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Employee Perspective (employee + perspective)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Selected Abstracts

The importance of the employee perspective in the competency development of human resource professionals

HUMAN RESOURCE MANAGEMENT, Issue 3 2006
Mary E. Graham
Recent specification of HR competencies has the potential to influence the professional development of all HR practitioners. It is possible, however, to master the competencies and still underperform. This disconnect may occur because current competency work reflects the perspective of top management clients of human resources to the neglect of the employee perspective. In addition, competencies have become linked so tightly to firm outcomes that normative influences in competency development are lost. To think through these issues, we examine the credibility competency for HR professionals (Ulrich & Brockbank, 2005). Focus groups confirm that credibility dimensions vary across stakeholders, with employees emphasizing trust, management emphasizing expertise and effective relationships, and top management emphasizing the achievement of results. We conclude that more broadly defined competencies for HR professionals are necessary. © 2006 Wiley Periodicals, Inc. [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]

Employer-supported volunteering benefits: Gift exchange among employers, employees, and volunteer organizations

HUMAN RESOURCE MANAGEMENT, Issue 2 2009
Jonathan E. Booth
Abstract Using gift exchange theory to explain the growing trend of employers offering employer-supported volunteering (ESV) benefits, this article discusses the creation of exchange relationships between the employer and employee and between the volunteer organization and employee. Hypotheses derived from the employee's perspective are tested with a nationally representative sample of volunteers (n=3,658). Findings suggest that ESV benefits are positively related to hours volunteered by the employee. Volunteer hours predict employee perceptions of skill acquisition, and such perceptions are positively related to perceptions of job success and employer recognition. We discuss the implications of these findings for business, employees, and volunteer organizations, with an emphasis on human resource management policy and practice. © 2009 Wiley Periodicals, Inc. [source]

New or traditional careers?

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2003
A study of UK graduates' preferences
Due to extensive changes to higher education in Britain, it is possible that graduates entering the labour market will have work experiences approximating to the ,new' career. We know little about whether this is a situation graduates are prepared for, or whether they welcome it. This article argues that a view about the changing nature of careers from the employee's perspective is needed. It describes some research investigating the career preferences and career self-management of UK graduates in different organisational contexts, and provides evidence to suggest that graduates' endorsement of the ,new' career is limited. Employability is a key concern, but graduates expect to be able to develop that employability within the context of a traditional career. The article concludes by considering the implications for organisational career management, arguing that the traditional career still has considerable value for both employers and employees. [source]