Sabbaticals and employee motivation: Benefits, concerns, and implications

The Journal of Education for Business 01/2005; 80 (3): 160-164. DOI: 10.3200/JOEB.80.3.160-164

ABSTRACT The use of sabbaticals as a means to improve employee motivation and morale is growing rapidly as companies seek ways to retain their star performers and fight the effects of job burnout. In this article, the authors examine the various forms of sabbaticals in diverse industries, the reasons for their use, and the relevant benefits and concerns for organizations and employees. The authors' review of current literature suggests that the adoption of sabbaticals can have positive effects on both business organizations and employees. They conclude with implementation strategies for making sabbaticals work effectively and suggestions for possible future research on the issue.

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    ABSTRACT: The consequences of demographic change for firms are increasingly discussed in both academia and industry. However, empirical findings indicate that the correlation between an employee's age and performance is nearly insignificant. What matters most is the currency of employees' competencies. The Human Resources Management (HRM) literature offers suggestions about 'best practices' to keep competencies up to date. In this paper, we present empirical results from R&D-intensive organisations (non-university research). Based on qualitative empirical data, we identified configuration types that perform different strategies for keeping employees' competencies up to date. The differences result from the relation of an organisation's environment to its internal learning dynamics. Consequently, the appropriateness of Human Resource (HR) strategies, measures and practices to keep competencies up to date depends on the configuration type. 'Best practices' in one configuration type can be 'worst practices' in another. We show which HR strategies, measures and practices are employed in different configuration types and how they shape the learning dynamics in various environments.
    Int. J. Human Resources Development and Management Int. J. Human Resources Development and Management. 01/2009; 93(9):124-148.


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May 20, 2014