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<title>International Journal of Law and Management:</title>
<subTitle>Labour-friendly practices and
value maximization:
a SEM approach</subTitle>
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<name type="Personal Name" authority="">
<namePart>Hassan Younies</namePart>
<role><roleTerm type="text">Additional Author</roleTerm></role>
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<name type="Personal Name" authority="">
<namePart>Tareq Na’el Al-Tawil</namePart>
<role><roleTerm type="text">Primary Author</roleTerm></role>
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<name type="Personal Name" authority="">
<namePart>Venugopal Prabhakar Gantasala</namePart>
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<publisher>EMERALD INSIGHT</publisher>
<dateIssued>2021</dateIssued>
<issuance>monographic</issuance>
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<note>Abstract
Purpose – This paper aims to present a vital strand that is part and parcel of an informed discussion
towards the adoption of labour-friendly practices (LFP). This study is intended to examine the influence of
LFP on five dimensions: job performance (JP), employee satisfaction (ES), corporate governance (CG),
customer satisfaction (CS) and organizational performance (OP).
Design/methodology/approach – The study was conducted on top and middle-level management
personnel in several companies across the United Arab Emirates (UAE). A total of 1,000 questionnaires was
distributed personally and via email of which 366 usable responses were analysed using confirmatory factor
analysis and structural equation modelling (SEM).
Findings – The results reinforce the premise that LFP positively and significantly influences value
maximization.
Originality/value – This paper affirmed that what is good for the employees (or other stakeholders) is also
good for shareholders, but within the constraints of an ideal context, where the shareholders subscribe to
strict ethical principles and the stakeholders act with their moral agency intact. Thus, the discussion of LFP
comprises not just about what is satisfying for the employees but also what is conducive for optimal value
creation. The empirical findings were, however, more compatible within the agency theory framework
because of the non-instrumentality that was observed too ideal and philosophical for the stakeholder theory of
value creation.</note>
<subject authority=""><topic>Corporate governance, Stakeholder theory</topic></subject>
<subject authority=""><topic>Value maximization, Job performance, Employee sati</topic></subject>
<subject authority=""><topic>Human resources performance, Labour-friendly pract</topic></subject>
<subject authority=""><topic>Ethical values, Governance and ethics</topic></subject>
<subject authority=""><topic>Corporate social responsibility, Business strategy</topic></subject>
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