Using Estimates of the Output Productivity Ratio (SDp) to Improve the Accuracy and Managerial Acceptance of Utility Analysis Estimates

This study compared nursing supervisors' percentile estimates (15th, 50th, and 85th) of staff nurse performance made in terms of dollar value and two alternative metrics—output (number of patients cared for) and staffing (number of nurses required to staff a unit). Of the three estimation procedures, nursing supervisors were most confident in the accuracy of their output-based estimates and least confident in the accuracy of their dollar value-based estimates. Estimates of the standard deviation of performance as a percentage of mean performance (SDp) ranged from 19% for the staffing-based estimate to 29% for the output-based estimate. Contrary to expectations, dollar value-based SDp estimates were only minimally correlated with staffing- and output-based SDp estimates. I conclude that allowing supervisors to make percentile estimates in terms of familiar metrics has potential value for improving the accuracy and managerial acceptability of utility analysis.     

中国雇员组织承诺特征之道德追溯

从现有文献的研究成果看,中国雇员特有的组织承诺特征可以总结为五点：一是从结构模型上的理想因子显现;二是情感承诺更加影响中国雇员的组织行为;三是承诺指向上级而非组织;四是离职动因注重在位能得到什么;五是集体主义与个人主义的冲突。通过对各个特征进行道德追溯,我们发现,“理想人格”解释了理想承诺,“仁”造就了中国雇员的情感承诺,“忠”的思想使承诺指向上级,离职动因在于“谨慎”思考,集体主义与个人主义的冲突改变了传统道德集体主义的提倡。     

Productivity of Noun Slots in Verb Frames

Productivity is a central concept in the study of language and language acquisition. As a test case for exploring the notion of productivity, we focus on the noun slots of verb frames, such as __want__, __see__, and __get__. We develop a novel combination of measures designed to assess both the flexibility and creativity of use in these slots. We do so using a rigorously controlled sample of child speech and child directed speech from three English‐speaking children between the ages of 2–3 years and their caregivers. We find different levels of creativity and flexibility between the adult and child samples for some measures, for some slots, and for some developmental periods. We discuss these differences in the context of verb frame semantics, conventionality versus creativity and child errors, and draw some tentative conclusions regarding developmental changes in children's early grammatical representations.     

创造性人格与员工创造力:一个被调节的中介模型研究

本文基于动机行动和成就动机理论,构建一个被调节的中介模型以检验创造性人格对员工创造力产生的作用机理。以251套来自主管-下属配对的问卷数据为样本,实证分析结果表明:创造性人格可预测员工创造力产生,学习目标导向与绩效证明目标导向在两者之间起部分中介作用;内在动机能够强化个体目标导向对创造力的作用,并显著正向调节创造性人格对员工创造力的间接效应。最后,论文讨论了研究发现对员工创造力产生的理论和实践意义。     

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.

Practitioner points

• Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
• Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

     

Empowering public service workers to face bystander conflict: Enhancing resources through a training intervention

Public service employees work in occupations that are accompanied with high psychosocial risks. Police, firefighters, and paramedics are increasingly being confronted with argumentative, conflicting bystanders that frustrate them in executing their task. We developed a resource‐enhancement intervention and tested its usefulness for securing employees’ effective functioning and well‐being in bystander conflict. In a simulation‐based pre‐test post‐test control group design, paramedics in the intervention condition received training about how to increase their resources in terms of conflict management efficacy, perspective taking, task support, and emotional support. For those in the control condition, no such training was provided. Comparing pre‐ and post‐test measures (n = 81) of the participants in the intervention and control groups, we found evidence that the intervention successfully increased employees’ resources over time. Moreover, we found considerable support for a positive link between these resources and employees’ affective well‐being and job dedication. Thus, our study suggests that a resource‐enhancing intervention can serve as an important means to protect public service employees against the deleterious effects of bystander conflict.

Practitioner points

• A resource‐enhancing intervention can protect public service employees against the deleterious effects of bystander conflict.
• Resources related to dealing with a hindering bystander, as well as resources facilitating the continuation of the primary task, are positively associated with employees’ affective well‐being, job dedication, and job performance.

     

Towards a multilevel approach of employee well-being

In this commentary, I respond to Ilies, Aw & Pluut’s (Intraindividual models of employee well-being: What have we learned and where do we go from here?, European Journal of Work and Organizational Psychology, in press) call for a theory that distinguishes between traits and states of employee well-being. I use Job Demands–Resources theory to illustrate how we may integrate within- and between-person approaches and findings to design an overall multilevel model of employee well-being. My perspective builds on Ilies et al. and recent findings of research combining relatively stable “traits” with fluctuating states of employee well-being. My goals with this commentary are three-fold: (1) give more insight into possible differences between variables at different levels of analysis; (2) use research to show how trait and state levels of (predictors of) employee well-being may interact; (3) propose a multilevel model that may stimulate future research on the topic.     

There is more than obeying display rules: Service employees’ motives for emotion regulation in customer interactions

Although research has focused on how service employees regulate their emotions, few studies have explored why they do so. In this article, we first described which kinds of motives for emotion regulation exist in customer interactions. Second, we investigated how the motives are related to four emotion regulation strategies. The application of an explorative approach resulted in a list of 10 motives, which could be classified into the three motive categories: pleasure, prevention, and instrumental. Hierarchical linear modelling of 421 reported service interactions from a diary study revealed that the motive categories were differently related to the emotion regulation strategies. Motives of the instrumental category were only significantly positively related to surface acting. Motives of the pleasure category were positively related to deep acting and automatic regulation as well as negatively related to surface acting and emotional deviance. Motives of the prevention category were positively related to deep acting, surface acting, and emotional deviance as well as negatively related to automatic regulation. These results can be used by organizations not only to enhance the motivation of employees towards emotion regulation, but also towards more authentic emotional expressions.     

The prediction of turnover intention by means of employee engagement and demographic variables in a telecommunications organisation

This study sought to determine the prediction of turnover intention by employee engagement and demographic variables in a large South African information and communication technology (ICT) organisation. Cross-sectional survey data was collected from the organisation. Using a sample of 2276 participants the Utrecht Work Engagement Scale (UWES) was employed to measure employee engagement, while the Intention to Stay Questionnaire (ISQ) measured turnover intentions. Employee engagement was significantly negatively related with turnover intentions. A factor analysis conducted on the UWES indicated that activation accounted for 10% of the variance in turnover intentions. Age and tenure had statistically significant negative relationships with turnover intentions, whilst qualification and race had significant positive relationships with turnover intentions. The results also confirmed the predictive model of employee engagement as well as the impact of the demographic variables of race, age, tenure on turnover intentions. The study has practical implications in relation to its ability to contribute to human resources activities in the form of differentiated remuneration and retention strategies based on differences in age and tenure.