共查询到20条相似文献,搜索用时 15 毫秒
1.
Dana McDaniel Sumpter Cristina B. Gibson Christine Porath 《Journal of business and psychology》2017,32(2):131-145
Purpose
The purpose of this research is to investigate how organizations can best facilitate an empowered workforce that makes autonomous decisions and acts expediently, which the literature on high performing organizations posits will increase the likelihood of sustained performance and retaining competitive advantages. We introduce a novel mechanism for encouraging such behaviors and pursuant outcomes: vicarious learning from a supervisor who demonstrates autonomy and expediency.Design/Methodology/Approach
We drew experimental data from a sample of participants who underwent a managerial simulation, and used these data to investigate relationships between the vicarious learning of empowered behaviors and individual task performance (n = 100).Findings
Results indicate that when supervisors behave with autonomy and expediency this both increases the extent to which individuals behave similarly, and is associated with enhanced individual performance. Further, we find that expedient behavior fully mediates the relationship between empowered supervisor behavior and performance.Implications
Findings show that supervisors need not necessarily engage directly in empowering others. Rather, by modeling behaviors, supervisors can craft a context where employees may act with autonomy and efficiency. This provides an opportunity for empowerment that is both actionable and cost-effective.Originality/Value
This is the first study to consider empowerment as a managerial phenomenon that can be vicariously learned, integrating theories of social learning and empowerment, and extending existing empowerment constructs (including psychological and structural) to develop an indirect, yet potent means of encouraging empowered behavior.2.
Michel Tremblay 《Journal of business and psychology》2017,32(4):363-378
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.3.
Nanette L. Yragui Caitlin A. Demsky Leslie B. Hammer Sarah Van Dyck Moni B. Neradilek 《Journal of business and psychology》2017,32(2):179-196
Purpose
The present study examined the moderating effects of family-supportive supervisor behaviors (FSSB) on the relationship between two types of workplace aggression (i.e., patient-initiated physical aggression and coworker-initiated psychological aggression) and employee well-being and work outcomes.Methodology
Data were obtained from a field sample of 417 healthcare workers in two psychiatric hospitals. Hypotheses were tested using moderated multiple regression analyses.Findings
Psychiatric care providers’ perceptions of FSSB moderated the relationship between patient-initiated physical aggression and physical symptoms, exhaustion and cynicism. In addition, FSSB moderated the relationship between coworker-initiated psychological aggression and physical symptoms and turnover intentions.Implications
Based on our findings, family-supportive supervision is a plausible boundary condition for the relationship between workplace aggression and well-being and work outcomes. This study suggests that, in addition to directly addressing aggression prevention and reduction, family-supportive supervision is a trainable resource that healthcare organizations should facilitate to improve employee work and well-being in settings with high workplace aggression.Originality
This is the first study to examine the role of FSSB in influencing the relationship between two forms of workplace aggression: patient-initiated physical and coworker-initiated psychological aggression and employee outcomes.4.
Purpose
Researchers have identified team learning as an important predictor of team performance. In healthcare organizations, it is especially critical for care quality and hospital performance that teams engage in learning behaviors to reduce errors and improve service effectiveness. The main objective of this study is to examine the role of change-oriented leadership in the learning process and outcomes of healthcare teams.Design/Methodology/Approach
The sample comprises a total of 698 healthcare professionals working in 107 teams at different public hospitals throughout Spain. Members of teams were invited to participate voluntarily by completing an anonymous individual questionnaire.Findings
The results show a mediating effect of team learning on the relationship between change-oriented leadership and team performance and psychological safety and team performance.Originality/Value
Our study contributes to the literature by investigating the role of change-oriented leadership in facilitating team learning behaviors. Moreover, this study advances our understanding of the mediators of the relationship between team leadership and outcomes by testing to assess whether specific change-oriented leader behaviors nurture psychological safety, team learning and, therefore, performance.5.
James W. Beck Abigail A. Scholer Aaron M. Schmidt 《Journal of business and psychology》2017,32(4):421-440
Purpose
Shortcut behaviors are methods of completing a task that require less time than typical or standard procedures. These behaviors carry the benefit of increasing efficiency, yet can also carry risks (e.g., of an accident). The purpose of this research is to understand the reasons individuals engage in shortcut behaviors, even when doing so is known to be risky.Design/Methodology/Approach
We present two laboratory studies (N = 121 and N = 144) in which participants performed an air traffic control simulation. Participants could improve efficiency by taking shortcuts; that is, by sending aircraft off the prescribed flight paths. This design allowed for direct and unobtrusive observation of shortcut behaviors.Findings
Individuals who were told that efficiency was an obligation tended to believe that shortcut behaviors had utility for managing high workloads, even when the risks associated with shortcuts were high. Downstream, utility perceptions were positively related to actual shortcut behavior.Implications
Although communicating risks may be used to help individuals balance the “pros” and “cons” of shortcut behaviors, goal framing is also important. Subtle cues indicating that efficiency is an obligation can lead to elevated perceptions of the utility of shortcut behaviors, even when knowing that engaging in shortcut behaviors is very risky.Originality/Value
Past research has provided limited insights into the reasons individuals sometimes engage in shortcut behaviors even when doing so is known to be risky. The current research speaks to this issue by identifying workload and obligation framing as antecedents of the decision to take shortcuts.6.
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.7.
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.8.
Matt C. Howard James L. Farr Alicia A. Grandey Melissa B. Gutworth 《Journal of business and psychology》2017,32(6):673-690
Purpose
The current article reviews extant knowledge on courage and identifies a dimension of courage relevant to modern organizations, social courage, which is an (a) intentional, (b) deliberate, and (c) altruistic behavior that (d) may damage the actor’s esteem in the eyes of others. Through a multiple-study process, quantitative inferences are derived about social courage, and the Workplace Social Courage Scale (WSCS) is created.Design
Four studies using seven samples analyze the WSCS’s psychometric properties, internal consistency, method effects, discriminant validity, convergent validity, concurrent validity, and utility. Many of these are investigated or replicated in largely working adult samples.Findings
Each aspect of the WSCS approaches or meets specified guidelines. Also, social courage is significantly related to organizational citizenship behaviors, and the construct may relate to many other important workplace outcomes.Implications
The current study is among the first to quantitatively demonstrate the existence of courage as a construct, and the discovered relationships are the first statistical inferences about social courage. Future research and practice can now apply the WSCS to better understand the impact of social courage within the workplace.Originality
Despite many attempts, no author has created a satisfactory measure of courage, and the current article presents the first successful measure through focusing on a particular courage dimension—social courage. Future research should take interest in the created measure, the WSCS, as its application can derive future inferences about courage and social courage.9.
Purpose
This study investigated the moderating effect of intergroup contact on the relationship between the race composition of organizational representatives, perceived similarity, and minority applicant attraction.Design/Methodology/Approach
344 minority Malaysian-Chinese university students read a job advertisement that varied the racial composition of organizational representatives (100 % Malay or 50 % Malay–50 % Chinese or 100 % Chinese). Of these participants, 161 were Malaysian-Chinese in Malaysia (high intergroup contact location) and 183 were Malaysian-Chinese in Australia (low intergroup contact location). After reading the advertisement, participants responded to a series of scale items (e.g., perceived surface-level similarity, perceived deep-level similarity, and applicant attraction).Findings
Results showed that the effect of race composition on attraction was stronger for minority participants in Australia than for minority participants in Malaysia. Perceived deep-level similarity mediated this moderated relationship.Implications
The study findings suggest that organizations should include minority representatives in their recruitment advertising to attract minority applicants, particularly to attract minorities in locations with few opportunities for intergroup contact.Originality/Value
By testing the mediating effects of perceived surface-level and deep-level similarity, this study contributes to our understanding of the mechanism linking the interaction between race composition and location with applicant attraction.10.
Erik C. Taylor Jeremy B. Bernerth Joshua D. Maurer 《Journal of business and psychology》2017,32(5):513-531
Purpose
In this study, we explore the effects of travel on performance at the team level using conservation of resources (COR) theory as an explanatory mechanism. We investigate the effects of aggregate travel stress, which we define as the accumulated strain experienced by a team when traveling, on key components of team functioning and performance including team task performance, team concentration level, and counterproductive work behaviors (CWB).Design/Methodology/Approach
We analyze 3054 games played in the National Football League across six seasons using multilevel structural equation modeling. Replicating our findings, we also analyzed an additional 11,802 games played in the National Basketball Association across five seasons.Findings
Aggregate travel stress, as a latent construct, negatively impacts team task performance and team concentration level. Team concentration partially mediates the relationship between aggregate travel stress and CWB.Implications
Findings suggest that travel has a deleterious effect on various forms of team functioning and performance. As a result, organizations and leaders need to be aware of the potential side effects of travel, and researchers need to further incorporate travel into models and examinations of workplace stress.Originality/Value
This is the first study to provide a theoretically driven investigation of the effects of business travel on team outcomes and to apply COR theory to team-level phenomena. Results put forth offer a more nuanced understanding of the effects of travel as well as open up new avenues of exploration for COR theory.11.
Elizabeth A. Sheedy Barbara Griffin Jennifer P. Barbour 《Journal of business and psychology》2017,32(1):101-116
Purpose
The risk environment within organizations and business groups has been identified as a key factor in preventing scandal, unexpected losses, and even insolvency in financial institutions. The objective of this paper is to propose a multilevel framework for investigating risk climate (the shared perceptions among employees of the relative priority given to risk management, including perceptions of the risk-related practices and behaviors that are expected, valued and supported), together with its outcomes and antecedents, and validate a new measure.Design/Methodology/Approach
A bottom-up phenomenon-driven process was used in scale development. We drew on published case studies, the industry literature, and interviews with subject matter experts. We performed three studies across a total of 10,544 employees in three different banks based in different countries. An online survey methodology was used to first explore and then confirm the factor structure, fit and invariance of our risk climate measure at the individual level of analysis, before progressing to examine fit and invariance across both the individual and business unit level simultaneously.Findings
We found evidence for four unique factors of risk climate that were invariant across three organizations, two countries, and two levels of analysis (individual and business unit).Implications
The risk climate scale presented in this paper provides a means by which senior leaders of financial institutions may better understand risk climate and how it varies at the business unit level. This information is relevant both to meet regulatory requirements and as a guide for potential intervention to strengthen or change risk climate.Originality/Value
This paper provides the first academic study of a new strategic-focused climate construct based on the relative priority given to risk management.12.
Ronald J. Burke Marina N. Astakhova Hongli Hang 《Journal of business and psychology》2015,30(3):457-471
Purpose
This cross-cultural study with employee–supervisor dyads in Russia and China examines links between harmonious and obsessive work passion and four job- and organization-focused outcomes (job satisfaction, intentions to quit, job performance, and organizational citizenship behaviors) and two career-focused outcomes (career satisfaction and occupational commitment).Design/Methodology/Approach
Data were collected from employee–supervisor dyads in Russia (N = 223) and China (N = 193). We undertook a series of hierarchical regressions to examine the hypothesized relationships.Findings
We found considerable support for the harmonious passion–work outcome relationships and less support for the obsessive passion–work outcome relationships. In both Russia and China, harmonious passion predicted all six hypothesized outcomes. However, obsessive work passion predicted job satisfaction and occupational commitment in Russia, but was unrelated to any of the hypothesized outcomes in China. We also identified several culture-specific work passion–outcome relationships.Implications
Our research extends the duality of the work passion construct to non-Western cultures. The examination of a variety of work passion outcomes provides a finer-grained approach to how two types of passion uniquely link to different work consequences. Several culture-specific findings refute the traditionally held assumption that harmonious passion relates to solely positive outcomes, whereas obsessive passion relates to solely negative outcomes. Collectively, the results augment the nomological framework of the passion construct. The study informs managerial practices by suggesting when work passion needs to be encouraged or tamed.Originality/Value
This is the first study that examines a variety of job-, organization-, and career-focused outcomes of work passion in non-Western organizations.13.
Purpose
To examine how social distance and affective trust in supervisor affect the relationships between supervisor humor and the psychological well-being and job performance of subordinates.Design/Methodology/Approach
A survey was conducted among 322 matched supervisor–subordinate dyads in 14 South Korean organizations. Multi-level analyses were performed to test the research hypotheses, including the moderating effects.Findings
Self-enhancing humor of supervisors was positively associated with the psychological well-being and job performance of subordinates. Affiliative humor was positively associated with psychological well-being, whereas aggressive humor was negatively associated with psychological well-being. In addition, supervisor humor was indirectly related to the psychological well-being of subordinates via social distance. Moreover, affective trust in supervisor significantly moderated the relationship between supervisor humor and social distance, such that the relationship between affiliative humor and social distance was stronger when affective trust in supervisor was high rather than low.Implications
These findings are important in developing and refining humor theory on the responses of employees to various types of supervisor humor. Moreover, they provide practical implications for organizations. For example, organizations should note that supervisor humor may not always produce good results, and thus should encourage managers to use constructive humor. Similarly, supervisors should build a high-trust relationship with their subordinates to increase the effectiveness of their constructive humor.Originality/Value
This study is one of the few studies that has examined the mechanism and boundary conditions of the effects of supervisor humor on employee outcomes.14.
15.
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.16.
Purpose
The purpose of this study was to examine the cognitive, affective, and behavioral outcomes of calling. Further, the study examined the conditions under which individuals with a calling thrive, specifically focusing on the moderating role of work discretion and participative decision making.Design/Methodology/Approach
Data were collected using surveys from 298 teachers and aides working in 68 child care centers.Implications
The study results demonstrate that having a strong work calling is beneficial for both individuals and organizations. Results show that individuals who have a strong work calling are more committed to their organizations, have less emotional exhaustion and exhibit higher levels of contextual performance. Thus, in order to reap positive outcomes from their work individuals should engage in work that enables them to pursue their calling. Also, organizations will have increased work outcomes by hiring individuals who have a strong work calling. Further, organizations will benefit greatly by creating conditions that enable individuals to pursue their calling. Findings indicate that individuals with a high calling thrive in organizations that have more participative decision-making practices and which offer high work discretion.Originality/Value
The study significantly contributes to the scant literature on calling by examining the affective, cognitive, and behavioral outcomes of calling. The study also responds to calls for research on the conditions under which calling leads to positive individual and work outcomes and identifies the conditions under which workers with a strong calling thrive.17.
Purpose
This study investigated the consequences of manager feedback orientation in the manager-as-coach process. Integrating theories of feedback and coaching, we examined the extent to which manager feedback orientation was related to indicators of effective coaching and subordinate feedback orientation.Design/methodology/approach
One hundred three manager–subordinate dyads participated in this study.Findings
Managers who value feedback for themselves (high feedback orientation) were viewed as better coaches as assessed through employee perceptions of coaching behaviors, the coaching relationship, and the feedback environment. Manager feedback orientation was also related to subordinate feedback orientation, and this relationship was mediated by the coaching effectiveness indicators.Implications
This study demonstrated that the coaching manager with higher feedback orientation is viewed as more effective than the coaching manager with lower feedback orientation. This study assesses previously untested theories of coaching and demonstrates the value of manager feedback orientation in the coaching process.Originality/value
This is the first study to integrate the feedback and coaching literatures to test derived hypotheses regarding feedback orientation in the manager-as-coach framework.18.
Benjamin A. Everly Miguel M. Unzueta Margaret J. Shih 《Journal of business and psychology》2016,31(2):293-306
Purpose
The purpose of this study was to investigate whether men and women differentially prefer hiring gay and lesbian job applicants relative to equally qualified heterosexual job applicants.Design/Methodology/Approach
Data were collected from two samples of non-student participants. Each participant evaluated the perceived hirability of an ostensibly real job applicant by reviewing the applicant’s resume. In reality, all participants were randomly assigned to evaluate the same fictitious resume that differed only in the gender and sexual orientation of the applicant.Findings
We find that men perceived gay and lesbian job applicants as less hirable, while women perceived gay and lesbian job applicants as more hirable than heterosexual job applicants. Additionally, we show perceptions of hirability are mediated by perceptions of gay and lesbian job applicants’ competence.Implications
These results show that bias against gays and lesbians is much more nuanced than previous work suggests. One implication is that placing more women in selection roles within organizations could be a catalyst for the inclusion of gay and lesbian employees. Additionally, these results could influence when and how gays and lesbians disclose their gay identities at work.Originality/Value
These studies are the first to identify a positive bias in favor of gay and lesbian job applicants. As attitudes toward gays and lesbians become more positive, results like these are important to document as they signal a shift in intergroup relations. These results will also help managers and organizations design selection processes to minimize bias toward applicants.19.
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.20.
Cheng-Chen Lin Yueh-Tzu Kao Yuan-Ling Chen Szu-Chi Lu 《Journal of business and psychology》2016,31(3):399-414