Perceived corporate ethical values and organisational justice in relation to employee commitment at a manufacturing company

This study investigated the relationship between employees’ perceptions of their organisation’s corporate ethical values and justice and their level of commitment. The study participants were 201 employees of a manufacturing company in the Democratic Republic of Congo (female = 32%%, general employees = 68%, mean years of service = 13 years; SD = 0.85 years). They completed measures on corporate ethical values, organisational justice, and organisational commitment. Findings following hierarchical regression indicated that employees’ perceptions of corporate ethical values and organisational justice significantly influence their affective and continuance organisational commitment. A work environment where a code of conduct is upheld and employees are treated fairly would encourage employees to extend their membership of the employing organisation.     

Predicting staff retention from employee motivation and job satisfaction

This study investigated the role of employee motivation and job satisfaction as predictors of staff retention in a foreign exchange bank. Participants were 341 employees of a South African foreign exchange bank division (female?=?62.8%; black?=?31.1%; managers?=?37%, mean years of experience?=?10 years). The employees completed the following self-report measures: Work Preference Inventory, Job Satisfaction Survey, and Employee Retention Questionnaire. Structural equation modelling was applied in the analysis to test the prediction effect of employee motivation and job satisfaction on staff retention. The findings of the model fit revealed that the model (employee motivation and employee job satisfaction) explained an estimated 46% of the variance in the employee retention construct. The job satisfaction construct in the model explained an estimated 66% of the variance in the employee retention construct; while the employee motivation construct explained only 8% of the variance. Organisational talent management should seek to identify employee motivation and job satisfaction interventions that might help to retain talented staff.     

Type-A Behavior, Job Performance, and Well-Being in College Teachers

This study examined the relationship between Type-A behavior and job performance, and employee well-being among college teachers in Canada. Well-being was operationalized in terms of burnout, social support, work satisfaction, and turnover motivation. Data were collected by means of a structured questionnaire from 420 college teachers. Pearson correlation and moderated multiple regressions were used to analyze the data. Global Type-A behavior was not related to 3 measures of job performance: teaching hours, number of course preparations per semester and number of students. However, global Type-A behavior correlated positively with burnout and turnover motivation and negatively with perceived social support and work satisfaction. Two components of Type-A behavior (time pressure and hard driving/competitiveness) exhibited the same pattern of relationship with job performance and well-being variables as was found with the global measure of Type-A behavior. Moderated multiple regression did not support the role of gender as a moderator of Type-A behavior and job performance and well-being variables.     

Broken Promises: Equity Sensitivity as a Moderator Between Psychological Contract Breach and Employee Attitudes and Behavior

This study examined the moderating role of equity sensitivity in determining the relationship between psychological contract breach and employees' attitudes and behaviors. Entitled individuals were expected to have greater increases in negative affect toward their organization and greater decreases in job satisfaction and organizational citizenship behavior than benevolent individuals following a breach of extrinsic outcomes (i.e., pay, benefits). Conversely, benevolents were expected to respond more negatively than their entitled counterparts following a breach of intrinsic outcomes (i.e., autonomy, growth). Results supported most of the study's propositions. Practical implications as well as directions for future research are discussed.     

The decoy effect as a covert influence tactic

The purpose of this research was to determine whether individuals could use the decoy effect to influence others' choices. In study 1, undergraduates (n = 50) and executive master's of business administration (EMBA) students (n = 24) read an employee selection scenario in which they were randomly assigned to prefer one of two candidates that were equal in overall attractiveness, but that had different strengths and weaknesses. They were then asked to choose one of three inferior candidates to add to the choice set that would make their preferred candidate more likely to be chosen by other decision makers. The “correct” inferior candidate was asymmetrically dominated—dominated by one of the two existing candidates, but not the other. Participants chose the “correct” decoy candidate at better than chance levels. In study 2, undergraduates and EMBA students (total n = 66) completed a set of four decision tasks, in which they were asked to choose from potential decoy alternatives that would highlight their preferred job candidate or the product they preferred to sell to a customer. Participants again chose the correct option at better than chance levels. When participants provided free‐response reasons for their choices, these responses indicated a fairly strong recognition of the influential nature of creating a dominating relationship. Implications for understanding this effect and how it may be used by hiring managers, sales personnel, and others who attempt to influence others people's decisions at work, are discussed. Copyright © 2010 John Wiley & Sons, Ltd.     

Creating One’s Reality: The Interaction of Politics Perceptions and Enactment Behavior

ABSTRACT

The current study investigated the previously unexamined relationship between politics perceptions and employee enactment behavior. Consistent with previous job stress and sense-making research, we hypothesized that individuals reporting low levels of enactment behaviors would be more adversely affected by politics perceptions than those who engaged in high levels of enactment behavior. Results across two samples provided strong support for the hypothesized relationships. Specifically, employees who reported low levels of enactment behavior experienced less satisfaction, less person–environment fit, and reported lower levels of effort when faced with highly political environments. Conversely, levels of satisfaction and person–environment fit perceptions of individuals reporting high levels of enactment behaviors were largely unaffected by highly political contexts. Implications of these findings, strengths and limitations, and avenues for future research are provided.     

员工对组织价值观的期望与知觉之差异

采用组织价值观问卷对586名企业员工进行了调查,考察员工对组织价值观的期望与知觉之间的差异情况。结果表明:员工在组织价值观的九个维度上均存在极为显著的差异,员工期望的组织价值观高于实际知觉的组织价值观。本研究对企业的组织文化建设和人力资源管理具有借鉴价值。     

Abstracts From the Northern Lights Psychology Conference. University of North Dakota October 2001

The authors examined the effects of forbidden information on the employee-selection process. They presented the participants with 4 applicants for the position of cashier-stockperson. One of the applicants (the Target Applicant) provided a mixture of forbidden and job-relevant information; the remaining applicants gave no forbidden information. Some of the participants were told before they reviewed the applicants what types of information were to be considered as forbidden, and they were instructed to disregard any such information in the applications. The remaining participants were not aware of the presence of the forbidden information, nor were they instructed to disregard such information. The participants who were instructed to disregard the forbidden information rated the Target Applicant more favorably than did those who were not aware of its presence. Moreover, those in the disregard condition recalled less of the forbidden information and more of the job-relevant information about the Target Applicant than did those in the no-instruction condition. These data patterns support laboratory-based studies on intentional forgetting.     

L’habilitation des salariés : le rôle du supérieur et des collègues

Organizational initiatives to empower employees have limited success if they are supported only by top managers. The goal of this study is to examine how two actors in the workers’ proximal social environment, the supervisor and colleagues, contribute to employee empowerment. A questionnaire study was conducted with a sample of 418 workers relying both on psychological and behavioral self-report measures of employee empowerment. Multiple regressions revealed that contributions from the supervisor and colleagues are distinct, additive and interact in a synergic way to increase employee empowerment. These results suggest that it is important to foster favorable conditions in the workers’ proximal social environment to instill employee empowerment.     

Stability of Medical Students' Attitudes Toward Aging and Death

A representative sample from a nonclinical population was drawn to compare bingers and nonbingers across weight categories. Subjects were 112 women drawn from a cross-section of undergraduate classes at a large state university. Four groups were formed: obese bingers, obese nonbingers, normal-weight bingers (bulimics), and normal-weight nonbingers. Bingers, regardless of weight category, suffered higher levels of depression and anxiety and lower levels of self-esteem than nonbingers, regardless of weight category. Obese nonbingers were indistinguishable on these variables from normal-weight nonbingers, with both groups of nonbingers experiencing less emotional distress. Results support the position that the obese population should be conceptualized and treated as a diverse group with different psychological characteristics and needs.