Two opposing forces (positive and negative) have been theoretically expounded to explain the relationship between employee stock ownership plans (ESOPs) and firm performance. However, the direction ...of this relationship remains a puzzle, especially in countries where state ownership is significant. This paper draws on the “Guidance on the pilot implementation of employee stock ownership plan (ESOP) by listed companies” issued by the China Securities Regulatory Commission (CSRC) to assess the moderating effect of state ownership on the relationship between ESOPs and firm performance. Using employee and executive stock ownership data from 620 Chinese listed companies between 2014 and 2020, I find an inverted U-shaped relationship between employee stock ownership and firm performance. However, the inverted U-shaped relationship holds only for non-state-owned Chinese firms. Finally, a U-shaped relationship between executive ownership and company performance has been found.
The implementation of strategic priorities of domestic enterprises digital transformation actualizes the tasks of employee engagement in this process. It necessitates the development of ...methodological approaches to the study of employee engagement in strategic decision-making to improve the quality of processes and production activities of the enterprise. The purpose of the study is to present the results of research on methodological approaches development that reveal the content and features of employee engagement management in the activities of the enterprise. The research methodology includes logical substantiation of essence of the processes under study, data from scientific and analytical publications on the problem under consideration. In the course of the research interrelation between the problems of ensuring employee engagement and leadership of enterprise management has been revealed, and criteria for evaluating the actions of different categories of personnel in ensuring and increasing employee engagement developed. Active and passive approaches to involvement management determining interests of managers and employees and their influence on business results and organizational changes have been identified. The model of employee engagement in enterprise’s activities has been created considering the content of digital transformation processes, application of which allows motivating personnel to manifest digital initiatives and participate in the activities of project teams. The conclusions obtained by the authors are of a theoretical and applied nature. They will contribute to development of scientifically based approaches to developing a strategy for managing employee engagement in digital transformation processes. The results of the research can be useful to scientists and practitioners dealing with the problems of human resource management in innovations and digital standards of industrial enterprises implementation.
Purpose of the study - This study assessed the effect of fringe benefits and remuneration on employee performance and explored the mediating role of employee engagement. Methodology- The study ...employed a quantitative approach to data collection and analysis. Data was collected through a structured questionnaire distributed among 270 employees from Asanduff Construction Limited- Accra, Ghana. The analysis was conducted using Partial Least Square Structural Equation Modelling. Findings- The study revealed that fringe benefits and remuneration did not affect employee job performance. With the mediation analysis, the analysis showed that employee engagement mediated the relationship between remuneration and employee performance as well as fringe benefits and employee performance. Limitations- First, the study’s limitation has to do with its geographical coverage. The study was also limited to the working staff of Asanduff Construction Limited with an estimated sample size of 278 which could be relatively small. Again, through questionnaires being used as the main instrument, the study responses might be without honesty and accuracy. Thus, the study results might be affected by bias which will limit the generalizability. Practical implications- The results of this study will contribute to human resource managers' efforts in putting plans in place to improve the operations of their companies. Line managers should therefore make every effort to ensure that their staff members are motivated by the work they do to increase productivity, as this study also discovered a link between employee engagement and performance. Strategically, leadership and management of organizations will be based on the findings of this study and plan important workshops, seminars, symposiums, conferences, etc. with a major focus on providing employees with proper fringe benefits at the workplace to ensure that they increase productivity at the workplace. Originality/value- The study contributes to the literature by assessing the effect of fringe benefits and remuneration on employee performance and exploring the mediating role of employee engagement.
We used and integrated the circumplex model of affect (Russell, 1980) and the conservation of resources theory (Hobfoll, 1998) to hypothesize how various types of employee well-being, which can be ...differentiated on theoretical grounds (i.e., work engagement, job satisfaction, burnout, and workaholism), may differently predict various job crafting behaviors (i.e., increasing structural and social resources and challenging demands, and decreasing hindering demands) and each other over time. At Time 1, we measured employee well-being, and 4 years later at Time 2, job crafting and well-being, using a large sample of Finnish dentists (N = 1,877). The results of structural equation modeling showed that (a) work engagement positively predicted both types of increasing resources and challenging demands and negatively predicted decreasing hindering demands; (b) workaholism positively predicted increasing structural resources and challenging demands; (c) burnout positively predicted decreasing hindering demands and negatively predicted increasing structural resources, whereas (d) job satisfaction did not relate to job crafting over time; and (e) work engagement positively influenced job satisfaction and negatively influenced burnout, whereas (f) workaholism predicted burnout after controlling for baseline levels. Thus, work engagement was a stronger predictor of future job crafting and other types of employee well-being than job satisfaction. Although workaholism was positively associated with job crafting, it also predicted burnout. We conclude that the relationship between job crafting and employee well-being may be more complex than assumed, because the way in which employees will craft their jobs in the future seems to depend on how they currently feel.
The authors highlight the need for and develop a framework for engagement by reviewing the relevant literature and analyzing popularpress articles. They discuss the definitions of the focal ...constructs—customer engagement (CE) and employee engagement (EE)—in the engagement framework, capture these constructs' multidimensionality, and develop and refine items for measuring CE and EE. They validate the proposed framework with data from 120 companies over two time periods, and they develop strategies to help firms raise their levels of CE and EE to improve performance. They also observe that the influence of EE on CE is moderated by employee empowerment, type of firm (business-to-business B2B vs. business-to-consumer B2C), and nature of industry (manufacturing vs. service); in particular, this effect is stronger for B2B (vs. B2C) firms and service (vs. manufacturing) firms. The authors find that although both CE and EE positively influence firm performance, the effect of CE on firm performance is stronger. Furthermore, the effect of CE and EE on performance is enhanced for B2B (vs. B2C) and for service (vs. manufacturing) firms.
The SARS CoV-2 (COVID-19) pandemic has put immeasurable stress on hospital and medical staff and healthcare organizations. Communication is often challenging during times of crisis, and leaders may ...struggle to disseminate changing clinical and administrative directives, as well as receive timely feedback from staff. Hospital administrators would ideally focus their communication strategies to promote efficient delivery and staff understanding.
In this best practice article, administrative communication during COVID-19 is considered within the context of traditional communication theory, with unique considerations around dissemination and retention of information, as well as staff engagement. A brief review of recent communication challenges for health organizations is included. Administrative experience from a large public hospital system in northern California is shared, serving a county population of nearly 2 million lives.
From this recent experience, a model is suggested to address organizational communication needs under the constraints of COVID-19. Trust in leadership is a key component to administrative communication, and specific methods of bidirectional communication and staff engagement are reviewed. A toolbox for administrators with communication classification compass is included, along with a dynamic model for communication based on the Academy of Medicine's model of the diagnostic process.
Most organizations will need multimodal approachs to communication that is dynamic and flexible to promote and sustain engagement of their healthcare team. Leaders who can foster organizational trust and develop policy grounded in patient safety, staff engagement, feasibility and an ethical foundation will be more likely to communicate and collaborate successfully with their teams.
Research summary: This study examines whether companies employ corporate social responsibility (CSR) to improve employee engagement and mitigate adverse behavior at the workplace (e.g., shirking, ...absenteeism). We exploit plausibly exogenous changes in state unemployment insurance (UI) benefits from 1991 to 2013. Higher UI benefits reduce the cost of being unemployed and hence increase employees' incentives to engage in adverse behavior. We find that higher UI benefits are associated with higher engagement in employee-related CSR. This finding suggests that companies use CSR as a strategic management tool—specifically, an employee governance tool—to increase employee engagement and counter the possibility of adverse behavior. We further examine plausible mechanisms underlying this relationship. Managerial summary: This study examines whether companies employ corporate social responsibility (CSR) to improve employee engagement and mitigate adverse behavior at the workplace (e.g., shirking, absenteeism). We find that companies react to increased risk of adverse behavior by strategically increasing their investment in employee-related CSR (e.g., work-life balance benefits, health and safety policies). Our findings have important managerial implications. In particular, they suggest that CSR may help companies motivate and engage their employees. Hence, companies dealing with employees that are unmotivated, regularly absent, or engage in other forms of adverse behavior, may find it worthwhile to design and implement effective CSR practices. Further, our findings suggest that CSR can be used as employee governance tool. Accordingly, managers could benefit from integrating CSR considerations into their strategic planning.
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