Search

This paper advances our understanding of sponsorship linked internal marketing (SLIM). Based on a comprehensive qualitative investigation of major sponsors, this research examines the use of sponsorship linked internal marketing to conceptualize, communicate and implement corporate identity development and employee performance. Sport (by way of an investment in sponsorship) provides a rich opportunity to build employee identification with corporate identity; to establish a fit between how the identity of the firm is positioned internally and externally; and to inspire employee engagement to drive business performance. Moreover, it helps to foster a collaborative culture. The research furthers our understanding of the value of sport sponsorship, sponsorship fit, and sponsorship leveraging. [ABSTRACT FROM AUTHOR]

The purpose of this study was to investigate factors that moderate the association between substantive task and process conflicts and personal relationship conflict within Canadian intercollegiate athletic departments. The sample population was administrative office personnel in those departments (i.e., directors, managers, and support staff). Based on previous research and tenets of affective events theory, task participation, trust, cohesion, value dissimilarity, and negative affect were hypothesized to influence the likelihood that task and process conflict would trigger relationship conflict. Trust and value dissimilarity were found to significantly moderate the association between task conflict and further relationship conflict. The findings advance theory with regard to mechanisms that reduce negative conflict and enhance our understanding of intragroup conflict in intercollegiate athletics. Implications for research and practice are presented. [ABSTRACT FROM AUTHOR]

A new construct, entitled 'job embeddedness,' is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a measure of job embeddedness with two samples. The results show that job embeddedness predicts the key outcomes of both intent to leave and 'voluntary turnover' and explains significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search. [ABSTRACT FROM AUTHOR]

Employees' organizational identification was measured in three organizations. Results show that employee communication augments perceived external prestige and helps explain organizational identification. Communication climate plays a central role, mediating the impact on organizational identification of the content of communication. The relative impacts of employee communication and perceived external prestige on organizational identification differ between organizations; this was attributed to differences in reputation of the companies. Consequences of the results for the management of organizational identification are discussed. [ABSTRACT FROM AUTHOR]

This study focuses on the antecedents and consequences of displayed emotion in organizations. I propose that customers "catch" the affect of employees through emotional contagion processes. Results indicate that the display of positive emotion by employees is positively related to customers' positive affect following service encounters and to their evaluations of service quality. In a replication and extension of prior research, transaction busyness and employee emotional expressiveness are shown to predict displays of emotion by employees. [ABSTRACT FROM AUTHOR]

This study focused on the conditions under which job dissatisfaction will lead to creativity as an expression of voice. The authors theorized that useful feedback from coworkers, coworker helping and support, and perceived organizational support for creativity would each interact with job dissatisfaction and continuance commitment (commitment motivated by necessity) to result in creativity. In a sample of 149 employees, as hypothesized, employees with high job dissatisfaction exhibited the highest creativity when continuance commitment was high and when (1) useful feedback from coworkers, or (2) coworker helping and support, or (3) perceived organizational support for creativity was high. [ABSTRACT FROM AUTHOR]

Prior research reports of a weak commitment-performance relationship can be attributed to inconsistency in conceptualization and measurement of the constructs. In this study, the authors differentially relate attitudinal commitment to internal (organization and supervisor) and external (customer) foci to objective measures of job performance. Results suggest that both internal foci are related to organizationally rewarded job performance and that the external focus influences job performance relevant to and rewarded by customers. Implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

A field study involving 190 employees in 38 work groups representing five diverse organizations provided evidence that social networks, as defined in terms of both positive and negative relations, are related to both individual and group performance. As hypothesized, individual job performance was positively related to centrality in advice networks and negatively related to centrality in hindrance networks composed of relationships tending to thwart task behaviors. Hindrance network density was significantly and negatively related to group performance. [ABSTRACT FROM AUTHOR]

The author presents a model of when and how coworkers judge the distributive fairness of workplace accommodations of employees with disabilities. Fairness judgments are made when accommodations are salient and relevant to coworkers. The author thus presents factors influencing the salience and relevance of accommodation. She also argues that fairness judgments are based on equity and need rules and therefore explores factors influencing equity comparisons and perceived warrantedness. Finally, the author suggests directions and ideas for future research. [ABSTRACT FROM AUTHOR]

The article discusses the importance of managerial competencies for global leadership. The author examines how these competencies can be taught and addresses challenges for future research and teaching. The author notes that some of the skills that have been associated with effective leadership in cross-cultural experiences have been being able to communicate both verbally and non-verbally, to be able to inspire trust and confidence, to be able to make problem solving situations into a social process involving consensus and interpersonal influence rather than simply a search for the correct answer and to take action with insufficient, unreliable and conflicting information. Additional factors include the motivation of the leader and the attitudes of the employees.

This article explores how modern corporate mythology can limit an organization's capacity for cultural renewal. The author suggests that corporate mythologies can foster a false sense of security and stand in the way of employees understanding the impact of changes in the competitive marketplace and the obstacles faced by their organization. The author also attempts to discover what exactly are the assumptions that lead organization members to fall into this pattern where their thinking becomes clouded and actions become complicated. The author also examines which employees are most heavily impacted by corporate mythologies and suggests that executives often believe they are out of the reach of these concepts. The author also explores some of the most common corporate myths.

This article examines the kinds of aggression, power, politics and unconscious processes that make it difficult for workers to feel loyal to their organizations. The author examines how conventional organizational politics can arouse feelings of anxiety that can cause workers to withdraw emotionally from the workplace. The author asserts that this can make if difficult for the company to create a culture where people care for each other and for the company as a whole. The author notes that managers help shape the conditions of the work environment and they can help create an atmosphere where employees become more open and responsive. The author also suggests that the use of incentive systems and improvements to working conditions can curb aggressive employee behavior and attitudes.

This article considers what corporations attitudes toward women will be in the year 2000, and what women's attitudes toward corporations will be at that time. Women's current position in the workforce is characterized. Consideration is given to the direction today `s workplace is taking as it transitions to the start of a new century. Based on current observations and trends, the article explores the needs and desires of the twenty-first century woman. Four major tools available to U.S. corporations preparing to enter the next century are discussed, including family issues, a commitment to innovation, training, and women's contributions to the management of transition. [ABSTRACT FROM AUTHOR]

Dress in organizations is ubiquitous, yet it has been overlooked in organizational studies. Dress can reflect and create a variety of organizational dynamics. This article offers a framework to consider these dynamics. Three dimensions--attributes of dress, homogeneity of dress, and conspicuousness of dress--are identified. Relationships among these dimensions and organizational processes are proposed. Dress is argued to indicate internal and external processes. Dress also can affect individual and organizational outcomes, including employee compliance and legitimation and organizational image and utilization of human resources. A rich agenda for research is proposed. [ABSTRACT FROM AUTHOR]

The article reconceptualizes the meaning of emancipation in management and organization studies and develops an approach that (a) takes into account recent criticism of its "totalizing" tendencies raised by poststructuralists and (b) makes it more sensitive to the particularities of--and thereby more relevant for-management studies. The first part of the article reviews and discusses tendencies in critical theory toward negativism, essentialism, and intellectualism. The second part reformulates the grand enterprise of emancipation into a more modest project, scaled down in terms of scope and ambition. The third part discusses ways of advancing this project in terms of listening, writing, and reading. [ABSTRACT FROM AUTHOR]

This study investigates the relationship between the extent to which employees have opportunities to voice dissatisfaction and voluntary turnover in 111 short-term, general care hospitals. Results show that, whether or not a union is present, high numbers of mechanisms for employee voice are associated with high retention rates. Implications for theory and research as well as management practice are discussed. [ABSTRACT FROM AUTHOR]

The article focuses on a study which examined the impact of both size of place of socialization and place of current residence on rural-urban differences in job satisfaction. As far as the job level-extrinsic job satisfaction relationship is concerned, it appears that size of place of origin may moderate this relationship. It stresses the importance of specific measurement, especially regarding geographic areas of socialization. Experts say residential setting must be specified precisely to capture effects of the place of origin variables. The rural-urban differences in origin seem to explain the differences in intrinsic job satisfaction.

Differences in work attitudes of men and women vary with occupation and years in the occupation. Differences are most pronounced for managers with little experience, and differences decline with length of experience in the occupation. [ABSTRACT FROM AUTHOR]

Organizational citizenship behaviors (OCBs) are defined as discretionary, extra-role behaviors on the part of a salesperson that have been shown to influence managers' evaluations of performance. It has boon suggested that one reason managers value OCBs is that they believe OCBs contribute to organizational success. The authors' purpose is to investigate the impact of OCBs on objective unit performance and compare this effect with the impact that OCBs have on managerial evaluations. First, the impact of OCBs on overall performance evaluations is examined. Second, the aggregate effects of unit-level OCBs on agency performance are examined using objective performance data for 116 agencies in a major insurance company. The results show that OCBs make an important contribution to overall agency performance; however, some citizenship behaviors appear to help and others hinder agency performance. Finally, a comparison of the results of the two studies suggests that managers tend to over-value some citizenship behaviors and undervalue others. [ABSTRACT FROM AUTHOR]

Models of industrial buyer behavior generally assume that postchoice evaluation of purchased materials serves as an input to the decisionmaker's attitude set, and hence has some effect on subsequent decisionmaking. Is there such an effect? This article presents the findings of an exploratory experiment, with purchasing agents and engineers as subjects, which examined the nature and impact of postchoice evaluation by others in the organization on the decisionmaker's attitude set. The findings suggest that the impact of evaluation after choice may be more complex than previously supposed. [ABSTRACT FROM AUTHOR]

Creativity in all fields, including business, flourishes under intrinsic motivation-- the drive to do something because it is interesting, involving, exciting, satisfying, or personally challenging. This article presents the Componential Theory of Organizational Creativity and Innovation, which defines the factors--including intrinsic motivation--that determine a person's creativity. This article also shows how the work environment can influence individual creativity. [ABSTRACT FROM AUTHOR]

This article describes an investment theory of creativity. It suggests that a creative person needs to defy the crowd to buy low and sell high in the realm of ideas, just as a successful financial investor defies the crowd and buys stocks when they are out of favor and sells them when they become popular. Creative ideas are often unpopular. To overcome the resistance to those ideas, creative people--as well as companies desiring to encourage creativity--need to invest in six resources: knowledge- intellectual abilities; thinking styles; motivation; personality; and environment. AH of these resources need to be present for a creative enterprise to succeed. [ABSTRACT FROM AUTHOR]

This study examines the structure of 105 work groups and management teams to address the question of whether conflict can be beneficial. Multiple methods were used to examine the effects of conflict on both individual- and group-level variables to provide a more refined model of intragroup conflict. Results show that whether conflict was beneficial depended on the type of conflict and the structure of the group in terms of task type, task interdependence, and group norms. Relationship and task conflicts were negatively associated with individuals' satisfaction, liking of other group members, and intent to remain in the group. In groups performing very routine tasks, disagreements about the task were detrimental to group functioning. In contrast, in groups performing nonroutine tasks, disagreements about the tasks did not have a detrimental effect, and in some cases, such disagreements were actually beneficial. Contrary to expectations, norms encouraging open discussion of conflict were not always advantageous. The results suggest that while such norms were associated with an increase in the number and intensity of relationship conflicts, they did not increase members' ability to deal with the conflicts constructively. The model developed here contributes to an integrated perspective on organizational conflict. [ABSTRACT FROM AUTHOR]

It is argued in this paper that macro and micro perspectives can each benefit from the other. To demonstrate this, a current research issue in micro organizational behavior is analyzed with the help of theories in psychology, social psychology, and sociology. The specific question is: What effect does turnover in an organization have on the attitudes of those who remain in the organization? A longitudinal investigation of three fast-food restaurants explored this relationship against the background of the social network structures in each site. Among the findings was that the closer the employee was to those who left, the more satisfied and committed he or she became. The results underscore the importance of the structural context in studying micro phenomena, while at the same time they demonstrate the richness of micro theory in understanding why these phenomena occur. [ABSTRACT FROM AUTHOR]

This study examines the culture-free and culture-bound hypotheses used to explain organizational structures. The study was conducted in 20 multinational banks operating in Hong Kong. The responses of 93 Hong Kong Chinese managerial employees were used as the basis of the test. Work satisfaction was examined with relation to organizational structure (centralization, vertical and horizontal differentiation, and formalization), controlling for job structure (significance, feedback, variety, identity, and autonomy of the job), and individual attributes (sex, age, tenure, education, and cosmopolitanism). The culture-free hypothesis was supported, except for the managers' preference for centralized decision making. [ABSTRACT FROM AUTHOR]

Eight empirical studies using attitudinal data to cluster countries are reviewed. The major dimensions accounting for similarities among countries are discussed, and a final synthesis of clusters is presented. [ABSTRACT FROM AUTHOR]

This paper reviews 10 studies dealing with the effects of social and information cues in the workplace on employee task perceptions, evaluations, and reactions. Both judgmental and meta-analytic approaches are used to interpret the findings. The two basic conclusions of the review are that social and information cues have been shown consistently to influence perceptions and affect, but that the area needs additional theoretical articulation and integration. Unanswered questions and suggestions future research are identified. [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.

Little effort has been given to explaining the logic from which the satisfaction-causes-performance hypothesis came. Such logic may represent an embryonic version of contemporary theories of equity and reciprocity in social exchange. Findings relevant to the hypothesis offer support, if certain qualifying assumptions are made. The hypothesis is reinterpreted in the light of current conceptual approaches. [ABSTRACT FROM AUTHOR]

Occupants of five local government roles--legislators, elected executives, appointed executives, labor representatives, and arbitrators--were questioned on their attitudes toward labor-management conflict in government. The relation between different role occupants and attitudes toward conflict, bargaining, authoritarianism, delegation, strikes, forms of conflict resolution, and critical services was examined. Although accustomed to bargaining and compromise among themselves, occupants of elected roles were found to be less prepared than appointed role occupants to negotiate productively with labor. Also, the views of role occupants toward specific labor relations issues were more a function of role occupancy than their attitude toward general issues. [ABSTRACT FROM AUTHOR]

Four bases of power and three types of peer groups are assessed on the behavioral or attitudinal conformity that each is likely to elicit. The prediction is made that in a given organization the combinations of power base and peer group that show complementary types of conformity will achieve the highest level of social control and conformity to organization goals. Visibility--the probability that organization members will be observed or supervised--is viewed as a functional substitute when behavioral and attitudinal conformity are not in balance. [ABSTRACT FROM AUTHOR]

The viewpoints and findings of seven empirical studies of conflict within and between organizations are compared and contrasted. A distinction is made between frictional conflict within a stable organization structure and strategic conflict aimed at changing the organization structure. The importance of attitudes as causes and effects of conflict is also discussed. [ABSTRACT FROM AUTHOR]

The problem considered is whether good relations with one's superior tend to enhance one's relations with others. It is hypothesized that under conditions of slow change, the enhancement model is upheld, but that where more rapid changes occur, relationships are polarized, i.e., good relations with one's superior are associated with poor relations with others. Data are presented based on interviews with 90 British managers. Under stow change conditions, enhancement was indeed found, while under more rapid change, relationships were significantly more polarized. The findings indicate the possible shortcomings of closed-system research designs, which focus on a single element in the manager's relationships. The implications for Likert's model are discussed. [ABSTRACT FROM AUTHOR]

A study of a public welfare agency indicated that bureaucratic constraints became internalized and thus limited service to clients. But adaptation to bureaucratic procedures lessened rigidity and thus promoted case-work service. Many newcomers experienced a "reality shock," to which they often reacted by losing interest in the welfare of clients. For integrated workers, however, social support from colleagues absorbed the impact of this reality shock. While unintegrated workers tended to lose concern in their cases after having been with the agency for some time, integrated workers were much less likely to do so. Peer group support apparently made workers less dependent on clients and less ego-defensive in their reactions to conflicts, which enabled them to maintain a concern with the welfare of clients and give more case-work service. [ABSTRACT FROM AUTHOR]

In this article the author examines how the environments that employees participate in of outside of work influence the environment in the workplace. The author discusses a pervious study that had examined the social behaviors that employees display in the workplace versus those that they choose not to display. The latter are referred to as latent social roles and the author contends that these have important consequences for employees' behavior in organizations. He discusses how people carry culture around with them and that this can be seen in organizations where multiple personalities, backgrounds and behaviors come together.

Byline: Bibi Zainab Irfan, Dr. Sayed Fayaz Ahmed and Dr. Irfan Hameed Keywords: corporate social responsibility (csr), employee commitment (ec), organizational identification (oid), perceived internal respect (pir). Introduction This research [...]

The implementation of electronic health records (EHRs) is a major transformation in health care organizations. This study uses adaptive structuration theory to build and test an organizational change appropriation model. We tested this model in a health care organization that had recently implemented an EHR system. We find that social interaction with coworkers has a negative direct effect on employees’ change attitudes, perceived change success, and perceived change communication quality. While these findings suggest that interacting with coworkers can actually increase negative perceptions of EHR implementation, the direction of these relationships is inverted when change appropriation is included in the model as a mediating variable. As health care workers adapt this particular technology system to meet their needs, they perceive the EHR implementation more positively and have more positive attitudes toward the change. Implications and future directions are also discussed. [ABSTRACT FROM AUTHOR]

Despite the well-known consequences of perceived injustice of earnings for individuals and organizations, little research that explores the determinants of just earnings in organizations exists. This paper investigates what employees think they deserve as just earnings and why. We argue that comparisons with others in the organization allow employees to evaluate the fairness of their rewards. Moreover, social relations with supervisors and coworkers indirectly affect just earnings, as they can be beneficial or burdensome. The analyses are based on unique linked employer-employee (LEE) data on more than 1300 respondents surveyed in Germany in 2012/13. The results show that employees justify earnings not only by individual inputs but also by comparisons to coworkers. When people with similar characteristics who work in the same organization earn more, employees think they deserve more, too. Furthermore, employees with poor social relations with their supervisors and their coworkers at the workplace think they should receive higher fair earnings. These findings support the view that, besides economic factors, the comparisons and social relations within organizations are determinants of what people think they deserve as just earnings. [ABSTRACT FROM AUTHOR]

Objective The effort-reward imbalance (ERI) model includes the personal characteristic of overcommitment (OC) and the job-related characteristics of effort, reward, and ERI, all of which are assumed to play a role in an employee's health and well-being at work. The aim of the present longitudinal study was to shed more light on the dynamics of the ERI model by investigating the basic hypotheses related to the role of OC in the model, ie, to establish whether an employee's OC could be a risk factor for an increased experience of high effort, low reward, and high ERI at work. Methods The study was based on 5-wave, 8-year follow-up data collected among Finnish professionals in 2006 (T1, N=747), 2008 (T2, N=422), 2010 (T3, N=368), 2012 (T4, N=325), and 2014 (T5, N=273). The participants were mostly male (85% at T1) and the majority of them worked in technical fields. OC, effort, reward, and ERI were measured at each time point with the 23-item ERI scale. Results Three cross-lagged structural equation models (SEM) were estimated and compared by using full information maximum likelihood method: (i) OC predicted later experiences of effort, reward, and ERI (normal causation model), (ii) effort, reward, and ERI predicted later OC (reversed causation model), and (iii) associations in normal causal and reversed causal models were simultaneously valid (reciprocal causation model). The results supported the normal causation model: strong OC predicted later experiences of high effort, low reward and high ERI. Conclusions High OC is a risk factor for an increased experience of job strain factors; that is, high effort, low reward, and high ERI. Thus, OC is a risk factor not only for an employee's well-being and health but also for an increasing risk for perceiving adverse job strain factors in the working environment. [ABSTRACT FROM AUTHOR]

We develop and estimate a dynamic structural framework to analyze the social-media content creation and consumption behavior of employees within an enterprise. We focus, in particular, on employees' blogging behavior. The model incorporates two key features that are ubiquitous in blogging forums: users face (1) a trade-off between blog posting and blog reading; and (2) a trade-off between work-related and leisure-related content. We apply the model to a unique data set comprising the complete details of the blog posting and reading behavior of employees over a 15-month period at a Fortune 1000 IT services and consulting firm. Despite getting a higher utility from work-related blogging, employees nevertheless publish a significant number of leisure posts. This is partially because the creation of leisure posts has a significant positive spillover effect on the readership of work posts. Counterfactual experiments demonstrate that leisure-related blogging has positive spillovers for work-related blogging, and hence a policy of abolishing leisure-related content creation can inadvertently have adverse consequences on work-related content creation in an enterprise setting. When organizations restrict leisure blogging, the sharing of online work-related knowledge decreases and this in turn can also reduce employee performance rating. Overall, blogging within enterprises by employees during their work day can have positive long-term benefits for organizations. [ABSTRACT FROM AUTHOR]

Social media are becoming widely adopted by organisations to encourage collaboration and communication. We seek to understand how social media can enhance employee voice and employees' willingness to engage in constructive dialogue with both colleagues and managers. By drawing on literature on employee voice, signalling theory and personal control to analyse qualitative data from research into three strategic business units in a major global telecommunications corporation, we find that (a) employee perceptions of personal control and autonomy influence whether and how employees' exercise voice through social media, and (b) these perceptions vary according to different organisational/field-level contexts evident in the corporation. [ABSTRACT FROM AUTHOR]

This paper examines the interactive effects of apology source (i.e., whether an apology is given by a chief executive officer or employee) and apology components (i.e., acknowledgment, remorse, and compensation) on forgiveness. Results revealed a significant source by component interaction. A remorseful employee apology was more successful than a remorseful CEO apology because consumers felt more empathy for the employee. Furthermore, a compensatory CEO apology was more effective than a compensatory employee apology because CEOs could significantly affect consumer perceptions of justice. No significant differences were found between apology source and the apology component of acknowledging violated rules and norms. [ABSTRACT FROM AUTHOR]

Copyright of RIE: Revista de Investigacion Educativa is the property of RIE: Revista de Investigacion Educativa and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study looked at the extent to which personality and cultural factors predicted participants’ perceptions of the importance private interactions played in the workplace. The 134 participants read a vignette (where a new employee socially interacted at low or high levels with co-workers) and completed the Big Five Inventory, Social Axioms Survey, and questions concerning expected workplace experiences. Results indicated employees who engaged in high levels of private interaction with co-workers were expected to be better liked, to receive better performance evaluations, were more likely to receive co-worker assistance, and were thought to be more likely chosen for future projects. However, the personality and social axiom variables studied did not significantly interact with social interaction to influence expectations of workplace outcomes. [ABSTRACT FROM PUBLISHER]