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Mari Huhtala Asko Tolvanen Saija Mauno Taru Feldt 《Journal of business and psychology》2015,30(2):399-414
Purpose
Ethical culture is a specific form of organizational culture (including values and systems that can promote ethical behavior), and as such a socially constructed phenomenon. However, no previous studies have investigated the degree to which employees’ perceptions of their organization’s ethical culture are shared within work units (departments), which was the first aim of this study. In addition, we studied the associations between ethical culture and occupational well-being (i.e., burnout and work engagement) at both the individual and work-unit levels.Design/Methodology/Approach
The questionnaire data were gathered from 2,146 respondents with various occupations in 245 different work units in one public sector organization. Ethical organizational culture was measured with the corporate ethical virtues scale, including eight sub-dimensions.Findings
Multilevel structural equation modeling showed that 12–27 % of the total variance regarding the dimensions of ethical culture was explained by departmental homogeneity (shared experiences). At both the within and between levels, higher perceptions of ethical culture associated with lower burnout and higher work engagement.Implications
The results suggest that organizations should support ethical practices at the work-unit level, to enhance work engagement, and should also pay special attention to work units with a low ethical culture because these work environments can expose employees to burnout.Originality/Value
This is one of the first studies to find evidence of an association between shared experiences of ethical culture and collective feelings of both burnout and work engagement.3.
Jorge A. Gonzalez Belle Rose Ragins Kyle Ehrhardt Romila Singh 《Journal of business and psychology》2018,33(1):89-104
Purpose
Most work–life research focuses on the spillover of the nuclear family to the workplace, offering little insight into how other family relationships and friendships can spill over to affect employees’ organizational attachment. Past research has also overlooked the role of relationship quality and the mechanisms underlying these life-to-work spillover effects. Addressing these shortcomings, we integrate the systemic model of community attachment with job embeddedness theory to develop a model of community relational embeddedness and then use this model to examine how nonwork relationships connect people to their workplaces.Design/Methodology/Approach
We used survey data from a national sample of 2025 accounting professionals and tested mediation hypotheses using structural equation modeling.Findings
Employees’ relationships with friends and family predicted their attachment to their communities, which in turn predicted their workplace turnover intentions. Supporting our theoretical model, bonds with friends and family predicted moving intentions, and community fit and sacrifice mediated these effects. Community fit and sacrifice also predicted work turnover intentions indirectly through moving intentions. Tests also revealed that, surprisingly, friendships had a stronger impact on community attachment than family.Implications
Employees are connected to their organizations through an array of close community relationships that extend beyond the nuclear family (i.e., spouse, children). Organizations can enhance employees’ workplace attachment by recognizing the role of friends and offering work–life programs that use a broad conceptualization of family (e.g., adult siblings, parents).Originality/Value
Our study illustrates the importance of community relationships to workplace attachment, and the need to incorporate relational quality, nonnuclear family, and friendships in future research.4.
Purpose
Belief in conspiracy theories about societal events is widespread among citizens. The extent to which conspiracy beliefs about managers and supervisors matter in the micro-level setting of organizations has not yet been examined, however. We investigated if leadership styles predict conspiracy beliefs among employees in the context of organizations. Furthermore, we examined if such organizational conspiracy beliefs have implications for organizational commitment and turnover intentions.Design/Methodology/Approach
We conducted a survey among a random sample of the US working population (N = 193).Findings
Despotic, laissez-faire, and participative leadership styles predicted organizational conspiracy beliefs, and the relations of despotic and laissez-faire leadership with conspiracy beliefs were mediated by feelings of job insecurity. Furthermore, organizational conspiracy beliefs predicted, via decreased organizational commitment, increased turnover intentions.Implications
Organizational conspiracy beliefs matter for how employees perceive their leaders, how they feel about their organization, and whether or not they plan to quit their jobs. A practical implication, therefore, is that it would be a mistake for managers to dismiss organizational conspiracy beliefs as innocent rumors that are harmless to the organization.Originality/Value
Three novel conclusions emerge from this study. First, organizational conspiracy beliefs occur frequently among employees. Second, participative leadership predicts decreased organizational conspiracy beliefs; despotic and laissez-faire leadership predict increased organizational conspiracy beliefs due to the contribution of these destructive leadership styles to an insecure work environment. Third, organizational conspiracy beliefs harm organizations by influencing employee commitment and, indirectly, turnover intentions.5.
Eden King Jeremy Dawson Jaclyn Jensen Kristen Jones 《Journal of business and psychology》2017,32(1):1-19
Purpose
This paper advances a socioecological perspective toward understanding the relationship between demography and job attitudes by considering the joint effects of individual ethnicity and ethnic group relative representation—the degree to which an individual’s own demographic group is represented similarly in their organization and the community in which the organization is located.Design/Methodology/Approach
Hierarchical polynomial regression analyses of census and survey data from 57,000 employees of 142 hospitals in the United Kingdom suggest that ethnic group relative representation is related to ethnic minority employees’ job satisfaction and turnover intentions.Findings
An asymmetric pattern emerged wherein the effect of under-representation on turnover intentions was stronger than the effect of over-representation. Moreover, the effects of relative representation varied with respectful treatment by coworkers; relative representation had little effect on attitudes of employees who reported low levels of coworker respect but generally enhanced attitudes when respect was high.Originality/Value
This work points to the meaningful role that socioecological factors can play in what are typically considered to be intraorganizational phenomena, thereby highlighting the need for organizational research to assess relevant aspects of the communities in which organizations are embedded.6.
Purpose
Leader sensegiving—the attempt to affect employees’ sensemaking—is a crucial leadership activity during organizational change. Yet, it is unclear how employee sensemaking and leader sensegiving vary across different change phases: Although addressing employee needs is key for successful sensegiving, current literature remains vague about how leaders account for different employee needs over the course of a change process.Design/Methodology/Approach
Data were obtained from an interview study with organizational members who underwent episodic change. To integrate both perspectives, interviews were conducted with leaders (n = 26) and employees (n = 29). Data were analyzed using template analysis.Findings
Our analysis revealed and confirmed different sensemaking needs and respective sensegiving foci in each change phase. During exploration, leaders respond to employees’ need for reassurance with receptive sensegiving. During preparation, leaders show participative sensegiving to answer employees’ need for orientation. During implementation, leaders’ compensating sensegiving responds to employees’ need for balance. During evaluation, leaders’ evaluative sensegiving accounts for employees’ need for acknowledgment. Each sensegiving mode is associated with a specific set of discursive and symbolic strategies in each phase.Implications
This study provides a systematic framework on how leaders can respond successfully to employee sensemaking needs in each change phase using different discursive and symbolic sensegiving strategies.Originality/Value
The study enhances our understanding of development in sensemaking and sensegiving by outlining the specific interlocking between both processes within the different change phases. Furthermore, it outlines how the relevant sensegiving modes can be obtained through particular symbolic and discursive strategies.7.
Purpose
In line with findings that organizational citizenship behaviors (OCBs) may be driven by selfless and self-serving motives, we sought to determine supervisor effectiveness in distinguishing good soldiers from good actors.Design/Methodology/Approach
Employing a sample of 197 supervisor-subordinate dyads, we collected self- and supervisor-reports of employees’ citizenship motives. Dominance analysis was used to determine supervisory accuracy in identifying and distinguishing among subordinates’ motives.Findings
We found that the relationships between self- and supervisor-reports of corresponding motives were strongest, supporting our hypotheses that supervisors are able to accurately identify their subordinates’ OCB motives and that they are not fooled by good actors.Implications
Our results address concerns raised in previous research that inaccuracy in supervisor attributions of motives might lead to unfair reward or punishment of their subordinates. In demonstrating their accuracy in identifying their subordinates’ motives, an important implication of our work is that supervisors’ preferences for selfless motives may relate to actual differences in their employees’ contribution to the organization.Originality/Value
Our study contributes to existing research to more conclusively address the question of supervisors’ bias in their preference for selfless motives. Our results also underscore the importance of accounting for employee motives in research exploring the outcomes of OCBs.8.
Purpose
This research examines the linking mechanisms and conditional processes underlying the abusive supervision and workplace deviance relationship. Based primarily on Affective Events Theory, it was hypothesized that work-related negative affect would mediate the relationship between abusive supervision and workplace deviance, and that this indirect effect would be moderated by employee-based and organization-based aggressiveness.Design/Methodology/Approach
Two independent studies were conducted, including diverse working samples and multi-wave data, to test these relationships through mediation and moderated-mediation bootstrapping procedures.Findings
Both studies suggest that work-related negative affect mediates the abusive supervision and workplace deviance relationship. Mixed findings were found for the moderating effect of employee-based and organization-based aggressiveness. In Study 1 higher levels of employee-based aggressive beliefs and attitudes increased the magnitude of the indirect effect; however, in Study 2 when taking into account organization-based aggressive norms only the facet of social discounting bias increased this relationship. In Study 2 higher levels of organization-based aggressive norms also increased the magnitude of the indirect effect for supervisor-directed deviance.Implications
Theoretical and practical implications of these findings suggest a movement toward an emotion-centered process-based theory of workplace deviance.Originality/Value
A central question in organizational behavior research revolves around what drives employees to engage in various workplace behaviors. Replicating research that suggests abusive supervision is an important factor in this question, this research helps illuminate the processes underlying this perception-to-behavior link, as well as the boundary conditions of these processes.9.
Paul D. Bliese Mark A. Maltarich Jonathan L. Hendricks 《Journal of business and psychology》2018,33(1):1-23
Purpose
Multilevel mixed effects models are widely used in organizational behavior and organizational psychology to test and advance theory. At times, however, the complexity of the models leads researchers to draw erroneous inferences or otherwise use the models in less than optimal ways. We present nine take-away points intended to enhance the theoretical precision and utility of the models.Approach
We demonstrate our points using two types of simulated data: one in which group membership is irrelevant, and the other in which relationships exist only because of group membership. We then demonstrate that the effects we observe in simulated data replicate in organizational data.Findings
Little that we address will be new to methodology experts; nonetheless, we draw together a variety of points that we believe will help advance both theory and analytic rigor in multilevel analyses.Implications
We make two points that run somewhat counter to conventional norms. First, we argue that mixed-effects models are appropriate even when ICC(1) values associated with the outcome data are small and non-significant. Second, we show that high ICC(2) values are not a prerequisite for detecting emergent multilevel relationships.Originality/Value
The article is designed to be a resource for researchers who are learning about and applying mixed-effects (i.e., multilevel) models.10.
Haley M. Woznyj Alexandra M. Dunn Linda Rhoades Shanock Eric D. Heggestad Zoa Ordóñez Benjamin Uhrich 《Journal of business and psychology》2017,32(6):627-639
Purpose
The present study builds on prior research involving organizational support theory and the trickle-down effects of supervisors’ perceived organizational support (POS). We examine benefits of supervisor POS for the supervisors themselves (enhanced affective commitment and in-role performance), and a behavioral mechanism through which supervisors’ POS may lead to subordinate dedication, a multifaceted conceptualization of performance.Design/Methodology/Approach
Using three sources of data (from 139 human resource professionals, their 47 supervisors, and the 22 bosses of their supervisors) we assessed the hypothesized relationships using multilevel path modeling.Findings
Supervisors’ POS related positively to supervisors’ affective commitment to their organization, resulting in better supervisor in-role performance two months later. Also, having better performing supervisors resulted in more dedication by employees in the form of extra-role performance, as rated by their supervisor 2 months later, and extra hours worked.Implications
It appears providing organizational support to supervisors may result in beneficial outcomes for the supervisors and the organization in terms of supervisors’ enhanced emotional attachment to the company, and better performance in their job, with consequences for subordinate dedication in terms of extra hours worked and extra-role performance.Originality/Value
These findings contribute to organizational support theory by showing initial evidence that supervisor in-role performance can serve as an explanatory mechanism through which supervisors’ POS trickles down to aid subordinates.11.
Lorne M. Sulsky Joel Marcus Heather A. MacDonald 《Journal of business and psychology》2016,31(3):383-398
Purpose
The purpose of this study was to investigate whether situational factors predict ethicality judgments of theft behavior, and whether the effect of situational factors is moderated by moral relativism.Design/Methodology/Approach
Data were obtained across two laboratory experiments using undergraduate business students attending a Canadian university (n = 372). Student participants viewed a videotaped vignette of an employee informed that he had been caught stealing sales commission. In the vignettes, we manipulated two situational factors: whether or not (a) the theft has monetary consequences for the organization, and (b) similar theft is commonplace within the organization.Findings
In Experiment 1, both situational factors interacted with moral relativism in the prediction of ratings of unethical conduct. In Experiment 2, using a within-participant research design, we achieved an interaction between the organizational consequences manipulation and moral relativism, although we obtained a considerably stronger effect size for the interaction compared to the first experiment.Implications
We discuss implications of our findings and suggest avenues for future research. In particular, we consider the possibility that managers may not share a common frame-of-reference when considering the ethicality of theft. This could affect whether and the extent to which theft behavior is reprimanded.Originality/Value
Our study contributes to research on employee theft, and also adds incrementally to our understanding of how both situational factors and moral relativism jointly influence perceptions of theft behavior.12.
Purpose
This study draws from social comparison theory to explore why and under which circumstances individuals receiving idiosyncratic deals (i-deals) are likely to help their co-workers.Design
Data were collected with an alumni association of engineers. Participants completed two questionnaires (N = 182 at Time 2).Findings
We find that the relationship between i-deals and helping behavior is not direct, but is mediated by organizational-based self-esteem. This relationship is stronger when i-deal recipients believe that their co-workers do not have the opportunity to get i-deals for themselves.Implications
I-deal recipients are expected to help their colleagues because helping colleagues is consistent with the positive self developed thanks to i-deals. When co-workers have the opportunity to get i-deals for themselves, social comparison between the i-deal recipient and colleagues is likely to be more salient, which strengthen the indirect relationship between i-deal and helping behavior.Originality
This study tests i-deals from the vantage point of social comparison theory rather than from the perspective of social exchange. We thereby provide a richer account of the complexities involved in helping behavior. By exploring contextual variables that are likely to trigger social comparisons, we also expect to better understand the circumstances under which i-deals are likely to be associated with helping behavior.13.
Purpose
Research has found that depletion of personal energy makes people self-centered. Thoughts of money also make people self-centered. We propose that reminding depleted individuals of money would in fact make them less self-centered and more other-oriented. We draw on evidence that money has potential to produce feelings of energy and that greater energy predicts more considerate behavior. We tested whether reminders (thoughts) of money reduce or counteract the selfish effects of depletion, promoting considerate responses.Design/Methodology/Approach
Data were obtained through experiments conducted via the internet with working adult participants recruited in the USA and Hong Kong.Findings
Depletion positively predicted self-centeredness, replicating previous research. As we hypothesized, thoughts of money (vs. money-neutral object) reduced or eliminated this effect. The mediating process was bolstered feelings of energy.Implications
Organizational research has focused on showing how money in the form of compensation affects behavior. We provide a more nuanced understanding of the role of money in employee behavior. Reminders of money help employees feel energized in the face of depletion and in turn rein in selfish impulses. Our findings imply that when employees are drained, thoughts of money in general, even beyond the form of compensation, can provide strength to care about others besides the self.14.
Charn P. McAllister John N. Harris Wayne A. Hochwarter Pamela L. Perrewé Gerald R. Ferris 《Journal of business and psychology》2017,32(2):147-164
Purpose
The purpose of this study was to investigate the moderating effect of perceived resource availability on the relationship between work passion and employee well-being (i.e., job satisfaction and job tension) and performance (i.e., job performance and citizenship behaviors) using self-determination theory.Design/Methodology/Approach
Data were obtained through surveys distributed via an online platform (Sample 1) and to employees of three professional organizations: a municipal agency (Sample 2), an engineering firm (Sample 3), and an advertising organization (Sample 4).Findings
The interaction between employees’ work passion and their perceptions of available resources was associated with employees’ well-being and performance, such that greater work passion was associated with positive outcomes when resources were perceived as available. Conversely, heightened work passion was associated with job tension and fewer positive benefits when perceived available resources were low.Implications
Work passion is often touted by employers as a valuable characteristic for employees, but, as these findings suggest, there are conditions that must be met in order for employees to experience positive well-being and performance outcomes. This information will likely prove invaluable for those employers seeking to best support their passionate employees.Originality/Value
Research into the area of work passion is small but growing, and this study provides valuable insight into a key boundary condition for the effectiveness of passion: perceived resource availability. Additionally, this study identifies circumstances in which passionate employees actually experience a negative work outcome. Further, the multiple samples and constructive replication employed help provide confidence and a strong empirical foundation for the results.15.
Alexandre J. S. Morin Jean-Sébastien Boudrias Herbert W. Marsh Dennis M. McInerney Véronique Dagenais-Desmarais Isabelle Madore David Litalien 《Journal of business and psychology》2017,32(4):395-419
Purpose
This study illustrates complementary variable- and person-centered approaches allowing for a more complete investigation of the dimensionality of psychometric constructs. Psychometric measures often assess conceptually related facets of global overarching constructs based on the implicit or explicit assumption that these overarching constructs exist as global entities including conceptually related specificities mapped by the facets. Proper variable- and person-centered methodologies are required to adequately reflect the dimensionality of these constructs.Design/Methodology/Approach
We illustrate these approaches using employees’ (N = 1077) ratings of their psychological wellbeing at work.Findings
The results supported the added value of the variable-centered approach proposed here, showing that employees’ ratings of their own wellbeing simultaneously reflect a global overarching wellbeing construct, together with a variety of specific wellbeing dimensions. Similarly, the results show that anchoring person-centered analyses into these variable-centered results helps to achieve a more precise depiction of employees’ wellbeing profiles.Implications
The variable-centered bifactor exploratory structural equation modeling (ESEM) framework provides a way to fully explore these sources of psychometric multidimensionality. Similarly, whenever constructs are characterized by the co-existence of overarching constructs with specific dimensions, it becomes important to properly disaggregate these two components in person-centered analyses. In this context, person-centered analyses need to be clearly anchored in the results of preliminary variable-centered analyses.Originality/Value
Substantively, this study proposes an improved representation of employees’ wellbeing at work. Methodologically, this study aims to pedagogically illustrate the application of recent methodological innovations to organizational researchers.16.
David P. Costanza Nikki Blacksmith Meredith R. Coats Jamie B. Severt Arwen H. DeCostanza 《Journal of business and psychology》2016,31(3):361-381
Purpose
Organizational culture is a critical resource for organizations to adapt to dynamic environments and to survive in the long term. Unfortunately, a lack of clarity exists in the conceptualization of adaptive cultures and little empirical research investigates its impact on survival. Therefore, the purpose of the present study was twofold: (1) to identify, define, and develop a measure of adaptive organizational culture and (2) to demonstrate the effect of adaptive culture on organizational survival.Design/Methodology/Approach
An adaptive culture rating scale was developed based on a review of the existing literature. Ninety-five organizations founded prior to 1940 were rated on nine characteristics of adaptive culture. Ratings were used to predict likelihood to survive using a Cox regression with proportional hazards survival analysis.Findings
Exploratory factor analysis revealed two broad factors of adaptive culture, values toward change and action-orientation. Findings indicate organizations with adaptive cultures were more likely to survive.Implications
The present effort provided evidence that culture can serve as an adaptive mechanism with effects spanning decades. Leaders should focus on establishing adaptive cultural norms and values in order to increase chances of surviving.Originality/Value
This is one of the first historiometric studies to develop and utilize a measure of adaptive culture. Further, this study looked at the impact of adaptive culture on long-term organizational outcomes using survival analysis, a statistical technique not often employed in the organizational literature.17.
Purpose
Researchers have paid little attention to the relationship between employees’ objective internal and external pay standing and their job performance. Moreover, few studies have considered that employees’ objective pay standing is dynamic; that is, it changes over time. In this study, we analyze the relationship between changes in employees’ objective internal and external pay standing and their job performance.Design/Methodology/Approach
We test the hypotheses using data for players in the National Basketball Association over a period of 12 seasons (n = 4830).Findings
Decreases in employees’ objective internal and external pay standing are negatively related to their task performance. Furthermore, decreases in employees’ objective internal pay standing, but not in their external pay standing, are negatively related to their contextual performance.Implications
Analyzing the relationship between changes in employees’ objective internal and external pay standing and their job performance adds to our understanding of the individual-level consequences of pay dispersion.Originality/Value
This is one of the first studies to analyze the relationship between employees’ objective internal and external pay standing and their job performance. Moreover, this is one of the first studies that considers that employees’ objective internal and external pay standing changes, for example, because the external and internal labor markets change. The study contributes to research on employee compensation and salary, and to research on pay disparities.18.
Purpose
Questionable research or reporting practices (QRPs) contribute to a growing concern regarding the credibility of research in the organizational sciences and related fields. Such practices include design, analytic, or reporting practices that may introduce biased evidence, which can have harmful implications for evidence-based practice, theory development, and perceptions of the rigor of science.Design/Methodology/Approach
To assess the extent to which QRPs are actually a concern, we conducted a systematic review to consider the evidence on QRPs. Using a triangulation approach (e.g., by reviewing data from observations, sensitivity analyses, and surveys), we identified the good, the bad, and the ugly.Findings
Of the 64 studies that fit our criteria, 6 appeared to find little to no evidence of engagement in QRPs and the other 58 found more severe evidence (91 %).Implications
Drawing upon the findings, we provide recommendations for future research related to publication practices and academic training.Originality/value
We report findings from studies that suggest that QRPs are not a problem, that QRPs are used at a suboptimal rate, and that QRPs present a threat to the viability of organizational science research.19.
Danielle D. King Catherine J. Ott-Holland Ann Marie Ryan Jason L. Huang Patrick L. Wadlington Fabian Elizondo 《Journal of business and psychology》2017,32(6):641-653
Purpose
The purpose of this study was to investigate organizational and occupational homogeneity, compare homogeneity at different levels of composition, and uncover a mechanism for homogeneity.Design/Methodology/Approach
Data were obtained from an archival data base of current employees (N = 23,933) in 40 organizations, 19 major job groupings, 42 minor job groupings, and 115 detailed job titles.Findings
Support for homogeneity within organizations and occupations was found, regardless of the granularity with which occupation were defined. Homogeneity estimates were smaller than prior estimates in the literature based on smaller, less diverse samples. Occupational homogeneity was significantly greater than homogeneity at the organizational level for neuroticism and extraversion. As a potential mechanism, we demonstrated that occupational interest could predict personality at the occupational level.Implications
Investigating homogeneity effects with a large, representative sample and simultaneously considering occupation and organization helps to advance our theoretical understanding of the Attraction–Selection–Attrition process. This study provides evidence of relative homogeneity effects and mechanisms. Such knowledge could help inform the selection, training, and socialization tactics employed by practitioners.Originality/Value
Little is currently known about how within-occupation homogeneity in personality relates to within-organization homogeneity, or the influence of vocational interests on such homogeneity. We provide a methodological update to decompose and compare organizational and occupational influence on personality homogeneity. We also assess homogeneity at three levels of occupational granularity, and delineate a mechanism for personality to become homogeneous at the occupation level.20.
Seth Kaplan Lia Engelsted Xue Lei Karla Lockwood 《Journal of business and psychology》2018,33(3):365-382