High-Performance Work Practices and Core Employee Wages

Sgobbi, Francesca; Cainarca, Gian Carlo

doi:10.1177/0019793914564967

Cited by 9 publications

(5 citation statements)

References 85 publications

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“…This finding is supported by Ince and Gil [15], who exerted that in increasing horizontal communication among employees, it would affect employee performance in a positive way. Other researchers such as Kibe [22], Sgobbi and Cainarca [23] also postulated that there is a positive relationship between horizontal communication and employee performance. The researchers found that horizontal communication encourages learning and decision making at the lower level of hierarchy in the organization.…”

Section: Discussionmentioning

confidence: 99%

Exploring the Impact of Communication on Employee Performance

2019

IJRTE

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This study aims to examine types of communication such as horizontal communication, downward communication and upward communication that impact employee performance in a property development company in Malaysia. Survey questionnaire approach was applied to collect data in this study. A total of 120 respondents participated in this research. The results indicated that downward communication (DC) and horizontal communication (HC) have significant positive impacts towards employee performance. The research finding is able to provide insights and important information to the property development firms to better understand the importance of communication among employees in enhancing employee performance. For this to happen, management may focus on the development of soft skills to increase the ability to express and communicate among the employees. Management should organize more activities such as inter-departmental meetings to create quality bonding among superiors and subordinates. Proper training and development plan should be established to realize effective communication in the organization.

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Section: Discussionmentioning

confidence: 99%

Exploring the Impact of Communication on Employee Performance

2019

IJRTE

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“…In theory, both JER and JEL can improve job satisfaction through the enhancement of employee motivation and skills (Sgobbi and Cainarca, 2015). Motivating effects are often considered higher for JER than JEL because JEL merely adds ‘requirements at the same level’, whereas JER adds ‘higher level responsibilities’ (Grant et al, 2011: 420, 425).…”

Section: Je and Worker Well‐beingmentioning

confidence: 99%

“…Various empirical studies have examined the relation between JE (HPWP or enriching job designs) and worker well‐being (Godard, 2004; Handel and Levine, 2004; Humphrey et al, 2007; Sgobbi and Cainarca, 2015). Although JE tends to be positively related to satisfaction in particular, the findings are mixed and depend on specific practices or job characteristics.…”

Section: Je and Worker Well‐beingmentioning

confidence: 99%

Doing boss‐like tasks and worker well‐being: Job enrichment revisited

Asuyama

2022

Labour

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This study revisits the relationship between job enrichment and worker well-being by analysing worker-level data from around 20 countries. Job enrichment, which vertically expands jobs, is primarily measured by the novel 'boss-like tasks' indicator, constructed from 42 task-frequency data. The aim of job enrichment is to motivate workers. However, the study finds that even though average non-boss workers doing more boss-like tasks earn higher wages, they are not necessarily more satisfied with their jobs. The non-positive or slightly negative association with satisfaction becomes positive when workers have low-skilled blue-collar jobs or when tasks involving planning and organizing are enriched.

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“…However, the empirical evidence of an association between an increased use of high performance and involvement practices and earnings is inconclusive (Sgobbi and Cainarca, 2015). While some studies indicate that such practices can lead to higher wages for workers (Applebaum et al , 2000; Bailey et al , 2001) a review of 20 studies by Handel and Levine (2004) concluded the majority of studies indicated no significant effect on earnings.…”

Section: Empirical Evidencementioning

confidence: 99%

Do high-involvement work practices affect employee earnings in union and non-union settings in the Irish private sector?

Turner

Cross

2018

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Purpose The link between human resource practices and earnings for workers is a notable research lacuna and the purpose of this paper is to address this relationship using a matched data set covering all employees and employers in the Irish private sector. Design/methodology/approach The analysis is based on the National Employment Survey (NES) (2008). The survey provides measures of individual characteristics such as union membership, collective bargaining coverage, sector, occupation, age, sex and educational attainment. It also provides data on individual employee earnings including overtime and shift allowances, together with weekly hours worked. The particular benefit of the NES is that it is a large-scale matched employer-employee survey. Findings The results indicate that extensive use of high-involvement practices measured in this study is positively associated with higher earnings for both lower and higher earning employees. The authors also find that for employees covered by a collective agreement, the positive effects of high-involvement work practices are complementary with a union earnings premium. Research limitations/implications Some caution is required in the interpretation of the results given the cross-sectional nature of the data. With cross-sectional data it is difficult to establish definitive causal and directional linkages between high-involvement measures and levels of earnings and earnings inequality. Practical implications For trade unions and their members, the results imply that the involvement practices as measured in this study are unlikely to substitute for the earnings premium associated with collective bargaining coverage. For human resource, increasing the earnings of low-paid employees may carry relatively marginal costs but the benefits maybe considerable in the form of employee engagement, increased effort levels and productivity gains. Originality/value This study extends the literature on the outcomes of high-involvement practices for employees and firms by addressing their association with employee earnings particularly at the lower end of the wage hierarchy.

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High-Performance Work Practices and Core Employee Wages

Cited by 9 publications

References 85 publications

Exploring the Impact of Communication on Employee Performance

Exploring the Impact of Communication on Employee Performance

Doing boss‐like tasks and worker well‐being: Job enrichment revisited

Do high-involvement work practices affect employee earnings in union and non-union settings in the Irish private sector?

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