Effectiveness of employee welfare schemes: differences of specific professional profiles

Teti, Emanuele; Andriotto, Mauro

doi:10.1080/09585192.2013.763840

Cited by 10 publications

(8 citation statements)

References 27 publications

(25 reference statements)

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“…We revealed that employees' perceptions of benefits schemes are negatively associated with emotional exhaustion. This is consistent with past studies showing that employee benefits elicit positive attitudinal and behavioural outcomes, including job satisfaction (Teti and Andriotto, 2013) and organisational commitment (Newman and Sheikh, 2012).…”

Section: Discussionsupporting

confidence: 93%

“…Bowen and Ostroff (2004) maintained that managers need to send stable and congruent HRM messages to employees so that a strong organisational climate will be established. That is, when managers unambiguously communicate the employee-oriented intentions behind benefits schemes, employees will probably infer that they are appreciated and supported by their managers and hence relieve their job-related stress (Teti and Andriotto, 2013).…”

Section: Discussionmentioning

confidence: 99%

“…An employee benefits scheme can be considered a key form of organisational support, which is likely to encourage employees' involvement, due to a reciprocal exchange (Shantz et al , 2016). Specifically, the benefits scheme introduced by the organisation delivers a message to employees that their organisation is willing to take care of their well-being, support their development and enhance their life quality (Teti and Andriotto, 2013). In turn, employees feel an obligation to respond to the organisation's appreciation by taking initiatives at work and showing identification and enthusiasm with their job (Nishii et al , 2008).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

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

Xiao

Cooke

Mavondo

et al. 2022

IJM

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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.

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Section: Discussionsupporting

confidence: 93%

Section: Discussionmentioning

confidence: 99%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

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

Xiao

Cooke

Mavondo

et al. 2022

IJM

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“…An overall reward program gives a good perception about the non-financial rewards which was basically dependent on the fairness of the different programs with some incentives as a reward. According to "policy on employee welfare" (Teti & Andriotto, 2013), the management is responsible for training and supervising employees on safe procedures and healthcare, providing information on safety hazards and providing safety equipment.…”

Section: Literature Reviewmentioning

confidence: 99%

Impact of Incentives on the Job Performance of Employees Working in Textile Industries of District Kohat

Hussain

Jumani

Ahmad

2019

IJITL

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The study was focused to find the impact of the incentives on the job performance of the employees working in the textile industries particularly conducted to identify the financial & non-financial incentives used for the betterment of textile employees. This study also compared the significance of incentives between Kohat Textile Mills and Janana Demaluchu Textile Mills in district Kohat. Population of the study constituted all the employees working in the Textile Mills situated in district Kohat. The study was delimited to the two Textiles Mills of district Kohat i.e., Kohat Textile Mills and Janana Demaluchu Textile Mills. 60 respondents, having age between 20 to 50 years, were selected using stratified sampling technique from two selected textile mills (30 from Kohat Textile Mills and 30 from Janana Demaluchu Textile Mills). A self-made questionnaire was used as research instrument for the collection of the information from the employees working in sampled textile mills. After collection of the data, it was tabulated and analyzed by using t-test for finding the significance between two mills at alpha level of 0.05 value. It was concluded that salary packages, overtime payment and bonus were more attractive financial rewards as compared to the non-financial rewards like free education of the children, recreational activities, and retirement benefits which were considered as more necessary for the employees' satisfaction into their lives.

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“…When a company creates value, it distributes it to its various stakeholders: to its primary stakeholders -the shareholders -in the form of dividends, to its employees, in the form salaries, and to its customers through goods and services, just to mention a few examples (Bansal, 2005;Howard, 2010;Teti and Andriotto, 2013). The crucial 950 JMD 33,10 implied issue is the need to establish for whom the value should be primarily created and distributed (Mainardes et al, 2011).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Competitive strategies and value creation: a twofold perspective analysis

Teti

Perrini

Tirapelle

2014

Journal of Management Development

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Purpose – The purpose of this paper is to investigate whether the implementation of a defined competitive strategy – differentiation or cost leadership – brings about different value creation levels, where “value” is defined in a twofold perspective as “shareholder value” vs “stakeholder value” and “social capital”. Design/methodology/approach – A sample of 169 European companies is investigated. Simple linear regressions and t-tests for the equality of means are conducted. Findings – While no significant differences are found in the creation of value for the shareholders, firms following differentiation strategies generate considerably higher value for all the stakeholder groups than companies pursing cost leadership strategies. Results also show that size and reputational considerations play a significant role in explaining the different stakeholder value performances. Research limitations/implications – Some data such as off-balance sheet items could have influenced the calculation of the discriminant values for strategy classification. Practical implications – Although the two groups manage to achieve comparable levels of profitability, the differentiators, presumably because of their structural outward-facing orientation, seem to be better positioned to meet the challenges of the next wave of growth, which resides in the substantial interconnection between economic and societal value. Companies need a better understanding of how the stakeholder value theory and social capital can influence value creation and long-term success. Originality/value – In light of the importance of competitive strategy as a value-creation tool, the paper sheds new light on the relationship between competitive strategies and value creation.

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Effectiveness of employee welfare schemes: differences of specific professional profiles

Cited by 10 publications

References 27 publications

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

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

Impact of Incentives on the Job Performance of Employees Working in Textile Industries of District Kohat

Competitive strategies and value creation: a twofold perspective analysis

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