Ten years of career success in relation to individual and situational variables from the employee development literature

Individual, situational, and socio-demographic variables from the employee development literature were combined with theory and research on career success in a ten-year study of 289 workers from across many jobs and industries in the workforce. Support for employee development by one's employer ten years prior and a trend of increasing/accumulating support contributed to career success, providing the first long-term confirmation of the value to careers from support for development by employers. Proactive personality had unique effects on success not accounted for by a broad array of other variables, strengthening conclusions from prior research about the predictive value of proactive personality which were based on data not controlling for these variables. Finally, achievement goal orientation influenced success in a unique way via “profile effects:” Goal orientation dimensions interacted to predict success, suggesting simple linear effects (e.g. being more learning-oriented) may be inadequate in explaining career success. Implications for future research and practice are discussed.     

Engagement organisationnel,coping, et affects en contexte organisationnel : test d’un modèle intégrateur

This study examines a model relating components of organizational commitment to positive and negative affect through the partial mediation of problem solving coping. The results of a study conducted among a sample of 647 employees from various organizations show that affective commitment relates positively to positive affect and negatively to negative affect, with the relation to positive affect being partially mediated by problem solving coping. Normative commitment was positively related to negative affect. Finally, continuance commitment based on few alternatives was negatively related to positive affect and positively related to negative affect, with the relation to positive affect being partially mediated by a weaker problem solving coping. Continuance commitment based on perceived sacrifice had no effects.     

Out of the chaos

This paper describes key processes of organizational change and instability, both internal and external to the workplace involved, over a 5 year period. It is an attempt to use psychoanalytic variables to illuminate the underlying issues involved. The case study concerns a caring service located within a public sector organization. Material will be presented on the psychodynamic aspects of upheaval and change. Changes in organizational culture will be described with the emphasis on organizational regression, mourning, and resistance to change. The operation of projective and introjective mechanisms, and the role of transference in relations between management and staff will be considered. Leadership, organizational culture and issues of dependency, authority, role, boundary and difference will then be explored.     

Good intentions and failed implementations: Understanding culture-based resistance to organizational change

Based on the insight that culture shapes resistance to change in an organization, and the recognition that cultures of organizations are embedded in a broader societal culture, this study seeks to provide empirical evidence on how societal-based cultural understandings and values within an organization serve as a source of resistance to change among employees. The study is based on a case study of a medium-sized Turkish company. The study shows how certain managerial decisions toward a professionally running organizational design are difficult to implement due to societal-based patterns of understandings and meaning systems gathered around status, hierarchy, and emotion-based (personalized) relations in the company.     

Work engagement and voluntary absence: The moderating role of job resources

The present study examined the moderating role of job resources, namely, organizational trust, the quality of employees’ relationship with their manager, and the motivating potential of jobs, on the negative relationship between work engagement and voluntary absence. Employee survey results and absence records collected from the Human Resources department of a construction and consultancy organization in the United Kingdom (n = 325) showed that work engagement was negatively related to voluntary absence, as measured by the Bradford Factor. Furthermore, the results showed that organizational trust and the quality of employees’ relationships with their line managers ameliorated the negative effect of relatively low levels of engagement on voluntary absence. Theoretical and practical implications of the findings are discussed.     

Local/foreign status,cultural background,and organizational citizenship behaviour: A study among foreign and local workers in The Netherlands

A study in Singapore (Ang et al., 2003 Ang, S., van Dyne, L. and Begley, T. M. 2003. The employment relationship of foreign workers versus local employees: A field study of organizational justice, job satisfaction, performance, and OCB. Journal of Organizational Behavior, 24: 561–583. [Crossref], [Web of Science ®] , [Google Scholar]) found that foreign employees displayed a lower tendency to engage in Organizational Citizenship Behaviour (OCB) than their local counterparts. The explanation was that foreign employees often experience their employment relation as more disadvantageous. The present study attempted to investigate possible differences in OCB between foreign and local workers in The Netherlands. In addition, it aimed to ascertain what role the cultural dimension of “individualism–collectivism” plays in this connection. Contrasting the expectations, the foreign employees reported a higher propensity to pursue OCB than local workers. The difference in behaviour could not be explained by cultural differences. It was argued that economic and personal motives of foreign workers might have affected the self-reports of their organizational behaviour.     

Recruitment sources and organizational attraction: A field study of Belgian nurses

Previous research on recruitment sources has mostly focused on posthire instead of prehire outcomes and has typically applied a very rudimentary classification of sources on the basis of the formal–informal distinction. The present study relied on a theory-driven taxonomy to identify four major types of recruitment sources (recruitment advertising, recruitment events, publicity, and word of mouth) and applied a source credibility perspective to predict differential relationships of these sources with organizational attractiveness. In a sample of 184 job-seeking nurses in Belgium, characterized by a high labour market demand, it was found that job seekers who spent more time on receiving employment information through experiential recruitment sources such as events and word of mouth perceived this information as more credible. In addition, job seekers' exposure to word of mouth was strongly positively related to their attraction to organizations as an employer. This relationship was partially mediated by the perceived credibility of the received employment information. Therefore, the results of this field study suggest that to enhance their attractiveness as an employer for job seekers, especially those in high demand on the labour market, recruiting organizations should provide credible employment information and stimulate the use of word of mouth as a recruitment source.     

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.