Suchergebnisse

This paper seeks evidence of implicit regulation of executive pay. The implicit regulation hypothesis suggests highly visible companies will constrain their behavior to avoid potential reprisals from constituents, politicians and potential regulators. We extend this literature using a measure of corporate visibility based on the number of news stories about each firm in a balanced panel of 242 public companies.

PurposeThe purpose of this paper is to explore the relationship between fit (organization and job) perceptions and work engagement (WE).Design/methodology/approachThe authors deployed a two-wave survey among 377 clerical employees of the specialist lending division of a large UK bank, with the waves separated by 12 months.FindingsThe results show a positive relationship between person organization (PO) and person job (PJ) fit perceptions (at Time 1) and WE (at Time 2). Job satisfaction (JS) and affective commitment (AC) dual-mediate these relationships. The effect of PO fit on WE manifests primarily via AC, while the effect of PJ fit manifests primarily via JS.Practical implicationsThe study indicates that organizations should consider the fit of employees to their jobs and the organization when designing interventions intended to increase WE. Also, potential synergies exist between organizational interventions designed to influence employee attitudes focused on similar units of analysis: e.g., PJ fit with JS or PO fit with AC.Originality/valueThis study provides the first investigation of the dual-mediation, via JS and AC, of the effects of both PJ and PO fit on WE. Furthermore, the use of a time-lagged design strengthens the evidence for the novel hypotheses of this study and enables verification of findings in the extant literature.

This study investigates the role of corporate social performance (CSP) within the psychological contract to better illuminate the micro-processes through which CSP promotes improved firm–stakeholder relationships. It extends the study of psychological contract breach beyond the dyadic relationship between the organization and the employee through an analysis of the impact of employee perceptions of internal and external CSP on psychological contract breach. In so doing, we add significantly to the growing evidence base in relation to if, how, and when affective commitment is enhanced by CSP by explicitly accounting for the role of employee expectations in respect of their employers' socially responsible initiatives in shaping employees' attitudinal outcomes.