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The purpose of this paper is to present paradoxical employee attitudes towards interacting with artificial intelligence (AI).

This is a conceptual paper, which builds on prior research, especially on the widely accepted notion of not-invented-here attitudes in technology adoption.

Many companies experience barriers in implementing AI owing to negative attitudes among their employees. This paper develops the concept of no-human-interaction attitudes, which describe employees’ preference to collaborate with real humans rather than having virtual colleagues. If they perceive a benefit from voluntarily using AI, however, many employees exhibit positive attitudes, leading to the concept of intelligent-automation attitudes. Jointly, these attitudes lead to the paradox that the same persons may have positive or negative attitudes to AI, depending on the particular situation. Firms need to address these attitudes because the interface of human and AI will be a key driver of competitive advantage in the future.

The new concepts of negative and positive employee attitudes contribute to our understanding of firms’ success and problems in implementing AI. Moreover, the paradox of negative and positive attitudes among the same employees helps to reconcile partly diverging findings in extant studies. A thorough understanding of the roots of these employee attitudes, along with several examples, further provides immediate starting points for actively influencing these attitudes in practice.

The purpose of this paper is to present a research project on attitude towards electronic human resource management (E‐HRM). A research model was formulated, based on two theories from complementary research areas: Davis' technology acceptance model and Ulrich's model on HR roles.

The study used an online questionnaire, in which 99 managers and 257 employees within Philips (Electronics) Netherlands participated. Managers and employees answered questions as to their previous experiences with regard to IT systems in general, their preferred HR roles, and their attitude towards E‐HRM systems.

Differences in perceived usability of current IT systems, as well as the preferred HR roles strategic partner (high preference) and employee champion (low preference), were related to a positive attitude towards E‐HRM systems. For managers, user support was also found to be a predictor of a positive attitude towards E‐HRM.

This research suggests a multi‐factorial framework that can help organizations in understanding and solving difficulties of implementation with E‐HRM systems, as far as attitude towards these systems is concerned.

This study seeks to investigate the effects of soft total quality management (TQM) on employees’ attitudes within a large Malaysian semiconductor organization. Despite extensive research on “soft” TQM practices, there has not been much research this area. Therefore, the proposed model was developed with the intention of examining this relationship.

Original research using self‐completed questionnaires, distributed to all staff within this organization, is thoroughly reported. The study sample consisted of 230 employees, resulting in a response rate of 76.6 percent. Data were analyzed by the latest version of SPSS, employing correlation and multiple regression analysis.

The results revealed that employees' perceptions of soft TQM significantly relate to employees’ attitudes with those perceiving a greater degree of awareness of soft TQM exhibiting more positive reactions towards job involvement, career satisfaction and organizational commitment. It is also found that, where teamwork was a dominant soft TQM practice, strong associations with employees’ attitudes existed. This analysis gives new insight into “soft” TQM concepts and, furthermore, the results of the multiple regression analysis confirmed that all variables were significantly related to perceptions of soft TQM practices and thus implementing TQM does pay off. The results also support the proposed model based on the empirically validated soft TQM instruments, which are reliable and valid.

The significance of this study would enable top management to strategize their goal alignments, which would eventually help promote mutual understanding between the management and employees and thus yielding significant results on employees’ attitudes. The conclusions, limitations and implications of the study are also extensively discussed.

The purpose of this paper is to understand the emergence of employee leadership attributes and, further, examine its impact on employee work-related attitudes in terms of the competitive context of higher education institutions.

A data from a survey of 245 academic employees in Malaysian public universities were tested and analyzed on the 12 proposed hypotheses.

The results reveal that the emergence of employee leadership attributes, independently, has a significantly positive effect on work-related attitudes. Specifically, executive leadership has a significantly positive effect on organizational commitment, career satisfaction and job satisfaction, while innovative leadership has a significantly positive effect on organizational commitment and career satisfaction. In contrast, adaptive and effective leadership is associated when explaining organizational commitment, career satisfaction and job satisfaction, while innovative leadership is associated when explaining job satisfaction.

Academic scholars/leaders in higher education should realize that the emergence of employee leadership attributes has a positive effect on work-related attitudes, such as organizational commitment, career satisfaction and job satisfaction.

The paper extends the knowledge regarding complexity leadership theory which explains the emergence of employee leadership attributes naturally and, further, provides empirical evidence.

Employees working nonstandard schedules outside the daytime hours of the Monday-Friday work week are increasing. Using Social Exchange Theory (SET), the purpose of this paper is to hypothesize relationships between scheduling preferences, attitudes, and retention indicators.

Survey data were collected from 343 US Postal Service mail processors (day, evening, or night shift; all shifts working weekends) from three cities. Multivariate analysis of covariance and multiple linear regression were used to test hypotheses related to participants’ perceptions of scheduling preferences and attitudes.

The authors found that preferences and attitudes toward shift worked had stronger relationships with each other and employee retention indicators for the night and evening shifts than the day shift, and these same relationships were stronger for the day shift when focussing on days of the week worked.

Although limited by generalizability concerns, this study provides a distinctive application of SET to work schedules and offers a unique perspective on how working nonstandard days and nonstandard times, individually, impact the employment relationship.

Better work schedule management, with increased flexibility and control, may be one way of reducing negative employee reactions to nonstandard schedules.

This study goes beyond the typical examinations of standard vs nonstandard shifts, to study multiple nonstandard shifts and examines the relationships of these schedules on employee retention variables, focussing on both shift and weekend work.

Ethical leadership wields a significant influence on productive work attitudes of employees. The relationship may partly be because of existing conditions in the organization. However, there is dearth of research on the impact that conditions in the organization affect work attitudes and other employee behaviours. Thus, the purpose of this study is to examine organizational climate as an explanatory mechanism for the relationship between ethical leadership and employees’ productive work attitudes (employee commitment, organizational citizenship behaviour).

The researchers obtained responses from 150 employees working in micro financial institutions in the Greater Accra Region of Ghana. The cross-sectional survey design was used. The hypotheses of the study were analysed using regression analyses.

Findings indicated a positive and significant relationship between ethical leadership and productive work attitudes (employee commitment, organizational citizenship behaviour). Hierarchical regression analyses revealed that organizational climate moderated the relationships between both ethical leadership – employee commitment and ethical leadership – organizational citizenship behaviours. Explicitly, ethical leadership produced the highest productive work attitudes when organizational climate was favourable for productive work attitudes.

Generally, this study highlights the prominence of organizational climate in understanding the influence of ethical leadership on employees’ work attitudes.

Past research has found employee ownership to be linked to better attitudes and behaviors. We investigate three possible mechanisms: (a) a selection effect – employees who buy stock in their own company may have better attitudes to begin with; (b) a status effect – employees who have any amount of employee ownership may have better attitudes; and (c) a size of stake effect – employee attitudes and behaviors may be influenced by the size of their employee ownership stake. We used a rich database of over 40,000 employee surveys from one large multinational company and 13 other companies. We find some support for all three mechanisms. Selection effects are indicated by several positive relationships between attitudes and stock that is bought by the employees rather than being granted by the employer. Status and size of stake effects are indicated by several positive relationships between attitudes and stock that is granted by the employer, particularly when the employee ownership is accompanied by high-performance work policies. While dividing employee ownership into bought or granted stock sheds light on the selection issue, the data are cross-sectional so selection and causality cannot be firmly established. There is need for further research on selection versus causality in examining the effects of employee ownership. The results indicate that companies may improve employee attitudes and behaviors of people by granting them stock and by having opportunities for employees to purchase stock. Even the results pointing to selection effects, however, can be important for companies, since offering stock ownership opportunities to employees may be an effective way to identify which employees are most committed to the firm and are likely to become good corporate citizens.

This study aims to examine the individual and contextual predictors of managerial attitudes toward employees with chronic depression (EwCD) in the hospitality and tourism field, the relationship between managerial attitudes toward EwCD and levels of organizational citizenship behavior, and the mediating role of personality in this relationship.

Empirical data were collected through an online survey of 305 managers working in the hospitality and tourism industry in the USA. SmartPLS 3 software was used to conduct a partial least squares-structural equation modeling analysis.

Organizational and individual characteristics of managers, such as pressure to be productive in the workplace, previous experience with depression, levels of anxiety and personality characteristics, are strong predictors of attitudes toward employees with depression. Personality mediates the effect of managers’ attitudes toward organizational citizenship behavior.

The study provided support that managers who have experienced depression are more understanding of the needs of EwCD and, consequently, can reduce related stigma in the workplace. Likewise, open and agreeable managers who do not feel the constant pressure to showcase high performance and who score low on anxiety and high on organizational citizenship behavior can create a safe working environment free from prejudice and discrimination toward EwCD.

Examining depression in the hospitality and tourism industry becomes even more critical as mental health issues are increasing in the workplace. This research contributes to the hospitality and tourism literature, which seldom investigates managerial perspectives of mental illness and sheds light on the desirable managerial personality traits necessary for creating an inclusive workplace.

This paper aims to examine the individual and combined effects of organisational and behavioural factors on employees’ attitudes and intentions to establish an information security policy compliance culture (ISPCC) in organisations.

Based on factors derived from the organisational culture theory, social bond theory and accountability theory, a testable research model was developed and evaluated in an online survey that involves the use of a questionnaire to collect quantitative data from 313 employees, from ten different organisations in Ghana. The data collected were analysed using the partial least squares-structural equation modelling approach, involving the measurement and structural model tests.

The study reveals that the individual measures of accountability – identifiability (2.4%), expectations of evaluation (38.8%), awareness of monitoring (55.7%) and social presence (−41.2%) – had weak to moderate effects on employees’ attitudes towards information security policy compliance. However, the combined effect showed a significant influence. In addition, organisational factors – supportive organisational culture (15%), security compliance leadership (2%) and user involvement (63%) – showed positive effects on employees’ attitudes. Further, employees’ attitudes had a substantial influence (65%), while behavioural intentions demonstrated a weak effect (24%) on the establishment of an ISPCC in the organisation. The combined effect also had a substantial statistical influence on the establishment of an ISPCC in the organisation.

Given the findings of the study, information security practitioners should implement organisational and behavioural factors that will have an impact on compliance, in tandem, with the organisational effort to build a culture of compliance for information security policies.

The study provides new insights on how to address the problem of non-compliance with regard to the information security policy in organisations through the combined application of organisational and behavioural factors to establish an information security policy compliance culture, which has not been considered in any past research.