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Purpose – This paper aims to detail the policies and practices that helped Creditsafe UK, a provider of online company credit reports, to earn 23rd place in the latest Sunday Times Best 100 Companies to Work For.Design/methodology/approach – The paper focuses on the areas of recruitment, induction, training, empowerment, teamwork, management style, flexible working and promotion from within. It includes the personal stories of three employees of the company.Findings – The paper explains that the culture built from day one has been conducive to high levels of employee engagement. Significant emphasis has been placed on creating an environment that welcomes dynamic, motivated and hard-working people and gives them the opportunity to grow to the best of their ability.Practical implications – The paper highlights the importance of creating a friendly, high-energy, engaged environment with opportunities for personal growth and advancement.Social implications – It stresses the key role of promoting employees from within the company.Originality/value – The paper details a number of unusual HR practices, including the provision of activity areas with table-tennis or football tables, plus a disco ball adorning all sales departments, with the sales floor being affectionately referred to as the dance floor. It advances the view that, through creative employment-engagement strategies, companies can derive measurable and tangible business benefits. Companies can improve their profitability by investing in employee development, through productivity gains and reduced employee churn. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to describe the policies and practices that have helped to make Santander UK a great place to work.Design/methodology/approach – Explains the reasons for the policies, the form they take and the results they have achieved.Findings – Details specific policies in areas such as work-life balance, caring for carers, diversity, employee development, employee health, employees with school-age children, employee engagement and community involvement.Practical implications – Advances the view that a major factor in engagement is in employees feeling that the company, and particularly senior leaders, genuinely cares about their well-being. That is the culture the bank strives for.Social implications – Reveals that the bank matches the money raised by employees in their fund-raising activities in the community.Originality/value – Discusses the wide range of benefits available to employees at Santander UK and assesses the impact on individuals and the organization as a whole. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to explore the role of multi-level forms of efficacy and organisational interactions necessary for promoting effective work engagement. Design/methodology/approach – Work engagement is explored from a multi-level efficacy perspective (self, collective and organisational). Based on the ideas of Bandura, workplace interactions are investigated through the theoretical lens of social cognitive theory (SCT). Findings – The ability to conceptualise engagement from individual, group and organisational perspectives, helps researchers and HR practitioners appreciate the complexities involved. The paper also highlights a need for developing new organisational interactions that promote engagement, as opposed to reinforcing stale managerial policies, or one-sided strategies for short term productivity gains. Organisational interactions should respond to job demands at both individual and collective levels. The paper also suggests that new interactions and stronger communication helps promote collective and organisational efficacy. Research limitations/implications – This is a theoretical discussion piece that attempts to set the scene and examine broad issues, and thus there is no measurement or empirical analysis attempted. Additional work is required to operationalise constructs further, as part of a case study protocol for future in-depth empirical analysis. Originality/value – This thought-piece paper is significant for managers in retail and researchers alike, when developing organisational interactions from a multi-level efficacy perspective. The conceptual contribution of the paper is a fresh macro-analytical perspective concerning efficacy and work engagement. Some ideas are also presented for future research. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to analyse the cross-cultural reasons underlying the extreme industrial unrest experienced during the first seven years of Toyota's operations in India. Design/methodology/approach – The paper employs a case study approach using data obtained from 30 personal interviews, field notes, observations, and internet media sources. Findings – The paper reports how Toyotism shares three common features with Brahminism – renunciation, performance, and perfection – and how antipathy towards the manner in which these features were implemented in India caused significant resistance amongst the production workforce. Research limitations/implications – The paper has implications for academics and practitioners in helping to understand how employee relations, unrest and antagonism towards lean manufacturing practices are closely related to cross-cultural issues prevalent in host countries. Originality/value – The concept of Brahmanism in Indian employee relations is under-researched in comparison with other aspects of Indian culture and antipathy towards the concept as a source of resistance to the implementation of lean systems needs to be better understood. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine associations between work-family conflicts, threat appraisals, self-efficacy, and emotional exhaustion. Threat appraisal was hypothesized to mediate relations between work-family conflicts (work-to-family and family-to-work) and emotional exhaustion. Self-efficacy was hypothesized to moderate relations between work-family conflicts and threat appraisal, with relations expected to be weaker for individuals high in self-efficacy. Design/methodology/approach – University employees (n=159; 67 percent female) participated in this non-experimental study. Data were gathered via questionnaire. Two-thirds of participants completed measures of work-family conflicts and threat-appraisal a few weeks prior to completing measures of self-efficacy and emotional exhaustion; remaining participants completed one cross-sectional survey. Findings – Observed relations were consistent with predicted mediation hypotheses. Contrary to predictions, self-efficacy did not moderate relations between work-to-family conflict and threat-appraisal and the relation between family-to-work conflict and threat-appraisal was stronger for those with higher self-efficacy. Self-efficacy was negatively related to emotional exhaustion. Practical implications – Organizations should foster positive work-family climates to help alleviate work-family conflicts. Managers should demonstrate compassion when dealing with employees who have serious family concerns, as even efficacious individuals may find such situations threatening. Originality/value – This research integrates stress theories with research on the work-family interface. The relevance of threat appraisal and the role of self-efficacy are highlighted. [ABSTRACT FROM AUTHOR]

Purpose – In recent years, the literature on person-environment fit as a sought-after outcome has burgeoned whereas misfit has been relatively neglected. Specifically, little research has investigated how people develop and maintain perceptions of not fitting in. The aim of this paper is to review past research on misfit, and present new data examining the role of coworker social relations in surfacing or diminishing perceptions of misfit. Design/methodology/approach – Written data were collected from 167 participants and analyzed using thematic coding. Themes emerging from the data were compared against the model of person-environment misfit. Findings – From the authors' analysis of previous misfit research they identify four dimensions of misfit: sociodemographic, individual differences, structural, and social. The authors' data support and extend these dimensions. Further, the findings suggest that the social context is related to perceptions of misfit. Practical implications – Managers can play a key role in misfit perceptions, both through action and inaction. Managers should note the importance of social relations in perceptions of misfit, and aim to provide supportive and well-structured work contexts. Originality/value – This paper makes four key contributions to the person-environment fit literature. One is the categorization of dimensions of misfit, developed from past research. The second is the provision of three conceptual models summarizing different approaches to misfit in relation to fit. Third, the paper provides a novel perspective on misfit by focusing on social norms as the background against which misfit is experienced. Fourth, this research supports and extends on the four component model of misfit developed in the authors' initial review. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this study is to elucidate the relationship between perceived employee influence and organizational commitment by applying a multidimensional approach that includes influence perceived to stem from the individual and the team, as well as affective and normative commitment. Design/methodology/approach – A total of 526 out of a population of 732 employees (72 percent reply rate) from four Danish companies in different industries and with different types of teams participated in the questionnaire study. Findings – Results of bootstrapping mediation analyses reveal that a relationship between perceived influence of the team and affective commitment is fully mediated by perceived individual influence. Results of multiple regression analyses show a positive relationship between team and individual influence, and that normative commitment moderated the relationship negatively. The results are to suggest that influence of the team may stimulate employees' individual influence, and in turn their affective commitment, if their normative commitment is not very high. Research limitations/implications – Generalization of the results to cultures, which are dissimilar to the Danish should be cautiously considered and further studies are needed to elucidate causality between the variables. Originality/value – The identification of normative commitment as a variable that can potentially hinder that employees experience their teams to enhance their individual freedom elucidates the conditions that may be behind different current findings in the literature. The finding that suggests that employees need to perceive that they benefit from their team's influence in order to feel more affective committed to their organization adds to knowledge about team work's possible effects for employee attitudes. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to analyse the role of non-violent protest (satyagraha) in a multinational automobile plant in India that has suffered from considerable employee relations problems. Design/methodology/approach – The paper employs a case study of a Japanese-owned company using data obtained from 30 personal interviews and from internet media sources. Findings – It is found that workers initially pursued their protests through satyagraha-style methods before taking on a more violent posture when company management refused to accept any notion of jointly seeking a new harmony. The reasons for these developments are explored. Practical implications – The paper has implications for the manner in which scholars and practitioners view the respective roles, significance, and management of satyagraha and non-satyagraha protest in Indian companies. Originality/value – The importance of satyagraha in Indian employee relations is under-researched in comparison with other factors, and is especially significant for culturally-unaware multinational companies in successfully understanding and managing protest in the workplace context. [ABSTRACT FROM AUTHOR]

Purpose |!|#8211; This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach |!|#8211; This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings |!|#8211; In early 2012 various researches around employee engagement found their way into the mainstream press in the UK. Studies show, said the reports, that the majority of firms|!|#39; employees seemed to enjoy working for their companies and were satisfied with their working life. However only a very small percentage actually engaged with their firms, to the extent that they were willing to go the extra mile to make them successful. Practical implications |!|#8211; The paper provides strategic insights and practical thinking that have influenced some of the world|!|#39;s leading organizations. Originality/value |!|#8211; The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format. [ABSTRACT FROM AUTHOR]

Purpose – A labor union's strength is a crucial factor when considering outcomes such as its constituents' empowerment. One of the most important goals of any labor union is to achieve increased balance-of-power between the labor and management groups; hence, union strength is an accomplishment of this fundamental aim. It follows that stronger unions, measured by their perceived effectiveness in dealing with management, will contain more empowered constituents. Previous union-related research typically considered employee empowerment at the group-level of analysis (e.g. improved work rules, pay, and benefits for entire groups of employees). The purpose of this paper is to propose and test hypotheses on the relationship between perceived union strength, a micro- or workplace-level analog of union bargaining power, and perceptions of shared leader-member expectations using supervisor-subordinate dyads as a unit of analysis. Design/methodology/approach – Working adults across the USA were sampled (n=347), through the use of a survey software company that makes survey panels commercially available. Respondents were racially/ethnically diverse, with a mean age of about 41 years (range of 18 to over 62 years), and slightly more females than males (about 65 percent female). Also, about 13.5 percent were members of a labor union. Findings – Employees who belonged to more powerful unions (i.e. compared to employees who belonged to less powerful unions) demonstrated increased shared-leadership expectations with their supervisors. In support of Hypothesis 1, non-union employees also possessed increased shared leadership expectations in comparison to union workers where the union was perceived as weak. As proposed in Hypothesis 2, unions perceived as strong produced more empowered constituents relative to unions perceived as weak. Finally, non-union employees did not appear to differ in shared-leadership expectations from employees perceiving strong unions, contrary to Hypothesis 3. Originality/value – A contribution of the present study is to show that unions also have significant connections with supervisor-subordinate relations (i.e. shared leadership), and that simply having a unionized workplace does not guarantee increased employee empowerment; unions must also be strong. [ABSTRACT FROM AUTHOR]

Purpose -- The relationship between participation quality and commitment has received relatively limited attention in the industrial relations (IR) and human resource management (HRM) literature. This paper seeks to fill some of the gaps in prior research. It aims to answer three questions: How do participation justice and satisfaction influence affective and normative organisational commitment? Does leader-member exchange (LMX) influence satisfaction and perceived justice with participation? Do the three assumed indicators of participation quality mediate the relationship between LMX and affective and normative organisational commitment? Design/methodology/approach -- The research was conducted at three faculties of a Dutch university, and involved faculty staff. E-mails and online questionnaires were distributed in Dutch. Hypotheses were tested. Three indicators of direct participation quality: satisfaction with participation, perceived distributive justice concerning participation, and procedural justice were included. Findings -- It was found that two indicators of participation quality mediate the LMX and affective organisational commitment relationship: satisfaction with direct participation and perceived distributive justice concerning direct participation. As a consequence, it can be concluded that supervisors' skills in fostering direct participation quality contribute to employees' positive attitudes towards the overall employment relationship and thereby perhaps also to organisational performance. Originality/value -- The paper explores the relationships between LMX, direct participation quality, and affective and normative organisational commitment. [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to detail some of the policies that have helped Midcounties Co-operative to become one of the Sunday Times Best Companies to Work For.Design/methodology/approach – It underlines the importance of good internal communications and employee development.Findings – It observes that the society's graduate program provides an opportunity for students with a 2:2 honours degree or better to gain experience across the society. They undertake six, four-month placements in different areas of the business. The graduates also carry out a project relevant to their placements.Practical implications – The paper describes the experiences of a number of people on the society's graduate program and reveals that training opportunities are among the reasons that employees rate the company as good to work for.Social implications – It reveals that employees are allowed to spend up to three paid days a year volunteering.Originality/value – The paper shows why employees rate highly the experience of working at Midcounties Co-operative. [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to explore employee empowerment at the Shanghai Hanye Information Technology Company.Design/methodology/approach – The paper describes the various forms that employee empowerment takes at the company, its limitations and the advantages it has brought.Findings – It reports that empowerment is serving to encourage: honest, open, co-operative and harmonious communications and relationships in the workplace; loyalty to the company; greater participation in the cultural life of the organization and its decision-making processes; and a more unified enterprise spirit.Practical implications – The paper explains that employees are expected to: contribute ideas that could help to overcome organizational difficulties; sacrifice self-interest in favor of the interests of the organization; work on regardless if misunderstandings or conflicts occur; and serve as intermediary for building relationships with other organizations.Social implications – The paper reveals that this type of "spiritual" HR is part of the prevailing ethos in the People's Republic of China.Originality/value – This study provides interesting detail, from an insider perspective, on employee empowerment in a Chinese context. [ABSTRACT FROM AUTHOR]