Boundaryless Mentoring: An Exploratory Study of the Functions Provided by Internal Versus External Organizational Mentors1

The changing nature of careers suggests that mentors and protégés may work in different employment settings. Little research has examined whether mentoring relationships that are interorganizational are as enriched, in terms of mentoring functions provided and received, as those that are intraorganizational. The present study examines the effect of the mentor's employment setting on both protégé and mentor reports of career support, psychosocial support, and role modeling received or provided. Data were collected via questionnaire from mentors and protégès in 2 computer technology firms. Results from a MANCOVA controlling for protégé gender and duration of relationship indicate that protégés whose mentors work in the same employment setting as themselves reported more career and psychosocial support than did protégés whose mentors work in a different setting. Results are discussed in view of current career structures.     

Stability and change model of job resources and work engagement: A seven-year three-wave follow-up study

Using the stability and change model, conservation of resources theory and the job demands-resources model, this study aimed to determine: (1) the extent to which work engagement and job resources can be explained by a component reflecting stability and a component reflecting change in these constructs, and (2) the strength and direction of the relationship between work engagement and job resources when their stable components are controlled for. The study was carried out among 1,964 Finnish dentists over a seven-year time period (2003–2010), using a three-wave dataset. Some of the dentists had changed jobs during the follow-up, and therefore the research questions were validated among groups of job stayers and job changers. The stability and change models were examined using structural equation modelling. The results showed that 69–77% of the variance of dentists’ work engagement, and 46–49% of the variance of job resources was explained by the component reflecting stability. However, although there was a positive relationship between job resources and work engagement, the primary direction of this relationship could not be determined. Either job resources or work engagement may be considered as the initiator of this relationship. Job change did not affect the results.     

Factors Affecting Stayers’ Job Satisfaction in Response to a Coworker Who Departs for a Better Job1

Two studies examined the consequences of turnover, by investigating factors affecting the job satisfaction of people who remain (i. e., stayers) in response to a coworker (i. e., leaver) who departed for a better job. Consistent with Tesser and Campbell's (1983) self-esteem maintenance model, three factors were found to influence the job satisfaction level of stayers: (a) the extent to which they compared their job situation to the leaver's new one, which was negatively related to stayers’ level of satisfaction, (b) the relevance of the leaver to the stayer for social comparison purposes, which was negatively related to the stayers’ level of satisfaction, and (c) the stayers’ trait self-esteem, which was positively related to the stayers’ level of job satisfaction. Theoretical implications, limitations, and future research directions are discussed.     

Organizational variables needed for effective execution of population planning programmes in Pakistan

Although the organizational and administrative aspects of family planning and population programs are basic to their ultimate success, they have been little studied. Some of the organizational variables necessary to effective implementation of population planning programs in Pakistan are outlined. These variables are of 2 types: 1) intraorganizational; and 2) interorganizational. Field workers must have an adequate idea of the role they should play and an adequacy for such a role. Care should be taken in the selection of field workers. They should be assigned to areas where their clients will have socioeconomic backgrounds similar to their own. Family planning field workers should have regular opportunities to communicate with other types of field workers in other programs. Both vertical and horizontal communication among family planning workers is important. The success of family planning programs will ultimately depend on the effecting of social changes and larger changes in social values. In other words, family planning programs should occur in the larger context of development programs. Interdepartmental communication among various agencies involved with family planning and population is necessary.     

Why Did They "Choose" to Stay? Perspectives of Hurricane Katrina Observers and Survivors

ABSTRACT— Models of agency—powerful implicit assumptions about what constitutes normatively "good" action—shaped how observers and survivors made meaning after Hurricane Katrina. In Study 1 , we analyzed how 461 observers perceived survivors who evacuated ( leavers ) or stayed ( stayers ) in New Orleans. Observers described leavers positively (as agentic, independent, and in control) and stayers negatively (as passive and lacking agency). Observers' perceptions reflected the disjoint model of agency, which is prevalent in middle-class White contexts and defines "good" actions as those that emanate from within the individual and proactively influence the environment. In Study 2 , we examined interviews with 79 survivors and found that leavers and stayers relied on divergent models of agency. Leavers emphasized independence, choice, and control, whereas stayers emphasized interdependence, strength, and faith. Although both leavers and stayers exercised agency, observers failed to recognize stayers' agency and derogated them because observers assumed that being independent and in control was the only way to be agentic.     

Examining career persistence and career change intent using the career attitudes and strategies inventory

This is the first study to examine Holland and Gottfredson’s [Holland, J. L., & Gottfredson, G. D. (1994). Career Attitudes and Strategies Inventory: An inventory for understanding adult careers. Odessa, FL: Psychological Assessment Resources.] assertion that the Career Attitudes and Strategies Inventory (CASI) is a useful instrument for differentiating career persisters and career changers. Based on Holland’s (1996; Holland and Gottfredson) [Holland, J. L. (1996). Exploring careers with a typology: What we have learned and some new directions. American Psychologist, 51, 397-406.] expectations and empirical evidence it was hypothesized that persisters (expressed intent to remain in current career) would score higher than changers (expressed intent to change career) on the Job Satisfaction, Work Involvement, Skill Development, and Geographical Barriers scales comprising the CASI. Conversely, it was hypothesized that changers would score higher than persisters on the CASI scales measuring Dominant Style, Career Worries, Interpersonal Abuse, Family Commitment, and Risk-Taking Style. To test these hypotheses, 249 career persisters and 200 career changers completed the CASI. Results indicated that changers were more likely to take risks and were more motivated towards skill development, while persisters were more satisfied in their jobs and reported greater career concerns.     

Connect within to connect outside: effect of salespeople's political skill on relationship performance

Scholars have recently explored the effects of salespeople's intraorganizational relationships on salespeople's job-related outcomes. Grounded in social influence theory, we explore the effects of salespeople's intraorganizational skills on salesperson relationship performance. We empirically tested the proposed relationships using the data from a non-Western sales force working with an organization in an emerging economy. The results indicate that salespeople's political skill positively contributes to salespeople's identification with the organization and to creative performance, while strikingly, we also find that salesperson task adaptivity weakens these effects. Moreover, salespeople's identification and creative performance are positively related to customer satisfaction. These findings demonstrate that salespeople's intraorganizational relationships play a key role in enhancing customer satisfaction. In light of these results, we explore implications for marketers and academics and conclude by suggesting directions for further research.     

Do Work Values Predict the Use of Intraorganizational Influence Strategies?

It was the purpose of this paper to analyze the relationships between work values and the use of intraorganizational influence strategies. Given sufficient discretional space, it was assumed that work values either function as higher order goals or as individual constraints A prediction study with a I-year time interval was executed. At the first wave, work values were measured with the Work Values Inventory (Super, 1970). At the second wave, 4 intraorganizational influence strategies (rational persuasion, ingratiation, pressure. upward appeals) of 137 job beginners were measured. The data support the idea that work values function both as higher order goals and as individual constraints of influence behavior. The implications for the vocational career are discussed.     

The impact of organizational change on the perceptions of UK managers

Abstract

This study describes what kind of impact the relocation of an organization has on the daily life and experiences of its employees and their families. The organization—the defence forces—was closing some garrisons and relocating personnel. The research question is: 'What kind of everyday life and experiences have those who got new jobs in other garrisons in the same area and who stayed in their home towns (stayers) compared to those who had to move to other areas (movers) and also to those who chose to commute between their home town and the new job (commuters).' The hypothesis is that the stayers have less demanding changes in everyday life and less stressful experiences than the movers and commuters. Data were collected through a survey questionnaire before and 18 months after the relocation. The first sample consists of 183 members of the personnel and the follow-up sample 132 members. The results showed that the relocation had not been an easy transition for any group. The life situation of the commuters was the hardest. A considerable portion of the stayers also evaluated their life situation to have been unfavourable and stressful.     

Person-environment congruence in relation to career change and career persistence

This study examined Holland’s theoretical proposition, that personality-work environment congruence influences career stability and change, with a sample of 212 career changers (respondents who expressed an intent to change career and had engaged in preliminary career change activity) and 249 career persisters (respondents who indicated an intent to remain in their current career). Independent groups ANCOVA (controlling for age and current career tenure) indicated that career persisters scored higher on congruence than career changers, however, the effect size was within the small to medium range. Repeated-measures ANCOVA indicated, with a medium effect size, that career changers moved towards careers that were more congruent with their personality profiles than their current careers. Practical and theoretical implications are discussed.     

Facilitating Interorganizational Collaboration: The Contributions of Interorganizational Alliances

In an attempt to promote service delivery integration and improve interorganizational collaboration, many recent human service delivery initiatives have included the development of interorganizational alliances such as coalitions and coordinating councils. Despite their popularity, little is known about how these alliances influence interorganizational collaboration, specifically the extent to which they alter the interactions among human service delivery organizations. The present study examined the interorganizational interactions, specifically the exchange relationships, within one county that was implementing two interorganizational alliances—a countywide coordinating council and interagency service delivery teams. Membership on both alliances was associated with broader interorganizational exchange networks. Organizations involved in a coordinating council were more likely to be included in client, information, and resource exchanges, and participate in joint ventures with a broader range of organizations. Providers involved in interagency teams also exchanged clients and information with a broader sector of service delivery organizations than nonparticipating providers. Observational data suggested that both alliances created structures and processes intended to facilitate interorganizational exchanges. Together, these results suggest that the development of opportunities for and encouragement of staff and leader involvement in these types of alliances may be an important part of our attempt to create a more integrated social service delivery system. The implications of these findings for researchers and practitioners are discussed.     

A typology of mid-life career changers

This study examines the motivations for and the outcomes of mid-life career change among a sample of 73 men who had left professional and managerial careers between the ages of 34 and 54. Measures of personal desire for change and external pressure to leave were dichotomized to produce a typology of career changers: Drift-outs, Opt-outs, Force-outs, and Bow-outs. The four types of changers were found to differ on a number of variables, including: amount of education completed, additional schooling undertaken to change careers, time taken to make the change, radicalness of change, and the importance of personal values in deciding to leave their former careers. Overall, respondents were found to be highly satisfied with their career redirection.     

Does Intraorganizational Network Embeddedness Improve Salespeople’s Effectiveness? A Task Contingency Perspective

Using a two-phase research methodology, this study investigates the relationship between salespeople’s intraorganizational network embeddedness and their sales effectiveness. Following the findings of the exploratory research, we first distinguish salespeople’s intraorganizational networks on the basis of their content—work versus social networks—and their tie activation frequency. Next, we focus on three main sales tasks, opportunity-identification, solution-creation, and closing the deal, and uncover that overcoming the challenges of each sales task requires mobilizing particular intraorganizational resources. We show that work and social networks give access to different sets of resources, and we develop a contingency model that explains which networks and network ties are likely to be more instrumental for salespeople’s effectiveness at each sales task. In the second phase of the research, we test the contingency model using a sociometric method. The results indicate that for effectiveness in opportunity-identification, social as opposed to work networks are most instrumental. For effectiveness in solution-creation, work rather than social networks are more critical. And for closing the deal, both work networks and social networks are important. Furthermore, salespeople who have frequently activated network ties are consistently more effective than salespeople who may have many ties but who activate them less frequently.     

Salesperson time perspectives and customer willingness to pay more: roles of intraorganizational employee navigation,customer satisfaction,and firm innovation climate

This research aims to fill a critical gap in the sales literature by proposing a relationship-based model of customer willingness to pay more, involving salesperson time perspectives (i.e., long-term perspective and short-term perspective), intraorganizational employee navigation, and customer satisfaction with the salesperson. We also examine the moderating role of firm innovation climate. Multisource survey data were collected from 204 salespeople in a business-to-business sales context along with external ratings from customers of these salespeople three months later. The findings indicate that both long- and short-term perspectives have positive effects on intraorganizational employee navigation and customer satisfaction, which, in turn, positively affect customer willingness to pay more. In addition, short-term perspective has a stronger impact than long-term perspective on intraorganizational employee navigation. Further, the effect of long-term perspective on customer satisfaction is strengthened by the innovation climate of the firm, whereas the effect of short-term perspective on customer satisfaction is weakened by it.     

Klaus B: The success story of an entrepreneur - a case study

Interorganizational teams are rapidly becoming more prevalent as a means to improve organizations' responsiveness. To achieve their objective, interorganizational teams must engage in extensive amounts of boundary spanning activity. This study juxtaposed three structural variables, namely team informational diversity, team boundedness, and extrateam links, in an integrated model aimed at promoting our understanding of how to increase interorganizational team boundary spanning activity and its effectiveness. The model was tested with 49 health promotion teams. Our findings indicated that three types of boundary spanning—scouting, ambassadorial, and coordinating—were positively associated with interorganizational team effectiveness. In addition, for team informational diversity, team boundedness, and extrateam links, scouting and ambassadorial activities fully mediated their relationships with team effectiveness; for team boundedness, coordinating activity also fully mediated its relationship with team effectiveness. These findings highlight the importance of incorporating structural considerations into the management of interorganizational teams.     

A longitudinal study of the vocationally undecided male student

Graduating seniors (n = 137) who were vocationally undecided as freshmen were compared to seniors who had persisted in a major or had immigrated to each of the six Holland vocational categories. No differences were found on personality as measured by the Omnibus Personality Inventory or ability as measured by the American College Test. The assumption that the “immigrant” sample might conceal differences between changers from one Holland category to another and originally undecided students was not supported.     

Human Costs of Organizational Downsizing: Comparing Health Trends Between Leavers and Stayers

We studied health-related selection and consequences of an organizational downsizing among 886 municipal employees. Measurements of health indicators were conducted before any rumor of the downsizing and immediately after the downsizing 3 years later. Results of predownsizing health showed that those who did not find employment after the staff reductions were older employees with high preexisting morbidity. Those getting a new job elsewhere were younger and had better health already before the downsizing than the stayers. After the downsizing, deterioration of health was most likely in the stayers working in groups of major staff reductions and among the nonemployed leavers. In the reemployed leavers, the risk of increased health problems was lower than in others including employees working in no or minor downsizing groups.     

Measuring Trust between Organizational Boundary Role Persons

Theoretical writings on trust and interorganizational collaboration have neglected the measurement aspects of trust. Defining trust as an individual′s behavioral reliance on another person under a condition of risk, we developed and tested the construct validity of a questionnaire measure that assessed trust between the individuals who provide the linking mechanism across organizational boundaries, namely, boundary role persons (BRPs). The measure′s hypothesized multidimensionality was examined. The measure was tested in relation to a nomological network comprised of individual-level correlates based on Ajzen and Fishbein′s (1980) theory of reasoned action and dyad-level correlates regarding the longevity of the relationship between BRPs, the anticipated future longevity of their relationship, and their ability to manage conflict. Survey and archival data were used. Support for the measure′s construct validity came from individual-level confirmatory factor analyses. Further support came from analyses of individual-level and dyad-level correlates. Implications for the measure′s use in future theory testing on BRP trust and interorganizational collaboration are discussed.     

Short-term group psychotherapy: Who succeeds,who fails?

Group psychotherapy literature is unclear about what patient characteristics contribute to better and poorer outcome. This study examined pre-group therapy patient characteristics and their relationship to short-term group therapy outcome. A battery of outcome measurements was administered to 192 short-term group therapy patients before, after, and 4–6 months after their group experience. Three distinct outcome groups are defined: dropouts, low changers and high changers. Characteristics of each group are discussed. Aside from the traditionally important variables such as age and education, this study indicates that interpersonal variables (interpersonal sensitivity, distance/closeness to others, primary involvement with family) may be potentially important areas to pursue in screening and preparing patients for a group.     

Profiling Capacity for Coordination and Systems Change: The Relative Contribution of Stakeholder Relationships in Interorganizational Collaboratives

In response to increasing demands for greater coordination and collaboration among community institutions, interorganizational collaboratives (i.e., coalitions, partnerships, coordinating councils) have emerged as a popular mechanism for strengthening the capacity of a community system to respond to public and social issues. This study adopts a network approach to explore the relative importance of dense networks of cooperative relationships among members of interorganizational collaboratives for two outcomes of effectiveness: improving interorganizational coordination and fostering systems change. Based on survey and social network data collected from 48 different collaboratives, findings indicate that, relative to other key characteristics of collaboratives identified in previous literature, cooperative stakeholder relationships were the strongest predictor of systems change outcomes. However, for coordination outcomes, stakeholder relationships were overshadowed in importance by the leadership and decision making capacity of the collaborative. Collectively, findings suggest key differences in the requisite capacity profiles for coordination and systems change outcomes.