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Employee Attitudes (employee + attitude)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	84%
Psychology	16%

Distribution within Business, Economics, Finance and Accounting

Human Resource Management	42%
Industrial & Labor Relations	14%

Selected Abstracts

EMPLOYEE ATTRIBUTIONS OF THE "WHY" OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION

PERSONNEL PSYCHOLOGY, Issue 3 2008
LISA H. NISHII
The construct of human resource (HR) attributions is introduced. We argue that the attributions that employees make about the reasons why management adopts the HR practices that it does have consequences for their attitudes and behaviors, and ultimately, unit performance. Drawing on the strategic HR literature, we propose a typology of 5 HR-attribution dimensions. Utilizing data collected from a service firm, we show that employees make varying attributions for the same HR practices, and that these attributions are differentially associated with commitment and satisfaction. In turn, we show that these attitudes become shared within units and that they are related to unit-level organizational citizenship behaviors and customer satisfaction. Findings and implications are discussed. [source]

Effects of the Interaction Between Reaction Component of Personal Need for Structure and Role Perceptions on Employee Attitudes in Long-Term Care for Elderly People,

JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 12 2008
Tarja Heponiemi
This study examined the interaction of reaction component of personal need for structure (reaction to lack of structure, RLS) and role perceptions in predicting job satisfaction, job involvement, affective commitment, and occupational identity among employees working in long-term care for elderly people. High-RLS employees experienced more role conflict, had less job satisfaction, and experienced lower levels of occupational identity than did low-RLS employees. We found individual differences in how problems in roles affected employees' job attitudes. High-RLS employees experienced lower levels of job satisfaction, job involvement, and affective commitment, irrespective of role-conflict levels. Low-RLS employees experienced detrimental job attitudes only if role-conflict levels were high. Our results suggest that high-RLS people benefit less from low levels of experienced role conflicts. [source]

Employee attitudes, customer satisfaction, and sales performance: assessing the linkages in US grocery stores

MANAGERIAL AND DECISION ECONOMICS, Issue 1 2009
Daniel H. Simon
Using store-level panel data for a major supermarket company, we investigate the linkages between employee attitudes, customer satisfaction, and sales performance, while controlling for observed and unobserved differences across stores. We find that employee attitudes positively affect customer satisfaction with service but do not affect customer satisfaction with quality or value. Additionally, we find that customer satisfaction with service positively affects sales performance. Our results suggest that employee attitudes affect sales performance through their impact on customer service. Copyright © 2008 John Wiley & Sons, Ltd. [source]

The relationship between training and organizational commitment: A study in the health care field

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2001
Kenneth R. Bartlett
This study examines the relationship between employee attitudes toward training and feelings of organizational commitment among a sample of 337 registered nurses from five hospitals. Using social exchange theory as a framework for investigating the relationship, the researcher found that perceived access to training, social support for training, motivation to learn, and perceived benefits of training are positively related to organizational commitment. Using a three-component model of organizational commitment, the strongest relationships appear with the affective form of commitment. The relationship between perceived access to training opportunities and the affective form of organizational commitment is moderated by job satisfaction but not job involvement. The findings are discussed for their theoretical and practical application to HRD, for the management of HRD in health care settings, and for researchers interested in outcomes of HRD. [source]

Closing science-practice knowledge gaps: Contributions of psychological research to human resource management

HUMAN RESOURCE MANAGEMENT, Issue 4 2004
Michael J. Burke
Evidence of science-practice knowledge gaps among managers (Rynes, Colbert, & Brown, 2002), coupled with major changes occurring in the workplace over the last ten years, suggest the need for human resources practitioners to become as current as possible on how research findings can assist in improving the management of HR. Nine articles in this special issue provide rich information for understanding the contributions of psychological theories and research findings to HR management and, consequently, for closing science-practice knowledge gaps. More specifically, the articles bring together pairs of scientists and practitioners to address science-practice knowledge gaps in the areas of recruiting and selecting workers, managing performance, training and developing individuals, managing groups and teams, compensating employees, leading others, assessing employee attitudes, managing diversity, and managing downsizing. We hope these articles will stimulate and promote a broader perspective concerning the relevance and value of psychological research for improving HR practices and organizational functioning. © 2004 Wiley Periodicals, Inc. [source]

Using profit sharing to enhance employee attitudes: A longitudinal examination of the effects on trust and commitment

HUMAN RESOURCE MANAGEMENT, Issue 4 2002
Jacqueline A-M.
The ability of profit sharing to increase organizational performance via positive changes in employee attitudes has yielded mixed results. Drawing on principal agent, expectancy, and organizational justice theories, we assess how perceptions of profit sharing (capacity for individual contribution and organizational reciprocity) alter organizational commitment and trust in management using longitudinal data provided by 141 engineering employees. Favorable perceptions of profit sharing served to increase organizational commitment while only organizational reciprocity predicted trust in management. The relationship between organizational reciprocity and commitment was partially mediated by trust in management. Implications for the design of profit sharing initiatives are noted. © 2002 Wiley Periodicals, Inc. [source]

Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2010
Bård Kuvaas
The purpose of this study was to explore alternative relationships between perceived investment in employee development (PIED), perceived supervisor support (PSS), and employee outcomes in the form of attitudes (affective commitment and turnover intention) and work performance (work effort, work quality and organisational citizenship behaviour). A cross-sectional survey among 331 employees from a Norwegian telecommunications organisation showed that the relationship between PSS and employee attitudes was partially mediated by PIED. In addition, PSS was found to moderate the relationship between PIED and three self-report measures of work performance. The form of the moderation revealed a positive relationship only for high levels of PSS. These findings suggest that line managers are of vital importance in implementing developmental HR practices, either because they influence how such practices are perceived by employees, which, in turn, affects employee attitudes, or because positive experiences with both line managers and HR practices seem to be needed in order for developmental HR practices to positively influence employee performance. [source]

Unravelling the complexities of high commitment: an employee-level analysis

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2009
Edel Conway
Research within HRM has faced criticism for failing to focus adequately on employee experiences of HR practice. In particular, the ,high-commitment' models fail to recognise employee perspectives on HRM, the complexities of the commitment construct and the possibility that organisations configure HR systems in various ways. This paper explores the impact of employee attitudes towards HR practices on affective, continuance and normative commitment, and intention to leave in three organisational contexts. The findings suggest that different HR systems can yield different attitudes towards HR practices, which in turn can impact on different forms of commitment and levels of intention to leave. The findings provide insights into the ways in which organisations manage the commitment process through HR practices and the response by employees to these interventions. [source]

Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2007
John Purcell
Research on the link between HRM and organisational performance has neglected the role of front-line managers, yet it is these managers who are increasingly charged with the implementation of many HR practices. Using an employee survey in 12 ,excellent' companies we explore the extent to which employee commitment towards their employer and their job are influenced by the quality of leadership behaviour and by satisfaction with HR practices. Both have a strong effect on employee attitudes. The article concludes with a case study of a planned effort to improve front-line managers' skills in people management. [source]

Communicating the psychological contract: an employer perspective

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2002
David E. Guest
The concept of the psychological contract, with its focus on the exchange of perceived promises and commitments, is increasingly used as a framework to study the employment relationship. Yet research has predominantly focused on employee views and has largely neglected the organisational perspective and the management of the psychological contract. This article begins to redress the balance by reporting a study, based on a survey of 1,306 senior HR managers, that explores the management of the psychological contract and in particular the role of organisational communication. Three distinct and relevant aspects of organisational communication are identified, concerned with initial entry, day-to-day work and more future-oriented, top-down communication. Effective use of these forms of communication is associated with what managers judge to be a clearer and less frequently breached set of organisational promises and commitments, as well as with a fairer exchange and a more positive impact of policies and practices on employee attitudes and behaviour. The findings are discussed within the context of the wider literature on psychological contracts, organisational culture and HRM. The study confirms that the psychological contract offers managers a useful framework within which to consider and manage the employment relationship. [source]

What Do Employee Councils Do?

INDUSTRIAL RELATIONS JOURNAL, Issue 4 2001
The Impact of Non-Union Forms of Representation on Trade Union Organisation
The article examines how non-union forms of employee representation impact on employee attitudes to unionisation. Through an analysis of union derecognition and the introduction of an employee council in an aerospace plant, it explores a number of factors that may be important in both sustaining and undermining support for trade unions. [source]

Employee buyouts and employee involvement: a case study investigation of employee attitudes

INDUSTRIAL RELATIONS JOURNAL, Issue 5 2000
Lisa Trewhitt
This article investigates the association between employee share ownership (ESO) and employee involvement (EI) in an employee-owned firm.Based on data from the firm's employers and employees, the article concludes that the mere presence of share ownership is no guarantee on increased involvement for employees, highlighting instead the significance of other variables. [source]

Organizational level as a moderator of the relationship between justice perceptions and work-related reactions

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2006
Thomas M. Begley
In this study, we examined the role of organizational level as a moderator of the relationships of procedural and distributive justice with seven employee attitudes and behaviors. Based on social identity and resource allocation theories, we suggested an allocational model of authority in organizations. We posited that lower rank encourages a more process-oriented perspective that emphasizes procedural concerns while higher rank imbues a more result-oriented perspective that emphasizes distributive outcomes. We considered the cultural context that characterized work relationships in our sample of respondents from a Chinese state-owned enterprise. Significant sets of interactions supported the predicted relationships of procedural justice with three outcomes at lower levels and distributive justice with four outcomes at higher levels. Implications and extensions of these findings are considered. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Relationships between psychological climate perceptions and work outcomes: a meta-analytic review

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2003
Christopher P. Parker
In this study, meta-analytic procedures were used to examine the relationships between individual-level (psychological) climate perceptions and work outcomes such as employee attitudes, psychological well-being, motivation, and performance. Our review of the literature generated 121 independent samples in which climate perceptions were measured and analyzed at the individual level. These studies document considerable confusion regarding the constructs of psychological climate, organizational climate, and organizational culture and reveal a need for researchers to use terminology that is consistent with their level of measurement, theory, and analysis. Our meta-analytic findings indicate that psychological climate, operationalized as individuals' perceptions of their work environment, does have significant relationships with individuals' work attitudes, motivation, and performance. Structural equation modeling analyses of the meta-analytic correlation matrix indicated that the relationships of psychological climate with employee motivation and performance are fully mediated by employees' work attitudes. We also found that the James and James (1989) PCg model could be extended to predict the impact of work environment perceptions on employee attitudes, motivation, and performance. Despite the number of published individual-level climate studies that we found, there is a need for more research using standardized measures so as to enable analyses of the organizational and contextual factors that might moderate the effects of psychological climate perceptions. Finally, we argue for a molar theory of psychological climate that is rooted in the psychological processes by which individuals make meaning or their work experiences. Copyright © 2003 John Wiley & Sons, Ltd. [source]

A daily diary study of affective responses to psychological contract breach and exceeded promises

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2002
Neil Conway
The psychological contract has been viewed as an explanatory framework for understanding the employment relationship, and is regarded by some researchers as central in understanding employee attitudes and behavior. Despite the importance ascribed to the psychological contract, it remains theoretically underdeveloped and has received limited empirical attention. This study takes a new approach to researching the psychological contract, through the use of daily diaries, and addresses a number of fundamental questions regarding its nature. Results show that both broken and exceeded promises occur regularly and in relation to virtually any aspect of work, that the importance of the promise contributes significantly to emotional reactions following broken and exceeded promises, and that the psychological contract is an important concept for understanding everyday fluctuations in emotion and daily mood. Copyright © 2002 John Wiley & Sons, Ltd. [source]

Employee attitudes, customer satisfaction, and sales performance: assessing the linkages in US grocery stores

EMPLOYEES THAT THINK AND ACT LIKE OWNERS: EFFECTS OF OWNERSHIP BELIEFS AND BEHAVIORS ON ORGANIZATIONAL EFFECTIVENESS

PERSONNEL PSYCHOLOGY, Issue 4 2003
STEPHEN H. WAGNER
A model of the psychological experience of employee ownership in work groups was developed to investigate antecedents (participation in a 401 (k) program and a climate of self-determination) and consequences (employee attitudes and financial performance) of psychological ownership. Based on data from a large retail organization, results showed that working in a climate supporting self-determination and 401(k) participation were positively related to the level of ownership beliefs in the 204 work groups studied. Ownership beliefs were positively related to ownership behaviors and employees' attitudes toward the organization, whereas ownership behaviors were positively related to financial performance. Implications of psychological ownership for organizational behavior and performance are discussed. [source]

Partnership at Work: Mutuality and the Balance of Advantage

BRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 2 2001
David E. Guest
A framework for the analysis of partnership at work is presented, emphasizing the principles, practices and outcomes of partnership. A survey using matched samples of 54 UK management and employee representatives found a link between partnership principles and practices, between practices and ratings of employee attitudes and behaviour, between these and estimates of positive employment relations and quality and productivity, finally between productivity and sales and profitability. The findings support a mutual gains model but show that the balance of advantage is skewed towards management and reflects generally low management trust in employee representatives. [source]

Location, Location, Location: Does Place of Work Really Matter?

BRITISH JOURNAL OF MANAGEMENT, Issue 2009
Tom Redman
This paper examines the work attitudes of home- and office-based workers. A review of the existing literature finds both pessimistic and optimistic accounts of the impact of homeworking on employee attitudes and behaviours. Drawing on a survey of 749 managerial and professional employees in knowledge-intensive industries, the study finds more support for the optimistic perspective. The findings suggest that homeworking is positively associated with employee well-being and a more balanced work,home relationship. There is no evidence that organizational citizenship behaviours are reduced by homeworking but there is some support for homeworking undermining employees' perception of the organization as supporting their careers and personal development. [source]

Corporate social responsibility and employee commitment

BUSINESS ETHICS: A EUROPEAN REVIEW, Issue 1 2007
Jane Collier
Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ,buy-in'. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms of values, and by whether such policies are integrated into business processes or simply an ,add-on' that serves as window-dressing. The second set of factors is perceptual. Motivation and commitment will be affected by the extent to which they can align personal identity and image with that of the organization, by their perceptions of justice and fairness both in general and in terms of how CSR performance is rewarded, and by their impressions concerning the attitude of top management to CSR issues and performance. [source]

Changes in employees' attitudes at work following an acquisition: a comparative study by acquisition type

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2008
Sylvie Guerrero
The purpose of this paper is to examine how employee reaction varies in the event of an acquisition, and ultimately, to show that it depends on the acquisition context; specifically: (1) the legitimacy of the purchasing firm's identity, and (2) the extent of the organizational changes or discontinuity resulting from the acquisition. The research hypotheses considered are tested using a single questionnaire administered repeatedly over a five-year period to the employees of 85 sites belonging initially to three different firms: ABC (the acquiring firm), EFG (the firm taken over in a friendly acquisition) and XYZ (firm absorbed in a hostile acquisition). The results mainly show that employees working at sites belonging initially to EFG have higher organizational identification scores than those at sites belonging initially to XYZ. Insecurity scores increase at all sites after the acquisition period, even for employees who originally belonged to ABC. Finally, a temporal link is seen between organizational identification, insecurity and job satisfaction. [source]

Literature review of theory and research on the psychological impact of temporary employment: Towards a conceptual model

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2008
Nele De Cuyper
The increased use of temporary contracts has instigated debates on possible implications for employees' attitudes, well-being and behaviour. The complex issues related to this debate are reviewed from a theoretical, empirical and conceptual point of view. First, the definitions of temporary employment that are currently used in OECD countries are reviewed. Second, theoretical views concerning possible determinants are elaborated. The theoretical frameworks discussed include Work Stress Theory, Social Comparison Theory and Social Exchange Theory. The determinants proposed in these theories have served to form the basis of hypotheses on differences between temporary and permanent workers on various psychological outcomes. Third, research on associations between temporary employment and the variables job satisfaction, organizational commitment, well-being and behaviour are reviewed. These variables are most frequently used in the realm of temporary work research. This review concludes that research results have been inconsistent and inconclusive, unlike the predictions that follow from the theoretical frameworks. This leads to a fourth section in which potential explanations for these inconsistent findings are advanced. In conclusion, a conceptual model is developed to inspire future research. [source]