The relationship between productive and counterproductive work behaviour across four European countries

Research suggesting a similar but different relationship between Organizational Citizenship Behaviour (OCB) and Counterproductive Work Behaviour (CWB) is dominated by North American samples. Little evidence exists on whether these findings are replicated in other countries. To assess if a similar pattern emerged, we used the Social Axioms model (Bond et al., 2004) as a cultural framework and surveyed employees in the UK (105), The Netherlands (203), Turkey (185), and Greece (70) on the relationship between OCB and CWB, and the relationship between these behaviours and personality, justice, and commitment. Analysis supported a multidimensional structure to OCB and CWB and indicated a nonbipolar relationship between these behaviours. Culturally, somewhat different to OCB research in general, we find support for a convergence perspective across countries. Conceptually, linguistically and structurally the scale assessing OCB/CWB was shown to be equivalent across countries and a nonbipolar pattern of relationships was consistent across countries. Overall, findings imply a universal nature to the relationship between OCB and CWB across societal cultural groups.     

Silence is golden? Characteristics and experiences of self-reported whistleblowers

This study investigates the characteristics of whistleblowers, the prevalence and nature of whistleblowing, and the occurrence of retaliation after whistleblowing using a randomly selected and representative sample of Norwegian employees. The results showed that 12 per cent self-reported as whistleblowers according to an operational definition. Being a leader, or a union or personnel safety representative was significantly related to whistleblowing. The most frequently reported wrongdoing was harassment conducted by a single colleague. Wrongdoer(s) received mixed responses, from no reaction to reprimand. Even though most whistleblowers were not sanctioned, they reported less job satisfaction and more workplace bullying than did nonwhistleblowers. Only a few were rewarded. For the most part, wrongdoing was stopped or reduced. However, whistleblowing was only partially effective, because whistleblowers reported lack of feedback about the result of their report. Results also showed that the status of the wrongdoer was related to the reaction he or she received afterwards, as were the type of wrongdoing and the effect on the wrongdoing, and the type of wrongdoing and the effect on the wrongdoer(s). Potential explanations for the results, such as the type of sample and power distance, are discussed. Practical implications of the study are also addressed, such as the importance of providing feedback to whistleblowers.     

Building commitment to change: The role of perceived supervisor support and competence

Commitment to change is considered the glue that binds people and change goals. Still, few studies have explored how employees develop their commitment to organizational change. The present study examined the relationship between supervisor competence and support, and employee's commitment to change. Participants were 210 full-time employees from two public organizations that had recently faced major change interventions resulting from governmental directives. As predicted, perceived supervisor support fully mediated the positive relationship between competence and affective and normative commitment to change. On the other hand, supervisor competence was negatively related to continuance commitment to change. These findings illustrate how supervisors can shape employees' reactions to change.     

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.     

Job insecurity climate's influence on employees' job attitudes: Evidence from two European countries

An important amount of literature about job insecurity and its consequences has been developed during the past few decades (Sverke, Hellgren, & Näswall, 2002 Sverke, M., Hellgren, J. and Näswall, K. 2002. No security: A meta-analysis and review of job insecurity and its consequences. Journal of Occupational Health Psychology, 7(3): 242–264. [Crossref], [PubMed] , [Google Scholar]). Most of this research has focused on an individual-analysis perspective, without taking into account social context. Although job insecurity climate has not been empirically examined, several authors have implicitly assumed that job insecurity contexts exist in some organizations where layoffs have occurred. Therefore, they examined layoff survivors' reactions. From this perspective, the aim of this study was to validate the job insecurity climate concept and examine its influence on employees' job attitudes. In order to provide additional support, this objective was examined in two samples: 428 employees belonging to 20 Spanish organizations and 550 employees in 18 Belgian organizations. The results showed that job insecurity climate emerged within the organizations in both samples, and that it influenced employees' job satisfaction and organizational commitment above and beyond individual perceptions of job insecurity in the Spanish sample. The implications and limitations of this study are discussed.     

A turnover model for the Mexican maquiladoras

Existing turnover models have been developed and tested almost exclusively in Anglo cultures. Thus, there is reason to question whether these models apply to workers elsewhere. We addressed this question using as participants 47 Mexican maquiladora workers. Through interview responses analyzed using a variation of grounded theory-building, we inductively created a model of voluntary turnover with research propositions. We then compared the new model to traditional turnover models, concluding that many of their constructs and mechanisms are familiar in the maquiladoras. However, the cultural and economic environment perceived by the workers help determine the precise antecedents, their salience, and the strength of their linkages with turnover. Finally, we suggest how turnover research might be extended to better apply to workers in other cultures.     

Interpersonal needs and functional area of management

This study examines a sample of first-semester MBA students to determine the relationship between their interpersonal needs and their preferences for a functional area of management. The students were categorized according to their preference for one of the following eight functional areas: accounting, systems analysis, finance, small business management, engineering, marketing, manufacturing management, and personnel management. Interpersonal needs were measured by the Fundamental Interpersonal Relations Orientation (FIRO-B) instrument developed by W. C. Schutz. Significant differences in interpersonal needs were found among students preferring different functional specialities. Implications of the results are discussed in terms of occupational choice processes.     

Informational cues and attributions based on role behavior

A recent experiment by Messick and Reeder (Journal of Experimental Social Psychology, 1972, 18, 482–491) attempted to extend Jones, Davis, and Gergen's (Journal of Abnormal and Social Psychology, 1961, 63, 302–310) classic finding that out-of-role behavior.is more informative for person perception than in-role behavior. It is argued, however, that this study confounded two variables, role performance and occupation. Evidence is presented that the occupation variable alone could have produced Messick and Reeder's results. Both variables seem to affect attributions. The importance of these findings for relating attribution theory and role theory is discussed.     

Antecedent variables of innovation behaviors in organizations: Differences between men and women

IntroductionRelevance of innovation behaviors for organizational success led to study its main individual, job-related and organizational antecedents. Moreover, research on differences in innovation between men and women showed inconclusive results. Ambidexterity (Bledow, Frese, Anderson, Erez, & Farr, 2009) and Zhou and Hoever (2014) call for combining contextual and personal characteristics in innovation research suggest that pathways and variables leading to innovation between men and women could be different.Objective(s)This study aims to analyze if men and women differ in the main antecedents for innovative behaviors. Thus, a moderating effect of gender on the relationship between innovative behaviors and their main antecedent variables is hypothesized. Results are of interest for promoting innovation and empowering women at work context.MethodIn a sample of 458 employees from 16 Spanish companies, we carried out hierarchical regression analyses on innovation behaviors, including as main antecedents academic level, proactive personality, job demands, organizational commitment, HR practices addressed to participation, and transformational leadership. In addition, interaction terms between gender and such antecedents were entered in regression analysis.ResultsProactive personality, HR participation practices, inspirational motivation, job demands and academic level significantly predicted innovative behaviors at their different phases. Moreover, gender moderated the relationship between generation of new ideas with academic level and organizational commitment, and between promotion of ideas with job demands and idealized influence. Organizational commitment promoted generation of ideas among women but not among men, whereas idealized influence is detrimental for women. Reversely, higher job demands stimulate promotion of ideas among men but were detrimental for innovation among women.ConclusionOur results suggest that innovation among women seems to be more sensitive to the influence of leadership and require more social support, whereas higher job demands are detrimental. These results suggest that innovation is more related to intrinsic variables (as self-confidence, empowerment and social processes) among women, whereas for men, it seems to be more related to work demands. Results could help companies to stimulate innovation, between both men and women.     

Profiles of commitment in standard and fixed-term employment arrangements: Implications for work outcomes

This paper develops and tests a framework for understanding the relative importance and predictive efficacy of commitment to one’s profession, organization, supervisor and job in both standard and fixed-term employment arrangements. Drawing from the commitment and employment arrangement literatures, we test a set of hypotheses identifying distinct patterns of commitments (i.e., commitment profiles) to these four targets that should yield desired work-related outcomes in standard and fixed-term employment arrangements. We test our hypotheses using latent profile analysis on data collected from two Finnish universities (N1 = 235, N2 = 233). A high macro profile, characterized by high commitment to profession, organization and job, and moderate commitment to supervisor, emerged for employees in standard employment relationships, and this profile was associated with significantly higher positive work behaviours and work effort and lower turnover intentions than the other profiles. For employees with fixed-term employment contracts, a high cosmopolitan profile emerged, characterized by high commitment to the profession and job and low commitment to the organization and supervisor. For these employees, this profile was associated with positive work behaviours and work effort comparable to the high macro profile. Implications for theory, research and practice are discussed.