In the first paper, Cafferkey and colleagues examine the issue of how Front-line Managers (FLM) can positively influence the work behaviours and attitudes of subordinates . Specifically, their study draws on dual concepts of interactional justice and supportive culture in order to understand the conditions under which FLM leads to subordinates positive behaviours. Data for their study was drawn from 324 respondents at private universities in Malaysia. Overall, their findings suggest that supportive FLMs play critical role in developing positive work behaviour and attitude, however supportive culture was not a necessary condition in eliciting work behaviour. Their study makes a valuable contribution to understanding of why some employees may be motivated and not others.
In the second paper, Bhatt examines how changing workplaces influence employees'perception towards change impacting organisational effectiveness. In particular, Bhatt explores how employee's perception about changes in job practices impact their perceptions regarding their organisation's orientation in high-performing banking organisations. Their study is based on 412 respondents from both public and private banking institutions in India. Findings suggest that both public and private sector bank employees felt that their job profiles have changed with respect to interest, significance, challenge and responsibility involved. The findings from the study demonstrate the changing focus of high-performing banks in the changing Indian environment context.
In the third paper, Rose adopts a historical comparative approach to examine the impact of economic, technological, political and legislative developments on collective bargaining arrangements in Canada since 1980. The study is based on unionization figures compiled by Statistics Canada and a special tabulation on other bargaining indicators provided by the Workplace Information and Research Division, Employment and Social Development Canada. Findings suggest that expect for unionization, most bargaining indicators trended in the same general direction. However, there were notable differences in the magnitude and timing of these trends, and the underlying factors contributing to them. The findings reflect the erosion of the relative bargaining power of unions.
In the final paper, Hoh and colleagues take a novel approach to explore employees emotional and behavioural reactions to their annual performance reviews. Specifically, they seek to explore and identify the affective events and the corresponding emotions during the process of performance management system. Drawing on numerous in-depth interviews with bluecollar workers in Malaysia, they identify five major positive event categories. The corresponding commonly felt emotions were enthusiastic, trusting and thankful. Likewise, twelve negative event categories were identified. The corresponding commonly felt emotions were resentful, worry and acquiescent. 'Monetary reward', 'act of management', 'act of co-workers' and 'goal setting' emerged as the most important affective event categories among the participants. Their study provides a novel contribution to the performance management literature.
Michael J Mustafa Editor
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|Author:||Mustafa, Michael J.|
|Publication:||International Journal of Employment Studies|
|Date:||Apr 1, 2019|
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