Individual differences: Factors affecting employee utilization of flexible work arrangements

This study investigated individual and organizational factors that predict an individual’s choice to use flexible work arrangements (FWAs). Survey data was collected from 144 employees in two different organizations. The results revealed several significant predictors of FWAs: tenure, hours worked per week, supervisory responsibilities, perceptions of workgroup use and personal lifestyle. Individuals with longer tenure in the organization, who had supervisory responsibilities, had coworkers in their immediate workgroup who used FWAs or had personal lifestyle preferences were more likely to use the programs than those with less tenure, who did not have supervisory responsibilities, did not perceive their workgroup used FWAs or did not have personal lifestyle preferences.     

Individual‐ and group‐level effects of social identification on workplace bullying

A study of 494 employees nested in workgroups from 19 different organizations revealed group identification to be an important factor influencing work-related bullying at both the individual and the group level. Results show that the more employees identified with their group, the less likely they were victims of bullying, which is in line with previous social identity-based analyses of work stress. More importantly, the higher the average level of group identification in the organization, the lower the odds of being a victim versus not being a victim. The latter effect constituted a genuine context effect. These findings redress a neglect of the social bases of workplace bullying and suggest that bullying needs to be understood within a broader perspective of workgroup identities.     

Identification in the Self-Managing Organization Characteristics of Target and Tenure

This study examines the characteristics of worker identification with two targets at the same time: the workers' self-managing team and the larger organization that created the teams. We administered the Organizational Identification Questionnaire in such a way as to tap levels of identification with each target and used the results of an ethnographic study of the subjects to enhance our analysis. Our data suggest that workers identified more strongly with their team than with their company, particularly in terms of loyalty. In addition, long-term workers reported more identification with both their team and company than did short-term workers. The results support the assertion that a concertive (or team-based) system of control is more powerful, even if less obtrusive, than its bureaucratic predecessor.     

Felt and behavioral engagement in workgroups of professionals

This research proposes a two-dimensional measure of engagement for professionals in technically-oriented workgroups. It examines the relationship of their engagement to five workgroup outcomes: innovation, performance, satisfaction with the organization, career success, and intentions to stay. Three studies are reported involving: (1) a random sample of 123 workgroups and 1351 self and reports by others of professionals employed by a Fortune 100 company, (2) a panel study of 1024 of the study one professionals four months later, and (3) the replication of results with 827 professionals across three cultures. The results support felt engagement and behavioral engagement as distinct constructs that can be measured by both a self-report and assessments by others of workgroup engagement. The relationship of engagement to workgroup innovation, performance, satisfaction with the organization, career success, and intentions to stay generalized across four countries and cultures: U.S./North America, The Netherlands/Europe, Argentina, and India. Felt engagement was the best predictor of affective outcomes and intentions to stay when all variables were measured concurrently. Behavioral engagement was the best predictor of workgroup performance concurrently and over time. This research indicates that the two dimensions of engagement are important aspects of vocational adjustment for the success of professionals in technically-oriented workgroups. Implications for future research are to consider multiple dimensions of engagement, clearly define the population and setting for engagement, and to study engagement as a dynamic experience that warrants ongoing management and workgroup attention.     

Felt and behavioral engagement in workgroups of professionals

This research proposes a two-dimensional measure of engagement for professionals in technically-oriented workgroups. It examines the relationship of their engagement to five workgroup outcomes: innovation, performance, satisfaction with the organization, career success, and intentions to stay. Three studies are reported involving: (1) a random sample of 123 workgroups and 1351 self and reports by others of professionals employed by a Fortune 100 company, (2) a panel study of 1024 of the study one professionals four months later, and (3) the replication of results with 827 professionals across three cultures. The results support felt engagement and behavioral engagement as distinct constructs that can be measured by both a self-report and assessments by others of workgroup engagement. The relationship of engagement to workgroup innovation, performance, satisfaction with the organization, career success, and intentions to stay generalized across four countries and cultures: U.S./North America, The Netherlands/Europe, Argentina, and India. Felt engagement was the best predictor of affective outcomes and intentions to stay when all variables were measured concurrently. Behavioral engagement was the best predictor of workgroup performance concurrently and over time. This research indicates that the two dimensions of engagement are important aspects of vocational adjustment for the success of professionals in technically-oriented workgroups. Implications for future research are to consider multiple dimensions of engagement, clearly define the population and setting for engagement, and to study engagement as a dynamic experience that warrants ongoing management and workgroup attention.     

Giving from a distance: Putting the charitable organization at the center of the donation appeal

Past research has shown repeatedly that people prefer donating to a single identified human victim rather than to unidentified or abstract donation targets. In the current research we show results countering the identifiable victim effect, wherein people prefer to donate to charitable organizations rather than to an identifiable victim. In a series of five studies, we manipulate temporal and social distance, examine a variety of donation targets, and measure intention to donate time or money as well as actual donations of money. We show that people are more willing to donate to a charitable organization when they are temporally or socially distant from the population in need. Willingness to donate to a specific person in need is higher when donors are temporally or socially close to the donation target. Furthermore, we demonstrate that (a) empathy mediates donations to a single victim, yet does not mediate donations to charitable organizations; (b) that donation giving to charitable organizations is unique and is not similar to donations to a group of victims. Theoretical and practical implications are discussed.     

Organizational identification and leader evaluation in a global workplace: Interaction of self-uncertainty,self-construal,and organizational culture

Past studies in social psychology, and in organizational psychology, have incorporated social identity theory but have not specifically examined the effects of self-construal and self-uncertainty on an individual's organizational identification. Through two social psychology experiments, the present research advances the literature by studying the effects of three predictor variables (self-construal, self-uncertainty, and organizational culture) on the criterion variables of identification with the organization, commitment to the organization, extra-role behaviors (Study 1), and leader evaluations (Study 2). Study 1 (N = 256) found that participants evaluated a self-inclusive organization more favorably when it possessed a relational (as opposed to nonrelational) organizational culture. This effect was, as predicted, moderated by self-uncertainty such that it was significantly stronger under high rather than low self-uncertainty. Study 2 (N = 336) examined the same criterion variables as the previous study but with the addition of leader evaluation. It was found that interdependent participants identified with and were more committed to their organization. Participants with an interdependent self-construal and high levels of self-uncertainty rated their leader more favorably when in a relational (as opposed to nonrelational) organization. Additionally, a significant three-way interaction between the predictors was explored. Future research directions and wider implications for strengthening employee identification and leader evaluations in organizations are discussed.     

Foci of attachment in organizations: A meta-analytic comparison of the strength and correlates of workgroup versus organizational identification and commitment

The workgroup and the organization as a whole are common foci of employee attachment (i.e., identification and commitment). This study reviews theorizing and empirical research on the relative impact of attachment to these foci on work attitudes and behavior. Confirming predictions derived from a wide range of previous models, a meta-analysis revealed that (a) on average workgroup attachment is stronger than organizational attachment and (b) each form of attachment is most strongly related to potential outcome variables of the same focus. Practical implications are discussed.     

Reflective Writing about Near-Peer Blogs: A Novel Method for Introducing the Medical Humanities in Premedical Education

Narrative analysis, creative writing, and interactive reflective writing have been identified as valuable for professional identity formation and resilience among medical and premedical students alike. This study proposes that medical student blogs are novel pedagogical tools for fostering peer-to-peer learning in academic medicine and are currently underutilized as a near-peer resource for premedical students to learn about the medical profession. To evaluate the pedagogical utility of medical student blogs for introducing core themes in the medical humanities, the authors conducted qualitative analysis of one hundred seventy-six reflective essays by baccalaureate premedical students written in response to medical student-authored narrative blog posts. Using an iterative thematic approach, the authors identified common patterns in the reflective essays, distilled major themes, coded the essays, and conducted narrative analysis through close reading. Qualitative analysis identified three core themes (empathic conflict, bias in healthcare, and the humanity of medicine) and one overarching theme (near-peer affinities). The premedical students’ essays demonstrated significant self-reflection in response to near-peer works, discussed their perceptions of medical professionalism, and expressed concerns about their future progress through the medical education system. The essays consistently attributed the impact of the medical student narratives to the authors’ status as near-peers. The authors conclude that reading and engaging in reflective writing about near-peer blog posts encourages premedical students to develop an understanding of core concepts in the medical humanities and promotes their reflection on the profession of medicine. Thus, incorporating online blogs written by medical trainees as narrative works in medical humanities classrooms is a novel pedagogical method for fostering peer-to-peer learning in academic medicine.

     

Use of Socially Dependent Bases of Power: French and Raven's Theory Applied to Workgroup Leadership1

This study examines how supervisors from three different organizations use social power in workgroups. A sample of 127 leaders completed a self-report questionnaire describing social influence attempts using a scale derived from French and Raven's (1959) five bases of social power. The results show no significant differences between organizations in use of the bases of social power. Referent and Expert powers were used significantly more frequently by these leaders than Legitimate, Reward, and Coercive powers. The number of subordinates supervised within the workgroup was significantly correlated with increased use of Coercive power by the workgroup leader. These results are discussed in terms of the potential for using socially dependent influence to explain leaders' direction of workgroup members.     

通过法则关系区分员工对组织的认同与反认同

员工对组织的认同与反认同有相关的心理机制(如员工对自尊的追求)与社会基础(如组织身分的多样性), 但它们是相互独立的两个构念。在个人建立自己的社会身分时, 认同体现了“求同”、而反认同则体现“存异”。基于理论分析所构建的法则关系中, 二者具有不同的前因变量和结果变量。对5家企业250名员工的问卷研究发现, 对组织认同的员工会更倾向于主动维护组织利益, 而对组织反认同的员工在工作中敷衍了事。嵌套的系列结构方程结果表明二者分离的模型对数据的拟合, 好于将二者合并的模型, 验证了这两个构念不同的基本论点。     

Semantic context and figure-ground organization

Summary The semantic-priming paradigm was used to investigate the effect of semantic context on the latency to identify visually ambiguous and unambiguous targets. Ambiguous targets had reversible figure-ground organizations analogous to Rubin's vase-profiles picture in which the figural vase is shaped by the same contour that, if reassigned, shapes two figural profiles. The two organizations of the ambiguous targets were either a series of black irregular shapes or a familiar word in white letters; subjects were required to achieve the latter organization. Unambiguous target words were not reversible. Related primes, unlike unrelated primes, facilitated the identification of both types of target; but the magnitude of facilitation was greater for ambiguous targets. The results demonstrate that semantic context influences the speed of figure-ground organization and add perceptual ambiguity to the target manipulations that interact with context to affect encoding.     

The Woman Veterinarian

This study was undertaken to determine the professional practice patterns of Michigan State University graduates in Veterinary Medicine and the factors that influenced their choice of profession and satisfaction with the field, so that similarities and differences of men and women practitioners could be compared. None of the 21 accredited schools of veterinary medicine has conducted a study of this kind. The career patterns of women were characterized by interruptions, lower salaries, and participation in only a few of the specialties within the profession, the latter interpreted as an attempt to reduce professional role-sex role conflict. In spite of the limitations and conflicts encountered by women, they are deeply committed to the profession and claim a great deal of satisfaction from their work.     

Identification as an organizational anchor: how identification and job satisfaction combine to predict turnover intention

The article examines the role of organizational identification and job satisfaction in relation to turnover intentions in seven organizations. Two models are proposed in which either job satisfaction or organizational identification was treated as a mediator of the other's relationship with turnover intention. The organizations varied in terms of culture (Japan vs. UK), and institutional domain (academic, business, health, mail, legal). Within each organization, and meta‐analytically combined across the seven samples (N = 1392), organizational identification mediated the relationship between job satisfaction and turnover intention more than job satisfaction mediated the relationship between organizational identification, and turnover intention. Organizational identification also had the larger overall relationship with turnover intention. This pattern remained true when gender, age, type of organization, culture, and length of tenure were accounted for, although the direct relationship between job satisfaction and turnover intention was stronger in private than public organizations and when the ratio of men was higher. The findings are consistent with a social identity theory (SIT) perspective and with the idea that identification is a more proximal predictor of turnover intention. Over and above job satisfaction, organizational identification offers a strong psychological anchor that discourages turnover intention in a range of organizational contexts. Copyright © 2008 John Wiley & Sons, Ltd.     

Organizational Politics and Work Identity as Predictors of Organizational Commitment

Building on the organizational-politics (Kaemar & Baron, 1999) and social-identity (Hogg & Terry, 2000) literatures, we examined the moderating effect of work identity on the organizational-politics/organizational-commitment relationship. Data collected from 500 employees of a data-reporting organization and 943 employees of a customer-service organization indicate that employees who identified primarily with their occupations were less affected by the level of perceived politics in the organization in the consideration of their commitment than were employees who identified primarily with their employing organizations or one of its units. Implications for research and management practice are discussed.     

Testing a Moderated Mediational Model of Workgroup Incivility: The Roles of Organizational Trust and Group Regard

The purpose of this study was to examine organizational trust as a mediator of the relationship between workgroup incivility and work outcomes, and whether workgroup regard moderates this mediation. Participants included 90 (61% female, 79% White) employees of a property‐management company who completed measures of workgroup incivility, group regard, organizational trust, job satisfaction, turnover intention, and job burnout. The results showed that trust mediated the relationship between incivility and all 3 work outcomes, and that regard for the workgroup moderated this process. Employees with lower group regard reported less organizational trust when they experienced incivility within their workgroup; lower trust, in turn, related to lower job satisfaction, especially for those with low group regard. Implications for organizations are discussed.     

The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations

Many organizations have diversity statements in place in which they publicly declare their appreciation of and commitment to workforce diversity. These statements can either contain moral motives (e.g., “diversity reduces social inequalities”), business motives (e.g., “diversity enhances innovation”), or a combination of moral and business motives. In a desk study involving 182 Dutch organizations, we found that (a) private sector organizations more often than public sector organizations communicate business motives, (b) that public and private sector organizations are equally likely to communicate moral motives, and (c) that public sector organizations more frequently than private sector organizations communicate a combination of moral and business motives. Next, we used an experimental design to examine the causal influence of communicating different diversity motives on organizations' employment image (i.e., perceptions of organizational morality, competence, and attractiveness) among prospective employees (n = 393). Here, we used a scenario in which a healthcare organization was portrayed as either a public or a private sector organization and communicated either only moral motives, only business motives or a combination of moral and business motives for diversity. We found that for a public sector organization communicating moral instead of business motives for valuing diversity induced a more favorable employment image. For a private sector organization, there were no differences in employment image depending on the motive communicated. Together, these two studies shed new light on the role of diversity motives in establishing a positive employment image.     

Personality and organizational culture as determinants of influence

How can individuals attain influence in organizations? Prior research has identified structural determinants of influence, such as formal authority and position in a social network. However, indirect evidence suggests that influence might also stem from personal characteristics. The authors tested whether influence can stem from the fit between the person and his or her organization (P-O fit). Consistent with expectations, extraverts attained more influence in a team-oriented organization, whereas conscientious individuals attained more influence in an organization in which individuals worked alone on technical tasks. Further, these effects held up after controlling for formal authority, job performance, and demographic characteristics, such as gender, ethnicity, and socioeconomic status. The multiple ways in which individuals can gain influence are discussed.     

Seeking a Variable Standard of Individual Moral Responsibility in Organizations

Relatively few authors attempt to assess individuals’ moral responsibility for collective action within organizations. I draw on fairly technical recent work by Seamus Miller, Christopher Kutz, and Tracy Isaacs in the field of collective responsibility to see what normative lessons can be prepared for people considering entry into large hierarchical, compartmentalized organizations like businesses or the military. I will defend a view shared by Isaacs that group members’ responsibility for collective action depends on intentions to contribute to particular collective actions, against Miller and Kutz’s more inculpating standards. Miller and Kutz fail to achieve their goal of articulating a variable standard for measuring individual responsibility within organizations, for reasons suggesting we might not be able to do better with their theoretical commitments than a threshold warning for all potential entrants to be wary of the groups they enter. Isaacs sketches an approach that is more successful at creating a variable standard for assessing high echelon actors; I build on and refine her theory to argue that organization members can be held responsible for their unique interpretations of the organization mission and unique contributions to their role duties. High echelon actors may share personal responsibility for their subordinates’ behavior when they have created the conditions for those actions through their unique orders.     

Social Identity and Corporate Mergers

Corporate mergers require proper human resources management to reach their financial and strategic objectives and minimize negative consequences for employee well‐being. Understanding the antecedents of employees’ identification with the merged organization during the corporate merger is crucial, because stronger post‐merger identification results in less conflict and higher levels of motivation. Unfortunately, employees often identify more strongly with their pre‐merger organizations than with the merged organization. One influential approach to understanding the processes underlying organizational identification is the social identity approach ( Tajfel & Turner, 1986 ; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987 ). Research applying this perspective to organizational mergers shows that levels of identification with the merged organization are partly explained by status and dominance differences of the involved organizations, by motivational threats and uncertainties during the merger, and by the representation of the post‐merger identity. Leaders and managers of corporate mergers are able to influence these processes and, thus, to provide a path for successful merger integration.