Abstract:Purpose-This research aims to verify if perceptions of organizational justice in incentive contracts have a positive effect on the congruence between personal and organizational objectives in companies with decentralized structures. Design/methodology/approach-The research is quantitative. We used a questionnaire as the form of data collection. The instrument consists of 39 statements to test the theoretical hypotheses through structural equation modeling. The accessibility sample consisted of 140 managers of … Show more
“…One of the most relevant points to highlight is that most of the B companies operating in the tourism and social entrepreneurship sectors for decades demonstrate their compliance with the quality of their services, organizational climate and process quality [109,110]. In this sense, B certification is not in opposition to other pre-existing certifications [111][112][113]. On the contrary, the B certification is compatible with each of them, even relying on several indicators of the same for the verification and compliance of the activities performed and thus assigning a score for compliance with the requirements.…”
One of the particularities of companies with a social purpose is that, through their business model of B companies, they have incorporated into their processes the necessary mechanisms to obtain, simultaneously, the profits to ensure the existence of the organization in the market. At the same time, social value is generated, which is necessary to address the problems of the social crisis caused by COVID-19 and the environmental problems affecting the community. The current global health and economic crisis has opened up the possibility of adopting business model B and focusing more on the individual. Based on the grounded theory method, we have examined 3500 B Corporations in Latin America, of which 57 were examined in 10 countries listed in the Directory of B Corporations for Latin America. The main conclusions are that B Corporations dedicated to tourism through responsible entrepreneurship develop a more inclusive, sustainable and environmentally friendly economy for the benefit of society, go beyond the notion of CSR and move away from traditional business, as B Corporations combine social development and economic growth.
“…One of the most relevant points to highlight is that most of the B companies operating in the tourism and social entrepreneurship sectors for decades demonstrate their compliance with the quality of their services, organizational climate and process quality [109,110]. In this sense, B certification is not in opposition to other pre-existing certifications [111][112][113]. On the contrary, the B certification is compatible with each of them, even relying on several indicators of the same for the verification and compliance of the activities performed and thus assigning a score for compliance with the requirements.…”
One of the particularities of companies with a social purpose is that, through their business model of B companies, they have incorporated into their processes the necessary mechanisms to obtain, simultaneously, the profits to ensure the existence of the organization in the market. At the same time, social value is generated, which is necessary to address the problems of the social crisis caused by COVID-19 and the environmental problems affecting the community. The current global health and economic crisis has opened up the possibility of adopting business model B and focusing more on the individual. Based on the grounded theory method, we have examined 3500 B Corporations in Latin America, of which 57 were examined in 10 countries listed in the Directory of B Corporations for Latin America. The main conclusions are that B Corporations dedicated to tourism through responsible entrepreneurship develop a more inclusive, sustainable and environmentally friendly economy for the benefit of society, go beyond the notion of CSR and move away from traditional business, as B Corporations combine social development and economic growth.
“…Role congruence is a job resource as employees are driven to and remain in businesses with comparable aims since it allows them to fulfil their work goals (Schneider, 1987). The majority of studies on role congruence have concentrated on the management and employee (Jauch et al, 1980) interests with those of the organization, and this reflects different aspects, which include a perception of fairness, employee reliability, effectiveness in the institutional climate, feelings of belonging, turnover decrease, task performance, and so on (Klein & Colauto, 2020). Therefore, a lack of congruence is a fundamental agency problem that significantly affects design, symbolism, and acceptability.…”
This study investigates the impact of workplace agility, intrinsic motivation, and role congruence on innovative work behavior in private and public organizations. This empirical study used a quantitative research method and collected data from 358 employees in Saudi Arabian organizations. The data were gathered through a questionnaire distributed to the sample via social media groups. For this purpose, four standardized and validated questionnaires were used to measure the variables of interest. Since all the fit indices have robust fit, the proposed model qualifies for conducting Structural Equation Modeling (SEM). The results revealed a significant positive relationship, at a remarkable 0.01 level, between all the examined variables and innovative work behavior. This suggests that workplace agility, intrinsic motivation, and role congruence are positively associated with employees’ tendency to engage in innovative work behavior. Moreover, the study’s findings supported the hypotheses formulated for the research. All t-values exceeded 1.96, indicating statistical significance for all proposed variables. Theoretically, the study contributes to enhancing the current dynamic knowledge of the variables that influence the work environment. Practically, this study offers guidance to employees on innovative work behavior.
AcknowledgmentThis research is funded by Prince Sattam Bin Abdulaziz University under project numbered PSAU/2023/1444.
“…Improving employee performance will bring progress for companies to survive in an unstable competitive business environment (Yu et al, 2020). Therefore, efforts to improve employee performance are the most severe management challenge because the success of achieving goals and the company's survival depends on the quality of human resource performance (Klein & Colauto, 2020).…”
This paper aims to identify research trends on distributive justice on employee performance globally. The method used in this study is qualitative research with a bibliometric analysis. As for the data found, 107 documents were obtained and analyzed from 2014-2023. This dataset was converted to CSV format and for Bibliometrix in the analysis using VOSviewer. The study included publication distribution year, country, keywords, and authors. This study shows that the research trend from 2014 to 2023 indexed by Scopus has increased. 2020 and 2022 are the years with the highest number of research publications in the distributive justice and employee performance theme. The United States, with 28 documents, is considered the country that contributes the most to publications in this study. The study focuses on the influence of autonomous motivation on workplace performance, further emphasizing the importance of employee engagement and distributive justice. The results can help scholars quickly understand the distributive justice to employee performance research. The paper also provides an alternative approach to conducting a literature review with computer-aided analysis programs.
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