Early online

  • Bonus Payments within the New Zealand Financial Services Sector (2021-06-02)
    Paul Easton David Brougham

    Some major corporate scandals have shown that bonuses have been put above basic client needs. As a result, organisations within the financial services sector have been advised to move away from paying bonuses. However, bonus payments are an expected part of the current remuneration package in this sector, which poses an interesting challenge for the employment relationship between employees and organisations. The present study gained employee insights into their bonuses by looking at performance and other factors. Qualitative interviews were undertaken within the financial services sector. Alternatives for bonuses and implications are discussed to manage remuneration and the employer/employee relationship.

  • Top Executives Work-Life Balance, Job Burnout and Turnover Intentions: Moderated-Mediation with Knowledge Sharing Culture (2021-06-02)
    Jarrod Haar Urs Daellenbach Conor O'Kane Katharina Ruckstuhl Sally Davenport

    New Zealand top executives are seldom explored, and this paper examines the role of work-life balance (WLB) on top executives’ turnover intentions, with job burnout mediating this relationship. It is expected that top executives with strong WLB will be aided with stronger wellbeing (lower burnout) and stronger work behaviours (lower turnover). Beyond these relationships, knowledge sharing culture (KSC) is included as a moderator and combined, a moderated mediation model is tested. Using data from 126 New Zealand top executives, we find that WLB negatively related to emotional exhaustion, cynicism, and turnover intentions, with cynicism fully mediating the influence of WLB on turnover intentions. A significant moderated mediation effect is found, which indicates that the indirect effect of WLB on turnover intentions through cynicism did vary, with the indirect effect diminishing as KSC becomes stronger. At levels above 0.2SD of KSC, WLB no longer has a significant effect on turnover. The findings add new insights into understanding turnover intentions in New Zealand, especially around boundary conditions of KSC, and highlight the complexity of executive talent retention.

  • The State of Job Burnout Amongst New Zealand Managers: Implications for Employment Relations (2021-06-30)
    Jarrod Haar

    Job burnout is a perennial issue for workers, but the most popular way to measure it has become widely critiqued. We utilise the newest burnout construct – the Burnout Assessment Tool (BAT) – and provide New Zealand’s first data on managers. Importantly, the BAT provides a cut-off score representing severe burnout (being burnt-out). Using data from 840 New Zealand managers, support for the BAT construct is found, and 11.3 per cent of managers meeting the burnt-out threshold. Statistical analysis towards burnt-out status shows significant differences across managerial position, firm size, and workforce education, although no significant differences by sector. In light of growing attention to burnout, we discuss the implications for employment relations around burnout and the importance for firms to address this growing issue.