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.     

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.     

La relation entre la culture organisationnelle et les agressions au travail

This study aimed to determine how perceptions of group, developmental, hierarchical and rational organizational culture contribute to workplace aggressions. Aggressions included low intensity incivilities to violent physical acts. Data came from the SALVEO surveys containing a sample of 1942 workers employed in 63 workplaces. Multilevel analyses revealed that the perception of the group culture is associated with lower levels of incivilities while the developmental culture is associated with higher levels of incivilities.     

道不同不相为谋? 信息相关断裂带对团队学习的影响

传统观点认为,存在断裂带的团队中成员学习行为会受到不利影响,即"道不同不相为谋"。本研究通过聚焦信息相关断裂带,全面剖析内部学习和外部学习等不同团队学习方式,深入考察影响断裂带团队学习的关键情境因素,探讨并论证本文的基本观点——"道不同",可以"相为谋"。基于56个实际工作团队配对样本数据的统计分析结果表明,信息相关断裂带对团队内部学习和外部学习都没有直接作用。团队共同任期和交互记忆系统对信息相关断裂带团队内外部学习起调节作用:团队共同任期越长,信息相关断裂带越有利于团队内部学习及外部学习;交互记忆系统水平越高,信息相关断裂带越有利于团队内部学习及外部学习。     

Behaviorism and Society

A probable list of causes for the limited acceptance of behaviorism in our society is identified. This is followed by a summary review of the proposed solutions identified in other papers in this special issue of The Behavior Analyst, most of which relate to either better marketing of either the behavior analytic process or the results achieved as a consequence. One paper proposes a more broad conception of behavior analysis. This paper endorses the solutions identified in previous papers and then goes on to propose an even more broad conception of behavior analysis and makes the point that behavior analysis is unlikely to flourish unless behavior analysts understand a good deal more about the cultural and other contextual features of the environments in which they work.     

Quality control and the practice of clinical psychology

Because of current health care reforms, quality control, accountability, and cost-effectiveness have become important issues in the practice of clinical psychology. It is imperative that practicing clinicians begin to evaluate their services to assess whether they demonstrate high quality and cost-effectiveness, as well as a continued commitment to qualify improvement. Deming's (1986) approach to quality control is discussed as a useful strategy for improving effectiveness in the practice of clinical psychology. This approach emphasizes the process of identification of the client population, improvements through incremental processes, and evaluation of outcomes. Organizational Behavior Management (OBM) techniques are also reviewed as useful ways in which to supplement and improve on Deming's approach to quality control. Science and quality control are discussed as being inherently coherent. The scientist—practitioner model dictates that services provided to clients should be rigorously evaluated. Various procedures for evaluating the quality of services provided in clinical practice are discussed.