Antecedent and employee well-being outcomes of perceived benefits schemes: a two-wave study

PurposeThe purpose of the research is to examine the antecedent and employee well-being outcomes of employees' perceptions of benefits schemes.Design/methodology/approachData were collected using both paper-based and web-based questionnaires over two time points (one month apart). The sample included 281 participants in eight companies in China. Structural equation modelling was employed to investigate the relationship between Chinese traditionality, perceived benefits schemes, job involvement and emotional exhaustion.FindingsChinese traditionality is an antecedent of employees' perceptions of benefits schemes. Perceived benefits schemes are negatively associated with emotional exhaustion. Moreover, job involvement mediates the relationship between perceived benefits schemes and emotional exhaustion.Research limitations/implications The data were collected in eight manufacturing companies in China, which may raise concerns about the generalisability of findings across industries, nations and cultures. Larger, more representative and cross-contextual samples are needed for future research to test the results further.Practical implicationsManagers should anticipate that employees with different cultural values may develop dissimilar perceptions of the same benefits schemes. Hence, managers need to communicate the benefits schemes to distinct employee groups in different ways.Originality/valueBased on the conservation of resources model, this research offers theoretical insights into the mechanisms through which perceived benefits schemes influence employee health well-being. In addition, this research tests an antecedent of perceived benefits schemes.

PERFORMANCE MANAGEMENT IMPLICATION ON EMPLOYEES’ PERFORMANCE IN SELECTED MANUFACTURING FIRMS IN ANAMBRA STATE, NIGERIA

The study investigated the effect of employee job involvement and autonomy on performance in the organization by using selected manufacturing firms in Anambra State, Nigeria as the study area. The design of the study is descriptive survey. Quantitative approach was used and major statistical tools of analysis were summary statistics, correlation and multiple regression. All tests were conducted at 0.05 level of significance. Preliminary results showed that with F-Statistic of 15.005, the model was adjudged statistically significant, fit and valid for predictions. The regression coefficient ‘R’ with a value of 0.713 means that 71.3 percent relationship exists between dependent and independent variables. The coefficient of determination ‘R2’ with a value of 0.702 means that 70.2 percent variations in the dependent variable can be explained by the independent variables. The Durbin Watson Stat of 1.603 is an indication that the model does not contain serial autocorrelation. Major findings were that employee job involvement and autonomy have significant positive effect on employees’ performance in the organization. The study concluded that both job involvement and job autonomy have significant positive influence on employees performance in the organization and managers should always endeavour to encourage them. It was equally recommended among others that management should always think of how they can re-design jobs by incorporating the characteristics that promote job involvement in employees to facilitate the achievement of enhanced employee performance in the organization. Keywords: Performance Management, Job Autonomy and Involvement, Employees’ Performance, Manufacturing Firms.

Antecedents and Consequences of Employee Engagement for a Diverse Workforce

In the recent years, employee engagement has become a hot topic of discussion among popular business press and consulting firms. This topic has created interest in various stakeholder groups ranging from scholarly human resource practitioners to policy makers or government agencies. The interest in employee engagement has progressively increased, however, in academic literature: the concept of employee engagement has been studied rarely and comparatively less is known regarding its antecedents and consequences. Recently, a number of researchers have argued that the challenge of engaging the employees is mounting. Although it seems to conceptually overlap with existing constructs, for instance, job involvement, organizational commitment, still some empirical research confirms that engagement is a separate construct. Therefore, this chapter aims (a) to shed some light in this respect by assessing the association between workforce diversity, specifically in terms of their age and employee engagement, and (b) to provide a variety of precursors and outcomes of employee engagement.

THE SIGNIFICANCE OF JOB INVOLVEMENT, ANDEMPLOYEE ENGAGEMENT IN INCREASING ORGANIZATIONAL EFFECTIVENESS

Employee job involvement is critical in an organization, especially when it comes to increasing organizational effectiveness and improving organizational performance. Similarly, employee engagement involves a sense of emotional involvement from within the employee, which ultimately increases the organizations effectiveness. The objective of the research is to obtain information about the influence of job involvement and employee engagement on organizational effectiveness. In this study, the researcher attempt to study how this job involvement influences organizational effectiveness, how employee engagement influences organizational effectiveness, and how this job Involvement has indirect influence is mediated by employee engagement. The research was conducted on all employees of the Human Resource Development Agency of Indonesias Tourism Ministry of Indonesia by using a survey method with path analysis applied in testing the hypothesis. The number 86 employees as the sample was selected by using the Slovin formula. From the results structural equation modeling the researcher finds a significant influence of job involvement on organizational effectiveness, and significant influence of employee engagement on organizational effectiveness, and also the indirect influence of job Involvement on organizational effectiveness mediated by employee engagement of the employee of Human Resource Development Agency of Indonesias Tourism Ministry of Indonesia.

The Impact of Emotional Intelligence and Job Involvement on Project Team Member’s Performance

This study concentrated on job employee performance by using emotional intelligence, job involvement, leaders‘ trust, and job satisfaction. The researchers examined the job involvement and emotional inelegance factors on IT projects team member’s performance in China with the effect of moderator factor trust of leader and mediator impact job satisfaction. After reviewing many works of literature, the student explained and discussed the development of the hypothesis of emotional intelligence, Job involvement, the trust of a leader, and Job satisfaction with members‘ performance. This study has been conducted in Chinese projects, so the data was collected from IT projects members and workers who have been or still doing these kinds of projects using several ways to reach around 200 respondents as the online survey and social media. Using a different method and tests we could find that these relationships in the study were significant with positive impact except the moderation impact of trust leader. This study contributed to benefited IT, project leaders, and members, for better understanding especially for the importance of the emotional intelligence and job involvement for better performance of the team members which will also contribute to improving the IT project in China and will open new and different topics for researchers.