A New Perspective on Employee Lateness

In contrast to absence and turnover, the relevant antecedents that would lead an individual to arrive late at work have not yet been clearly presented in one model. This article suggests a two-stage formulation with attitudes triggering one track, and other antecedents including personality, commuting-related variables, culture, and work-family conflict serving to influence a second source of lateness. Furthermore, the model integrates some of the ideas usually included in a progression model by delineating a process that links the various types of withdrawal measures. Finally, the article describes another set of variables, minor withdrawal behaviours, which are hard for management to detect but may serve as a behavioural antecedent of employee lateness.     

Developmental climate: A cross-level analysis of voluntary turnover and job performance

This research investigates the influence of shared perceptions of developmental climate on individual-level perceptions of organizational commitment, engagement, and perceived competence, and whether these attitudes mediate the relationship between developmental climate and both individual voluntary turnover and supervisor-rated job performance. Survey data were collected from 361 intact employee–supervisory mentoring dyads and matched with employee turnover data collected one year later to test the proposed framework using multilevel modeling techniques. As expected, shared perceptions of developmental climate were significantly and positively related to all three individual work attitudes. In addition, both organizational commitment and perceived competence were significant mediators of the positive relationship between shared perceptions of developmental climate and voluntary turnover, as well as shared perceptions of developmental climate and supervisor-rated job performance. By contrast, no significant mediating effects were found for engagement. Theoretical implications, limitations, and future research are discussed.     

THE PRECURSORS AND PRODUCTS OF JUSTICE CLIMATES: GROUP LEADER ANTECEDENTS AND EMPLOYEE ATTITUDINAL CONSEQUENCES

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of 3 types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justice–attitude relationships. Largely consistent with the theoretically derived hypotheses, the results showed that leader (a) Agreeableness was positively related to procedural, interpersonal, and informational justice climates; (b) Conscientiousness was positively related to a procedural justice climate; and (c) Neuroticism was negatively related to all 3 types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high.     

Using the Steers-Rhodes (1984) framework to identify correlates of employee lateness

Based on a sample of factory workers, this field study examined correlates of employee lateness. The framework provided by Steers and Rhodes (1984) was used to identify variables related to voluntary and involuntary lateness. Both motivation and ability to be on time were found to be important determinants of lateness as well as joint moderators in explaining lateness. The negative job satisfaction-lateness relationship suggested that a proportion of lateness behavior represented a response to an aversive work environment.     

Employee perceptions of climate as an antecedent of time banditry in the workplace

Time banditry has recently been introduced as a distinct construct in the organizational behavior literature. An employee is engaged in time banditry when he or she pursues nontask‐related activities during work time (i.e., chatting with a co‐worker or surfing the web). This study examines the novel concept of time banditry and the impact of climate on its prevalence in the workplace. Climate is a direct reflection of how employees feel about where they work, and is postulated to have a direct effect on engagement in time banditry behaviors. Results provide evidence that employee perceptions of process, policies, and satisfaction as they relate to the job climate are positively related to engagement in time banditry. Thus, when climates promote positive feelings at the job level, employees actually engage in more time banditry behavior. However, no significant relationship was found between time banditry and climate perceptions at the team or the organizational level.     

Leader responsiveness, equity sensitivity, and employee attitudes and behavior

This study investigated the relationships between leader responsiveness to employee requests and employee attitudes and behaviors in a sample of managers and their subordinates. Additionally, the study investigated the moderating effect of an individual difference variable (equity sensitivity), on the relationships between leader responsiveness and employee attitudes and behaviors. Leader responsiveness related significantly with job satisfaction, organizational commitment, and organizational citizenship behavior. Furthermore, equity sensitivity moderated the relationships between leader responsiveness and job satisfaction. Entitleds reported lower job satisfaction when manager fulfillment of employee requests was low than did Benevolents, whereas differences were minimal when manager request fulfillment was high. Implications of the findings were discussed.     

GENERALIZATION OF EMPLOYEE INVOLVEMENT TRAINING TO THE JOB SETTING: INDIVIDUAL AND SITUATIONAL EFFECTS

This study examined whether variables at individual, unit, and suborganization levels influence the extent to which the knowledge and skills learned in employee involvement (EI) training are generalized beyond specific EI activities. Training generalization occurs when the knowledge and skills learned in training for a specific purpose in one context (e.g., EI training for use in quality circles) are applied by trainees in another context (e.g., regular job duties). A multiple-cross-level design using data gathered from 252 employees and supervisors drawn from 88 units across 11 suborganizations provided support for both individual and situational effects. Hierarchical regression results demonstrated that characteristics at individual, unit, and suborganization levels significantly predicted the extent EI knowledge, skills, and attitudes were generalized to the core job activities. As predicted, trainees were more likely to use EI training in performing core job activities the more EI activities they participated in, the greater their commitment to the organization, and the less cynical they were about the likelihood of positive organizational change. Contrary to expectations, more generalization of EI training was found to occur in units and suborganizations with less participative climates.     

Do sales and service compete? The impact of multiple psychological climates on frontline employee performance

This research examines how employees’ climate perceptions – or psychological climate – influence their performance of climate-related outcomes. We focus on two specific climates arguably most relevant to boundary-spanning organizations: service and sales climates. Building from the resource-allocation framework, the authors examine the way employees reconcile these multiple psychological climates. Polynomial regression and response surface modeling are used to test for the influence of these distinct climates on employee outcomes using a sample of 252 marketing employees and their 68 immediate supervisors. Specifically, the authors examine relationships between service and sales climates and the employee performance outcomes of customer satisfaction, helping behavior, effort, and sales performance. Results provide insight into the benefits and pitfalls of sales and service climates co-existing. Specifically we find that while sales effort is highest in climates that heavily favor sales, sales performance may exist in both sales-favored and service-favored climates (yet not in the presence of both). From a customer satisfaction perspective we find no significant impact of increasing sales climate in the presence of high service perceptions. These findings – both significant and non-significant – provide implications for future research in the realm of service-sales ambidexterity and interface as well as insight and direction for frontline managers.     

Development and validation of a measure of an individual’s lateness attitude

The authors developed and validated a measure of employees’ attitudes toward lateness at work. Analyses provided clear evidence of the reliability and validity of the new measure. Specifically, high reliabilities were observed in both student (α = .82) and employee (α = .84) samples. Using objective lateness data from organizations, the measure significantly predicted two lateness behaviors, lateness frequency (r = .25, p < .01) and duration (r = .24, p. < .01), over a six-month period. Most importantly, lateness attitude improved prediction of lateness behavior above and beyond prediction made with only general job attitudes and conscientiousness.     

Effects of Participation in Decision Making on Performance and Employee Attitudes: A Quality Circles Meta-analysis

This study explores the effects of a participative technique, quality circles (QCs), on several employee attitudes and performance. The sample included 36 studies with 42 independent samples. Mean effect sizes were small for employee attitudes and moderate for job performance suggesting QCs affected job performance to a greater degree than employee attitudes. For organizations involved in quality management these results seem to suggest that quality interventions have a stronger impact on job performance than on employee attitudes. The study conclusions provide a positive outlook on the effects of total quality management interventions on productivity.     

团队沟通、工作不安全氛围对创新行为的影响:创造力自我效能感的调节作用

采用问卷调查法,以国内十三家大型企业集团75个工作团队共334名团队成员为研究对象,运用分层线性模型分析技术,探讨了团队沟通、工作不安全氛围对团队成员创新行为的影响,以及创造力自我效能感对此关系的调节作用.结果表明,团队沟通、工作不安全氛围对团队成员创新行为有倒U形的影响;创造力自我效能感调节团队沟通、工作不安全氛围与团队成员创新行为之间的关系:员工的创造力自我效能感越高,团队沟通、工作不安全氛围对团队成员创新行为的倒U形影响越小.     

Employee satisfaction and theft: testing climate perceptions as a mediator

Employee theft of both property and time is an expensive and pervasive problem for American organizations. One antecedent of theft behaviors is employee dissatisfaction, but not all dissatisfied employees engage in withdrawal or theft behaviors. The authors tested a model of theft behavior by using an organization's climate for theft as an explanatory mechanism. They found that dissatisfaction influenced employee theft behaviors through the intermediary influence of employees' individual perceptions of the organization's climate for theft. The authors encourage organizations to pay attention to such climate elements and take action to alter employee perceptions if they reflect permissive attitudes toward theft.     

The effect of leader moral development on ethical climate and employee attitudes

This study examines the effect of leader moral development on the organization’s ethical climate and employee attitudes. Results indicate that the relationship between leader moral development and ethical climate is moderated by two factors: the extent to which the leader utilizes his or her cognitive moral development (i.e., capacity for ethical reasoning), and the age of the organization. Specifically, the influence of the leader’s moral development was stronger for high utilizing leaders, those whose moral actions were consistent with their moral reasoning. Additionally, the influence of the leader’s moral development was stronger in younger organizations. Finally, as predicted, congruence between the leader’s moral development and the employee’s moral development was positively associated with job satisfaction and organizational commitment and negatively associated with turnover intentions.     

SOCIAL INFORMATION AND EMPLOYEE ANXIETY ABOUT ORGANIZATIONAL CHANGE

Studies of job attitudes have traditionally been conducted on the correspondence between individual needs and objective job characteristics. A recently developed theory, however, suggests that job attitudes may be a function of social information received (Salancik & Pfeffer, 1978). This investigation used social information processing theory as the basis for a study of antecedents to employee anxiety about a move to an open office environment. The structural equation model developed from social information processing theory proved to be a good fit to the data, and a revised version of the model provided an even belter accounting for the variance in the data. Anxiety about organizational change was determined by social information, individual needs, and job characteristics, with need for privacy having the largest impact on anxiety. The model is discussed in terms of its support for information processing theory, its individual significant linkages, and the implications for need satisfaction models of job attitudes and other research on outcomes in organizations.     

Improving organizational newcomers’ creative job performance through creative process engagement: The moderating role of a synergy diversity climate

Despite the mounting research demonstrating that employee seniority positively relates to creative job performance, we predict that a synergy diversity climate eliminates the employee seniority–creative job performance relationship by unleashing the creative potential of organizational newcomers. Drawing upon the integration-and-learning perspective for managing diversity, Study 1 finds that a synergy diversity climate moderates the relationship between employee seniority and supervisor-rated creative job performance lending support to our hypothesis. Study 2 provides an extension by showing how creative process engagement mediates this moderating effect on self-rated creative performance. Finally, Study 3 replicates and extends Study 2 by demonstrating the mediating role of creative process engagement but utilizing supervisor-rated creative job performance, while again showing synergy diversity climate to be an important boundary condition. In sum, we find that synergy diversity climate, as opposed to fairness and discrimination diversity climate, interacts with employee seniority by facilitating greater creative process engagement for newcomers subsequently impacting creative job performance. We discuss theoretical and practical implications for how the individual-level creative job performance effects may represent a microfoundation to creative team dynamics that confer a sustainable competitive advantage.     

School Climates and Student Behavior: Implications for Counselor Role

The current research on the study of school climates is described, and implications of this research for counselor role are indicated. This research has examined the nature of educational climates and environments, as well as the relationship of various environments to student achievement, attitudes, and behaviors. The research provides information about the nature of school environments as they are affected by staff characteristics and behaviors and student peer group characteristics. This research indicates that schools do have quite different climates which are supportive of diverse types of student and staff behavior. It appears that the adjustment and success of an individual student may well be a function of (a) the type of climate of the school he attends, and (b) the extent to which the school climate is supportive of his individual needs. After an extensive review of nine methodologies for studying school climate, possible applications of these research findings by the counselor are described.     

Employees' reactions to psychological contract breach: A moderated mediation analysis

This study examined the mediating role of acquiescent silence in the relationship between psychological contract breach and employee job satisfaction, as well as the moderating roles of perceived ethical climate on that relationship and on the mediation effect of acquiescent silence. Survey data were collected from a sample of 273 full-time employees from nine high-tech firms in Taiwan. The results showed that acquiescent silence partially mediated the relationship between psychological contract breach and job satisfaction. Moreover, the results from the moderation analysis showed that perceived ethical climate moderated the influence of psychological contract breach on acquiescent silence and the results from the moderated mediation analysis revealed that this mediation of acquiescent silence was moderated by perceived ethical climate such that at the lower level of perceived ethical climate, the mediation effect of acquiescent silence became stronger. Implications for managerial practices and suggestions for future research were discussed.     

Organizational climate systems and psychological climate perceptions: A cross‐level study of climate‐satisfaction relationships

Research has consistently demonstrated that both individual‐level climate perceptions and organizational climate are related to job satisfaction; however, little work has investigated their relative importance in a single study. Using a sample of 1,076 employees from 120 branches of a US‐based bank, the relative importance of individual‐ and unit‐level climate on individual satisfaction was examined. Cross‐level results of hierarchical linear models indicated that individuals' perceptions of the climate accounted for a large percentage of variance in individuals' satisfaction. Further, unit‐level climate systems accounted for a small but significant portion of individual satisfaction above and beyond individuals' perceptions of the climate. These results suggest that the overall climate in a work unit has some influence on individual attitudes, after accounting for individuals' idiosyncratic perceptions of the climate.     

Adaptation to work: An analysis of employee health, withdrawal, and change

J. Rosse and H. Miller (1984, in P. Goodman, R. Atkin et al., Absenteeism: New Approaches to understanding, measuring, and managing employee absence. San Francisco: Jossey-Bass) have proposed a model of employee adaptation that hypothesizes multiple withdrawal behaviors and attempts to change working conditions as alternative forms of adaptation to a dissatisfying work environment. Negative health outcomes are also hypothesized consequences of dissatisfaction with work. In this longitudinal study of 42 new hospital employees, intention to quit, turnover, absence, attempts to change the job, and heatlh disorders were negatively correlated with job satisfaction; lateness and self-report avoidance scale were not. Use of adaptive behaviors was also found to have remedial effects for employee health. Implications for a general model of adaptation are discussed.     

Humor in Teams: Multilevel Relationships Between Humor Climate,Inclusion, Trust,and Citizenship Behaviors

Purpose

This study examines the cross-level influence of positive and offensive leader humor climates on employee inclusion and citizenship behaviors, and the moderating effect of trust in such relationships.

Design/Methodology/Approach

We collected data from a sample of 225 respondents nested within 23 teams from a Canadian financial organization. A multilevel confirmatory analysis was used to provide evidence that variables of this study are distinct and a HLM analysis to test the hypotheses.

Findings

We find that employees’ perception of inclusion is influenced much more by an offensive humor climate than by a positive one. The results also suggest that the perception of inclusion plays a significant intermediary role in the influence of humor climates on citizenship behavior. Finally, trust in leaders acts as an important contingent condition in the effectiveness of a humor climate.

Implications

Use of humor does not always pay. Offensive humor by supervisor is a risky strategy that may undermine the beneficial effects of positive humor climate, increase employee exclusion and weaker individual performance.

Originality/Value

Our study shows the utility of using micro- and macro-approaches, and more specifically, the relevance of adopting an integrative multilevel view of the effect of a humor environment in predicting individual inclusion and citizenship behaviors.