ORCID Profile
0000-0003-0917-4464
Current Organisation
The University of Newcastle
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Publisher: Emerald
Date: 09-2004
Publisher: Informa UK Limited
Date: 02-2003
Publisher: Emerald
Date: 06-2004
DOI: 10.1108/00483480410528823
Abstract: Human resource management has entertained the rise of downsizing as a strategy for producing visible improvements to organizations. However, the history of downsizing has failed to consistently provide the anticipated benefits. This study postulates that success is contingent upon the severance acceptors possessing characteristics least beneficial to the organization. The study explored 234 employees from a major Australian transport company, 141 who remained after the downsizing, and 93 who accepted severance packages. It was found that those employees who left showed significantly lower levels of affective and continuance commitment and job satisfaction, significantly higher levels of intention to turnover and absenteeism, and no significant difference for perceived organizational support. Furthermore, employee intention to turnover was significantly predicted by employees commitment and job satisfaction. This study concludes that downsizing should not be governed by retrenching employees in abundance, but should be guided by retaining those most valuable to the organization.
Publisher: Portico
Date: 1997
Publisher: Emerald
Date: 10-2003
DOI: 10.1108/00483480310488342
Abstract: The recent growth in the trust literature indicates that both researchers and practitioners are continuing to recognise its importance as a factor for determining organisational success and the well‐being of employees. Trust is, however, a complex, multidimensional construct that has generated much debate concerning how trusting relationships might be created. The aim of this paper is to add to current debates by reporting on a study concerning trust within manager‐subordinate relationships within a large Australian organisation. The annual staff survey for this organisation indicated that levels of trust in managers were very low, leading the authors to investigate the predictors and outcomes of this situation. Focus group and survey questionnaire results led to the finding that perceived organisational support, procedural justice and transformational leadership were significant predictors of trust in managers and that turnover intent and commitment were significant outcomes. The implications of these findings for researchers and practitioners are discussed.
Publisher: Emerald
Date: 10-07-2017
DOI: 10.1108/IJOA-02-2016-0975
Abstract: This paper aims to investigate whether values enactment could be increased through frame-of-reference (FOR) training configured around values prototyping and behavioural domain training for managers within an Australian public sector organisation. Employees from an Australian public sector organisation were studied to ascertain the effect of values training and development via a three-way longitudinal design with a control group. The findings indicate that FOR training can increase employee values enactment clarity and, thereby, have a positive impact upon organisational values enactment. The application of FOR training constitutes a new approach to supporting the development of employee values clarity, which, in turn, can support the achievement of organisational values enactment. Through FOR training, employees can learn to apply organisational values in their decision-making and other behaviours irrespective of whether they are highly congruent with their personal values. Empirical research into values management is limited and there is a lack of consensus to what is needed to create a values-driven organisation. The article shows that FOR training can be a beneficial component of a broader human resource strategy aimed at increasing organisational values enactment. With reference to the resource-based view of the firm, it is argued that values enactment constitutes a distinctive capability that may confer sustained organisational advantage.
Publisher: Elsevier BV
Date: 11-2015
Publisher: Wiley
Date: 03-2004
DOI: 10.1002/JSC.664
Publisher: Informa UK Limited
Date: 08-2012
Publisher: Wiley
Date: 2006
DOI: 10.1002/JSC.743
Publisher: SAGE Publications
Date: 21-09-2017
Abstract: This study investigates how Australian employees perceive managerial support and the influence of union membership on their perception of managerial support using data from 4124 employed persons in Australia across a range of industry sectors. The results indicate that employee perceptions of the work environment (control over working hours, job security, pay equity and safety) influence their perceptions of managerial support, regardless of union membership. The findings imply that managers have a critical role to play in supporting the needs of employees, particularly as organizations confront the challenges posed by aging workforces, growing skill shortages and an increasingly erse and mobile workforce. This article addresses the call for organizations to provide more support to their employees from governments and management scholars. It also addresses the issue of managers taking on greater prerogative as employee advocates in the light of declining union influence.
Publisher: Portico
Date: 1995
Publisher: Informa UK Limited
Date: 1995
Publisher: Emerald
Date: 08-1998
DOI: 10.1108/00483489810213892
Abstract: Reports results of research into commitment levels and absenteeism among employees at Westrail, the Western Australian Government Railway. Suggests that high absenteeism is associated mainly with a group of people who have submitted expressions of interest in severance benefits. Absenteeism rates correlated negatively with measures of commitment to work itself and to the organisation. Seems likely that lower commitment to work leads to higher absenteeism. Commitment measures correlated with attitudes to change and communications, past achievement of personal goals, expectation of achieving career goals, trust in senior management and propensity to stay with the organisation. Makes suggestions for strategies to contain the incidence and rate of absenteeism.
Publisher: Emerald
Date: 06-08-2010
DOI: 10.1108/01409171011070323
Abstract: The purpose of this paper is to examine the relationship between organizational commitment, perceived organizational support (POS) and turnover intentions. The objective is to identify practical as well as theoretical implications of the relationships. This research was undertaken via a questionnaire in a large Australian public sector organization. The interaction between POS and organizational commitment was a significant predictor of turnover intention. Employees with low levels of commitment, but high levels of support from the organization, are less likely to leave the organization. This is a cross‐sectional study, using self‐reports for independent and dependent variables. As POS was found to influence turnover, this provides an avenue of approach for managers struggling to retain valuable employees whose commitment alone may not be enough to prevent them from leaving. The paper examines the impact of POS, a neglected variable in the study of turnover intention, and in particular in its interactive effect between commitment and turnover.
Publisher: Emerald
Date: 09-05-2016
DOI: 10.1108/IJOA-06-2014-0774
Abstract: The purpose of this study is to explain demographic influences on employee trust towards managers. Drawing upon a data set of over 5,000 responses from the Australian workforce, this paper examines demographic influences on employee trust in their managers. The findings show that demographic influences have an effect on employee trust towards managers. Employees who are male, older, public sector, permanent, longer tenured and unionised were found to be less likely to trust managers. Relevant to human resource practice, the findings offer potential for the development of trust by identifying employees who are less likely to trust managers. The expected outcome is that such employees can be selected for programmes and practices aimed at improving trust, such as increased managerial contact, consultation and support. There has been a general decline of employee trust in managers over the past two decades. Research on the antecedents of trust has been reported to lag behind theory, with a paucity of research relating to demographic influences on employee trust towards managers. This study fills this research gap and offers potential for the targeted development of trust towards managers among employees.
Publisher: Emerald
Date: 03-2003
DOI: 10.1108/EB028973
Abstract: Emotional Intelligence (EQ) has been identified as a crucial predictor for workplace success. Entrepreneurs are those that shine and excel in the workplace beyond the norm. The present study aimed to provide a preliminary insight into this area of entrepreneurship research. Through the use of qualitative methods, several Australian entrepreneurs were examined in relation to their Emotional Intelligence ability. EQ was examined via in‐depth structured interviews. It was predicted that the entrepreneurs would significantly exhibit these ratios and hence an EQ level beyond the norm. Not only did the study yield such a result, it also showed that the entrepreneurs exhibited high levels of all the sub‐scales in each model. The outstanding performance of each entrepreneur in Emotional Intelligence ability, as well as all the sub‐scales, strongly supports the concept that EQ may be the missing factor that researchers have been searching for in entrepreneurship studies.
Publisher: Emerald
Date: 17-11-2014
Abstract: – The purpose of this paper is to focus on the implications of the gender wage gap in Australia, before considering policy responses and their effectiveness at both the government and workplace levels. – The method concerns an extensive literature review and an examination of secondary data and reports relating to workplace gender equality and data. – While the gender wage gap in most OECD countries has decreased over time, in Australia the gap has increased, with the largest contributory factor identified as gender discrimination. Consequently it is proposed that current policy responses supporting women in the workplace appear to be ineffective in closing gender wage gaps. – Further research is recommended to identify the impact of gender equality policies on hiring decisions and whether such decisions include an unwillingness to hire or promote women. As findings were based on secondary data, it is recommended that future research include workplace surveys and case studies. – It is suggested that articles such as this one can assist in guiding public policy and workplace decisions on gender wage equality issues, in addition to providing human resource leaders with the information to make better decisions relating to gender equality. – This paper suggests that current policy responses may not only be ineffective in closing the gender wage gap, but may even exacerbate it as employers may avoid hiring women or continue to pay them less than men, due to costs incurred when attempting to meet policy directives.
Publisher: Emerald
Date: 07-2006
DOI: 10.1108/01437730610677990
Abstract: Regulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time. Structural equation modeling was used to examine longitudinal, matched s le data for causal inferences. The paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation. The use of quantitative, self report data, small s les and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred. Although participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety. The paper examines inferred causality within a participative decision‐making framework and addresses the previously neglected need for multi‐site and longitudinal studies.
Publisher: Emerald
Date: 09-07-2106
Publisher: Emerald
Date: 04-09-2017
DOI: 10.1108/IJOA-06-2016-1034
Abstract: The purpose of this paper is to study job attitudes between unionized and non-unionized employees in Australia as recent research on attitudes among unionized employees has centred on topics such as attitudes towards unionization and involvement, but not on work-related attitudes. This study uses a data set of over 5,000 responses from the Australia at Work survey. Ten attitudinal survey questions adapted from the Australian Workplace Industrial Relations Survey and the Australian Survey of Social Attitudes were used to compare work-related attitudinal differences between unionized and non-unionized employees. Findings show that unionized employees perceive less manager–employee consultation, health and safety, dispensability, time flexibility, workload flexibility, managerial trust, fair treatment and pay equity. Not much is known about the attitudinal differences between unionized and non-unionized employees, given the paucity of research on unionist job attitudes. Recent research in this area has centred on employee attitudes towards unionization and involvement as opposed to studying work-related attitudes. The findings can help the management predict behavioural responses between unionized and non-unionized employees for improved decision making.
Publisher: Elsevier BV
Date: 11-2021
Publisher: SAGE Publications
Date: 09-2015
DOI: 10.1177/030630701504100104
Abstract: The ubiquity of retail employment makes it one of the most important sectors in the economy but economic downturn, foreign competition, and looming technological developments threaten to diminish the employment opportunities it offers. In consideration of the workforce-related adjustments that retail businesses are likely to experience from changes in the sector, this study examines attitudinal differences between retail employees and the general workforce. The theoretical perspective of this study is that employees from different industries have unique attitudes toward the work environment, given industry-specific environmental and situational influences. The empirical analysis uses data obtained from a survey of over 6000 Australian workers to test attitudinal work environment variables between retail employees and non-retail employees. The findings reveal that retail employee attitudes are dissimilarfrom that of the general workforce, which implies that employee attitudinal profiles differ between industries, and general management programmes and practices should therefore be tailored accordingly.
Publisher: Wiley
Date: 03-2005
DOI: 10.1002/JSC.713
Publisher: Wiley
Date: 2006
DOI: 10.1002/JSC.757
No related grants have been discovered for Tony Travaglione.