Social pressures on organizational website adoption

Innovation adoption research has demonstrated that organizational features and perceived benefits of innovations play significant roles in explaining organizational‐level decisions to adopt new technologies. Beyond such motivations, however, social pressures operating at the interorganizational level have been proposed to influence the decision to adopt innovations, even without regard to any proven or anticipated benefit from the innovation itself. To empirically determine the influence of organizational features, perceived benefits, and social pressures on organizations' innovation adoption decisions, this study examined the decisions of 288 organizations to adopt Internet websites. Organizational social pressures were found to be the most significant discriminators of adopters and non adopters, although they were not particularly important in predicting the likelihood of future adoption for those organizations currently without websites. This finding suggests that social pressures are significant in innovation adoption, but that they may have their strongest effect during the early phases of innovation diffusion. Organizational features and perceived benefits were also reasonable discriminators of adopters and nonadopters as well as effective predictors of the likelihood of adoption for nonadopters. To a lesser degree, these factors were also predictive of the stage of adoption for those organizations that have already adopted websites.     

Effects of media violence on viewers' aggression in unconstrained social interaction

This article provides a meta-analytic review of the experimental effects of media violence on viewers' aggression in unstructured social interaction. In the reviewed experiments, children or adolescents were exposed to violent or control presentations and their postexposure behavior was coded for aggression during spontaneous social interaction. Exposure to media violence significantly enhanced viewers' aggressive behavior when the findings were aggregated across studies, but the effect was not uniform across investigations. Only suggestive evidence was obtained concerning moderators of the effect: Marginally stronger relations were obtained in those studies using a cross-section of the normal population of children (vs. emotionally disturbed children) and in those studies conducted in laboratory settings (vs. other contexts).     

Relationships between perceptions of organizational size and the organizational choice process

Expectancy theory concepts were used to predict (a) the attractiveness of, (b) the amount of effort directed toward entering, and (c) the eventual choice of a job in relatively big and small work organizations. It was found, among a group of graduating seniors from a technical college, that antecedent perceptions regarding organizational size (expectancy, valence, instrumentality) were significantly related to the relative attractiveness of different-sized organizations and the number of job interviews taken with relatively big and small companies. In addition, economically tied extrinsic outcomes were seen as more readily attainable in big organizations, whereas certain intrinsic outcomes were perceived to be more easily obtained in small organizations.     

The effect of organizational structure on perceptions of procedural fairness

This study explored the relationship between 3 dimensions of organizational structure--centralization, formalization, and size--and perceptions of procedural and interactional fairness. Data from 11 organizations (N = 209) indicated that, as predicted, centralization was negatively related to perceptions of procedural fairness, and organizational size was negatively related to interactional fairness. However, contrary to predictions, formalization was not related to perceptions of procedural fairness. Results suggest that organizational structure and design should play a more prominent role in our thinking about organizational fairness.     

The influence of ethnic identity on perceptions of organizational recruitment

This study adapts an information processing perspective and incorporates the construct of ethnic identity (Phinney, 1990) into research on perceptions of one method of organizational recruitment, the use of recruitment brochures. Based on theory in developmental and cross-cultural psychology, we posited ethnic identity moderates the impact of recruitment brochures on recruitment outcomes (i.e., inferences about the organization and job pursuit intentions). Quantitative and qualitative data provided moderate support for this proposition. Regardless of race, individuals with higher levels of ethnic identity made more positive socio-emotional inferences about the nature of work life in an organization (i.e., the organization’s treatment of employees and the relationships among employees) and had greater job pursuit intentions when recruited with a brochure that contained a diversity initiative than when recruited with a brochure without a diversity initiative.     

Effects of gender diversity management on perceptions of organizational attractiveness: the role of individual differences in attitudes and beliefs

In this study, the authors examined how individual gender-related attitudes and beliefs affect the reactions of men and women to gender diversity management programs in organizations. They found that whereas there were no significant between-sex differences in the effects of gender diversity management on organizational attractiveness, there were strong within-sex differences based on individual attitudes and beliefs. Specifically, within the sexes, centrality of one's gender identity, attitudes toward affirmative action for women, and the belief that women are discriminated against in the workplace moderated the effects of gender diversity management on organizational attractiveness. The findings, combined with prior research, suggest that it is critical for organizations to incorporate efforts to manage perceptions of gender diversity management programs into their diversity management strategies.     

Discriminant validity and interaction between perceived organizational support and perceptions of organizational politics: A temporal analysis

We used two‐wave panel data based on a sample of 137 employees from a small Korean manufacturing company to examine first the discriminant validity of, and then the interaction between perceived organizational support (POS) and perceptions of organizational politics (POP). We focused on the relationships between POS, POP, and three employee work‐related outcomes, affective organizational commitment, intention to stay, and individually oriented organizational citizenship behaviour (OCBI). Confirmatory factor analysis revealed that POS and POP were distinct constructs. Moreover, time‐lagged LISREL estimates showed that POS and POP were differentially related to the three outcomes in a theoretically predictable way. POP did not moderate the relationship between POS and either affective commitment or intention to stay. POS, however, significantly moderated the POP–OCBI relationship. The implications of the results for POS and POP theory and research are discussed.     

Influences on employee perceptions of organizational work–life support: Signals and resources

This study examined predictors of employee perceptions of organizational work–life support. Using organizational support theory and conservation of resources theory, we reasoned that workplace demands and resources shape employees' perceptions of work–life support through two mechanisms: signaling that the organization cares about their work–life balance and helping them develop and conserve resources needed to meet work and nonwork responsibilities. Consistent with our hypotheses, we found that higher demands (work hours and work overload) were associated with reduced perceptions that the organization was supportive of work–life integration. Resources (job security, fit between employees' needs and the flexible work options available to them, supervisor support and work group support) were positively associated with perceptions of organizational work–life support. The results of this study urge further scholarly attention to work-based demands and resources as predictors of perceived organizational work–life support and yield implications for managerial practice.     

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.     

Illusory correlations in perceptions and predictions of organizational traits

People often believe in ‘illusory’ correlations between variables that are similar, but not actually correlated. This study suggests that judgments of organizational traits reflect illusory correlations, because subjects' perceptions of correlations between traits, and the predictions of Hage's (1965) ‘axiomatic’ theory, were more highly correlated with independent similarity ratings than with actual correlations between traits. Some methodological reasons why organizational-trait theories might unwittingly produce illusory correlation predictions are discussed, along with possible remedies.     

The moderating effect of teamwork perceptions on the organizational politics--job satisfaction relationship

By using regression analyses on data from 355 full-time employees of a customer-service organization in the eastern United States, the authors tested the hypothesis that perceptions of organizational politics are more strongly related to job dissatisfaction among individuals who perceive low levels of teamwork importance than among those who perceive high levels of teamwork importance. Hierarchical moderated regression analysis of the data revealed that the moderating effect of teamwork importance was most relevant at average-to-high levels of perceived politics. That finding supports the assertion that one way to address the negative impact of organizational politics is to try to ensure that employees value teamwork.     

Linking employees' justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support

Building on the social exchange perspective and organizational support theory, this study examined the relationships among employees' justice perceptions, perceived organizational support (POS), organizational commitment and intention to leave. A hypothesized model was developed and tested using hierarchical regression analyses on a sample of 514 practising solicitors in Hong Kong. The results showed that both procedural and distributive justice contributed to the development of POS, and POS mediated their effects on organizational commitment and intention to leave. As expected, organizational commitment was negatively related to intention to leave. Additional analyses revealed that these relationships held for both partners and non‐partners in law firms.     

Recruiting Through Job Advertisements: The Effects of Cognitive Elaboration on Decision Making

We applied a model of persuasion – the elaboration likelihood model – to investigate whether individuals' decisions about responding to job advertisements are affected by how deeply they process recruitment messages (i.e., elaboration likelihood, EL). We manipulated individuals' (N=112) motivation and ability to carefully process job advertisements (ads). As hypothesized, individuals in the lower (vs. higher) EL conditions chose more ads containing cues unrelated to the job (e.g., bolded font), and fewer ads containing higher quality arguments. Participants also reported that they “skimmed” and carefully read job ads in the past, providing evidence for variability in EL among job seekers. We discuss the implications of the findings for recruiters who wish to increase the size of their applicant pool.     

Why managers should care about fairness: the effects of aggregate justice perceptions on organizational outcomes

This work examines the aggregation of justice perceptions to the departmental level and the business-unit level, the impact of these aggregate perceptions on business-unit-level outcomes, and the usefulness of the distinction between procedural and interpersonal justice at different levels of analysis. Latent variables analyses of individual-level and department-level data from 4,539 employees in 783 departments at 97 hotel properties showed that the 2 justice types exercise unique paths of impact on employees' organizational commitment and thus on turnover intentions and discretionary service behavior. Business-unit-level analyses further demonstrate paths of association between aggregate justice perceptions, aggregate commitment levels, and the business-unit-level outcomes of employee turnover rates and customer satisfaction ratings.     

Mobbing: its relationships with organizational culture and personal outcomes

A study dealing with the effects of both organizational culture and mobbing on personal and organizational outcomes of a sample of Spanish emergency workers, is reported here. It was found that there is a strong impact of organizational culture dimensions on mobbing, and that mobbing affects job satisfaction, organizational commitment and organizational citizenship behaviour. Results concerning organizational commitment show that this variable is not a mere effect of mobbing in general, but rather that it is also a direct impact of culture on this outcome.     

Effects of Pro-Environmental Recruiting Messages: The Role of Organizational Reputation

Purpose  The purpose of this study was to examine the effects of a pro-environmental corporate message on prospective applicants’ attitudes toward a fictitious hiring organization. Drawing from signaling theory, we hypothesized that an environmental message on the organization’s recruitment website would increase prospective applicants’ perceptions of organizational prestige, which would then increase job pursuit intentions. Personal environmental attitudes were also examined as a possible moderator. Design/Methodology/Approach  Participants (N = 183) viewed a web site printout that either did or did not contain a message indicating the organization’s environmental support. Participants rated their attitudes toward the environment, perceptions of the organization, and job pursuit intentions. Findings  Findings demonstrated that the environmental support message positively affected job pursuit intentions; further, this effect was mediated by perceptions of the organization’s reputation. Contrary to the person–organization fit perspective, the message’s effects on job pursuit intentions were not contingent upon the participant’s own environmental stance. Implications  These findings highlight the importance of corporate social performance as a source of information for a variety of job seekers. Even relatively small amounts of information regarding corporate social performance can positively affect an organization’s reputation and recruitment efforts. Originality/Value  In general, this research contributes to the growing body of literature on corporate social responsibility. It is the first study to test whether the effects of pro-environmental recruiting messages on job pursuit intentions depend upon an applicant’s personal environmental stance. In addition, this is the first study to demonstrate reputation’s meditational role in the effects of corporate social responsibility on recruitment efforts.     

Effects on organizational context (culture and climate) from implementing a 360-degree feedback system: The case of Arcelik

The current study aims to investigate the impact of the 360-degree feedback system (DFS) on organizational context (culture and climate). This longitudinally designed study was conducted at the Arcelik Cooking Appliances Plant in Turkey with 77 white-collar workers. 360-DFS was based on relevant literature and feedback given to the employees by The Arcelik Competency Model. Results have shown that the 360-DFS has effects on organizational context (e.g., employees' perceptions regarding support and achievement culture). The results have also revealed some significant effects on the participants' perception of the communication and performance appraisal system in the organization.     

Attracting Applicants on the Web: PO fit,industry culture stereotypes,and website design

This study tested the extent to which industry culture stereotypes influence job‐seekers' Person–Organization fit when job‐seekers inspect organizations' websites. We proposed that PO fit would relate to Person–Industry (PI) fit, which is the fit between personal values and industry culture stereotypes. Furthermore, a good website design should negatively relate to the use of industry culture stereotypes for assessing actual organizations, yet this relationship should be moderated by job‐seekers' PI fit. Our hypotheses were confirmed. An organization's website design affects the use of industry culture stereotypes, but this depends on an individual's PI fit. Individuals use industry culture stereotypes when inspecting organizations' websites particularly if they find the website less attractive and if PI fit is low.