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Employee Survey (employee + survey)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	87%

Selected Abstracts

Globalization, Human Resource Practices and Innovation: Recent Evidence from the Canadian Workplace and Employee Survey

INDUSTRIAL RELATIONS, Issue 2 2007
SCOTT WALSWORTH
This study examines the triangular relationship that connects the degree to which a workplace is internationally engaged, the extent to which it innovates, and the human resource practices it adopts. By pooling various years of data from the Canadian Workplace and Employee Survey, a nationally representative data set, we found that certain practices, such as variable pay and autonomy training, are more likely to be used in international workplaces. We subsequently found that for an international workplace, the use of variable pay contributes very little to workplace innovation while autonomy training has a positive relationship with innovation. [source]

Benchmarking the Use of Telework Arrangements in Canada

CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 2 2006
Linda Schweitzer
Abstract This paper uses data collected in 1999 and 2001 from over 20,000 employees and 6,300 workplaces by Statistics Canada and HRDC as part of their Workplace and Employee Survey (WES) to provide quality estimates of the number of teleworkers in Canada at the turn of the millennium. Characteristics of companies who offer telework arrangements and the employees who use them are also explored. These data will allow Canadian companies to benchmark their use of telework arrangements to national and international data. Such information is critical to both public and private sector employers, as abundant evidence exists to suggest that organizations that support the use of telework and other alternate work arrangements will be more able to attract and retain knowledge workers. Résumé La présente étude est une évaluation du nombre des télé-travailleurs au Canada en ce début de millénaire. Elle se sert des données collectées en 1999 et 2001 par Statistique Canada et la DRHC auprès de 20 000 employés et 6300 lieux de travail. L'étude examine également les caractéristiques des entreprises qui offrent des régimes de télétravail et des employés qui les utilisent. Les résultats permettront aux entreprises canadiennes de comparer leur utilisation des régimes de télétravail aux régimes nationaux et internationaux. Ces résultats seront d'autant plus utiles aux employeurs des secteurs privés et publics, que d'après plusieurs recherches les entreprises qui utilisent le télétravail et les autres régimes de travail de rechange seront plus en mesure d'attirer et de retenir les travailleurs intellectuels. [source]

Which workers gain upon adopting a computer?

CANADIAN JOURNAL OF ECONOMICS, Issue 2 2007
Cindy Zoghi
Abstract., Using the Canadian Workplace and Employee Survey and controlling for individual and establishment fixed-effects, we find that within a year of adopting a computer, the average worker earns a 3.6% higher wage than a worker who did not use a computer. Returns are even larger for managers and professionals, highly educated workers, and those with significant prior computer experience. Employees who adopt computers for use with applications that require high cognitive skills earn the highest returns. En utilisant l'enquête canadienne sur le milieu de travail et les employés, et en normalisant pour prendre en compte les différences entre types d'individus et d'établissements, les auteurs établissent qu'en dedans d'un an après l'adoption d'un ordinateur, le travailleur moyen gagne 3.6% de plus que le travailleur qui n'a jamais utilisé un ordinateur. Les rendements sont encore plus grands pour les gestionnaires et professionnels, les travailleurs hautement qualifiés, et ceux qui ont déjà une bonne expérience antérieure des ordinateurs. Les employés qui adoptent l'ordinateur pour effectuer des applications qui réclament de grandes capacités cognitives sont ceux pour qui les rendements sont élevés. [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]

Financial performance and the long-term link with HR practices, work climate and job stress

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2005
Marc van Veldhoven
Using data front a large financial services organisation in the Netherlands, this article reports a longitudinal study at the business unit level. The study addresses the question of which longitudinal relations exist between survey data on perceived HR practices, work climate and job stress on the one hand, and prospective and retrospective financial performance on the other. Data from 223 business units were available for this study. Eight scales were selected from an employee survey answered by 18,142 respondents. These were aggregated to mean scores at the business unit level. Financial performance is operationalised by a yearly profits-to-costs ratio. Correcting for employee and business unit characteristics, the eight survey scales predict 22 per cent of the variance in business unit financial performance in the year after the survey.,Co-operation between departments' appears to be the most important predictor. Equally strong evidence was friund for a reverse causation sequence: business unit financial performance in the year before the survey was a significant predictor for four out of eight survey scales, especially for ,co-operation between departments' and ,job security'. The results underline the importance of studying variance in HR and performance variables within large organisatiuns, and the possibilities of using employee surveys in this research context. Limitations and implications of the findings are discussed. [source]

The Meaning of Employee Engagement

INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, Issue 1 2008
WILLIAM H. MACEY
The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys. [source]