Rewarding employees in turbulent economies for improved organisational performance

Prouska, Rea; Psychogios, Alexandros; Rexhepi, Yllka

doi:10.1108/pr-02-2015-0024

Cited by 33 publications

(41 citation statements)

References 68 publications

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“…The front-line managers were offering employees additional days off and allowing them to leave work early. This finding supports Prouska et al [90] who found that work-life balance motivates employees to work harder because it is perceived as a reward. In contrast, Peluso et al [91] conducted a quantitative research and concluded that while many employees like to be rewarded, whether in monetary or non-monetary form, it differs from one individual to another, wherein some individuals may not be motivated by the reward provided by the employers.…”

Section: Third Approach-rewarding the Employees In Exchange For Helping To Address The Personnel Resource Shortagessupporting

confidence: 87%

Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations

2021

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External shocks have severely affected the aviation sector with detrimental impacts on airport service employees. Service-sector organizations tend to implement radical organizational change to survive and front-line managers face often-opposing demands. This study aims to shed light on how front-line managers cope by utilizing social exchange-based strategies during radical organizational change. This study uses an exploratory qualitative design and thematically analyses data obtained from 40 semi-structured interviews with senior managers, front-line managers and employees working for an airline services provider operating in a major international airport in Australia. The study finds that front-line managers employ several social exchange approaches to overcome the paradoxical challenge of facilitating change while maintaining current operations. We find evidence of four approaches that the front-line managers utilize that are based on social exchange: (1) building relationships with clients’ representatives; (2) utilizing relationships with experienced employees to facilitate radical organizational change practices; (3) rewarding employees in exchange for helping to manage personnel shortages; and (4) motivating employees by various morale-enhancing techniques. The study contributes to organizational sustainability and change research by developing a deeper understanding of the importance of social exchange in facilitating the work of front-line managers in the airport services sector.

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Section: Third Approach-rewarding the Employees In Exchange For Helping To Address The Personnel Resource Shortagessupporting

confidence: 87%

Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations

2021

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“…Performance pressure, threat appraisal and work engagement Performance pressure is a subjective experience of "any factor or combination of factors that increase the importance of performing well" (Baumeister, 1984, p. 610). Rewards, punishments and competition in the workplace can produce the perception that meeting goals and achieving high levels of performance is highly important (Prouska et al, 2016), which is also referred to as performance pressure (Zhang et al, 2017). According to Gardner (2012), performance pressure is an external force imposed on employees to deliver a superior outcome and high levels of performance.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Linking performance pressure to employee work engagement: the moderating role of emotional stability

Kundi

Sardar

Badar

2021

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PurposeThe purpose of this paper is to investigate the mediating role of threat and challenge appraisals in the relationship between performance pressure and employees' work engagement, as well as the buffering role of emotional stability, as a personal characteristic, in this process.Design/methodology/approachData were collected using a three-wave research design. Hypotheses were examined with a sample of 247 white-collar employees from French organizations.FindingsPerformance pressure is appraised as either threat or challenge. Challenge appraisal positively mediated the performance pressure and work engagement relationship, whereas threat appraisal negatively mediated the performance pressure and work engagement relationship. Emotional stability moderated these effects, suggesting performance pressure was appraised as a challenge rather than a threat, which then enhanced employee work engagement.Practical implicationsThis study has shown that employees with high emotional stability who perceived performance pressure as a challenge achieved stronger employee work engagement.Originality/valueBuilding on Lazare's theory of stress and Mitchell et al. 's theorization, this research demonstrates mediating and moderating mechanisms driving the role of performance pressure on employee work engagement relationships.

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“…Among the characteristics that distinguish turbulence from other critical situations are its large and uncontrollable scale, high velocity and fluctuation, its cascading effect and unclear patterns of evolution, leading to a chaotic situation (Prouska et al, 2016). Turbulence, broadly defined, "is a measure of change that occurs in the factors or components of an organization's environment.…”

Section: Turbulent Times As a Moderatormentioning

confidence: 99%

Exploring the relationship between Job autonomy and employee engagement in turbulent times

Kidane¹,

Xuefeng²

2021

IJRBS

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This study aims to develop and test a holistic model that depicts and examines the relationships among job autonomy, its drivers, as well as autonomous motivation and influence employee engagement. This research is among the first works to deal with such a complex framework that considers the interrelationships among numerous constructs and their effects on employee engagement. A questionnaire was designed to measure the influence of Job autonomy and its drivers on employee engagement while taking into consideration the impact of turbulent times and organizational commitment on these relationships. Data collected from a sample of 317 respondents working in Ethiopian commercial banks were used to test the proposed relationships. The relationships were analyzed using partial least squares structural equation modeling (PLS-SEM) using the Smart PLS 3 software and SPSS version 26. PLS is a well-established technique for estimating path coefficients in structural models and has been widely used in a number of research studies. The proposed model proved to be fit. The findings of this study suggest that creating job autonomy and assuring autonomous motivation, may help companies gain employee engagement and enhance their performance. The adoption and implementation of such activities are driven by method, criteria, and scheduling autonomy. The successful implementation of these practices requires considering the level of turbulent environment and organizational tenure. The hypotheses were supported, and implications were discussed

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Rewarding employees in turbulent economies for improved organisational performance

Cited by 33 publications

References 68 publications

Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations

Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations

Linking performance pressure to employee work engagement: the moderating role of emotional stability

Exploring the relationship between Job autonomy and employee engagement in turbulent times

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