The Dublin Regulation: Dimensions, Problems and Perspectives

Over the last 20 years, with the development of the Common European Asylum System, the policymaking towards asylum seekers has transposed to the European Union. EU’s ambition though to build a harmonized asylum system differs from reality and the injustices among Member States led to the deep crisis of the Dublin Regulation. This policy brief, examines the process of the Dublin Regulation, the problems that are still being confronted and the legislative framework of the regulation. The paper concludes with the proposal of recommendations and perspectives that could lead to a deeper integration of the system

An Auditing Approach for ERP Systems Examining Human Factors that Influence ERP User Satisfaction

This paper tries to connect the successful implementation and operation of the ERP (Enterprise Resource Planning) information systems with people and their characteristics through a pilot survey. It examines the human factors that influence ERP user satisfaction. The presented survey tests 14 hypotheses and is based on the model developed by Zviran, Pliskin & Levin [21]. An additional factor has been added to the specified model, the self-efficacy factor analyzed by Bandura [1]. The results are based on 250 ERP users that responded to the survey. The key findings that were revealed by data analysis were that none of the human socio-demographic characteristics do influence ERP user satisfaction. Additionally it was found that perceived usefulness and self-efficacy are the key directors of the ERP user satisfaction. Moreover suggestions are given about how the companies should handle ERP usage in order to develop the prerequisites for increasing user satisfaction and productivity accordingly.ERP Audit, User Satisfaction, Perceived Usefulness

Process to performance

Employees can make the difference between success and failure in organizations. Employee performance represents the means towards creating successful organizations. However, performance is a rather complex phenomenon that can be influenced by different work and non-work related factors. It is suggested that employee performance is the outcome of two processes: motivation and health impairment. A successful process to performance is triggered by job demands and facilitated by resources; it initiates the appropriate work and task strategies that ultimately lead to performance. Decision making in terms of work strategies (like job crafting or task redefinition) and task strategies (like intuitive and analytic processing) are key factors in the process to performance

Effective employee strategies for remote working::An online self-training intervention

This paper examines whether employees' strategies to recognize (through self-recognition) and regulate (through job crafting, work-family management, and recovery) their internal and external demands and resources help them retain their well-being and performance during the COVID-19 pandemic. It also examines whether an online self-training intervention can stimulate the use of these strategies. A randomized control trial with a waitlist control group and pre-post measure (N intervention group = 62, N control group = 77) was executed, consisting of four modules with videos, exercises, and three assignments. Participants of the intervention group reported improved self-recognition (noticing, self-focused emotional intelligence), job crafting (seeking resources and challenges), recovery (psychological detachment and relaxation), and reduced work-family conflict. Moreover, the intervention group reported reduced fatigue and increased happiness with life and task performance after the intervention. Improvements in self-focused emotional intelligence, relaxation, and reduced work-family conflict could explain the progress of these distal outcomes. This study reveals the strategies that can help employees to maintain high levels of well-being and performance while working from home and how to improve them using an evidence-based self-training intervention

Crafting for sustainability:a daily diary study and self-training intervention on proactive employee engagement in sustainability

This research aims to stimulate employee engagement in sustainability by investigating whether self-initiated and trained job crafting functions as a behavioural tool to engage more in sustainability in daily work. Using a daily diary design in Study 1, we found that employees’ general attitude and perceptions of control towards sustainability predicted daily sustainability intentions which related to daily sustainability behaviour. Importantly, optimizing demands mediated the intention-behaviour gap. In Study 2, we tested a self-training intervention in which participants were encouraged to work on daily self-set crafting for sustainability goals. Results showed that the intervention group had increased sustainability intentions after the training. Furthermore, participants who actively followed the training increased more in optimizing demands throughout the training than control participants. The self-training did not affect overall proactive sustainability behaviour but resulted in increased specific sustainability activities through optimizing demands. Stimulating job crafting seems promising for implementing sustainability into organizational life

How do cynical employees serve their customers?: a multi-method study

In this multi-method study, we investigate how social job demands (i.e., social interruptions) and resources (i.e., colleague support) in the service context influence employee (negative) (re)actions to customers through cynicism towards the job. In addition, we investigate why customers are less satisfied with the provided service when employees endorse a cynical attitude. To test the hypothesized process, we used observer ratings of the employee–customer interactions regarding the number of interruptions and employee negative (re)actions during service encounters, employee self-reports of overall colleague support and daily cynicism, and customer-ratings of service quality. Participants were 48 service employees and 141 customers. Results of multi-level structural equation modelling analyses showed that whereas the number of observed social interruptions during service encounters related positively to cynicism, social support related negatively. Cynical employees exhibited more negative (re)actions towards their customers (e.g., expressed tension, were unfriendly). Consequently, the more negative (re)actions employees showed towards their customers, the less satisfied customers were with the service quality. The study contributes to the literature by explaining what makes service employees cynical about their work, and why cynical employees provide low-quality services.</p

Multiple levels in job demands-resources theory:implications for employee well-being and performance

This chapter uses the most recent version of Job Demands-Resources (JD-R) theory to explain how working conditions influence employees, and how employees influence their own working conditions. We show how employee self-undermining activates a loss cycle of job demands, strain, and negative behaviors over time, whereas employee job crafting activates a gain cycle of job resources, work engagement, and positive behaviors. Moreover, we argue that employee well-being and organizational behavior is a function of factors located at different levels (i.e. organization, team, individual level), which influence each other within and over time. We propose cross-level interaction effects of organization-level initiatives and leader/employee behaviors on team and individual well-being and performance. Although JD-R theory provides answers to many questions regarding employee well-being and performance, we discuss several issues that deserve research attention. The chapter closes with practical implications. We discuss how managers and supervisors can help employees to avoid health problems and flourish at work

Crafting values in organizational change processes

This paper explores employees’ use of organizational values in the context of a post-merger integration (PMI) change process, which entails adopting a new set of values. Within such a dynamic corporate context, organizational values may assist employees in proactively managing their work performance and job satisfaction by putting organizational values into practice and using them (‘crafting’) in the context of work. A four-week diary study was conducted in which 71 employees participated. Diary records and validated questionnaire data were collected during a post-merger integration process in a multi-national corporation, and were then analyzed using multi-level modelling. This study suggests that using and practicing organizational values can affect people's motivation to act proactively in changing work settings. We discuss the implications of our findings for future work in helping organizational members craft their work by drawing on organizational values for sustainable collaboration

Job demands-resources model

* The question of what causes job stress and what motivates people has received a lot of research attention during the past five decades. In this paper, we discuss Job Demands-Resources (JD-R) theory, which represents an extension of the Job Demands-Re

Daily Job Crafting and Adaptive Performance During Organizational Change:The Moderating Role of Managers' Influence Tactics

Is job crafting relevant for adaptive performance in the absence of managers’ effective influence tactics and the presence of ineffective tactics? Based on job demands-resources and conservation of resources theories, we examined whether employee daily job crafting behaviors (i.e., resources seeking, challenges seeking, demands reducing) interact with overall managers’ influence tactics during times of organizational change in explaining change outcomes. Twenty-nine hotel employees completed a questionnaire to evaluate their managers’ influence tactics, and then a diary for five consecutive workdays to assess daily job crafting behaviors and daily adaptive performance during a large-scale change. Multilevel analyses revealed that daily seeking resources related positively to adaptive performance particularly when specific managers’ influence tactics were low. These findings imply that employees compensate for the absence of managers’ influence tactics by seeking resources in order to facilitate their own adaptation to organizational changes