Innovative behaviour of employees refers to a key aspect of organizational effectiveness: the creation, intro-duction and application of new ideas within a group or organization in order to benefit performance. Using data from a Dutch and German survey in four technical organizations (n=272) we developed and tested two models to explain the relationships between Leader-Member-Exchange (LMX), satisfaction with HR prac-tices (employee influence, flow, rewards and work content) and innovative behaviour. As expected both LMX and satisfaction with HR practices were positively related to innovative behaviour. Furthermore, we found evidence that satisfaction with HR practices mediates the relationship between LMX and innovative behaviour. No significant interaction effects between LMX and satisfaction with HR practices on innovative behaviour were found

Purpose“Turnover intention” is defined as an employee's intention to voluntarily change jobs or companies. The purpose of this paper is to set “turnover intention” in relation to “preparedness for change”. The former relates to the change of jobs or companies, the latter to employees' willingness to change their current workplace. Both phenomena relate to employability, i.e. an employee's adaptability to changing internal (i.e. the current employer) and external labour market demands. The main aim of this paper is to compare both phenomena and identify antecedents of employability, namely, leader‐member exchange (LMX) and occupational self‐efficacy.Design/methodology/approachA questionnaire study was conducted in two samples of German and Dutch employees.FindingsResults indicate that the two concepts (turnover intention, preparedness for change) are, to some extent, related and show, to some extent, similar relationships to the antecedents.Research limitations/implicationsIn both samples, self‐reported data were used as well as a cross‐sectional design.Practical implicationsThe results highlight that the direct supervisor of employees may serve as an organization's agent, with a determining influence on the employees' attitudes and behaviours towards the respective organization.Originality/valueFor the first time, turnover intention and “preparedness for change” are considered in one study and the mutual relationship is investigated.

On the transferability of "traditional" satisfaction theory to non-traditional employment relationships: temp agency work satisfaction Nicole Torka Birgit Schyns Article information:To cite this document: Nicole Torka Birgit Schyns, (2007),"On the transferability of "traditional" satisfaction theory to non-traditional employment relationships: temp agency work satisfaction", Employee Relations, Vol. 29 Iss 5 pp. 440 -457 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The main purpose of this paper is to identify sources of temp agency work satisfaction and discuss whether or not these sources differ from those well-known to traditional satisfaction research (i.e. those appropriate for employees with a permanent contract). Design/methodology/approach -The paper is a qualitative study (semi-structured interviews and fieldwork) among low and medium skilled metalworkers (welders and fitters) in two Dutch companies. The authors were able to identify sources for temp agency work satisfaction: organizational conditions, central personality constructs, labour market experiences, and layoff experiences. Findings -The findings in the paper conclude that satisfaction theory is transferable to temp agency workers, but that future satisfaction research should include less studied factors such as labour market and layoff experiences, as well.Research limitations/implications -The paper is a qualitative case study research within two Dutch companies and involved a certain occupational group: metalworkers. Consequently, the external transferability of the results (i.e. country, occupational group, industries) may be limited. Furthermore, the research approach used does not allow for the making of casual assumptions. For example, it was not possible to address the question as to whether "perceived alternatives" influences "sensation seeking" or vice versa. Longitudinal questionnaire research could help to clarify such issues. Job satisfaction theory in general is helpful in creating a framework for agency work satisfaction when it comes to Human Resource Management policies and practices. However, in order to explain agency workers' satisfaction, there is a need to broaden the traditional ...

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Purpose -The relationship between participation quality and commitment has received relatively limited attention in the industrial relations (IR) and human resource management (HRM) literature. This paper seeks to fill some of the gaps in prior research. It aims to answer three questions: How do participation justice and satisfaction influence affective and normative organisational commitment? Does leader-member exchange (LMX) influence satisfaction and perceived justice with participation? Do the three assumed indicators of participation quality mediate the relationship between LMX and affective and normative organisational commitment? Design/methodology/approach -The research was conducted at three faculties of a Dutch university, and involved faculty staff. E-mails and online questionnaires were distributed in Dutch. Hypotheses were tested. Three indicators of direct participation quality: satisfaction with participation, perceived distributive justice concerning participation, and procedural justice were included. Findings -It was found that two indicators of participation quality mediate the LMX and affective organisational commitment relationship: satisfaction with direct participation and perceived distributive justice concerning direct participation. As a consequence, it can be concluded that supervisors' skills in fostering direct participation quality contribute to employees' positive attitudes towards the overall employment relationship and thereby perhaps also to organisational performance. Originality/value -The paper explores the relationships between LMX, direct participation quality, and affective and normative organisational commitment.