High involvement management practices, technology uses, work motivation and job search behaviour

Ludivine Martin

No 2016-03, LISER Working Paper Series from Luxembourg Institute of Socio-Economic Research (LISER)

Abstract: Nowadays, employers face the mobility of the most productive employees and large costs induced by labour turnover. This paper examines the impact of two management policies on employees’ motivation on one hand and their quitting behaviour on the other hand. These two policies are i) the participation in High Involvement Management (HIM) practices and ii) the use of Information and Communication Technologies (ICT). Employees’ motivation, which is at the heart of this question, has different facets. Some employees exert effort because their job is in line with their values, gives opportunities for personal growth and pleasure in performing tasks. Alternatively, employees may simply be driven by rewards or compulsion. Using recent survey-based data of employees, the results show that the HIM and ICT strategies are positively related to the two types of work motivation (personal growth and rewards/compulsion). However, these strategies affect differently the likelihood of staff to remain or leave their current employer by type of motivation. While the HIM strategy reduces the risk that employees motivated by personal growth search for another job, it encourages on the contrary those who are motivated by rewards or compulsion to leave. ICT appear to play no role in employee retention.

Keywords: on-the-job search; work motivation; high involvement management practices; information and communication technologies (search for similar items in EconPapers)
JEL-codes: J28 J81 M54 (search for similar items in EconPapers)
Pages: 40 pages
Date: 2016-03
New Economics Papers: this item is included in nep-hrm, nep-ict and nep-lab
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Citations: View citations in EconPapers (1)

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