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.     

A Heuristic Framework for Understanding the Role of Participatory Decision Making in Community-Based Non-Profits

This paper explores the role of member participation in decision-making (PDM) from an organizational learning (OL) perspective. Community-based organizations (CBOs) serve as mediators between the individual and the local community, often providing the means for community member participation and benefiting organizationally from members' input. Community psychologists have recognized these benefits; however, the field has paid less attention to the role participation plays in increasing CBOs' capacity to meet community needs. We present a framework for exploring how CBO contextual factors influence the use of participatory decision-making structures and practices, and how these affect OL. We then use the framework to examine PDM in qualitative case study analysis of four CBOs: a youth development organization, a faith-based social action coalition, a low-income neighborhood organization, and a large human service agency. We found that organizational form, energy, and culture each had a differential impact on participation in decision making within CBOs. We highlight how OL is constrained in CBOs and document how civic aims and voluntary membership enhanced participation and learning.     

INTERPLAY OF VALUES IN THE FUNCTIONING OF INDIAN ORGANIZATIONS

Indian work organizations display a mixed set of values, characteristic of both western and non-western societies. A belief in Detachment is found to coexist with Materialistic Orientation, Collectivism with Individualism and Humanism with Power Orientation. To substantiate this, results from two studies on member integration, carried out in four public sector organizations (Prakash 1982) and a multinational organization (Katju 1986) are discussed. Personal values and organizational values in the two types of organizations were analysed. Factor analysis of these values in public sector organizations yielded factors based on indigenous as well as universal values. The value clusters in the case of the multinational organization were largely based on universal values. Member integration in the public sector organizations was found associated with certain background variables, such as the level of professional education, the family's exposure to work organizations, prior work experience, etc. Nurturance of subordinates by supervisors, organizational expectation of universalism and peer leadership enhanced member integration. In the multinational organization, the length of service and the level of professional education, among the background variables, and participation in decision making, support from the boss, team-work and control, among the organizational variables, were associated with member integration. It is argued that indigenous values, such as familism, need to be synthesized with the values of industrial democracy to make Indian organizations more effective.     

Agricultural policy and strategic investment in information technology

In this article the perspective shifts to the “upstream” end of the agricultural knowledge and information system (AKIS). Because knowledge policy and strategic decision-making are not the prerogative of the public sector, organizations such as cooperative unions and multinational companies are included. After considering the influence of the changing environment on the nature of the AKIS, the role of knowledge management and policy in the emerging knowledge and information market is examined. Special attention is given to public and private R&D. The article then looks where information technology (IT) fits in and what considerations determine strategic investment in IT projects and sustained services. Some of the European experiences with this strategic investment are evaluated.     

Decision type,participative decision making (PDM), and organizational behavior: An experimental simulation

The present study tested hypotheses derived from the path‐goal theory of leadership concerning attitudes and behavior in an organizational change situation. Using an experimental simulation, the method of payment for 199 coding workers was changed from hourly to piece‐rate, either by participation or initiating structure (i.e., direction). Results supported the influence of the type of change decision on change acceptance. Initiating structure in the strategic change decision (whether or not to implement a planned change) and participation in tactical decisions (how to implement the change) both increased change acceptance. An interaction effect was also observed with subjects in the directive strategy with participation tactics combination showing the largest change acceptance mean. However, initiating structure or participation in both decision types had minimal effect on performance. Theoretical and practical implications of the results were discussed.     

组织诚信:超越个体品德的组织伦理和行为

由于市场经济活动中的交易行为更多是组织层面的行为,企业组织诚信相比较于个体诚信来说对社会公众就具有更广泛和更普遍的影响。本文辨析了组织诚信与个体诚信的异同,指出组织诚信是组织作为社会环境中的道德行为者,自觉遵守商业经营的一系列价值和伦理规则。文章揭示了组织诚信的作用,以及它成为组织战略性资产的定位,并进一步提出了建设组织诚信的基本路径。     

Synergistic Information Processing Encrypts Strategic Reasoning in Poker

There is a tendency in decision‐making research to treat uncertainty only as a problem to be overcome. But it is also a feature that can be leveraged, particularly in social interaction. Comparing the behavior of profitable and unprofitable poker players, we reveal a strategic use of information processing that keeps decision makers unpredictable. To win at poker, a player must exploit public signals from others. But using public inputs makes it easier for an observer to reconstruct that player's strategy and predict his or her behavior. How should players trade off between exploiting profitable opportunities and remaining unexploitable themselves? Using a recent multivariate approach to information theoretic data analysis and 1.75 million hands of online two‐player No‐Limit Texas Hold'em, we find that the important difference between winning and losing players is not in the amount of information they process, but how they process it. In particular, winning players are better at integrative information processing—creating new information from the interaction between their cards and their opponents’ signals. We argue that integrative information processing does not just produce better decisions, it makes decision‐making harder for others to reverse engineer, as an expert poker player's cards act like the private key in public‐key cryptography. Poker players encrypt their reasoning with the way they process information. The encryption function of integrative information processing makes it possible for players to exploit others while remaining unexploitable. By recognizing the act of information processing as a strategic behavior in its own right, we offer a detailed account of how experts use endemic uncertainty to conceal their intentions in high‐stakes competitive environments, and we highlight new opportunities between cognitive science, information theory, and game theory.     

Price-directive decision making in hierarchical systems with conflicting preferences

In this paper we consider a classical model of price-directive decision making in hierarchical organizations, namely Dantzig-Wolfe decomposition, well known from single-objective programming. Here, however, we allow for preference differences that are usually observed between a central unit and a subunit in an organizational structure. The procedure models, therefore, how decision making may evolve in a context with decentralized information as well as intra- and interpersonal conflicts. Several numerical experiments with the procedure have been performed. The results of those experiments demonstrate that the procedure in many instances converges towards an efficient solution, despite the differences in the criteria weights used in the master problem and the subproblem respectively. This suggests that some amount of goal discordance need not prohibit efficient decision making in a hierarchical organization.     

WORK ENVIRONMENT EFFECTS ON PUBLIC SECTOR GRIEVANCES

This study examines employee grievances filed in two unionized public sector organizations that differ markedly in their respective work environments. A total of 353 grievances were filed under seven articles of the labor contract. Statistically significant differences were found between the two organizations in terms of the issues of the labor contract that were grieved. Similarly, statistically significant differences in grieved issues were found among employees working at three sub-divisions of the same organization. The results are discussed in the context of work environment effects on grievances, and the replicability of the findings to previous research on grievances in private sector industrial organizations.     

Organization-Level Predictors of Sustained Social Movement Participation

Long‐term sustained participation represents one of the most important resources available to community organizations and social movement organizations (SMOs). The participatory literature on community and SMOs has identified a host of individual‐level factors that influence participation beyond initial engagement, and has more recently identified contextual factors that influence participation. This study builds upon current understandings of participation in SMOs by examining how sustained participation in movement activities is affected by two qualities of SMO settings: repertoire of organizational activity, and equality of staff contact with organization members to cultivate and facilitate individual participation. To this end, we employ multi‐level regression techniques to examine longitudinal data on participation within 50 local chapters of a national congregation‐based community organizing federation. We find that the conduct of organizational activities previously shown to increase levels of participation among individual persons does not necessarily lead to increases in aggregate or organization‐level participation. Further, we find that conditions of unequal staff contact among organization members represent a notable drag on organization‐level participation over time. Our findings suggest that organizers and organizational leaders may well see greater levels of participation in their organizations by simply re‐distributing resources and opportunities more equitably within their organizations.     

ACCURACY OF COMMUNICATION FROM AN EXTERNAL PUBLIC TO EMPLOYEES IN A FORMAL ORGANIZATION

As publics of organizations become larger, better organized and more powerful, communication from these publics into organizations becomes essential if the organization is to adapt to this portion of its environment. This article uses Grunig's multisystems theory of organizational communication and McLeod and Chaffee's coorientation paradigm to conceptualize which employees of an organization will achieve the highest level of accuracy with an external public and then uses data from a study of a large business firm to test the conceptualization. Results show that accuracy occurs only when special combinations of conditions are present. The article concludes that organizations cannot leave external communication to the initiative of individual employees but must form a unit to do “systemic” research on the organization's relationship with its environment.     

Crime, Social Capital, and Community Participation

Social disorganization at the neighborhood and community levels has been consistently linked to various forms of criminal activity. However, a very much smaller body of literature addresses the effects of crime on community organizations. In some studies, crime appears to energize communities while in others, crime leads to withdrawal from community life. Using department of health crime victimization data and interviews with 2,985 low-income inner city residents living in 487 multi-family dwellings, a multi-level model examined the relationships among crime victimization, social organization, and participation in neighborhood organizations. Social organization at the individual and building levels was measured using recent formulations of social capital theory. Findings regarding crime suggested more signs of a chilling effect on participation than of an energizing effect, especially at the building level. Social capital at the building level was more strongly and consistently related to participation in community organizations than was crime.     

Heterotopias of Homelessness: Citizenship on the Margins

The concept of heterotopia challenges political theory, which has often focused on utopic thinking. Foucault describes a heterotopia as a heterogenous space that juxtaposes in a single real place several spaces, several sites that are in themselves incompatible. Streets, squares and parks form heterotopias when their utopic purity as public space is juxtaposed with the private spaces created by the cardboard boxes and other temporary shelters of homeless people. Since citizenship has traditionally been thought of as participation in a democratic public sphere, how do heterotopias of homelessness challenge the ideas about citizenship? Based on narrative research with homeless people in Poland, I show how the homeless conceive of their marginality. Their participation or non-participation in democracy is not hidden but, on the contrary, very visible in public spaces where they are included as excluded.     

Strategic Communication and the Integrative Complexity‐Ideology Relationship: Meta‐Analytic Findings Reveal Differences Between Public Politicians and Private Citizens in Their Use of Simple Rhetoric

Research on the relationship between political conservatism and integrative complexity has yielded contradictory results, and little effort has been made to place these mixed results in a theoretical context. The present article considers this issue through a strategic model of language that suggests different psychological processes apply to public politicians versus private citizens. We use a methodologically precise meta‐analytic test of the relationship between political ideology and integrative complexity to examine the degree that conservative simplicity can be understood as a function of public versus private samples. Across 35 studies, findings revealed that conservatives are significantly less complex than liberals overall; however, while this effect was significant for public politicians, no relationship emerged for private citizens. Consistent with a strategic model, conservative simplicity was particularly in evidence for elected officials. This theoretical analysis has many consequences for our understanding of psychological theories that help explain the consequences of political ideology.     

Organizational Membership versus Informal Interaction: Contributions to Skills and Perceptions that Build Social Capital

Participation in formal organizations has been considered a marker of social capital, but informal interactions may also provide social-capital relevant benefits. The current studies (N = 252 undergraduates; 60 adult members of a service organization) assessed skills, outcomes, and social-structural perceptions that may be developed from organizational or informal participation. Results suggested that organizations serve as potential training grounds for diverse types of civic participation; individuals hone their leadership and public speaking skills within the structures provided by organized groups. On the other hand, informal interaction also contributed importantly to social capital formation by fostering negotiating skill, the sharing of opinions, and companionship, and by creating networks of mutual obligation.     

Judging the fairness of voice-based participation across multiple and interrelated stages of decision making

Recent multifoci research reports that multiple sources of justice exist in organizations. In expanding this framework, we address how judgments of overall procedural fairness and behavioral intentions are influenced by different experiences of voice-based participation across a multi-stage decision-making process. The results of two experiments were consistent with a fairness theory framework. Overall, decision procedures were judged to be the fairest and the intention to volunteer was highest when participants were allowed voice in their team and when their team was allowed voice by organizational authorities. When voice was denied by both the team and the organization or was denied by either party, fairness ratings, and participant intentions were depressed and did not significantly differ from each other. This pattern of results suggests that individuals are influenced by transactions across decision-making stages and that such interdependence should be considered when attempting to understand the meaningfulness of voice-based participation.     

Downsizing in britain and its effects on survivors and their organizations

Abstract

In this paper, we examine the psychological effects of downsizing and redundancy on those remaining within organizations after large-scale redundancy programs. While there have been a number of studies of this type in the recent past, our task is to explore two separate studies which have investigated this phenomena. The first study explores the impact of redundancy in a recently privatized organization in the UK. This, we argue, is a particularly fertile area of study given the radical changes that have affected organizations in the UK that have been subjected to privatization. The results stem from an exploratory and qualitative case study which takes an individual perspective. The second study discussed in this paper explores the results of a survey conducted in the UK that examines the implications of change in both the public and private sector organizations. This survey takes a quantitative look at the implications of redundancy from an organizational perspective. By investigating these two studies, our research explores the impact of redundancy on two levels—the individual level and the organizational level. First, we examine the emotional, attitudinal and behavioral effects of redundancy on survivors and the resultant implications for management: in particular the changing role of line managers where delayering and redundancy has taken place. Second, we explore the impact of redundancy on the organization in terms of organizational morale, motivation, organizational loyalty and job security where redundancy has and has not been used as a method of downsizing.     

A closer look at the relationship between justice perceptions and union participation.

In this study, a series of nested models was tested to assess the extent to which the relationship between process-related justice and union participation is mediated by perceived union support and union commitment. Members of a steelworkers' local (N = 615) participated in the study. Fit indices most strongly supported a fully mediated model. Unlike previous research, process-related justice was operationalized as 2 distinct variables: procedural and interactional justice. Interactional justice was found to have a substantially stronger relationship with support perceptions than procedural justice. Results also indicated union support accounted for a greater amount of unique variance in union commitment than perceived union instrumentality. The results are discussed in relation to trust theory and the generalization of organization science across different types of organizations.     

Exploring the linkages between formal ownership and psychological ownership for the organization: The mediating role of organizational justice

Extending previous research on formal ownership and psychological ownership in organizations, this study simultaneously examines the relationships between employee participation in three formal ownership programmes (i.e. profit sharing, participation in decision making, access to business information) and psychological ownership for the organization, while also exploring the mediating roles of distributive and procedural justice. Data were collected from 387 R&D engineers based at 20 high‐technology firms in Taiwan. A structural equation modelling analysis was conducted to test our hypotheses, and the results show that employee participation in profit sharing, decision making, and access to business information were all positively related to psychological ownership. Moreover, distributive justice fully mediated the relationship between participation in profit sharing and psychological ownership, while procedural justice mediated the relationship between participation in decision making, access to business information, and psychological ownership.     

COMMUNICATION AND PARTICIPATIVE DECISION MAKING: AN EXPLORATORY STUDY

Traditional models of participative decision making neglect the role subordinates play in establishing a participative environment. In this study, participative decision making is viewed as a social phenomenon defined through interaction between superiors and subordinates. Data obtained from 264 employees of a large social service organization were used to test hypotheses predicting positive associations between participation and superior-subordinate communication behavior. The results provide support for the contention that, for subordinates, participation in decision making is associated strongly with the quantity and quality of communication they experience with their superior. Considering the impact of superior-subordinate communication in the establishment of participative decision making may aid in understanding what preconditions are necessary before such arrangements can become successful.