Jenell L. S. Wittmer

Non-standard work schedules and retention in the entry-level hourly workforce

Non-standard work schedules involve work outside the Monday–Friday daytime hours. Although research has heavily studied the health and family effects of such schedules, few studies have investigated their relationship to retention. We draw from Maertz and Campion’s discussion of motivational forces that influence turnover to propose that employees on non-standard schedules are more likely to quit their employer because of general job dissatisfaction and because of normative pressures from family and/or friends. Specifically, we hypothesized that employees on day shifts or weekday only schedules would remain with their employer longer than those who work on nonday shifts or on the weekends. We also hypothesized that perceived employment mobility would moderate the effects of non-standard schedules on retention length. Hypotheses were tested among 3,178 retail employees who worked five different distinct shift arrangements and different weekday/weekend schedules. Cox regression analyses indicated that, as hypothesized, employees working nonday shifts or schedules including weekends remained with their employer for a shorter duration of time than employees not on such schedules. Perceived mobility moderated the schedule–turnover relationship, though not in the hypothesized manner. We discuss the theoretical and practical implications of these findings for work schedule assignment and retention strategies.

Procedural Justice and Work Outcomes in a Unionized Setting: The Mediating Role of Leader-Member Exchange

This study extends previous literature on social exchange by investigating the mediating effects of leader-member exchange on the relationship between procedural justice, job attitudes and turnover in a unionized setting. Past research has shown that procedural justice and subordinate/supervisor exchanges are related to job attitudes and turnover. These relationships have normally been studied in non-union settings, in which union contextual variables are not considered. The current study uses hierarchical linear modeling to test theoretical models of these relationships in a unionized setting, where procedures and managerial treatment are more clearly defined and regulated. Results reveal that both procedural justice and leader-member exchange are related to organizational commitment and job satisfaction and leader-member exchange is related to actual turnover. Leadermember exchange partially mediates the relationship between procedural justice and these job attitudes after accounting for the effects of union commitment (at the individual level) and union-management relations (at the store level). From a managerial perspective, our results emphasize the importance of proper selection, training and performance appraisal of supervisors, with treatment and support of employees as a main focus.

Attitudes towards days worked where Sundays are scheduled

Over the last two decades in Europe and North America, many more employers have been requiring Sunday work. The current study examines attitudes towards days worked in a North American retail sample where most employees had to work on Sunday. We use Exchange Theory to develop hypotheses examining how factors related to working Sundays, such as organizational tenure, pay premiums, scheduling control, and scheduling flexibility, are associated with attitudes towards days worked. To test the hypotheses, employees were categorized into groups based on whether they worked Sundays and the premiums they received for working Sundays. Organizational tenure, higher premiums for Sunday work, and greater scheduling control were related to more positive attitudes towards days worked. In addition, employees more willing to work Sundays for scheduling control and flexibility had more negative attitudes towards their days worked. We discuss the practical implications in relation to work schedule management.

Lessons learned from a part-time worker typology applied to full-timers

Purpose - – Research on work status differences has yielded inconsistent results and is not relevant for todays workforce, economic circumstances, or the changing nature of work. Inconsistencies may be due to substantial heterogeneity, rather than homogeneity, within each group (part-time (PT) and full-time (FT)). Thus, researchers created a PT worker typology based on demographics and personal life roles. Systematic differences in attitudes and behaviors across derived groups of PT workers were found. The purpose of the current study is to test the applicability of this PT worker typology on FT workers and to extend the typologys foundational theory, partial inclusion theory (PIT). Design/methodology/approach - – The current study employs cluster analysis on three diverse samples ( Findings - – Strong support was found for a similar, but distinct, FT employee typology. Attitudinal and behavioral differences were also found among the various FT groups which were similar to the differences found among the PT groups. Research limitations/implications - – The current study has implications both for the application of PIT as well management and human resources. Targeted wellness and retention programs can be designed for various groups of FT employees, including scheduling flexibility and benefit plans. Originality/value - – This is one of the first studies to examine the heterogeneity of the FT workforce, understanding that FT workers also have substantial life roles outside of work that likely affect their involvement and attitudes at work.

Exploring the Relationship Between Diversity Intelligence, Emotional Intelligence, and Executive Coaching to Enhance Leader Development Practices:

The Problem Leadership development is one of the most pressing issues for human resource practitioners within organizations. Recently, coaching to enhance emotional intelligence (EQ) has become a major focal area for human resource and leadership development. The concept of EQ has received overwhelming research and practical support, suggesting that it, more so than technical skills or cognitive ability, is the key determinant of success in leaders. However, EQ alone may not help leaders in creating an inclusive work environment and proactively recruiting and developing diverse employees. The Solution Diversity intelligence (DQ), recently introduced by Hughes, is another important skill that has significant impact on the interpersonal relationships at work. The current article seeks to integrate the concepts of EQ and DQ with a practical and strategic approach for human resource development professionals. A theoretical review, qualitative examination, and practical application of the main models of EQ with a focus on how specific components of these models can be utilized in coaching for increased DQ is presented. Using concepts of executive coaching and general principles of leadership development, the current study examines which facets, or dimensions, of EQ should be highlighted and developed to increase DQ. The Stakeholders In addition to identifying which facets of each EQ model are essential for DQ, practical applications for human resource development practitioners and leaders are presented.

Acquisition, Unemployment Rate Changes and Attitudes: A Relative Deprivation Theory Study

We use relative deprivation theory to hypothesize work-related attitude differences within and across 4.5 years in three employee groups represented by the same union. One group was acquired using ...

Proactive information security behavior and individual creativity: Effects of group culture and decentralized IT governance

This study attempts to explore the potential in employees to positively contribute to organizational information security management. Toward that end, this study developed the concept of proactive information security behavior and examined its connections to individual creativity and two organizational context factors: group culture and decentralized IT governance. Findings of this study supported its positive relationship with individual creativity and group culture as well as partial and full mediation effects of decentralized IT governance and individual creativity on the relationship between proactive information security behavior and group culture.

Schedule preferences, congruence and employee outcomes in unionized shift workers

Purpose - – Employees working nonstandard schedules outside the daytime hours of the Monday-Friday work week are increasing. Using Social Exchange Theory (SET), the purpose of this paper is to hypothesize relationships between scheduling preferences, attitudes, and retention indicators. Design/methodology/approach - – Survey data were collected from 343 US Postal Service mail processors (day, evening, or night shift; all shifts working weekends) from three cities. Multivariate analysis of covariance and multiple linear regression were used to test hypotheses related to participants’ perceptions of scheduling preferences and attitudes. Findings - – The authors found that preferences and attitudes toward shift worked had stronger relationships with each other and employee retention indicators for the night and evening shifts than the day shift, and these same relationships were stronger for the day shift when focussing on days of the week worked. Research limitations/implications - – Although limited by generalizability concerns, this study provides a distinctive application of SET to work schedules and offers a unique perspective on how working nonstandard days and nonstandard times, individually, impact the employment relationship. Practical implications - – Better work schedule management, with increased flexibility and control, may be one way of reducing negative employee reactions to nonstandard schedules. Originality/value - – This study goes beyond the typical examinations of standard vs nonstandard shifts, to study multiple nonstandard shifts and examines the relationships of these schedules on employee retention variables, focussing on both shift and weekend work.