Benefits and Strategic Outcomes: Are Supplemental Retirement Plans and Safer Driving Related in the U.S. Trucking Industry?

Werner, Steve; Kuiate, Christian S.; Noland, Thomas R.; Francia, Arthur J.

doi:10.1002/hrm.21688

Cited by 8 publications

(3 citation statements)

References 81 publications

(105 reference statements)

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“…They are believed to improve individual performance and attraction and retention of employees (e.g. Werner et al, 2016).…”

Section: Extra Employee Benefitsmentioning

confidence: 99%

Investigation of CSR Activities Connected to Covid-19 in Czech and Slovak Businesses

Di Sabato,

Kozáková

2023

Economics and Culture

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Research Purpose. The COVID-19 pandemic was very demanding for business entities which have to introduce new managerial tools and approaches to protect the health of employees and maintained continuity in the company's activities. Most countries worldwide have implemented policies and guidelines that protect employees from potential risks related to the Covid-19 pandemic. The study aims at identifying if any difference exists (and what these differences are) between Czech and Slovak companies in the emphasis they pay to the corporate social responsibility (abbreviated: CSR) activities connected with the COVID-19 pandemic. Design / Methodology / Approach. A questionnaire composed of Likert scale statements, whose reliability was tested with Cronbach's Alpha (0.797), was sent to daughter companies (subsidies) of foreign multinationals (pioneers in CSR activities in SK), who were selected based on stratified randomisation. We obtained data from 360 Czech and Slovak companies (180 from CZ and 180 from SK). We tested whether the differences were statistically significant using a non-parametric test, namely the Mann-Whitney U test. Findings. We identified a statistically significant difference between Czech and Slovak companies only for one factor - extra employee benefits, which include, for example, the possibility to test at the workplace or take voluntary quarantine with income compensation, etc. Other CSR activities connected with the COVID-19 pandemic were realised with the same emphasis in both countries. We observe that most of the companies use these practices. However, assisting the communities and society is somewhat neglected by the majority of them. In this regard, we argue that it is important to support communities more as the money spent for it may come back in the form of purchases by consumers. Originality / Value / Practical implications. In the same vein as previous works, we studied the differences between SK and CZ, two countries which shared for a long time the same history and culture. The originality here is the investigation of CSR practices connected to COVID-19 in the two countries. Findings have theoretical and practical implications. Theoretical as they contribute to expanding the literature on CSR and practical as we present to what degree the organisations and their managements from the sample put emphasis on CSR activities adopted to fight and limit the spread of the COVID-19 pandemic.

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“…They are believed to improve individual performance and attraction and retention of employees (e.g. Werner et al, 2016).…”

Section: Extra Employee Benefitsmentioning

confidence: 99%

Investigation of CSR Activities Connected to Covid-19 in Czech and Slovak Businesses

Di Sabato,

Kozáková

2023

Economics and Culture

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“…In the same way that compensation fairness is an issue among employees within the same organization, we argue that employees in organizations who are paid above-market compensation relative to pay offered by similar organizations will perceive their work situation to be more than fair, and therefore exert more effort towards working safely. Werner et al (2016) investigated the effect of supplemental retirement plans and safety behavior in the U.S. trucking industry, suggesting that as a part of a high performance work system, supplemental retirement plans act as a form of pay-above-market strategy. Offering supplemental retirement plans was negatively associated with driver insurance costs, indirectly indicating safer driver behavior through reducing accidents, crashes, and driving violations.…”

Section: High Relative Compensation and Occupational Safetymentioning

confidence: 99%

Human resource management practices and organizational injury rates

Turner

Barling

Dawson

et al. 2021

Journal of Safety Research

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“…Additionally, getting mentally ready and attaching positive meaning to this transition (e.g., envisioning retirement as a new life phase or role to occupy) is an essential element of retirement exits (Houlfort et al, 2015; Kloep & Hendry, 2006). Similarly, employers can design and offer suitable severance packages as well as age‐sensitive HRM practices, to create supportive work conditions for pre‐retiring employees (Herrbach et al, 2009; Topa, Moriano, Depolo, Alcover, & Morales, 2009; Werner, Kuiate, Noland, & Francia, 2016).…”

Section: Voluntary Turnover and Exit Transitionsmentioning

confidence: 99%

The paths from insider to outsider: A review of employee exit transitions

Klotz

Swider

Shao

et al. 2020

Human Resource Management

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Employees' roles as organizational members often do not end immediately after they have made the decision to leave or it has been made for them. Instead, this decision serves as a turning point initiating an exit transition process. The purpose of this article is to consolidate prior scholarship in order to gain an understanding of the state of the science, as it pertains to exit transitions. Our literature review yielded almost 200 articles that have directly or indirectly studied the exit transition process. In organizing the insights from these studies, four categories of exit transition scholarship emerged—exit transitions in the context of voluntary turnover, involuntary turnover, temporary transitions, and top management exits. Moreover, our review indicated that exit transitions are shaped by three critical forces—the permanence of the transition, the magnitude of the identity change associated with the exit, and the organizational impact of the exit. We review research on each of the four categories and show how each type of transition is shaped by these forces. Finally, we turn our focus to the future of work and discuss how changes in the way that work is structured may alter the study of employee exit transitions in the future.

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Benefits and Strategic Outcomes: Are Supplemental Retirement Plans and Safer Driving Related in the U.S. Trucking Industry?

Cited by 8 publications

References 81 publications

Investigation of CSR Activities Connected to Covid-19 in Czech and Slovak Businesses

Investigation of CSR Activities Connected to Covid-19 in Czech and Slovak Businesses

Human resource management practices and organizational injury rates

The paths from insider to outsider: A review of employee exit transitions

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