A 'Human Growth' Perspective on Organizational Resources, Worker Satisfaction and Firm Performance

The social value of multi-stakeholder cooperatives: the case of the CEFF system in Italy

“…Taken together, these aspects of involvement have been associated with implications for individual welfare, in terms of health (Erdal 2011), satisfaction and firm performance (Lawler, 1986;Arthur, 1994;Appelbaum et al, 2000;Guest, 2011;Wood &Wall, 2007, Sacchetti andTortia 2012a). Moreover, because they reinforce trust and reciprocity, communication and deliberation have been associated with increased co-operative behaviour (Ostrom 1990).…”

“…However, eventually the need was felt to take further steps in the direction of considering workers as active and involved stakeholders. This choice can be interpreted as being supported by efficiency reasons as worker involvement has been shown to be conducive to better service quality and firm performance (Lawler, 1986;Arthur, 1994;Appelbaum et al, 2000;Guest, 2011;Wood &Wall, 2007, Sacchetti andTortia, 2012a).…”

Mediating Role of Perceived Control of Time Between Time Management Behavior and its Outcomes

“…It is worth mentioning that time management behaviour is linked with more practical advantages in terms of job performance. Instead of other sources, in the current decades, management researchers have more focused on psychological resources to ensure high job performance (Salanova, Agut & Peiró, 2005;Silvia & Tortia, 2014). Thus, time management behaviour can be used a valuable psychological asset to increase the performance of the academia.…”