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PurposeBased upon social exchange theory, this study investigates the mediating effect of consumers' trust in banking industry frontline employees on two relationships: (1) the relation between consumers' perceptions of frontline employees' empathy and consumers' perceptions of frontline employees' performance, and (2) the relation between consumers' perception of frontline employees' customer orientation and consumers' perceptions of frontline employees' performance.Design/methodology/approachThe authors used a time-lag research design to collect data through online questionnaires distributed in two waves. The sample comprises 375 respondents having experience and interaction with banking frontline employees.FindingsResults confirm the mediating effect of consumers' trust in the banking industry on the relationships between their perceptions of frontline employees' empathy and consumer orientation on the one hand and their perceptions of frontline employees' performance on the other hand.Practical implicationsResults may be helpful to policymakers and managers in the service industries, prompting them to adopt approaches and strategies designed to build strong relationships with consumers, thus increasing consumers' trust and frontline employees' performance.Originality/valueThis study confirms the relevance of social exchange theory in understanding the role of consumers' trust and perceptions of frontline employees' empathy and consumer orientation in understanding their perception of frontline employee performance in the banking industry.

Summary This study aims to help employers retain overqualified employees or reduce their turnover intention. Specifically, using conservation of resources (COR) theory, we tested whether employee perceptions of overqualification directly affect turnover intention and the moderating effect of work-life balance on this relationship. We study this 3-way relationship in a specific environmental context (in Canada) and compared two different groups of employees: Canadian-born and immigrant, the latter facing more challenges to integrating into the labour market and getting a job that corresponds to their qualifications. For this, there are many reasons, such as language barriers, discrimination, undervaluation of their assets, lack of work experience and lack of a professional network in the host country. We tested our hypotheses by conducting two questionnaire-based field studies in Canada: one among 227 Canadian-born employees and the other among 237 immigrant employees. Our results confirm the value of COR theory in understanding the relationship between overqualification and turnover intention among Canadian-born and immigrant employees and the moderating effect of work-life balance on this relationship among immigrants. Given the scarcity of talent, employers should do more to recognize and use their employees’ skills, whether local or immigrant. To retain their immigrant employees, employers should help them balance their work and personal lives. Finally, employers should provide overqualified immigrants with ongoing assistance (information, emotional support, tools, continuous follow-up) to help them manage their daily lives, strike a balance between their work and personal lives and, ultimately, reduce their turnover intention. Abstract Using conservation of resources (COR) theory (Hobfoll, 1989, 2002), we first investigated the direct influence of overqualification on turnover intention. Second, we tested whether the perceived work-life balance affects the relationship between overqualification and turnover intention. To that end, we used questionnaires to conduct independent field studies of two groups of Canadian workers: 227 local human resources professionals and 237 immigrant employees. Both studies confirmed that perceived overqualification increased their intention to quit their jobs. Perceived work-life balance moderated the relationship between overqualification and turnover intention only among the immigrant employees. This paper sheds light on how perceived overqualification can affect the intention to quit a job among local and immigrant employees. It also shows how perceived work-life balance can affect the relationship between perceived overqualification and the intention to quit a job.

Purpose - This paper aims to focus on one of the most frequently cited problems with respect to the performance management process: the prevalence of performance appraisal distortion.Design methodology approach - Through semi-structured interviews with managers, this paper attempts to answer the following question: Which factors influence managers' motivation to distort the performance evaluation ratings of their subordinates?Findings - This paper offers three main contributions or implications. First, from a methodological point of view, using a qualitative research design to investigate the appraisal of subordinates' performance is useful because it allows us to reduce the gap between research and practice. Second, this study shows that researchers must embrace or integrate various theoretical perspectives (rational, affective, political, strategic, cultural, justice, and symbolic), given that managers' motivation to evaluate subordinate performance cannot be analyzed outside of the social context. Third, from a practical point of view, managers' motivation to evaluate subordinate performance is less about the technique used and more about leadership support, execution, and overall performance culture.Originality value - To date, prior research has focused on improving performance appraisal accuracy through experimental research design by emphasizing rating criteria, rater errors, rater training, and the various rating methods. Despite extensive research, very little progress has been made toward improving rater accuracy.

Since the pandemic, an increasing number of employees have been working partially or fully remotely, or in person according to the wishes or guidelines set by their employers. This study explores (1) the links between the adoption of these \"hybrid\" modes of work (a significant change in work organization that has altered, among other things, locations, hours, and workload) and various forms of hostile behavior among staff, and (2) ways to prevent and counter the emergence of hostile behaviour in a hybrid work environment that is set to intensify.

Adopting a governance perspective, this study analyzes the merger between closely‐held Donohue Inc. and widely‐held Abitibi‐Consolidated Inc. Findings suggest that the absence of a controlling shareholder and weak board governance at Abitibi might explain both (a) its executives' interests in the transaction and (b) its CEO's compensation increase despite underperformance. Second, an intergeneration shift of control at Quebecor (Donohue's parent company) led to a strategic reorientation that (a) transformed Donohue into a target and (b) insured that Donohue's executives had incentives to pursue a deal. Finally, Donohue's noncontrolling shareholders benefited from the transaction while Abitibi shareholders experienced wealth reduction. The merger's aftermath provides some counter evidence regarding blockholders' power in widely‐held firms. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd. Cette étude analyse, sous l'angle de la gouvernance, la fusion entre Donohue Inc., société à propriété restreinte, et Abitibi‐Consolidated Inc., société à propriété dispersée. Les résultats indiquent que l'absence d'un actionnaire dominant et la mauvaise gouvernance du conseil d'administration chez Abitibi pourraient expliquer (a) pourquoi ses cadres étaient en faveur de la transaction et (b) pourquoi la rémunération du PDG a augmenté en dépit de ses mauvais résultats. En outre, le changement de contrôle inter générationnel chez Quebecor, la société‐mère de Donohue, a entraîné un repositionnement stratégique qui a (a) fait de Donohue une cible et (b) veillé à ce que ses cadres reçoivent des incitatifs pour poursuivre la transaction. Enfin, les actionnaires minoritaires de Donohue ont bénéficié de la transaction tandis que ceux d'Abitibi‐Consolidated en ont souffert. Les événements qui ont eu lieu après la fusion jettent un doute sur le pouvoir dont disposent les actionnaires importants dans les entreprises à propriété dispersée. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd.

Attracting and retaining immigrant workers is a challenge in Canadian regions, where many employers face labor shortages. Based on an agency framework, this study explores immigrants’ satisfaction with settling in a region and how they have engaged, are engaging, or plan to engage in strategies to improve their work and life satisfaction. The results of focus group discussions and interviews with 41 immigrants enable us to classify them in a two-by-two table: satisfied, unsatisfied, work-oriented, and community-oriented. As agents, immigrants develop two broad strategies that impact their satisfaction: cognitive and behavioral. Our results put forward several benefits for employees, employers, communities, and society.

While prior research shows that contextual variables (that is family, job and organizational characteristics) influence the ability of individuals to reconcile work and family, the impact of personal or dispositional attributes is still relatively unknown. We pursue this knowledge gap in two ways. First, we investigate how four personal attributes -- self-leadership, type A personality, work commitment and family commitment -- influence the work-family conflict (WFC). Second, we assess the moderating effect of these four personal attributes on the relation between work and family characteristics and the WFC. Our questionnaire-based study relies on respondents from two samples (N = 1,398 and N = 532). Bivariate analyses suggest the existence of a negative relation between self leadership and the two types of work-family conflicts (W-F and F-W), even after controlling for gender and age. Multivariate analyses show that self leadership significantly contributes to explaining the W?F conflict. In addition, a Type A personality appears to be the individual attribute that best explains the W?F conflict. A Type A personality also plays a moderating role in the relation between work and family attributes and the W-F conflict. More specifically, an employee who has a Type A personality will devote more time at work and, hence, will be more likely to experience a W?F conflict. Finally, employees who express a stronger work engagement bearing important family responsibilities are more likely to experience a F?W conflict. From a theoretical perspective, the study provides some support for the role of personal dispositions in explaining WFC. From a practical perspective, practitioners responsible for promoting work-family balance should devise multilevel interventions (individual as well as contextual). Similarly, employees must face the reality of their own dispositions and make work and family choices that are consistent and coherent with them. Adapted from the source document.

PurposeThis study examines the link between vacations, parental leave and voluntary turnover among Canadian organizations in the Information and Communications Technology (ICT) sector.Design/methodology/approachThe empirical analysis is carried out using firm-level data sourced from a survey that was completed by HR managers of 125 ICT firms operating in the province of Quebec (Canada).The organizational voluntary turnover rate was used and was obtained by dividing the number of employees who voluntarily quit an organization within the last year by the total number of its employees. Based on ordinary least squared estimates, results were generated by regressing voluntary turnover rate on vacation and parental leave.FindingsVacation, operationalized as the average number of annual vacation days, is negatively and significantly associated with the voluntary turnover rate of the ICT organizations surveyed. Parental leave, operationalized as the percentage of salary reimbursed during parental leave, does not significantly reduce voluntary turnover in the ICT organizations surveyed.Practical implicationsIn light of the results of this study, if organizations in the ICT sector, in Canada or abroad, desire to reduce voluntary turnover, compensating employees through the use of additional vacation days appears to be a viable approach.Originality/valueThis research constitutes an empirical test of the link between turnover and two compensation practices adopted by firms. To our knowledge, there is no prior scientific evidence on that subject in the Canadian ICT sector.

During the COVID-19 lockdown period, several employers used furloughs, that is, temporary layoffs or unpaid leave, to sustain their businesses and retain their employees. While furloughs allow employers to reduce payroll costs, they are challenging for employees and increase voluntary turnover. This study uses a two-wave model (Time 1: n = 639/Time 2: n = 379) and confirms that furloughed employees’ perceived justice in furlough management and job insecurity (measured at Time 1) explain their decision to quit their employer (measured at Time 2). In addition, our results confirm that furloughed employees’ job embeddedness (measured at Time 1) has a positive mediator effect on the relationship between their perceived procedural justice in furlough management (measured at Time 1) and their turnover decision (Time 2). We discuss the contribution of this study to the fields of knowledge and practice related to turnover and furlough management to reduce their financial, human, and social costs.

Cette étude examine le rôle modérateur de trois sources d’appui — l’organisation, la supervision immédiate et les collègues — dans la relation entre l’intensité du travail à distance et les attitudes au travail. Les analyses reposent sur une recherche longitudinale (trois vagues) menée auprès d’employés de 11 organisations; 2 105 personnes ont participé à la dernière vague (taux de réponse de 58 %). Comparativement aux personnes ne télétravaillant pas, et après contrôle des effets liés aux organisations, aux personnes et aux emplois, celles qui télétravaillent un jour par semaine rapportent un équilibre de leurs sphères de vie plus faible. Télétravailler trois ou quatre jours est associé à une performance perçue moindre en matière d’amélioration continue et de développement, tandis que télétravailler un jour ou cinq jours est lié à une intention de quitter l’organisation plus faible. Les trois sources d’appui renforcent l’engagement et la satisfaction au travail et réduisent l’intention de quitter l’organisation. Une perception élevée de l’appui organisationnel est associée à une efficience accrue dans l’atteinte des résultats, sans toutefois être liée à une perception plus élevée de la productivité horaire en télétravail par rapport au travail en présentiel. L’appui de la supervision immédiate et des collègues favorise l’adoption de comportements d’amélioration continue et de développement. Les analyses de modération montrent que le soutien des collègues aide à maintenir la satisfaction au travail chez les personnes qui télétravaillent un, deux ou trois-quatre jours par semaine. L’appui organisationnel soutient la performance perçue (efficience et atteinte des résultats) à un et cinq jours de télétravail. En télétravail intégral, le soutien des collègues devient particulièrement déterminant dans l’atteinte des résultats et l’efficience au travail. Dans l’ensemble, les résultats suggèrent que la qualité des ressources relationnelles et organisationnelles importe davantage que l’intensité du travail à distance pour comprendre les attitudes au travail.