Citizenship behavior at the team level of analysis: the effects of team leadership, team commitment, perceived team support, and team size

The authors investigated citizenship behavior at the team level of analysis by examining 71 change management teams, teams that are responsible for implementing organizational change. The authors collected data at an automotive-industry firm in the mid-Atlantic United States using a questionnaire methodology and an examination of company records. Team leader behavior, team commitment, and perceived team support all had large effects on team citizenship behavior, whereas team size had a small-to-negligible effect.     

组织变革准备研究回顾与整合

作为组织实施变革的前奏,组织变革准备包括：（1）组织本身处于变革就绪待发状态,和（2）组织成员在情感及认知上能够接受和容忍组织即将实施变革的程度。文章通过对组织变革准备相关概念、内容结构和测量、前因和后果的梳理,整合出一个新的分析框架。研究指出：未来在深化现有研究的同时,宜多采用跨层次的视角探讨相关构念在不同层面上的影响机制,结合具体变革情境开发有针对性的测量工具,弥补现有研究不足、指导企业实践。     

组织变革前非正式信息的作用机制

非正式信息是变革前信息沟通的重要组成部分, 对变革决策和执行有潜在的影响。围绕组织变革前非正式信息开展以下研究：(1)探究组织变革前非正式信息的内涵和结构; (2)基于心理因应和认知重构机制, 探索员工获取非正式信息之后, 其变革认知和情感的动态调整过程; (3)研究潜在的组织变革决策→非正式信息反馈→再决策过程, 即变革领导者通过获得员工变革认知和情感的反馈, 进行渐进决策优化的过程。研究结果能丰富变革沟通理论和指导我国变革实践。     

The explanatory role of rumours in the reciprocal relationship between organizational change communication and job insecurity: a within-person approach

The current study highlights rumours as an explanation of the reciprocal relationship between perceived organizational change communication and job insecurity. First, we predict that perceiving insufficient organizational change communication may result in rumours, which in turn may shape job insecurity perceptions. Second, we propose that rumours may also mediate the relationship between job insecurity and perceiving insufficient organizational change communication. To test the hypotheses, a multilevel approach was used, in which three measurements were nested within 1994 employees. This enabled us to probe within-person processes, while controlling for possible between-person variation. The results demonstrated a negative reciprocal relationship between perceived organizational change communication and job insecurity. Additionally, rumours mediated both the negative relationship between perceived organizational change communication and subsequent job insecurity, and the negative relationship between job insecurity and subsequent perceived organizational change communication. This study contributes to the literature on job insecurity by offering initial evidence on the relationship between job insecurity and rumours, and by highlighting rumours as a process through which perceived organizational change communication and job insecurity may mutually affect each other.     

Four Research Designs and a Comprehensive Analysis Strategy for Investigating Common Method Variance with Self-Report Measures Using Latent Variables

Common method variance (CMV) is an ongoing topic of debate and concern in the organizational literature. We present four latent variable confirmatory factor analysis model designs for assessing and controlling for CMV—those for unmeasured latent method constructs, Marker Variables, Measured Cause Variables, as well as a new hybrid design wherein these three types of method latent variables are used concurrently. We then describe a comprehensive analysis strategy that can be used with these four designs and provide a demonstration using the new design, the Hybrid Method Variables Model. In our discussion, we comment on different issues related to implementing these designs and analyses, provide supporting practical guidance, and, finally, advocate for the use of the Hybrid Method Variables Model. Through these means, we hope to promote a more comprehensive and consistent approach to the assessment of CMV in the organizational literature and more extensive use of hybrid models that include multiple types of latent method variables to assess CMV.     

组织认同一定会促进亲组织非伦理行为吗？社会责任型人力资源管理的作用

基于社会认同理论,以社会责任型人力资源管理作为组织道德性的线索,探讨其对组织认同与亲组织非伦理行为之间关系的调节作用及其对亲组织非伦理行为的直接影响。采用多层线性建模技术进行数据分析,结果表明：当社会责任型人力资源管理水平低时,组织认同正向影响亲组织非伦理行为;当社会责任型人力资源管理水平高时,组织认同对亲组织非伦理行为没有显著影响;社会责任型人力资源管理对亲组织非伦理行为具有抑制作用。     

组织认同一定会促进亲组织非伦理行为吗？社会责任型人力资源管理的作用

基于社会认同理论,以社会责任型人力资源管理作为组织道德性的线索,探讨其对组织认同与亲组织非伦理行为之间关系的调节作用及其对亲组织非伦理行为的直接影响。采用多层线性建模技术进行数据分析,结果表明：当社会责任型人力资源管理水平低时,组织认同正向影响亲组织非伦理行为;当社会责任型人力资源管理水平高时,组织认同对亲组织非伦理行为没有显著影响;社会责任型人力资源管理对亲组织非伦理行为具有抑制作用。     

The politics of consulting for organizational change

This paper analyzes forms of political involvement among consultants engaged in planned organizational change. This analysis is intended to contribute to research and theorizing on organizational change and to help consultants and managers cope with the challenges posed by organizational politics. Four consulting styles are distinguished, those that vary in the sources of consultant power, the consultants’ degree of involvement in organizational politics, the processes on which consultants and their clients rely to implement organizational change, and the consultants’ definition of the main client. Factors accounting for variations in the use of the four consulting styles are noted, along with conditions that may influence the effectiveness of these styles. Implications for consulting practice also are discussed. He is also head of the department’s Graduate Program in the Sociology of Organizations. This article is a revised version of part of a paper presented at the World Congress of Sociology, International Sociological Association, Madrid, July, 1990. Thanks to Jean Bartunek, Jo Ann Harrison, Dafna Izraeli, Bruce Phillips, and Aryeh Shirom for their very helpful comments on earlier versions of this paper.     

The New Focus for Career Development Programs in Business and Industry

The continuing need to deal with technological change and increased economic uncertainty has had an impact on carer development programs in business and industry. The focus of existing career development programs has changed from a shared vision of meeting both individual and organizational goals to an emphasis on fulfilling organizational needs. Although the rationale for implementing these career development programs was to promote both career planning and career management for the individual and the organization, the current programs reflect a new trend. The research on the current economic factors that affect business and industry indicates that the current career development programs tend to stress career management for the organization. This focus on organizational goals leaves the individual employee with a greater responsibility for his or her own career planning. A review of the research results also provides new information and strategies that can assist employees in their career planning.     

EMPLOYEE COPING WITH ORGANIZATIONAL CHANGE: AN EXAMINATION OF ALTERNATIVE THEORETICAL PERSPECTIVES AND MODELS

This longitudinal study seeks to determine the appropriate theoretical structure for how employees cope with organizational change. A model based on the appraisal theory of emotion is compared to competing theoretical structures of coping found in the literature: stimulus–response, partial mediation, and moderated. Structural equation model results showed that coping with organizational change is a completely mediated process best represented by the stimulus–response theoretical structure, whereby negative appraisal is associated with reduced control and increased escape coping, which are positively related to positive and negative emotions, respectively. Negative emotions predicted sick time used and intentions to quit, which then predicted voluntary turnover. Implications for coping theory and organizational change management are discussed.     

Assessment of job stress factors in a context of organizational change

IntroductionResearch consistently showed that stress and organizational change are closely related.ObjectiveThis study was conducted to identify the psychosocial job characteristics that are responsible for psychological stress in a context of organizational change.MethodAn expanded 30-item version of the Job Content Questionnaire was used to measure psychological demands, decision latitude, supervisor support, coworker support, and organizational difficulties. Online survey responses from 973 employees from the university of Strasbourg were analyzed.ResultsConfirmatory Factor Analyses indicated a poor fit of the five-factor model based on 30 items but an acceptable to good fit of a reduced five-factor model based on 26 items. Results from a stepwise regression showed that the organizational difficulties dimension was the second most important predictor of psychological stress.ConclusionThe implications of these findings for further work on health outcomes of organizational changes closed this study.     

Feasibility and acceptability of a brief suicide intervention for youth involved with the family court

As efforts to develop models for suicide prevention and intervention in the juvenile justice (JJ) system continue to grow, research to understand the feasibility and acceptability of implementing these models is critical. Examining organizational readiness for implementation, ensuring leadership and staff buy‐in for delivering the intervention, and planning for sustainability of staff participation in implementation efforts is essential. The current study involved semi‐structured formative evaluation interviews with key JJ stakeholders (n = 10) to determine perspectives on the acceptability (perceived need and fit of the intervention) and feasibility (organizational readiness for change) of a proposed brief safety planning intervention for youth with suicidal ideation delivered by nonclinical staff and integrated into the existing system. Qualitative data revealed stakeholders' perceived need for the intervention in the family court context and their agreement that the aims of the intervention were congruent with the goals of the family court. Some barriers to successful implementation were noted, which, addressed through selection of appropriate implementation strategies, can be overcome in a future test of the safety intervention.     

The Prevention Delivery System: Organizational Context and Use of Comprehensive Programming Frameworks

The purpose of this exploratory study is to investigate organizational‐level mechanisms in the Prevention Delivery System (PDS) and their influence on implementing comprehensive programming frameworks (e.g., Communities that Care‐CtC) as the innovation. The PDS is part of the Interactive Systems Framework for Dissemination and Implementation (ISF) and describes key characteristics of innovation implementation and dissemination. The study addresses two research questions: (1) What types of organizational characteristics are related to successful use of each of the programming processes (i.e., planning, implementation, evaluation, and sustainability) that are part of comprehensive programming frameworks?; and (2) What are the similarities and differences in the organizational patterns correlated with use of each of the programming processes? Surveys, interview data, and other documents designed to assess organizational characteristics and extent of use of a comprehensive programming framework over time, were collected from 8 Community boards and 23 provider agencies. These organizations were responsible for planning and delivering substance abuse prevention services as part of a statewide initiative in Ohio. Data were analyzed using Spearman rho (and rank‐biserial) correlations, with an emphasis on effect sizes. Results indicated that leadership, shared vision, process advocates, and technical assistance were common correlates of use across programming processes. However, the role played by these organizational variables differed for each programming process, pointing to complex interactions of the organizational infrastructure with other variables (i.e., characteristics of the innovation itself and external macro‐level factors). This exploratory study provides preliminary data on the organizational‐level mechanisms of the PDS and the complexity of their relationships with the other Systems in the Interactive Systems Framework.     

Challenges in Supporting Community Implementation of Science-based Programs: A Critical Review of Local Partnerships for Success Plans

This paper provides the opportunity to consider local challenges to implementing science-based programs. Wandersman et al. (American Journal of Community Psychology 2008) define three systems necessary to effectively implement science-based programming. These systems include the Prevention Support System, which is responsible for assisting communities in implementing effective practices; the Prevention Research System, which is responsible for developing and packaging prevention programming; and the Prevention Delivery System, which is responsible for delivering services. The authors conduct a content analysis related to six county level efforts to implement science-based programs in Ohio. These counties are part of a larger Ohio initiative referred to as Partnerships for Success. The authors suggest that local officials are quite skilled at accessing the Prevention Research System and providers at the local level represent an effective service delivery system. The authors contend that the Prevention Support System in these counties is capable of enhancing several functions related to local infrastructure but is deficient in other important elements.     

The psychology of harassment

In recent years there has been an increasing recognition of the ham that could be done to individuals who become the victims of harassment or bullying. Although there have been significant moves to introduce legislation and guidelines that deal with the introduction of organizational policy and procedures on harassment and bullying, the occurrence of harassment is still common in many British organizations (Incomes Data Services, 1992; MSF, 1995). This paper suggests that, although many organizations have introduced harassment policies, most organizational policies concentrate on addressing unacceptable behaviours rather than on the need to define and promote acceptable behaviours at work. Without a change of emphasis from the punishment of inappropriate behaviour to one where appropriate behaviours are rewarded, it is unlikely that the underlying causes of harassment will be recognized or addressed. Organizations are responsible for developing organizational values and behaviours. The way these values and behaviours are promoted and developed has a major impact on the organizational culture. It is this cultural environment that supports or prevents the occurrence of harassment. Psychological evidence suggests that the origins of harassment may be found in the past personal history of the individuals concerned. During development each person learns how to handle difficult situations, it is this prior learning, and the means by which it can be changed or adapted, which provides the key to developing new strategies for addressing the problems of the harassor and the harassee. Helping the victims of harassment handle their problems in a way that frees them from the cycle of victimization and abuse is difficult. The Post office, undaunted by the size of the task, has begun to tackle the problem with the introduction of a programme of peer support and counselling that it hopes will begin to address the underlying problems that make harassment possible. This programme also provides the organization with the information it requires to enable it to strengthen and support a culture, within which, harassment does not have a place.     

The moment of truth: Conceptualizing managerial work‐life policy allowance decisions

Organizational efforts of adopting, designing, and implementing work‐family policies converge into single, discretionary decisions of supervisors whether or not to ‘allow’ these policies to specific employees under their supervision. These decisions are referred to as allowance decisions. In order to close a theoretical gap in current work‐family literature, we present an integrated, conceptual model of managerial allowance decisions. We develop propositions regarding factors that influence a supervisor's allowance decision at three different levels of analysis and behavioural outcomes in employees. Building on organizational justice theory, moderating effects of employees' fairness perceptions of allowance decisions are discussed. Finally, we outline implications for future research and recommendations for managers in organizations.     

The dynamic relation between organizational and professional commitment of highly educated research and development (R&D) professionals

Researchers of the work-related commitment of professionals have investigated the possibility of conflict between organizational and professional forms of commitment. Drawing on the organizational socialization literature, the authors hypothesized that both forms of commitment would change with increasing organizational tenure. Specifically, the authors proposed that the patterns of change of the 2 forms of commitment would be complementary: Organizational commitment would take a U-shaped pattern of change, whereas professional commitment would take an inverse U-shaped pattern. The results, based on data collected from a sample of 204 research and development (R&D) professionals with PhDs, confirmed the U-shaped pattern of organizational commitment and the complementary relation between the 2 forms of commitment during the first 14 months after organizational entry. These findings suggest the importance of maintaining a balance between organizational and professional commitment and provide a method for identifying the critical period for interventions designed to increase retention of R&D professionals during their early organizational socialization.     

Champions,Converts, Doubters,and Defectors: The Impact of Shifting Perceptions on Momentum for Change

Maintaining momentum is a key influence on the ultimate success of large‐scale change. In this paper, we develop theory to explain how stable versus shifting change‐supportive perceptions over time differentially influence the perceived momentum associated with goal‐directed change (i.e., change‐based momentum). We use cross‐level polynomial regression and data obtained early and 1 year later within an organization implementing a lean manufacturing transformation to model changes in individual perceptions. Results suggest that momentum perceptions are higher for “Champions” (stable and high perceptions over time) as compared to “Converts” (increasing perceptions over time), but momentum perceptions are lower for “Defectors” (decreasing perceptions over time) as compared to “Doubters” (stable and low perceptions over time). We find that even if participants converge upon change‐supportive perceptions later in the change process, early divergent perceptions influence subsequent momentum for the change. These findings highlight the important role of temporal shifts in perceptions for organizational change processes.     

Private selves and shared meanings: Or forgive us our projections as we forgive those who project into us

Abstract

This paper explores the difficulty university counselling services experience in finding common purpose with their institutions at the present time. It draws on a review of the relevant literature and personal experience to argue that it is extremely difficult to sustain depressive-position functioning in the current organizational culture, which, the author suggests, is dominated by fears about survival. The paper examines some defensive strategies counsellors may use to protect themselves against prevailing anxieties and argues for the importance of recognizing and working with these.     

Herscovitch and Meyer’s Three-Component model of commitment to change: Meta-analytic findings

Commitment to change has been subject to several qualitative reviews in recent years. As a response to an associated lack of consensus in construct definition, Herscovitch and Meyer introduced a three-component model demonstrating affective commitment to change (i.e., ACC), normative commitment to change (i.e., NCC) and continuance commitment to change (i.e., CCC). Given the growing literature on organizational change, the aim of this paper is to take stock of a decade of research that uses Herscovitch and Meyer’s instrument to measure these three components. To determine the tool’s discriminant validity we conducted meta-analyses evaluating the strength of relations among ACC, NCC and CCC; the relations among the three components and behavioural support for change; and the moderating role of North American context versus non-North American context in shaping these relationships. Findings based on data collected from 17 studies indicate notable differences in the strength of relationships among ACC–NCC, ACC–CCC and NCC–CCC. Also the pattern of the correlations among the three components and behavioural support reveals interesting extensions and insights for further research into the robustness of this model, and on hitherto under-acknowledged discrepancies in behavioural support for commitment to change research.