Employee tenure and staff performance: The case of a social enterprise

Godfroid, Cécile; Otiti, Naome; Mersland, Roy

doi:10.1016/j.jbusres.2021.10.011

Cited by 8 publications

(13 citation statements)

References 93 publications

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“…For small social enterprises, soft information tends to be even more valuable than hard information. The lending technology based on relationship lending and soft information models relies on the skills of loan officers and underlines the importance of staff retention (Artis and Cornée, 2016;Doering and Wry, 2022;Godfroid et al, 2022).…”

Section: Matching the Two Sides: Overcoming Information Asymmetrymentioning

confidence: 99%

The Changing Role of Banks in the Financial System: Social Versus Conventional Banks

Cornée

Cozarenco

Szafarz

2023

Sustainable Finance and ESG

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Social banks have emerged as a new group of banks that call themselves as "alternative", "ethical", "sustainable", and "value-based". Their small market share increases at a rapid pace and is still expected to grow in the future. Social banks are institutions with both (at least some) activities of financial intermediation and one or several non-financial missions, typically based on environmental and social values. By unpacking the observable, real-life differences between social banks and conventional banks, this chapter paves the way to theorizing the multidimensional characteristics of social banks within the global banking industry. Business models, governance issues, lending technologies; and social outcomes appear to be key aspects to understand how innovative, value-based, social banks work and how they might one day substantively affect mainstream banking business.

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Section: Matching the Two Sides: Overcoming Information Asymmetrymentioning

confidence: 99%

The Changing Role of Banks in the Financial System: Social Versus Conventional Banks

Cornée

Cozarenco

Szafarz

2023

Sustainable Finance and ESG

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“…Findings demonstrate that employees with longer tenure usually accumulate more skills and experience ( Yang et al, 2015 ), and show higher levels of in-role and extra-role performance ( McEnrue, 1988 ; Ng and Feldman, 2010 ). Previous literature has examined tenure as a factor that can associate with employee outcomes ( Oreilly and Caldwell, 1981 ; Yanadori and Kato, 2007 ; Ng and Feldman, 2010 ; Godfroid et al, 2022 ) or can act as a moderator in the link between organizational commitment and employee performance ( Wright and Bonett, 2002 ), turnover ( Taylor et al, 1996 ), leadership and job satisfaction ( Baek et al, 2019 ). In addition, Hu et al (2019) , examined the role of organizational tenure in the relationship between perceived HPWS and affective organizational commitment, indicating that the effect of perceived HPWS on affective commitment is stronger among employees with longer tenure.…”

Section: Theoretical Framework and Hypotheses’ Buildingmentioning

confidence: 99%

Performance Effects of High Performance Work Systems on Committed, Long-Term Employees: A Multilevel Study

Pahos

Galanaki

2022

Front. Psychol.

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Even though effects of High Performance Work Systems (HPWS) on employee performance have been widely investigated, there is no consensus on how this link is achieved. Drawing on Social Exchange Theory (SET), this paper attempts to shed more light in this relationship by investigating the mediating role of affective, normative, and continuance commitment in the relationship between HPWS and employee performance. Moreover, the potential moderating role of employee tenure on the HPWS—organizational commitment link is examined. Using data from 342 subordinates and 115 supervisors from 111 service organizations in Greece, our multilevel analysis shows that affective commitment fully mediates the relationship between HPWS and employee performance. In addition, employee tenure positively moderates the relationships between HPWS and affective and normative commitment. The paper discusses theoretical implications and provides recommendations for practitioners.

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“…Therefore, an important concept emerged that was recognized as the key to excellence in human resources, namely through the right people in the right place at the right time. Many things can be essential factors in creating superior human resources, such as the suitability of employee characteristics with the company (Godfroid et al, 2022), employee motivation to work (Parker et al, 2021), and a company culture that supports employee skill growth (Al-Swidi et al, 2021). In their research, Hidayat & Cavorina, (2018) found a partial effect on individual characteristic variables on performance.…”

Section: Introduction *mentioning

confidence: 99%

Effect of Employee Characteristics and Organizational Culture on Employee Performance Mediated By Motivation

2022

Quant. Econ. Manag. Stud.

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Human resources are important factors that need to be considered by companies, with superior human resources, the company has the potential to achieve its goals effectively and efficiently. Besides that, the company can also win the competition and expand its business. This study aims to analyze the effect of employee characteristics and organizational culture on employee performance with motivation as a mediating variable. Using the purposive sampling technique, the respondents obtained are 125 employees of PT Nuansa Bumi. The technique used in analyzing the data in this research is Non-Probability sampling using SmartPLS tools. The results obtained from this study are that employee characteristics and organizational culture positively affect employee performance. Employee characteristics and organizational culture mediated by motivational variable also positively affect employee performance.

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Employee tenure and staff performance: The case of a social enterprise

Cited by 8 publications

References 93 publications

The Changing Role of Banks in the Financial System: Social Versus Conventional Banks

The Changing Role of Banks in the Financial System: Social Versus Conventional Banks

Performance Effects of High Performance Work Systems on Committed, Long-Term Employees: A Multilevel Study

Effect of Employee Characteristics and Organizational Culture on Employee Performance Mediated By Motivation

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