Labor supply and productivity responses to non-salary benefits

Spencer, Marilyn; Gevrek, Deniz; Chambers, Valrie; Bowden, Randall

doi:10.1108/pr-02-2015-0050

Cited by 7 publications

(7 citation statements)

References 30 publications

(26 reference statements)

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“…vouchers, prizes, discounts, free or subsidised parking, meals, etc.) (Spencer et al, 2016); and psychosical need fulfilment (e.g. social events, awards, employee community programmes, etc.)…”

Section: Workplace Benefitsmentioning

confidence: 99%

The corporate social responsibility (CSR) internal branding model: aligning employees’ CSR awareness, knowledge, and experience to deliver positive employee performance outcomes

Carlini

Grace

2021

Journal of Marketing Management

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With corporate social responsibility (CSR) becoming increasingly important, this research forms a nexus for strategic CSR and internal brand knowledge through the conceptual development and empirical validation of a model. The research methodology is based on an online survey administered via a temporal data collection approach (i.e. two-wave). The findings substantiate that internal branding constructs that characterise the employees internal CSR experienced. The internal CSR experience is also shaped by individual factors, such as employee awareness of CSR, perception of the sincerity of the CSR brand and subjective knowledge of CSR. The findings demonstrate the precedential effect of the internal branding constructs on employee performance outcomes (CSR involvement, organisational attachment and organisational citizenship behaviours). The integrity of the model is substantiated by partial least squares (PLS) testing. The study provides scholars and practitioners with empirical evidence of CSR as an internal branding tool to improve brand alignment and employee performance.

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Section: Workplace Benefitsmentioning

confidence: 99%

The corporate social responsibility (CSR) internal branding model: aligning employees’ CSR awareness, knowledge, and experience to deliver positive employee performance outcomes

Carlini

Grace

2021

Journal of Marketing Management

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“…Employee retention is not determined by a single factor but by several factors (Fitz-enz, 1990). The factors that are commonly discussed are career development opportunities, supervision, work stress (Brown et al, 2002), management style and leadership (Andrews and Wan, 2009), autonomy, work-schedule flexibility, social support (Loan-Clarke, 2010), compensation (Spencer et al, 2016), crafted workload and work-life balance (Christeen, 2015):…”

Section: Determinants Of Employee Retentionmentioning

confidence: 99%

Something beyond paycheque to boosting employee retention: evidence from a South Indian hospital

Bharath

2021

XJM

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Purpose This paper aims to emphasize the need for a strategic approach to employee retention beyond financial benefits. This is directly proportional to employee retention. Bringing out the retention measures preferred by employees, depicting the relationship of demographic profile with employee retention tendency and exploring implications giving importance to beyond paycheque factors are the objectives of the study. Design/methodology/approach This study uses applied qualitative approach with a realistic view to collect the details of retention measures and practices from purposively selected 36 health-care experts by the conduct of interview using a one-to-one discussion with written notes. With quantitative approach, opinion survey was administered to receive the perceived opinion of randomly selected 350 health-care employees on paycheque and on beyond paycheque factors boosting their intention to stay. Bhattacharya and Ramachandran’s health-care study framework on retention was applied for the identification of the factors. Findings Both paycheque and beyond paycheque benefits are important for retention. Most respondents prefer beyond paycheque factors practiced at sampled hospital. Age, marital status and residence of employees are significantly associated with retention. The strategic initiatives of the sampled hospital to retention concerning motivational needs of employees in the workplace are thank you board, camp head, ad act camp, success corner and so forth. Research limitations/implications Addressing health-care work and relationship-related issues in terms of employee retention giving importance to beyond paycheque benefits – remedy for compassion fatigue health-care employees face in routine works, meeting promises made by management regarding paycheque or beyond paycheque benefits, employees participative in decisions in medical, clinical and in functional areas, reducing workload and role stress by the conduct of role analysis. Originality/value Many research studies are emphasizing the contribution of financial benefits to employee retention. Only a few studies have been carried out exploring and emphasizing the importance of beyond financial benefits motivating employee retention. This is the study of evidence from a hospital that gives strategic importance to beyond paycheque elements as well as paycheque elements.

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“…Kepuasan kerja: dengan pertimbangan konteks unik pada tambang emas, skala pengukuran yang dibangun untuk kepuasan kerja diadopsi dari Spencer, Gevrek, Chambers, & Bowden (2016). Skala tersebut terdiri dari empat item yaitu, pekerjaan itu sendiri, penghargaan, pengawasan, dan rekan kerja.…”

Section: Pengukuranunclassified

Budaya Keselamatan Kerja Sebagai Faktor Kunci Kinerja Karyawan Pada Perusahaan Tambang Emas

Widyanty¹

2020

JDM

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Penelitian ini dilakukan untuk menguji peran budaya keselamatan kerja sebagai faktor kunci dalam kinerja karyawan dan untuk menganalisis faktor-faktor yang terkait dengan kinerja karyawan pertambangan emas. Data dikumpulkan menggunakan sampel dari perusahaan tambang emas di Jawa Timur, Indonesia. Penulis mengumpulkan informasi tentang budaya keselamatan keselamatan kerja, motivasi, kepuasan kerja, dan kinerja karyawan serta karakteristik karyawan lainnya. Data dikumpulkan menggunakan kuesioner dan analisis prosedural bersyarat yang dilakukan untuk menguji model. Hasil pengolahan data menggunakan SEM menunjukkan bahwa budaya keselamatan kerja memiliki pengaruh yang signifikan terhadap kinerja karyawan melalui motivasi dan kepuasan kerja sebagai mediator. Temuan menunjukkan bahwa praktisi harus lebih menekankan pengembangan budaya keselamatan kerja untuk manajemen perusahaan karena hasil penelitian menunjukkan bahwa budaya keselamatan dapat menjadi faktor kunci untuk meningkatkan kinerja karyawan. Diperlukan tindakan korektif untuk mengoptimalkan faktor-faktor yang memengaruhi budaya keselamatan kerja. Memprioritaskan budaya keselamatan kerja, memberikan pelatihan dan pengembangan keselamatan kerja bagi karyawan, menciptakan sistem kompensasi yang mendorong karyawan untuk berperilaku aman, dan menetapkan standar keamanan yang jelas adalah langkah-langkah yang perlu dilakukan oleh perusahaan tambang emas di Jawa Timur untuk meningkatkan kinerja karyawan. Keterbatasan penelitian ini adalah populasi difokuskan pada karyawan perusahaan tambang emas yang berlokasi di Jawa Timur. Penelitian selanjutnya dapat menggunakan populasi yang lebih luas yang dapat lebih menggeneralisasi temuan.

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Labor supply and productivity responses to non-salary benefits

Cited by 7 publications

References 30 publications

The corporate social responsibility (CSR) internal branding model: aligning employees’ CSR awareness, knowledge, and experience to deliver positive employee performance outcomes

The corporate social responsibility (CSR) internal branding model: aligning employees’ CSR awareness, knowledge, and experience to deliver positive employee performance outcomes

Something beyond paycheque to boosting employee retention: evidence from a South Indian hospital

Budaya Keselamatan Kerja Sebagai Faktor Kunci Kinerja Karyawan Pada Perusahaan Tambang Emas

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