The impact of change on employees : what do annual reports say?

As part of the accountability process public companies are required to report annually to stakeholders. Given the substantial investment in human capital, the disclosure of employment related policies, and the impact of changing policies and practices on employees, could be expected. Over the last few decades the UK banking sector has experienced major change. Increased competition, technology, regulation and deregulation have all contributed to changing practices, which have had a significant impact on employees. This paper examines changes in the banking sector, and the employee information reported in the annual reports of a large UK bank, over the period 1980 to 1995. The purpose of this paper is to examine how the changes, and the effects of the changes on employees, were reported in the annual reports.

Combating the impact of managerialism on public sector employees

With the widespread and continuing adoption of managerialism in the public sector, ignoring the impact of change on employees could prevent managerialism from achieving its’ goals. This study investigates the efficacy of an augmented demand-control-support (D-C-S) model in predicting three of the key employee outcomes associated with organisational change - psychological health, job satisfaction and organisational commitment. Analyses of a survey of 207 employees in an Australian public sector organisation found that the augmented D-C-S model explained a significant proportion of the employee outcomes. The most important variables were work-based social support and job control. The results indicate that the augmented D-C-S model provides a useful tool for managers considering or implementing organisational change in the public sector.

Governing employees in the "Bank": a discourse analysis of strategic change

This paper reports the findings from a study of ‘Transform’, a Bank’s strategic change program. The study was carried out by developing and applying a discursive model of strategic change to Transform. Findings are presented about how Transform was constructed from ‘grand discourses’ of business and science that were drawn on by senior management, and how a ‘local discourse’ of the self was formed at the intersection of these grand discourses. This paper is concerned with how senior management has attempted to govern employee identity and practices through the construction of Transform. In this respect Transform can be understood as a discourse which was designed to regulate identity and influence employee practices by constructing and disseminating a particular reality for the Bank and its employees.

Does financial education influence retirement savings? An examination of Australian employees

In order to ensure a financially secure retirement, Australians will need to plan and save for their retirement many decades before they retire.

The age pension, paid for out of Commonwealth government taxes is currently the backbone of the retirement system, but will not replace as much pre-retirement income in the future as it does today. Given the shift from the defined benefit style to the accumulation style, superannuation funds involve considerably more uncertainty, and as such, one might have thought that individuals would be saving more on their own. But personal saving outside of superannuation plans is virtually non-existent. Combine the retirement income crunch with the dramatic increase in life expectancy, and the need for careful retirement planning and sacrificing current consumption for later consumption becomes imperative for ensuring the financial security of older Australians. The hard question is whether individuals will be prepared to make the necessary sacrifices today to ensure a more secure financial future in retirement? This paper explores the willingness of individuals to make these sacrifices, and whether financial education can influence individuals in this difficult decision.

The meaning of work : employees as stakeholders in organizational experience

Researchers and commentators have highlighted changes to individuals' understanding of the meaning of work over time, and particularly the increasing centrality of work in many people's lives today. This highlights the stakeholder role of employees not only in ensuring the organization's long-term viability, but for the organizational culture and overall workplace experience. The concepts of workplace spirituality and authentic leadership have both received attention as tools to aid in employees' connectedness wit the organization and in providing an environment where employees can bring their 'whole self' into the workplace. This paper discusses how these concepts assist in providing understanding of individuals' meaning of work, and highlights questions for future research consideration.

The role of marketing employees in marketing performance : an empirical investigation

The role of marketing employees in contributing to marketing performance (individual and organisational), has, in general, been under-researched. Most research in marketing has focused on the activities of marketing employees and the outputs of those activities, rather than the inputs, i.e., the abilities, skills, or knowledge of the marketing employees themselves. This study represents a unique insight into the marketing capabilities and marketing performance of employees within a multinational organisation, as reported by the employees themselves. Using Structural Equation Modelling (SEM), strong support was found for a systems model of marketing competency marketing performance, suggesting that such relationships are complex and are not studied readily in isolation from external factors. Organisations that are able to conceptualise, operationalise, measure, monitor, and address marketing employee competency, intentions, and perceptions, as well as maintain the appropriate levels of management control, should have a greater likelihood of creating high performing employees, than those organisations that are unable to focus on these core aspects of people's performance. In addition, those same employees are likely to be more satisfied, motivated, and committed, require less assistance and time to complete tasks, and have greater productivity and be less likely to leave the orga.'1isation.

Reaching out to employees using B2E : the trials and tribulations

This paper is an extension of e-business models discussing business to employee (B2E) e- model. It describes the model, the technologies that support the model and benefits to the organisation identified from literature. To further understand the B2E issues a case study in a large organisation that manages its employees with the B2E model is included. Challenges, success factors and an analysis of the case study addressing a wide range of organisational benefits are included in the paper.

Monitoring employees emails without violating their privacy right

The capability of an employee to violate the policy of an organization is a concern for an employer. Monitoring is a measure taken by an employer to discourage an employee from acting inappropriately. However, current monitoring techniques tend to raise privacy issues because they violate the privacy rights of employees. Applying a monitoring technique without violating the privacy of employees is the aim of this paper. We propose a design and a protocol which give an employer the opportunity to monitor employee email in order to detect company policy violations. This can be achieved without violating the privacy of honest employees, while at the same time revealing evidence about the illegal actions of dishonest employees.