female subordinate in a claim of SH against her manager. Culture is unassociated with willingness to defend the male manager in a SH claim. Practical implications Identifying how workplace culture shapes third-party reaction to harassment can help employers use third-party witnesses and cultural value statements as tools to reduce SH. Social implications A workplace’s cultural emphasis on inclusion is positively related to third-party support for SH victims implying the importance of workplace context in the fight against workplace SH. Originality/value The paper presents the first experimental analysis of how a workplace cultural emphasis on inclusion affects the third-party observers’ reactions to SH.
      Citation: Employee Relations
      PubDate: 2018-09-20T09:28:57Z
      DOI: 10.1108/ER-02-2018-0032
  • Consumer-directed care and the relational triangle
    • Abstract: Employee Relations, Ahead of Print.
      Purpose Following a recent government initiated change to a consumer-directed care model across the Australian community aged care sector, the purpose of this paper is to explore frontline home support workers’ perceptions of relational changes with clients in power and subordination within the triadic relationship between employer, employee and client. Design/methodology/approach Contextual interviews were held with managers (n=4), coordinators (n=10) and semi-structured face-to-face interviews with support workers (n=17) in three organizations. Interview transcripts were analyzed. Findings Some workers did not perceive a power change in their relationships with clients. Others perceived minimal change but were concerned about the incoming client generation (baby boomers) that were more aware of their rights. Others felt subordinated to the client, perceived a loss of control or that felt treated like an employee of the client. Consistent with the philosophy of consumer-directed care, senior staff encouraged clients to treat workers in this way. Research limitations/implications Further research is recommended on worker and client perceptions of relationships within the context of a consumer or client focused model. Practical implications A clear and realistic understanding of the locus of power within a triadic relationship by all actors is important for positive workplace outcomes. Social implications The increasing ageing population makes it essential that workers’ relationships with clients and with their organization are unambiguous. Originality/value This study makes a contribution to theories about change and power transfer in the implementation of consumer-directed care through the perceptions of support workers. Examination of power and subordination transfer through the perceptions of the actors of rather than through the prism of organizational policy deepens the understanding of frontline service work and relationships.
      Citation: Employee Relations
      PubDate: 2018-09-06T12:36:07Z
      DOI: 10.1108/ER-06-2017-0130
  • Unraveling the black box
    • Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to investigate the potential mediators that operate in the black box between high-performance work systems (HPWS) and employee outcomes. Design/methodology/approach The relationships the authors developed were assessed via data obtained from a time-lagged sample of customer-contact employees and their direct supervisors in the Romanian hotel industry. The study employed bias-corrected bootstrapping analysis to gauge the mediating effects. Findings The findings reveal that psychological capital mediates the impact of HPWS on work engagement. As hypothesized, both psychological capital and work engagement mediate the impact of HPWS on quitting intentions, creative performance and extra-role performance. In short, the findings underscore both psychological capital and work engagement as the two mediators that operate in the black box between HPWS and the aforesaid employee outcomes. In addition, the empirical data support the impact of work engagement in the intermediate linkage between psychological capital and these outcomes. Originality/value The study enhances current knowledge on HPWS by examining the potential mediators between HPWS and motivational outcomes and job outcomes.
      Citation: Employee Relations
      PubDate: 2018-08-23T08:26:58Z
      DOI: 10.1108/ER-04-2017-0084
  • Organizational policies and diversity management in Saudi Arabia
    • Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to report empirical research conducted in Saudi Arabia on the impacts of organizational policies and practices on the diversity management of the Saudi private sector. To this end, the Saudization policy and views of key respondents have been tested and discussed. Design/methodology/approach Primary data were collected through questionnaire surveys from the largest 11 private sector organizations listed on the Saudi Stock Market in the financial/banking, oil and gas, petrochemical, private higher education and private health service sectors. Statistical tools such as means and standard deviations and one-sample t-tests were used for analysis. Findings The findings suggest that Saudization, retention, pay with benefits and health insurance policies significantly affect the diversity management in the Saudi private sector. Therefore, there is a need to develop organizational policies that support the existence of foreign employees for private businesses in Saudi Arabia. Considering differences as strengths that can be utilized to enhance performance, a diverse workforce might better be able to serve diverse markets. Research limitations/implications Collecting data from a closed environment such as Saudi Arabia is constrained by access difficulties, as well as inadequate literature on relevant diversity issues. However, the convenience sampling method and snowballing approach adopted in this study generated reliable data. As a result, this study has implications for both the multinational corporations operating in Saudi Arabia and Saudi owned companies operating in the West and intending to adopt and implement diversity management initiatives for branches in different countries. As such, further research on the gulf countries’ diversity management issues would be critical. Originality/value The current study is a first survey-based research endeavor on the topic of diversity management in the Saudi context. The findings contribute to the limited knowledge base on middle eastern countries, thus presenting new empirical evidence on the organizational policies and practices of Saudization, retention, pay and benefits and health insurance policies. The study of the Saudi case, thus adds value to the existing knowledge on diversity management.
      Citation: Employee Relations
      PubDate: 2018-08-20T10:41:37Z
      DOI: 10.1108/ER-05-2017-0104
  • Employee voice and silence in multinational corporations in the mobile
           telecommunications industry in Nigeria
    • Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to explore employee voice and silence in the mobile telecommunication industry in Nigeria. Design/methodology/approach An exploratory qualitative case study methodology was employed in this study. Participant selection was done through a purposeful intensity sampling technique, which resulted in 30 employees from two different multinational organizations and an indigenous organization taking part in in-depth interviews. Findings Findings show the presence of fear of victimization in the Nigerian workplace embellished by the Sub-Saharan culture and the state of the labor market, which resulted in employee silence. The study revealed that the implementation of culturally adapted employee voice mechanisms within organizations in the mobile telecommunication industry in Nigeria promotes employee voice and organizational performance, whereas a lack thereof results in organizational failure. Research limitations/implications A limitation is that the purposive sample of employees from three organizations in the mobile telecommunications industry only permits theoretical and analytic generalization. Practical implications A focus on the co-creation of a high-performance work environment and the development of a powerful employee value proposition would foster employee voice. Social implications It will enable multinationals operating in Nigeria understand better how to operate employee voice in order to obtain optimal performance from workers in Sub-Sahara Africa. Originality/value This paper contributes to the literature on employee/industrial relations by showing that a high-power-distance national culture and a high unemployment rate affect employee voice and silence, which brings to the fore the importance of adequate employee voice mechanisms through which employees express their voice in order to arrive at beneficial individual and organizational outcomes.
      Citation: Employee Relations
      PubDate: 2018-07-30T07:47:04Z
      DOI: 10.1108/ER-04-2017-0073
  • Examining the effect of different facets of mindfulness on work engagement
    • Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to examine the relationship between mindfulness and work engagement, with a particular focus on exploring the extent to which four facets of mindfulness, i.e. “attention”, “awareness”, “present focus” and “acceptance” impact on work engagement. Design/methodology/approach Exploratory factor and multiple regression analyses were used to test the hypothesised relationships among a sample of 130 employees. Findings The findings show that mindfulness as a single construct is positively related to work engagement. The analysis from the facet level of mindfulness illustrates that each of four facets is also significantly related to work engagement. In particular, employees with refined attentional skills and accepting the present moment reality were found to contribute more to work engagement. Practical implications Organisational programs that focus on building personal resources could use the meditation-based mindfulness programs to help individuals widen attention span as well as to develop non-judgemental attitude. Originality/value Focussing on developing mindful employees and promoting mindfulness practices at workplace, especially, by working on specific strategies, to expand “attentional skills” and the “attitude of accepting the present moment reality” may be another promising strategy to enhance work engagement.
      Citation: Employee Relations
      PubDate: 2018-07-26T12:57:45Z
      DOI: 10.1108/ER-09-2017-0220
  • Relationship between perceived justice and identification
    • Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to contribute to our understanding of the antecedents of organizational identification. Specifically, this paper aims to integrate two perspectives developed within the social identity domain, labeled “cognitive” and “relational,” by comparing and reconciling their relationship organizational identification. Design/methodology/approach This study uses a survey method and a structured questionnaire to collect data from people working in a call center. The hypotheses were tested on a sample of 743 employees by using structural equation models and Hayes’ (2017) bootstrapping procedure. Findings The results provide evidence for a mediational model in which the attractiveness of organizational images (cognitive representations) mediates the relationship between perceived justice (relational judgments) and organizational identification. Research limitations/implications The data were obtained from a single source in a cross-sectional design, which may inflate common method variance. To address threats to validity, the authors employed several procedures, the results of which revealed that no parameters corresponding to the hypotheses changed in sign or significance, thus suggesting that the presence of method bias, if any, was nonconsequential. Practical implications Not only does perceived justice relate to the sense of belonging to an organization, but it also contributes to shaping the long-term cognitive representations of the company. In particular, both HR and line managers should be aware that in this respect, the interactional dimension of justice shows the strongest effect. Originality/value Building on and enlarging the scope of the extant literature, the findings contribute to our knowledge of how relational judgments shape cognitive images about the company, influencing, in turn, the individual–organization relationship.
      Citation: Employee Relations
      PubDate: 2018-07-26T12:56:04Z
      DOI: 10.1108/ER-09-2017-0210
  • Automatic enrolment to pension plans in small organisations: a research
    • Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to analyse how firm size impacts pension workforce coverage with a particular focus on automatic enrolment (AE) to pension plans in small organisations. Design/methodology/approach The paper examines the alignment of government AE interests with those of small employers, their employees and pension providers to better understand how firm size impacts pension workforce coverage. Findings The alignment of interests between stakeholders (government, pension providers, employers and employees) differs between large and small organisations, and empirical findings from large organisations cannot be assumed to apply in small organisations. Research limitations/implications The paper calls attention to the need for future empirical research and identifies a number of research questions for further analysis to examine how AE impacts pension participation in small organisations and advance the field. Originality/value The policy of automatically enroling employees into occupational pension plans, recently legislated for all eligible workers in the UK and under consideration in the USA and Ireland, was developed from research conducted in a small number of large organisations. Pension coverage is particularly inadequate for the large number of employees working in small organisations (1–49 employees). However, little research attention has been focussed on pensions in small organisations with pension policy makers assuming that legislated AE will work as effectively in small organisations as it did in large organisations. This paper addresses this gap in the field.
      Citation: Employee Relations
      PubDate: 2018-07-16T02:16:52Z
      DOI: 10.1108/ER-06-2017-0138
  • What matters for knowledge work productivity'
    • Abstract: Employee Relations, Ahead of Print.
      Purpose Knowledge work productivity is a well-studied topic in the existing literature, but it has focussed mainly on two things. First, there are many theoretical models lacking empirical research, and second, there is a very specific research regarding how something impacts productivity. The purpose of this paper is to collect empirical data and test the conceptual model of knowledge work productivity in practice. The paper also provides information on how different drivers of knowledge work productivity have an impact on productivity. Design/methodology/approach Through the survey method, data were collected from 998 knowledge workers from Finland. Then, confirmatory factor analysis was conducted to confirm the knowledge work productivity dimensions of the conceptual model. Later, regression analysis was used to analyse the impacts of knowledge factors on productivity. Findings This paper increases the understanding of what matters for knowledge work productivity, with statistical analysis. The conceptual model of knowledge work productivity consists of two major elements: the knowledge worker and the work environment. The study results showed that the knowledge worker has the biggest impact on productivity through his or her well-being and work practices. The social environment was also found to be a significant driver. The results could not confirm or refute the role of the physical or virtual environment in knowledge work productivity. Practical implications The practical value of the study lies in the analysis results. The information generated about the factors impacting productivity can be used to improve knowledge work productivity. In addition, the limited resources available for organisational development will have the greatest return if they are used to increase intangible assets, i.e., management and work practices. Originality/value While it is well known that many factors are essential for knowledge work productivity, relatively few studies have examined it from as many dimensions at the same time as this study. This study adds value to the literature by providing information on which factors have the greatest influence on productivity.
      Citation: Employee Relations
      PubDate: 2018-07-12T02:56:38Z
      DOI: 10.1108/ER-04-2017-0091
  • Towards well-being: role of diversity and nature of work
    • Abstract: Employee Relations, Ahead of Print.
      Purpose Literature highlights diversity to facilitate cognitive outcomes; nevertheless, there is limited scholarly attention on affective diversity effects. The purpose of this paper is to examine the impact of perceived diversity on employee well-being (EWB) and contend different types of diversity to yield differential impact. Further, the authors explore how nature of employee work can moderate these relationships. Design/methodology/approach With 311 full-time employees representing large manufacturing organizations in India, the authors test the hypothesized relationships using PROCESS macro. Findings Results indicate perception of surface and knowledge diversity having a significant positive impact on EWB. Further, the authors found nature of employee work to moderate the link between knowledge diversity and well-being such that perception of knowledge diversity under complex tasks enhanced well-being; no impact of work complexity was observed on the link between surface diversity and well-being. Research limitations/implications Perceived diversity is malleable lending itself to longitudinal work in this field. Besides nature of work, future research may explore other key contextual factors in diversity dynamics. Practical implications Contrary to the longstanding theories such as social categorization/similarity attraction, the authors found surface diversity to positively influence EWB. This indicates firms’ effective diversity management strategies in creating inclusive workplace. Further, the authors draw implications around team design and workforce composition. Originality/value While the scholarly attention to perceived diversity is gradually growing, in a first, the authors empirically examine the impact of diversity perceptions on employee affect in the context of Indian manufacturing firms.
      Citation: Employee Relations
      PubDate: 2018-07-11T09:21:31Z
      DOI: 10.1108/ER-11-2017-0279
  • Data-based ethical decision making, lateral relations, and organizational
    • First page: 946
      Abstract: Employee Relations, Ahead of Print.
      Purpose Focusing on ethical issues when making organizational decisions should encourage a variety of positive outcomes for companies and their employees. The purpose of this paper is to determine the degree to which data-based ethical decision making, lateral relations and organizational commitment are interrelated in organizations. Design/methodology/approach Data were collected from business professionals employed at multiple locations of a financial services firm operating in the USA. Mediation analysis (based on structural equation modeling) was used to test the proposed relationships. Findings Results indicated that employees’ perceptions of data-based ethical decision making were positively related to perceived lateral relations, and that perceived lateral relations were positively related to organizational commitment. Research limitations/implications Given that information was collected using only a self-report questionnaire, common method bias could be an issue. In addition, the study’s cross-sectional design limits conclusions about causality. Another limitation involves the study’s homogenous sample, which decreases the generalizability of the findings. Finally, variable responses could have been impacted by individual frames of reference and other perceptual differences. Practical implications Results suggest that information flow enhancements should support or be consistent with horizontal information flow enhancements, and that together these factors should increase employee commitment. Originality/value Given the dearth of existing research, this interdisciplinary investigation is important because it fills gaps in the management literature. This study is also important because the results could inform decisions regarding the use of data analysis in ethical decisions and lateral forms of organizational structuring to improve work attitudes.
      Citation: Employee Relations
      PubDate: 2018-07-12T02:50:39Z
      DOI: 10.1108/ER-10-2017-0240
  • Job satisfaction and union participation in China
    • First page: 964
      Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to offer empirical evidence on whether and how the work experiences of employees in China influence their union-related attitudes and behaviours. Design/methodology/approach The authors developed a mediated moderation model to examine how job satisfaction and labour relations climate interactively affect union participation and whether union commitment mediates the interactive effects. A total of 585 employees from enterprises in Jiangsu, Zhejiang, Anhui, Jiangxi and Fujian province of China were surveyed to verify the model. Findings Job satisfaction was negatively related to union participation and union commitment. Labour relations climate moderated the relationship between job satisfaction and union participation; the relationship was negative and stronger when employees perceived an adverse, rather than a favourable, labour relations climate. Further, the interactive effect of job satisfaction and labour relations climate on union participation was partly mediated by union commitment. Originality/value By empirically examining employees’ attitudes and behaviours towards unions in the Chinese context, this study confirms that unions could provide employees with alternative work resources to cope with job dissatisfaction, even in a country where unions play a “transmission belt” role between employees and employers. This study adds value to the existing base of knowledge on union practice and labour relations construction, both inside and outside of China.
      Citation: Employee Relations
      PubDate: 2018-07-12T02:53:59Z
      DOI: 10.1108/ER-10-2017-0245
  • Employee indifference and inaction against abusive supervision
    • First page: 981
      Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to investigate how part-time waiters perceive and respond to abusive supervision by the owner-manager of a small restaurant. Design/methodology/approach An ethnographic approach was used to collect data. One of the authors worked as a participant observer for three months. In addition, 13 interviews and three focus group discussions were conducted. Findings Data analysis showed how neutral identification based on a primary identity—liu xu sheng (overseas student)—overshadows employees’ occupational identity (waiter), which helps waiters to cope with abusive supervision. Originality/value Development and application of the concept of neutral organizational identification orientation encourages emotional suppression and reframing, leading to waiters’ indifference and acquiescence in abusive supervision. Implications are drawn for theory and the practice of managing part-time and temporary workers.
      Citation: Employee Relations
      PubDate: 2018-07-06T01:18:21Z
      DOI: 10.1108/ER-07-2017-0169
  • Do return to work interventions for workers with disabilities and health
           conditions achieve employment outcomes and are they cost effective' A
           systematic narrative review
    • First page: 999
      Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to evaluate existing evidence on whether return to work interventions achieve employment outcomes and are cost effective in order to better inform those needing accommodations at work, as well as their line managers and trade union representatives, occupational health specialists and HR managers. Design/methodology/approach The paper uses a systematic narrative review to evaluate the evidence on the employment outcomes and cost effectiveness of return to work initiatives. Findings Evidence on interventions for musculoskeletal conditions such as lower back pain indicates that certain forms of intervention such as vocational rehabilitation and workplace-based rehabilitation facilitate outcomes such as employment, reduced sick leave and effective return to work. However, there is very little evidence on whether these interventions are cost effective. More generally there are glaring gaps in evidence on cardio-respiratory (heart and breathing) and mental health conditions with regard to both employment outcomes and the cost of interventions. Research limitations/implications This systematic review has critical and timely implications for both knowledge development and practice. While highlighting methodological limitations in the existing research base, it also presents avenues for further research on return work strategies and the factors inhibiting and facilitating their adoption and effective operation. Originality/value Although there is much existent literature on the return to work process, far less attention has been paid to the employment outcomes and cost effectiveness of interventions. This paper highlights the interventions for musculoskeletal conditions such as lower back conditions that may result in positive employment outcomes, with implications for practice. However, it also highlights gaps in evidence on the employment outcomes and cost effectiveness of interventions for cardio-respiratory (heart and breathing) and mental health conditions.
      Citation: Employee Relations
      PubDate: 2018-07-06T01:16:03Z
      DOI: 10.1108/ER-01-2017-0023
  • Examining workplace bullying-outcomes relationships among Indian managers
    • First page: 1015
      Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to examine the relationship between workplace bullying and employee outcomes (intention to quit (ITQ), job satisfaction and work engagement) with psychological contract violation (PCV) as mediator and workplace friendship as moderator. Design/methodology/approach Data were collected from 835 full-time Indian managerial employees working in different Indian organizations. Findings Results revealed that PCV mediated bullying-outcomes (ITQ, job satisfaction and work engagement) relationship and effects of workplace bullying on proposed outcomes were weaker in the presence of high workplace friendship. Research limitations/implications A cross-sectional design and use of self-reported questionnaire data are a limitation of this study. As the study did not cover all sectors, the results of this study should be interpreted with caution. Originality/value To the best of the authors’ knowledge, this study is rare attempts to examine the mediating role of PCV and the moderating role of workplace friendship in bullying-outcomes relationships. This study also contributes in terms of its context and sample.
      Citation: Employee Relations
      PubDate: 2018-07-02T02:08:29Z
      DOI: 10.1108/ER-02-2017-0031
  • Examining the impact of organizational culture on trust and career
           satisfaction in the UAE public sector
    • First page: 1036
      Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to examine the impact of organizational culture on trust in top management and career satisfaction. The concept of culture was split into four types: “clan,” “adhocracy,” “hierarchy” and “market.” Design/methodology/approach A self-administered questionnaire was used to collect data from 128 mid-level managers in ten public sector organizations in the United Arab Emirates (UAE). The questionnaire included demographic questions and three established scales to measure culture type, trust in top management and career satisfaction. Correlation and regression analysis were used to examine relationships between variables. Findings Respondents from “clan” and “adhocracy”-type organizations tended to have more trust in top managers than those from other culture types. Respondents from “clan”-type organizations also had greater career satisfaction. Only a clan-type organizational culture significantly predicted career satisfaction. Research limitations/implications The study is based on a small number of mid-level managers working in ten public sector organizations. This limits the generalizability of the results. Future studies should examine both public and private sector organizations operating in various industries across the UAE, to increase the generalizability of the findings. The study results will assist organizational policy makers who wish to transform their organizational culture to one that will increase the career satisfaction of managerial staff and their trust in senior managers. Originality/value The study contributes to the literature on organizational culture, particularly on the relationship between trust and career satisfaction in the public sector in the UAE.
      Citation: Employee Relations
      PubDate: 2018-07-10T03:21:22Z
      DOI: 10.1108/ER-02-2017-0038
  • Unions as “managers of precariousness”
    • First page: 1054
      Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to argue that: in a context of global labour market competition and in the absence of new strategic repertoires, class trade unions are progressively becoming “managers of precariousness”. Thus, the paper challenges the compromise logic as the unique solution to corporate threats to relocation, since it undermines trade union power resources, mainly discursively and organisationally, and hinders trade union capacity to transform the balance of forces to their favour later, when the hegemonic discourse can more easily be challenged in periods of crisis. Design/methodology/approach The paper draws upon the doctoral fieldwork the author undertook in the city and province of Barcelona during Spring–Summer 2015. More than 30 semi-structured interviews to various union delegates and regional metal officials have been accompanied by an exhaustive review of primary and secondary documentation. In so doing, this paper gives a rich and nuanced account on the different “world-views” and strategies that union delegates pursue when bargaining against transnational corporations. Findings This paper shows how the conservative position that Spanish trade unions adopted to the 2008 financial crisis in the automotive industry is path-dependent to dynamics established during the 1990s when lean production techniques were implemented in exchange for higher salaries. It draws upon the collective bargaining history of the Nissan–Zona–Franca assembly factory in the outskirts of Barcelona to, crucially, explain how signing micro-corporatist pacts and portraying them as the unique solution to corporate threats to relocation undermines trade union power resources, and has two important drawbacks: that micro-corporatist pacts only postpone the recurring threat to relocation to the future by eroding, not improving, the conditions of the workforce, accepting corporate discourse erodes the solidarity among workers, and it also allows yellow unions to displace class unions. Originality/value This paper enriches and updates the literature on micro-corporatism, collective bargaining in transnational corporations, and the erosion of trade union power resources which dates back to the 1990s and early 2000s. Whilst the negative aspects that competitiveness pacts have on workers’ salaries and conditions have been widely reported, this paper provides a rich and updated explanation of how such pacts have negative repercussions on the discursive and organisational power resources that unions have at the workplace level. In that sense, the originality of this paper rests on engaging into a substantiated historical analysis on how trade unions change throughout time as a result, at least partially, of their own strategic choices. Moreover, this paper clearly shows that concessionary positions towards collective bargaining are self-undermining.
      Citation: Employee Relations
      PubDate: 2018-07-06T01:25:43Z
      DOI: 10.1108/ER-12-2017-0293
  • Human resource function, unions and varieties of capitalism
    • First page: 1072
      Abstract: Employee Relations, Ahead of Print.
      Purpose The purpose of this paper is to explore varieties of capitalism (VoC) as a moderator of the effect of: the strategic HR function role; and the level of union presence on the adoption of different human resource management (HRM) practices categorized as either person-centered or performance-centered. Design/methodology/approach The authors use data on both multinationals and locally owned firms from 14 OECD countries, collected through the Cranet 2009 survey. The hypotheses of the proposed model were tested using hierarchical multiple regression analysis. Findings Evidence shows that the strategic HR function is positively related to the adoption of both types of HRM practices, whereas higher levels of union presence inhibit the adoption of performance-centered practices and promote the adoption of person-centered practices. In addition, although VoC does not show any significant direct effects on HR practices, there is a moderating effect of VoC on the HR function role – HRM practices and union presence – HRM practices relationships. Research limitations/implications The use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, which means that causality cannot be determined. Practical implications Managers in multinationals corporations and local firms must be aware of the distinct effects of the strategic HR function and trade union presence in different market economies. In particular, special attention must be paid when a firm expands globally, “outside the reach” of the national market economy or type of capitalism, and operates in different VoC. Originality/value The present paper contributes to better understanding the influence of VoC, not only on HRM practices, as in previous research, but also on the relationships between the HR function role and the level of union presence and the types of practices promoted.
      Citation: Employee Relations
      PubDate: 2018-07-12T02:41:58Z
      DOI: 10.1108/ER-10-2016-0198
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