The career impact of winning an external work-related award

There is an abundance of work-related external awards in the business and corporate sectors. This study examines the impact of awards given to individuals in the business sector. Careers and signalling theory were used to initiate research in this domain with 32 interviews with winners of national work-related awards. The majority of winners were either nominated for the awards by others or encouraged to nominate by their managers, which may reflect an organisational, rather than individual, signal for distinction. Results demonstrated that all winners valued the recognition they received from their award win but in an unexpected finding, no significant career trajectory changes occurred. Award winners used their award as a signal of their excellence to distinguish themselves from others. The award gave them confidence and credibility. There was no relationship between winning an award and career success measures such as promotions or salary increases. Counterintuitive negative impacts identified by award winners are discussed.     

Outreach and Exclusion: Jewish Denominational Marketing in the Early 20th Century

How do religious denominations select potential adherents? Previous literature indicates that market niches direct this decision, yet few studies examine how religious groups determine their niche. Analyzing annual reports and periodicals of Reform and Conservative Jewish organizations from 1910 to 1955, I find that the two denominations responded differently to the mass influx of Jewish immigrants at the turn of the 20th century. Compared to the Conservative organization, which openly welcomed new immigrants, the Reform organization actively chose not to recruit them. Reform statements make it clear that this decision was a result of how working‐class, Eastern European immigrants threatened their American‐centered organizational identity. This finding suggests that religious institutions carefully consider their organizational identity based on nativity, ethnicity, and social class when determining whom to include in their market niche.     

Scholarly productivity,impact, and quality among Academic Psychologists at Group of Eight Universities

Scholarly research among academics in Schools and Departments of Psychology in the Group of Eight Australian universities was assessed for each academic level (Lecturer to Professor) on productivity (number of articles), impact (number of citations to those articles), and quality (journal rankings). Publications were determined over an 8‐year period, 2001–2008. Citations to these works over the same period were also measured. Quality was determined using the Excellence in Research for Australia draft journal rankings. Scholarly productivity was a function of academic level: as academic level increased (Lecturer through Professor) so too did number of publications. Research impact (citations) was also greatest among established Staff (Professors). Research quality was independent of academic level and largely independent of gender. Normative research profiles are provided for each academic level.     

生涯适应力的作用：个体与组织层的跨层面分析*

生涯适应力(career adaptability)是生涯建构理论提出的自我职业生涯管理的核心概念,但国外理论和实践一直认为生涯适应力是一把双刃剑(生涯适应力高的员工工作绩效高,但其离职意向也高),本研究将对此进行检验;同时,生涯适应力作为个体职业生涯开发的核心变量,它在组织职业生涯管理跨层面作用中的价值也未曾研究。通过员工在两个时间点自评和管理者他评问卷,获得54家单位的485份有效调查问卷。结构方程模型分析的结果表明,生涯适应力不仅与工作绩效有显著正相关,而且也与离职意向有显著负相关。层次回归分析结果表明,工龄是生涯适应力与离职意向、工作绩效关系的调节变量;也就是说,工龄短员工的生涯适应力与工作绩效呈显著正相关,与离职意向呈显著负相关,但工龄长员工的生涯适应力与二者的关系都不显著。基于跨层面研究设计,多层线性模型(HLM)分析的结果表明,生涯适应力是组织职业生涯管理与个体工作绩效之间的完全中介变量,但在组织职业生涯管理与离职意向之间的中介作用不显著。这不但回答了生涯适应力对组织价值的管理困境问题,也解决了组织职业生涯管理与个体工作绩效的连接纽带问题。     

组织类型与员工建言行为的关系探索：基于权力的视角

研究目的是探索中国背景下国有企业、民营企业、外资企业、政府机关四类组织中员工建言行为的差异,及员工个人权力感和权力动机的中介作用。采用问卷法对员工和管理者进行配对取样调查,通过对回收的324份有效问卷进行数据分析。结果表明,员工建言行为在四种组织类型中存在显著性差异,而员工个人权力感和权力动机在其中起到中介作用。此外,研究还发现,权力距离倾向在组织类型和个人权力感之间起到调节作用。最后,研究梳理了组织类型与建言行为的关系模型,并对未来研究做了展望。     

Bases of social power,leadership styles,and organizational commitment

Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds very important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the interpersonal power/interaction model, the present investigation aimed to investigate the mechanism at play between transformational leadership style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In Study 1, the proposed mediation model was empirically supported with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2 provided results consistent with our hypotheses. Specifically, the present paper reports empirical evidence that (1) the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power/interaction model and pave the way for new research directions.     

The Interactive Effects of Self‐Perceptions and Job Requirements on Creative Problem Solving

Over the years, researchers have focused on ways to facilitate creativity in the workplace by looking at individual factors and organizational factors that affect employee creativity (Woodman, Sawyer, & Griffin, 1993 ). In many cases, the factors that affect creativity are examined independently. In other words, it is uncommon for researchers to look at the interaction among individual and organizational factors. In this study, it is argued that to get a true understanding of how to maximize creativity in the workplace, organizational researchers must look at the interaction between organizational factors and individual factors that affect employee creativity. More specifically, the current study looked at an individual's perceptions about his or her ability to be creative (i.e., individual factor) and perceptions of requirements for creativity in the workplace (i.e., an organizational factor). The results indicated that individuals who have a high belief about their ability to be creative (an individual factor) were most creative when they also perceived requirements for creativity in the workplace (an organizational factor). Furthermore, individuals who had low perceptions of creative ability were still able to perform creatively when they had high perceptions of requirements for creativity. This suggests that, to maximize creativity, organizations should focus on both individual and organizational factors that affect employee creativity.     

Index to Volume 122

I examined the impact of first names on ratings of physical attractiveness as judged by British undergraduate subjects using male and female full-face pictures presented on photographic slides. The photographs were identified with attractive names, unattractive names, or without any name indicated. Subjects rated the stimulus figures for physical attractiveness. Names accounted for approximately 6% of the variance in subjects' ratings of physical attractiveness. This effect was highly significant for pictures of women (p < .001), but nonsignificant for pictures of men (p > .05).     

Organizational Commitment,Job Satisfaction,and Effort in the Service Environment

Investigations of the causal relationship between organizational commitment and job satisfaction have yielded contradictory findings. Little empirical research has looked at this complex relationship in the context of work effort. The purpose of this study was to determine how these variables interact in the service environment. Using a sample of 425 employees in two service organizations, the author tested two structural equation models. The hypothesized model with organizational commitment as a moderator between job satisfaction and service effort fit better than a model with job satisfaction as moderator did. Conceptual implications are discussed, and suggestions for future research are made.