Search

The increasing rate of employee attrition and the problems the employers and the HR managers face in retaining 'good' and 'performing' employees in the absence of a set of women employee retention strategies are simply compounding in IT companies. Women executives are ambitious and, like men, say they are ready to make some sacrifices in their personal lives if that's what it takes to occupy a top-management job. Many, however, are not sure that the corporate culture will support their rise, apparently with some justification. Although a majority of organizations we studied have tried to implement measures aimed at increasing gender diversity among senior executives, few have achieved notable improvements. This research article throws light on the need and importance of retaining women employees and the strategies enhanced to influence retaining women employees in Chennai IT Hub. [ABSTRACT FROM AUTHOR]

Traditional corporate disciplinary systems often fail to encourage responsible employee behavior. This article presents "positive discipline" as a management tool for responding to individual employees' unacceptable behavior, while supporting the good performance of the majority. Positive discipline has been implemented at Union Carbide with successful results: constructive interaction with individual employee problems encourages employee self-discipline and recommitment to the organization's goals. [ABSTRACT FROM AUTHOR]

The problem employee is most frequently reacting to frustration caused by barriers within the organization, and these barriers are often at least partially within the manager's range of influence. [ABSTRACT FROM AUTHOR]

This research explores the effects of an objectively determined, continuous measure of inequity on composite measures of individual performance in a pay-for-performance context, professional baseball and basketball. It was hypothesized that pay-for-performance contingencies would lessen the effects of individual underreward on individual performance. In addition, it was hypothesized that individual underreward would lead to less cooperative and more selfish behavior. Regression models of performance were run, controlling for prior career performance. The effects of the continuous measure of inequity on performance were greater for overrewarded individuals than for underrewarded individuals. Furthermore, underrewarded individuals behaved less cooperatively and more selfishly, while overrewarded individuals behaved more cooperatively. [ABSTRACT FROM AUTHOR]

Using the human resource (HR) subunit as the focus for assessment, several core postulates of the multiple constituency model of effectiveness were examined empirically. Results supported the theoretical efficacy of the model. First, the relevant constituencies reported by the HR subunits were conceptually meaningful. Second, the subunit's effectiveness was influenced by both its adaptive responses, such as the use of human resource committees and control of employee absenteeism, and environmental context variables, such as assistance from corporate human resource groups and heterogeneity in the demographics of the constituents. Third, different adaptive response variables were associated with the effectiveness assessment of different constituencies, supporting the key postulate that effectiveness models of multiple constituencies are nonequivalent. The paper concludes with many suggestions for future research and conceptual extensions to the multiple-constituency model. [ABSTRACT FROM AUTHOR]

This paper reports the results of two longitudinal studies we conducted to find out when dissatisfied employees will respond to their dissatisfaction with exit, voice, loyalty, or neglect. We found consistent evidence that exiters were affected by the costs and the efficacy of their responses as well as the attractiveness of their employing organization. Loyalists were primarily affected by the efficacy of their responses, although, unexpectedly, loyalty resembled entrapment in the organization more than it did supportive allegiance to the organization. Neglecters were primarily affected by the costs and the efficacy of their responses, and voicers were very difficult to predict. We conclude by arguing that we need a much better understanding of voice and loyalty in order to predict better how employees will respond to dissatisfaction. [ABSTRACT FROM AUTHOR]

Much of the current discussion of evil within business and professions locates evil within the individual employee. Dennis Moberg (1997) has argued for conceiving of employee viciousness as a lack of self-control. This paper argues, that while some evil behaviors may be well-modelled as instances of low self-control, this model does not fit much of what might qualify as evil (e.g., child-caregivers falsely accusing their fellow employees of ritual child abuse). The paper examines three alternative models of evil, two drawn from literature, one from theology, and shows why these alternative models are just as relevant for thinking about the nature and cause of evil as the low self-control model drawn from the criminology literature. [ABSTRACT FROM AUTHOR]

Skarlicki and Folger (1997) found that distributive, procedural, and interactional justice interacted to predict workplace retaliation. In this follow-up and extension of that study, the authors investigated whether a person-by-situation interaction explained variance in workplace retaliation beyond what could be attributed to fairness perceptions alone. Negative affectivity and agreeableness were found to moderate the relationship between fairness perceptions and retaliation. [ABSTRACT FROM AUTHOR]

The ability of three different types of self-report variables--biographical, attitudinal, and stress-to predict 70 months of absenteeism data was evaluated. Absence scores were aggregated in two different ways, as annualized segments and as longitudinal data cumulations. Biographical variables and attitudinal measures significantly predicted long-term absenteeism. In addition, results suggested that dependency relationships between absence metrics and cumulation periods may affect validational outcomes. [ABSTRACT FROM AUTHOR]

In this study, we developed a typology of deviant workplace behaviors using multidimensional scaling techniques. Results suggest that deviant workplace behaviors vary along two dimensions: minor versus serious, and interpersonal versus organizational. On the basis of these two dimensions, employee deviance appears to fall into four distinct categories: production deviance, property deviance, political deviance, and personal aggression. Theoretical and empirical implications are discussed. [ABSTRACT FROM AUTHOR]

Intentionally looking bad at work is a type of impression management in which employees purposefully attempt to convey unfavorable impressions. Drawing on the employment experiences of 162 individuals, we documented five forms of such behavior: decreasing performance, not working to potential, withdrawal, displaying a bad attitude, and broadcasting limitations. Motives for managing poor impressions was discriminable from the management of favorable impressions and self-handicapping. We provide a preliminary framework for understanding the management of poor impressions. [ABSTRACT FROM AUTHOR]

This research hypothesized that two social context conditions influence group members' evaluations of peer reporting of unethical behavior and their own inclination to report peers: the misconduct threatens the interests of group members and peer reporting is denned as a role responsibility of group members. Two scenario studies provided mixed support for the hypotheses, results differing in the two hypothetical settings. In both studies, however, when subjects perceived a peer reporter as highly ethical, they simultaneously evaluated him or her as unlikable. Results of a field survey provided some support for the generalizability of the findings to an actual work setting. [ABSTRACT FROM AUTHOR]

This justice-theory-based study of punishment surveyed supervisors and their disciplined subordinates about specific punishment events. Path analysis results suggested that two personality traits-belief in a just world and negative affectivity-were associated with the subordinates' perceptions of the events. Perceived harshness, a distributive characteristic of the events, was associated with the supervisors' perceptions of the subordinates' subsequent performance. Subordinate control, a procedural characteristic of the events, was associated with the supervisors' perceptions of subsequent citizenship behaviors. [ABSTRACT FROM AUTHOR]

The impact of increasing unemployment rates and decreasing organizational size on absenteeism was assessed for pooled monthly data from 17 plants over a five-year period. As the organizations became smaller and as local unemployment rates increased, absence rates decreased. Employees also appeared to anticipate economic downturns by decreasing absenteeism in the month prior to changes in unemployment rates. [ABSTRACT FROM AUTHOR]

This study, which applied meta-analytic procedures, found a significant negative relationship between certain facets of job satisfaction and absenteeism. Findings suggest that sampling errors, scale inadequacies, and the use of different measures of job satisfaction and absence are the reasons for inconsistencies in previous empirical research that examined the relationship between job satisfaction and absenteeism. [ABSTRACT FROM AUTHOR]

Although procedural justice in the workplace has been a topic of increasing interest (e.g., Aram & Salipante, 1981; Ewing 1977a, 1977b; Folger & Greenberg, 1985; Gordon & Miller, 1984; Smith, 1983; Walker, Lind, & Thibaut, 1979), it has received surprisingly little empirical attention. Existing research on workplace justice, however, does lead to a disquieting conclusion: There may be systematic differences in workplace justice outcomes that are associated with the genders of involved employees (e.g., Dobbins, Pence, Orban, & Sgro, 1983; Larwood, Rand, & Hovanessian, 1979; Rosen & Jerdee, 1975). Systematic differences based on gender in outcomes of disputes or disciplinary actions between employees and organizations may have critical consequences. Larwood and colleagues, for example, commented on this aspect of disciplinary action: Presumably, any evaluation which results in either sex being judged more harshly than the other will place that group at a disadvantage with respect to future personnel decisions. Ideally, organizations will judge dispute or disciplinary cases on their merit and the gender of employees involved will not affect outcomes. There is some evidence, however, that this is apparently not the case. Rosen and Jerdee conducted a simulation designed to determine the influence of appellants' gender and the type of appeal on managers' evaluations of grievances. They concluded that male employees may have considerably more flexibility than female employees as to choice of appeal for "restitution of organizational inequities" (1975:445). In another experiment (Larwood et al., 1979), subjects taking the role of personnel managers examined vignettes in which hypothetical employees had made rather substantial errors in judgment and indicated their preference for one of four disciplinary outcomes--discharge, transfer, suspension, or demotion. It was reported that managers would more readily take disciplinary action against women than men. Rosen and Jerdee concluded that "career women may have little margin for error, unlike men in traditional male employment roles" (1979:540). A more recent laboratory investigation addressing gender-related differences in the use of corrective action (Dobbins et al., 1983) reported that leaders responded more intensely, using stronger control procedures, towards women subordinates than towards men. All three simulations suggested that women may receive less favorable treatment than men in the adjudication of disputes and disciplinary proceedings. This is a potentially severe indictment. Before concluding that organizational members who are women are subject to such bias in workplace justice proceedings, three issues should be considered: (1) the scarcity of research addressing workplace justice procedures and outcomes; (2) the lack of field investigations of these procedures and outcomes; and (3) the dynamics of gender composition in workplace justice proceedings. As to the first issue, a conventional caution applies that little can be responsibly concluded about workplace justice outcomes given the modest amount of examination that has occurred. As for the second issue, the lack of field assessments of workplace justice processes and outcomes, we note that prior studies in the area (Dobbins et al., 1983; Larwood et al., 1979; Rosen & Jerdee, 1975) have been simulations designed for laboratory protocol. This a potential concern inasmuch as a tendency for results obtained under laboratory protocol to be inconsistent with those in field settings has been noted (Osborn & Vicars, 1976; Wendelken & Inn, 1981). In fact, two recent field assessments of workplace justice may be interpreted as some evidence of this inconsistency.… [ABSTRACT FROM AUTHOR]

The article presents research pertaining to the relationship between an employee's prior absenteeism in one job and subsequent absenteeism on a new position within the same organization. The subjects in the study were technicians who worked for a medium-sized electronics firm. Employee absenteeism was measured through absence frequency, total days absent, and co-worker ratings. The results of the study support the hypothesis that past absenteeism is a better predictor of subsequent absenteeism than work attitudes.

The article presents information on a study which examined absenteeism and its correlates in a low status work environment in the United States. It discusses the relationship between job dissatisfaction and absenteeism. It also investigates freedom of worker choice and absenteeism, and common causes of work absence. Nonattitudinal information about on and off job activities were gathered in the work related information and personal history characteristics. Tenure plays an important role in all of the absence models in relation to specific correlates of absenteeism.

The author examines two different theories--traditional and contingency--of negative employee responses to marketing control systems. Traditional control theory draws on the humanistic perspective to suggest that controls have negative consequences because they limit employee autonomy and signal a lack of trust in employees. Contingency theory, on the other hand, posits that employee response depends on the degree to which the control used fits the job context. The author examines two types of job contexts, namely, task and supervision. Tasks are characterized along two dimensions, namely, performance documentation and procedural knowledge. Supervision is captured by three factors--the degree to which employees perceive that they are allowed to participate, that supervisors are knowledgeable about their performance, and that supervisors are considerate. Using dysfunctional behaviors as the focal negative response, the author finds stronger support for the traditional perspective compared with the contingency perspective. [ABSTRACT FROM AUTHOR]

Supervisory reactions of sales managers to potentially unethical salesperson behavior are examined in a national survey of sales executives. Four scenarios representing ethical issues were presented to the respondents. Salesperson overall work performance, organizational consequences, and gender significantly influenced various supervisory reactions; however, consequence and work performance influences were observed more consistently. Gender differences were marginal and generally confined to only two issues. The findings indicate that sales managers are more likely to use a harsher form of disciplinary action when poor performers, negative consequences, and salesmen are involved in unethical behavior. [ABSTRACT FROM AUTHOR]

Dissent in organizations is not always tolerated and is rarely encouraged. Lack of dissent can lead to managerial miscalculations and major strategic and tactical errors. In this article, I examine the use of countervailing views in religious, government, and business organizations, and across cultural lines, as a means of improving management decision making. [ABSTRACT FROM AUTHOR]

The topic of punishment has received essentially no attention from organizational researchers. Our purpose in this paper is to review issues and questions concerning punishment, to review existing research to delimit variables that influence the effectiveness of punishment, and to discuss research issues associated with the study of punishment in organizational contexts. [ABSTRACT FROM AUTHOR]

This article examines rules from the organizational perspective and also discusses their impact on organization members. The authors address three areas that are traditionally studied when examining rules, which are, rule making, rule adherence and rule deviation. In examining these areas the authors discuss how rules fulfill individual as well as organizational needs. They also suggest that rules serve the organization by reducing the variability of human behavior and by making it easier to predict the results of organizational activities. They examine instances where rule adherence is high as well as instances that lead to rule deviation. The authors suggest that deviation usually occurs when rules become outdated and a change in necessary.

Organizational theorists have advanced models of individuals' determination of equitable payment for work. Current demands by minority and women's groups stress equitable treatment by formal organizations. This article reviews primary areas in which the concept of equitable treatment has centered, notes findings, and discusses significant theoretical/methodological issues. The relationship of the equity concept and behavioral models is discussed, and frameworks for future research are presented. [ABSTRACT FROM AUTHOR]

Behavior modification has many implications for organizations, and yet the recent surge of suggestions for possible applications may go untested. A review and critique of past applications emphasizes critical comments in the areas of metaphysics and ethics, theory, industrial setting and interpretation. Areas for extension of behavior modification are suggested. [ABSTRACT FROM AUTHOR]

Communication dilemmas cited by people are not communication problems at all: they are symptoms of difficulties at more basic and fundamental levels of corporate life. After describing various interpersonal styles, the author analyses them and makes appropriate suggestions. [ABSTRACT FROM AUTHOR]

The article discusses two strategies--cost-control and value-adding--for managing employee behavior and organizational effectiveness. Behavior that adds cost to a product includes absenteeism and militant unionism. Behavior that adds value includes skill acquisition and employee loyalty. Cost-control strategy relies on employee selection, job design, enforcement of rules, and budget constraints. The value-adding approach minimizes costly behavior with job enrichment, participative management and communication opportunities, and employee development programs. The distinction between motivational power and leverage is mentioned, as well as self-revolutionizing management that capitalizes on constructive behavior and three behavioral-science approaches for remaking management.

One criticism of the functional form of organization is that it induces human problems. This article explores the possibility that there may be some unique human problems associated with the project form of organization. [ABSTRACT FROM AUTHOR]

Seven levels of management from five electric utility companies rated eight cases involving infraction of rules by hourly workers on a disciplinary action scale. Higher level managers rated the cases more severely and cases involving safety violations were judged most severely by all managers. Among several demographic and structural variables examined, only number of managerial levels was associated with company differences in ratings. [ABSTRACT FROM AUTHOR]

The article discusses Berlo's model of communication and applies it to behavioral theories of Maslow, Herzberg, and McGregor. Berlo's model of communication is outlined into six stages: the communications source, the encoding of the message, the message, the delivery method of the message, the decoding of the message, and the message receiver. According to Maslow's Hierarchy of Needs, once lower-level needs have been satisfied, they become ineffective as a motivator and higher needs take over. The author illustrates this idea with a situation of an employer with problem employees whose lower-level needs have been met. She also applies this situation to Herzberg's "Motivators and Maintenance Needs" and McGregor's Theory X and Theory Y.

Features Many SMEs will benefit greatly from the governance of a board, if it is scaled to match the needs and budget of the particular business. SCALING YOUR GOVERNANCE To get best value governance advice you need to know what you want, why you want it and how a board, advisory board or governance advisor can deliver it. In reality, a board is an opportunity to ensure good governance; and good governance can help you: • Understand current risks and anticipate future risks. [Extracted from the article]