Does perceived inclusion matter in the workplace?

an article by Chiyin Chen and Ningyu Tang (Shanghai Jiao Tong University, China) published in Journal of Managerial Psychology Volume 33 Issue 1 (2018)

Abstract

Purpose
Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences within today’s complex working environment. However, research on how perceived inclusion influences employee behavior is lacking. The purpose of this paper is to explore the mechanism of perceived inclusion through the lens of the social exchange perspective and role identity theory.

Design/methodology/approach
Survey data were collected from 257 employees and 60 supervisors in a manufacturing company. Multi-level structural equation modeling and the Monte Carlo method were applied to test the mediation effect.

Findings
The results indicated that employees’ perceived inclusion was positively associated with job role and innovator role performance through the mediation of organizational commitment. Perceived inclusion was also directly associated with team role performance.

Originality/value
This is the first study to empirically examine perceived inclusion in the workplace from the social exchange and role identity perspective. It revealed that perceived inclusion fosters employees’ commitment toward the organization, which in turn influences their work-role behaviors. Theoretical contributions and practical implications are discussed.

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Achieving employee wellbeing in a changing work environment: An expert commentary on current scholarship

an article by Ellen Ernst Kossek (Michigan State University, USA), Thomas Kalliath (Australian National University, Canberra, Australia) and Parveen Kalliath (Australian Catholic University, Canberra, Australia) published in International Journal of Manpower Volume 33 Issue 7 (2012)

Abstract

Purpose
The purpose of this expert commentary is to provide an overview of current scholarship on changes occurring in the work environment and its impact on employee well-being. The commentary touches on frontier issues such as measurement of healthy work environment, positive and negative changes in work environment influencing employee well-being, link between employee productivity and well-being, challenges in converting theory into practice, sustainable organisational behaviour, workplace wellness, and several other issues germane to the special issue.
Design/methodology/approach
The expert commentary explicates the current state of scholarship in relation to the theme of the special issue. The design of the expert commentary, a scholarly conversation between the Guest Editors and University Distinguished Professor Ellen Ernst Kossek, provides an easy to access summary of the current knowledge in the area. This format is intended to inform readers of IJM and to stimulate further scholarship in the area.
Findings
The expert commentary provides a gist of key findings in the extant area of research, serving to inform readers about what we know, do not know, and fruitful areas for further enquiry.
Originality/value
It provides an overview of current knowledge in the area.

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Workplace bullying and organizational culture in a post-transitional country

an article by Merle Tambur (Tallinn University of Technology, Estonia) and Maaja Vadi (University of Tartu, Estonia) published in International Journal of Manpower Volume 33 Issue 7 (2012)

Abstract

Purpose
The aim of the study is to explore how organizational culture influences occurrences of workplace bullying in Estonia as a post-transitional country. Another objective is to produce comprehensive empirical evidence of bullying in the specific cultural context.
Design/methodology/approach
The survey is based on the internationally well-known research instrument, the Negative Acts Questionnaire Revised (NAQ-R) (Mikkelsen and Einarsen) and the Questionnaire of Organizational Culture (QOC) (Vadi et al.).
Findings
Victims of bullying: 22 percent – at least one negative act per week; 9.3 percent – at least two negative acts per week; 0.6 percent – by definition (several times per week or daily); 8 percent – by definition (occasionally). The results reveal a clear negative relationship between bullying and task and relationship orientation of organizational culture.
Practical implications
The present study indicates clear factors at the organizational level where the preventive actions are needed to diminish the negative impact of bullying on employee's well-being and encourages a discussion and further studies of workplace bullying in post-transitional countries.
Originality/value
In Estonia and in other post-transitional countries workplace bullying has not yet been studied closely. This study provides a comprehensive approach of workplace bullying related to organizational culture in a post-transitional country.

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