an article by Tom Wallace (University of Stirling, Scotland) published in Critical Social Policy Volume 38 Issue 2 (May 2018)
Abstract
This critique conducts a technical analysis of a UK Home Office report which was a key justification for passing the Immigration Act 2014. The law seeks to reduce non-EU immigration to the UK.
The report is based on a 2012 report by the Migration Advisory Committee which used firmly established methods in the field of immigration studies. Despite this, it is concluded that the Home Office report not only excludes several important aspects of analysis, the entrepreneurialism of migrants and student immigration, but also has severe statistical problems.
The report’s choice of operationalisations, lack of information regarding confidence intervals, and lack of sufficient model testing and repetition all combine to make it a weak piece of research and substantially undermine its suitability to inform policy.
In the final analysis, this critique posits that the Home Office report reflects the Conservative government’s utilisation of ‘policy driven evidence’.
Showing posts with label quantitative. Show all posts
Showing posts with label quantitative. Show all posts
Tuesday, 15 May 2018
Thursday, 22 March 2018
Passive leadership and sexual harassment: Roles of observed hostility and workplace gender ratio
an article by Junghyun Lee (University of Michigan-Dearborn, USA) published in Personnel Review Volume 47 Issue 3 (2018)
Abstract
Purpose
The purpose of this paper is to examine whether observed hostility mediates the link between passive leadership and sexual harassment. The study also investigates how workplace gender ratio might moderate this mediated relationship.
Design/methodology/approach
This study used online survey data by recruiting full-time working employees in various US organisations and industries.
Findings
Results suggest that when working under a passive leader, both men and women are more likely to experience sexual harassment. Furthermore, the positive association between hostility and sexual harassment is stronger for female employees who work in a male-dominated organisation (low gender ratio). However, the moderating effects of workplace gender ratio were not significant for male employees.
Practical implications
Organisations seeking to reduce or prevent sexual harassment should monitor and screen out managers who display passive leadership behaviour and create a work environment where collegial and civil interactions are encouraged and valued.
Originality/value
This research advances our knowledge regarding the organisational factors of sexual harassment by examining passive leadership, hostile work context, and workplace gender ratio. Theoretically, the study contributes to the sexual harassment literature by incorporating evidence on passive leadership from a broader field of workplace aggression into sexual harassment research. Practically, the study offers important implications for organisations that seek to minimise sexual harassment.
Abstract
Purpose
The purpose of this paper is to examine whether observed hostility mediates the link between passive leadership and sexual harassment. The study also investigates how workplace gender ratio might moderate this mediated relationship.
Design/methodology/approach
This study used online survey data by recruiting full-time working employees in various US organisations and industries.
Findings
Results suggest that when working under a passive leader, both men and women are more likely to experience sexual harassment. Furthermore, the positive association between hostility and sexual harassment is stronger for female employees who work in a male-dominated organisation (low gender ratio). However, the moderating effects of workplace gender ratio were not significant for male employees.
Practical implications
Organisations seeking to reduce or prevent sexual harassment should monitor and screen out managers who display passive leadership behaviour and create a work environment where collegial and civil interactions are encouraged and valued.
Originality/value
This research advances our knowledge regarding the organisational factors of sexual harassment by examining passive leadership, hostile work context, and workplace gender ratio. Theoretically, the study contributes to the sexual harassment literature by incorporating evidence on passive leadership from a broader field of workplace aggression into sexual harassment research. Practically, the study offers important implications for organisations that seek to minimise sexual harassment.
Sunday, 18 March 2018
Biting the hand that heals: mistreatment by patients and the well-being of healthcare workers
an article by Aysegul Karaeminogullari, Berrin Erdogan and Talya N. Bauer (Portland State University, Oregon, USA) published in Personnel Review Volume 47 Issue 2 (2018)
Abstract
Purpose
The purpose of this paper is to explore the relationship between stress due to mistreatment by patients and caregivers’ own well-being indicators (anxiety, depression, and behavioral stress indicators). Based on predictions consistent with the job demands-resources model, it is anticipated that satisfaction with job resources would moderate the relationship between mistreatment by patients and well-being indicators.
Design/methodology/approach
Hypotheses were tested with a sample of 182 employees in a leading training and research university hospital in Istanbul, Turkey. Results were partially replicated for a separate sample of 122 healthcare workers. Data were collected using the survey methodology.
Findings
The findings suggest that patient injustice is positively related to depression and behavioral stress indicators when satisfaction with job resources is high. Results illustrate that satisfaction with job resources has a sensitizing, rather than a buffering, role on the relation between mistreatment by patients, depression, and behavioral stress indicators, negatively affecting employees with higher levels of satisfaction with job resources.
Originality/value
Organizational justice researchers recently started recognizing that in addition to organizational insiders, organizational outsiders such as customers and patients may also be sources of fair and unfair treatment. Based on this stream of research, unfair treatment from outsiders is associated with retaliation and a variety of negative employee outcomes. The study extends the currently accumulated work by examining how mistreatment from care recipients relates to healthcare workers’ own health outcomes.
Abstract
Purpose
The purpose of this paper is to explore the relationship between stress due to mistreatment by patients and caregivers’ own well-being indicators (anxiety, depression, and behavioral stress indicators). Based on predictions consistent with the job demands-resources model, it is anticipated that satisfaction with job resources would moderate the relationship between mistreatment by patients and well-being indicators.
Design/methodology/approach
Hypotheses were tested with a sample of 182 employees in a leading training and research university hospital in Istanbul, Turkey. Results were partially replicated for a separate sample of 122 healthcare workers. Data were collected using the survey methodology.
Findings
The findings suggest that patient injustice is positively related to depression and behavioral stress indicators when satisfaction with job resources is high. Results illustrate that satisfaction with job resources has a sensitizing, rather than a buffering, role on the relation between mistreatment by patients, depression, and behavioral stress indicators, negatively affecting employees with higher levels of satisfaction with job resources.
Originality/value
Organizational justice researchers recently started recognizing that in addition to organizational insiders, organizational outsiders such as customers and patients may also be sources of fair and unfair treatment. Based on this stream of research, unfair treatment from outsiders is associated with retaliation and a variety of negative employee outcomes. The study extends the currently accumulated work by examining how mistreatment from care recipients relates to healthcare workers’ own health outcomes.
Thursday, 15 March 2018
Inclusive management in international organizations: How does it affect local and expatriate academics?
an article by Charlotte Jonasson and Jakob Lauring (Aarhus University, Denmark) and David S.A. Guttormsen (BI Norwegian Business School, Oslo, Norway) published in Personnel Review Volume 47 Issue 2 (2018)
Abstract
Purpose
A growing number of academics relocate abroad to work as expatriates in the university sector. While this employee group seems to have a highly constructive influence on the performance of university organizations, some problems in relation to effective inclusion of these individuals have been noted. In order to further advance the theoretical understanding regarding integration efforts in international university organizations, the purpose of this paper is to explore how two types of inclusive management, empowering management (identity-blind) vs English management communication (identity-conscious), affect local and expatriate academics.
Design/methodology/approach
Using responses generated from a survey of 792 local and 620 expatriate academics, this paper assesses the effects of inclusive management on job engagement and stress among the two groups.
Findings
The results show that one type of inclusive management, empowering management (identity-blind), has a favorable influence on job engagement and stress in both subsamples. The other type, English management communication (identity-conscious), increases stress for local academics but has no effect on the expatriates. These findings are useful for theory development in relation to employee inclusion in international organizations.
Originality/value
The authors have little knowledge about how inclusive management functions in international organizations. Testing the effect of identity-blind and identity-conscious inclusive management practices among two different groups of local and expatriate academics provides new insight to this area. In particular, the use of English management communication provides new knowledge on the integration of majority and minority groups in international organizations.
an article by Charlotte Jonasson and Jakob Lauring (Aarhus University, Denmark) and David S.A. Guttormsen (BI Norwegian Business School, Oslo, Norway) published in Personnel Review Volume 47 Issue 2 (2018)
Abstract
Purpose
A growing number of academics relocate abroad to work as expatriates in the university sector. While this employee group seems to have a highly constructive influence on the performance of university organizations, some problems in relation to effective inclusion of these individuals have been noted. In order to further advance the theoretical understanding regarding integration efforts in international university organizations, the purpose of this paper is to explore how two types of inclusive management, empowering management (identity-blind) vs English management communication (identity-conscious), affect local and expatriate academics.
Design/methodology/approach
Using responses generated from a survey of 792 local and 620 expatriate academics, this paper assesses the effects of inclusive management on job engagement and stress among the two groups.
Findings
The results show that one type of inclusive management, empowering management (identity-blind), has a favorable influence on job engagement and stress in both subsamples. The other type, English management communication (identity-conscious), increases stress for local academics but has no effect on the expatriates. These findings are useful for theory development in relation to employee inclusion in international organizations.
Originality/value
The authors have little knowledge about how inclusive management functions in international organizations. Testing the effect of identity-blind and identity-conscious inclusive management practices among two different groups of local and expatriate academics provides new insight to this area. In particular, the use of English management communication provides new knowledge on the integration of majority and minority groups in international organizations.
Friday, 2 March 2018
Workplace bullying and employee silence: A moderated mediation model of psychological contract violation and workplace friendship
an article by Arpana Rai and Upasna A. Agarwal (National Institute of Industrial Engineering, Mumbai, India) published in Personnel Review Volume 27 Issue 2 (2018)
Abstract
Purpose
The purpose of this paper is to examine the effects of workplace bullying on employee silence (defensive, relational, and ineffectual silence), and to test the mediating role of psychological contract violation (PCV) in this relationship and the extent to which the mediation is moderated by workplace friendship.
Design/methodology/approach
Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.
Findings
Results revealed that workplace bullying positively correlated with silence (defensive, relational, and ineffectual silence). The hypothesized moderated mediation condition was supported as results suggest that PCV mediated the bullying-silence relationship and workplace friendship moderated this mediating pathway, i.e. indirect effects of workplace bullying on employee silence via PCV were weaker for employees with high workplace friendship.
Research limitations/implications
A cross-sectional design, use of self-reported questionnaires, and gender-blind perspective to examine bullying are few limitations of this study.
Practical implications
This is the first study examining employee silence in response to workplace bullying and one of the few attempts to examine employees’ passive coping strategies in response to workplace mistreatment. This study is also one of the rare attempts to examine bullying-outcomes relationship in the Indian context.
Social implications
A well-formulated and effectively implemented anti-bullying policy and management support may encourage employees to combat bullying by raising their voices against it.
Originality/value
This is the first study examining employee silence in response to workplace bullying. This study is also one of the rare attempts to examine bullying-outcomes relationship in the Indian context.
Abstract
Purpose
The purpose of this paper is to examine the effects of workplace bullying on employee silence (defensive, relational, and ineffectual silence), and to test the mediating role of psychological contract violation (PCV) in this relationship and the extent to which the mediation is moderated by workplace friendship.
Design/methodology/approach
Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.
Findings
Results revealed that workplace bullying positively correlated with silence (defensive, relational, and ineffectual silence). The hypothesized moderated mediation condition was supported as results suggest that PCV mediated the bullying-silence relationship and workplace friendship moderated this mediating pathway, i.e. indirect effects of workplace bullying on employee silence via PCV were weaker for employees with high workplace friendship.
Research limitations/implications
A cross-sectional design, use of self-reported questionnaires, and gender-blind perspective to examine bullying are few limitations of this study.
Practical implications
This is the first study examining employee silence in response to workplace bullying and one of the few attempts to examine employees’ passive coping strategies in response to workplace mistreatment. This study is also one of the rare attempts to examine bullying-outcomes relationship in the Indian context.
Social implications
A well-formulated and effectively implemented anti-bullying policy and management support may encourage employees to combat bullying by raising their voices against it.
Originality/value
This is the first study examining employee silence in response to workplace bullying. This study is also one of the rare attempts to examine bullying-outcomes relationship in the Indian context.
Sunday, 31 December 2017
Early exit or longer stay? The effect of precarious employment on planned age of retirement
an article by Ilias Livanos (European Centre for the Development of Vocational Training, Thessaloniki, Greece) and Imanol Nuñez (Universidad Publica de Navarra, Pamplona, Spain) published in Personnel Review Volume 46 Issue 8
Abstract
Purpose
The purpose of this paper is to investigate how precarious conditions at work affect older workers’ decision about their planned age of retirement.
Design/methodology/approach
Different theoretical approaches on the decision to retire are investigated in order to ascertain whether precarious employment extends, or not, one’s working life. A rich data set including over 250,000 old workers across EU-15 is built for the empirical investigation.
Findings
The results suggest that old workers involved in precarious employment are planning to retire later than those who are engaged with more stable and regular jobs. However, lack of training as well as poor health conditions at work are found to be associated with early retirement.
Originality/value
The analysis conceptually associates two key features of modern labour markets (precariousness and retirement) and empirically provides some evidence of the effect of poor employment conditions on the decision to retire.
Abstract
Purpose
The purpose of this paper is to investigate how precarious conditions at work affect older workers’ decision about their planned age of retirement.
Design/methodology/approach
Different theoretical approaches on the decision to retire are investigated in order to ascertain whether precarious employment extends, or not, one’s working life. A rich data set including over 250,000 old workers across EU-15 is built for the empirical investigation.
Findings
The results suggest that old workers involved in precarious employment are planning to retire later than those who are engaged with more stable and regular jobs. However, lack of training as well as poor health conditions at work are found to be associated with early retirement.
Originality/value
The analysis conceptually associates two key features of modern labour markets (precariousness and retirement) and empirically provides some evidence of the effect of poor employment conditions on the decision to retire.
Friday, 29 December 2017
How does social isolation in a context of dirty work increase emotional exhaustion and inhibit work engagement? A process model
an article by Alice Garcia (Université Toulouse III Paul Sabatier, Toulouse, France), Kathleen Bentein and Sylvie Guerrero (Université du Québec à Montréal (ESG-UQAM), Canada) and Olivier Herrbach (Université de Bordeaux, IAE Bordeaux, France) published in Personnel Review Volume 46 Issue 8 (2017)
Abstract
Purpose
The purpose of this paper is to investigate the consequences of experiencing social isolation in a context of dirty work. Relying on an integration of the job demands-resources model (Schaufeli and Bakker, 2004) with the social identity approach (Ashforth and Kreiner, 1999), the paper posits that perceived social isolation prevents the development of defense mechanisms that could counter the occupational stigma, and thus tends to increase perceptions of stigmatization, and to decrease perceptions of the prosocial impact of their work. Through these two perceptions, perceived social isolation indirectly affects emotional exhaustion and work engagement.
Design/methodology/approach
Research hypotheses are tested among a sample of 195 workers in the commercial cleaning industry who execute physically tainted tasks.
Findings
Results support the research model. Perceived prosocial impact mediates the negative relationship between perceived social isolation and work engagement, and perceived stigmatization mediates the positive relationship between perceived social isolation and emotional exhaustion.
Research limitations/implications
This research contributes to the dirty work literature by empirically examining one of its implicit assumptions, namely, that social isolation prevents the development of coping strategies. It also contributes to the literature on well-being and work engagement by demonstrating how they are affected by the social context of work.
Originality/value
The present paper is the first to study the specific challenges of social isolation in dirty work occupations and its consequences.
Abstract
Purpose
The purpose of this paper is to investigate the consequences of experiencing social isolation in a context of dirty work. Relying on an integration of the job demands-resources model (Schaufeli and Bakker, 2004) with the social identity approach (Ashforth and Kreiner, 1999), the paper posits that perceived social isolation prevents the development of defense mechanisms that could counter the occupational stigma, and thus tends to increase perceptions of stigmatization, and to decrease perceptions of the prosocial impact of their work. Through these two perceptions, perceived social isolation indirectly affects emotional exhaustion and work engagement.
Design/methodology/approach
Research hypotheses are tested among a sample of 195 workers in the commercial cleaning industry who execute physically tainted tasks.
Findings
Results support the research model. Perceived prosocial impact mediates the negative relationship between perceived social isolation and work engagement, and perceived stigmatization mediates the positive relationship between perceived social isolation and emotional exhaustion.
Research limitations/implications
This research contributes to the dirty work literature by empirically examining one of its implicit assumptions, namely, that social isolation prevents the development of coping strategies. It also contributes to the literature on well-being and work engagement by demonstrating how they are affected by the social context of work.
Originality/value
The present paper is the first to study the specific challenges of social isolation in dirty work occupations and its consequences.
Thursday, 28 December 2017
Workplace authenticity as an attribute of employer attractiveness
an article by Germano Glufke Reis (Universidade Federal do Parana, Curitiba, Brazil), Beatriz Maria Braga (Fundacao Getulio Vargas Escola de Administracao de Empresas, Sao Paulo, Brazil) and Jordi Trullen (Ramon Llull University, Sant Cugat, Spain) published in Personnel Review Volume 46 Issue 8 (2017)
Abstract
Purpose
The purpose of this paper is to investigate the relevance of authenticity as a possible attribute of employer attractiveness. Additionally, the study compares authenticity to other factors of attractiveness, such as economic, development, social, interest and application values.
Design/methodology/approach
A survey was conducted with a total of 937 respondents. The questionnaire consisted of the employer attractiveness scale developed by Berthon, Ewing, and Hah (2005) and an adapted version of the authentic living scale (Wood et al., 2008).
Findings
The results show that workplace authenticity is equally valued as an attractiveness attribute as having opportunities for economic and personal development, and that it is significantly more highly valued than other attractiveness dimensions of the work environment, such as interest value, social value, and application value. The results also show that authenticity matters more as an attribute of attractiveness for top management, older professionals as well as women.
Practical implications
The findings suggest that firms become more competitive in attracting talent if their recruitment strategies place more emphasis on authenticity as a psychological benefit that can be obtained through working in the company. The use of social media (e.g. employee testimonials, chats, and blogs) can help to this end.
Originality/value
The subject of workplace authenticity has been receiving increasing attention in the academic literature, and the studies reveal the benefits that it may entail for both developing and retaining a more engaged and productive workforce. However, previous research has not considered how perceptions of workplace authenticity may also help organizations become more attractive in the eyes of potential job applicants.
Abstract
Purpose
The purpose of this paper is to investigate the relevance of authenticity as a possible attribute of employer attractiveness. Additionally, the study compares authenticity to other factors of attractiveness, such as economic, development, social, interest and application values.
Design/methodology/approach
A survey was conducted with a total of 937 respondents. The questionnaire consisted of the employer attractiveness scale developed by Berthon, Ewing, and Hah (2005) and an adapted version of the authentic living scale (Wood et al., 2008).
Findings
The results show that workplace authenticity is equally valued as an attractiveness attribute as having opportunities for economic and personal development, and that it is significantly more highly valued than other attractiveness dimensions of the work environment, such as interest value, social value, and application value. The results also show that authenticity matters more as an attribute of attractiveness for top management, older professionals as well as women.
Practical implications
The findings suggest that firms become more competitive in attracting talent if their recruitment strategies place more emphasis on authenticity as a psychological benefit that can be obtained through working in the company. The use of social media (e.g. employee testimonials, chats, and blogs) can help to this end.
Originality/value
The subject of workplace authenticity has been receiving increasing attention in the academic literature, and the studies reveal the benefits that it may entail for both developing and retaining a more engaged and productive workforce. However, previous research has not considered how perceptions of workplace authenticity may also help organizations become more attractive in the eyes of potential job applicants.
Wednesday, 27 December 2017
A comprehensive concomitant analysis of service employees’ well-being and performance
an article by Fiona Edgar, Alan Geare and Jing A. Zhang, (University of Otago, Dunedin, New Zealand) published in Personnel Review Volume 46 Issue 8 (November 2017)
Abstract
Purpose
The connection between employees’ well-being and performance, although widely studied in organizational psychology, has received much less attention from HRM scholars. The purpose of this paper is to extend the literature by examining the impacts of the multidimensional structure of well-being consisting of psychological, social and health dimensions on employees’ task and contextual performance.
Design/methodology/approach
The authors collected data from 281 employees from the New Zealand service sector using a questionnaire survey. Factor analysis was used to determine items that form various facets of well-being and performance constructs. Hierarchical regression analyses were conducted to test the well-being – performance relationship.
Findings
The findings show that different facets of well-being differentially contribute to employees’ task and contextual performance. Specifically, the facets of happiness and trust were positively associated with both task and contextual performance, while the effects of life satisfaction and work life balance on task and contextual performance were insignificant. Moreover, work intensification was only associated with task performance, in contrast, job satisfaction and over commitment were only related to contextual performance.
Practical implications
The implications of these findings are two-fold. For researchers, a review and overhaul of the conceptualization and operationalization of well-being in HRM studies is long overdue. For managers, improvements to employees’ job performance and the organization’s health can result from simultaneously enhancing multiple dimensions of employees’ well-being.
Originality/value
This study provides new insights into the complex relationship between well-being and performance by incorporating a multidimensional and multifaceted perspective of well-being and highlighting the distinctive effects of various facets of well-being on different types of employees’ performance.
Abstract
Purpose
The connection between employees’ well-being and performance, although widely studied in organizational psychology, has received much less attention from HRM scholars. The purpose of this paper is to extend the literature by examining the impacts of the multidimensional structure of well-being consisting of psychological, social and health dimensions on employees’ task and contextual performance.
Design/methodology/approach
The authors collected data from 281 employees from the New Zealand service sector using a questionnaire survey. Factor analysis was used to determine items that form various facets of well-being and performance constructs. Hierarchical regression analyses were conducted to test the well-being – performance relationship.
Findings
The findings show that different facets of well-being differentially contribute to employees’ task and contextual performance. Specifically, the facets of happiness and trust were positively associated with both task and contextual performance, while the effects of life satisfaction and work life balance on task and contextual performance were insignificant. Moreover, work intensification was only associated with task performance, in contrast, job satisfaction and over commitment were only related to contextual performance.
Practical implications
The implications of these findings are two-fold. For researchers, a review and overhaul of the conceptualization and operationalization of well-being in HRM studies is long overdue. For managers, improvements to employees’ job performance and the organization’s health can result from simultaneously enhancing multiple dimensions of employees’ well-being.
Originality/value
This study provides new insights into the complex relationship between well-being and performance by incorporating a multidimensional and multifaceted perspective of well-being and highlighting the distinctive effects of various facets of well-being on different types of employees’ performance.
Friday, 22 December 2017
Employee share ownership and organisational performance: a tentative opening of the black box
an article by Keith Whitfield (Cardiff University, Cardiff, UK), Andrew Pendleton (University of Durham, Durham, UK), Sukanya Sengupta (Royal Holloway College, University of London, UK) and Katy Huxley, (Wales Institute of Social and Economic Research, Data and Methods, Cardiff University, UK) published in Personnel Review Volume 46 Issue 7 (2017)
Abstract
Purpose
A range of studies have shown that performance is typically higher in organisations with employee share ownership (ESO) schemes in place. Many possible causal mechanisms explaining this relationship have been suggested. These include a reduction in labour turnover, synergies with other forms of productivity-enhancing communication and participation schemes, and synergies with employer-provided training. The paper aims to discuss these issues.
Design/methodology/approach
This paper empirically assesses these potential linkages using data from the 2004 and 2011 British Workplace Employment Relations Surveys, and provides comparisons with earlier analyses conducted on the 1990 and 1998 versions of the survey.
Findings
Substantial differences are found between the 2004 and 2011 results: a positive relationship between ESO and workplace productivity and financial performance, observed in 2004, is no longer present in 2011. In both years, ESO is found to have no clear relationship with labour turnover, and there is no significant association between turnover and performance. There is, however, a positive moderating relationship with downward communication schemes in 2004 and in 2011 in the case of labour productivity. There is no corresponding relationship for upward involvement schemes.
Research limitations/implications
The results are only partially supportive of extant theory and its various predictions, and the relationship between ESO and performance seems to have weakened over time.
Originality/value
The study further questions the rhetoric offered in support of wider ESO.
Abstract
Purpose
A range of studies have shown that performance is typically higher in organisations with employee share ownership (ESO) schemes in place. Many possible causal mechanisms explaining this relationship have been suggested. These include a reduction in labour turnover, synergies with other forms of productivity-enhancing communication and participation schemes, and synergies with employer-provided training. The paper aims to discuss these issues.
Design/methodology/approach
This paper empirically assesses these potential linkages using data from the 2004 and 2011 British Workplace Employment Relations Surveys, and provides comparisons with earlier analyses conducted on the 1990 and 1998 versions of the survey.
Findings
Substantial differences are found between the 2004 and 2011 results: a positive relationship between ESO and workplace productivity and financial performance, observed in 2004, is no longer present in 2011. In both years, ESO is found to have no clear relationship with labour turnover, and there is no significant association between turnover and performance. There is, however, a positive moderating relationship with downward communication schemes in 2004 and in 2011 in the case of labour productivity. There is no corresponding relationship for upward involvement schemes.
Research limitations/implications
The results are only partially supportive of extant theory and its various predictions, and the relationship between ESO and performance seems to have weakened over time.
Originality/value
The study further questions the rhetoric offered in support of wider ESO.
Thursday, 21 December 2017
The joint effects of promotion and prevention focus on performance, exhaustion and sickness absence among managers and non-managers
an article by Paraskevas Petrou, (Erasmus University Rotterdam, Rotterdam, The Netherlands), Machteld Van den Heuvel, (University of Amsterdam, The Netherlands) and Wilmar Schaufeli, (Katholieke Universiteit Leuven, Belgium) published in Personnel Review Volume 46 Issue 8 (2017)
Abstract
Purpose
The purpose of this paper is to examine the main and interaction effects of self-rated promotion and prevention regulatory focus on self-rated work performance, emotional exhaustion and sickness absence for managers and non-managers separately. The authors expected that promotion focus relates positively to performance and negatively to sickness absence, while prevention focus relates positively to exhaustion and sickness absence, both for managers and non-managers. Furthermore, the authors expected that promotion focus relates positively to performance but also to exhaustion and sickness absence when prevention focus is high, only for managers (i.e. a manager’s dual regulatory focus can be an effective but also exhausting leadership strategy).
Design/methodology/approach
The authors tested the hypotheses via moderated regression analyses among two independent groups, managers (n=241) and non-managers (n=415).
Findings
Promotion focus was positively related to managers’ and non-managers’ performance and negatively to non-managers’ sickness absence, while prevention focus did not have any main effects. As expected, managers’ promotion focus was positively related to managers’ sickness absence when managers’ prevention focus was high (i.e. dual regulatory focus). Furthermore, managers’ promotion focus negatively related to managers’ performance when managers’ prevention was high, failing to support the hypothesis.
Practical implications
Promotion focus should be enhanced by organizations among leaders and employees. The authors also cautiously discuss the possibility of interventions comparing a promotion focus with dual-focus training.
Originality/value
The authors contribute to the literature by examining the joint (rather than main) effects of promotion and prevention focus on work behavior and the authors address these links among managers and non-managers.
Abstract
Purpose
The purpose of this paper is to examine the main and interaction effects of self-rated promotion and prevention regulatory focus on self-rated work performance, emotional exhaustion and sickness absence for managers and non-managers separately. The authors expected that promotion focus relates positively to performance and negatively to sickness absence, while prevention focus relates positively to exhaustion and sickness absence, both for managers and non-managers. Furthermore, the authors expected that promotion focus relates positively to performance but also to exhaustion and sickness absence when prevention focus is high, only for managers (i.e. a manager’s dual regulatory focus can be an effective but also exhausting leadership strategy).
Design/methodology/approach
The authors tested the hypotheses via moderated regression analyses among two independent groups, managers (n=241) and non-managers (n=415).
Findings
Promotion focus was positively related to managers’ and non-managers’ performance and negatively to non-managers’ sickness absence, while prevention focus did not have any main effects. As expected, managers’ promotion focus was positively related to managers’ sickness absence when managers’ prevention focus was high (i.e. dual regulatory focus). Furthermore, managers’ promotion focus negatively related to managers’ performance when managers’ prevention was high, failing to support the hypothesis.
Practical implications
Promotion focus should be enhanced by organizations among leaders and employees. The authors also cautiously discuss the possibility of interventions comparing a promotion focus with dual-focus training.
Originality/value
The authors contribute to the literature by examining the joint (rather than main) effects of promotion and prevention focus on work behavior and the authors address these links among managers and non-managers.
Tuesday, 24 October 2017
On the association between perceived overqualification and adaptive behavior
an article by
Chia-Huei Wu (London School of Economics and Political Science, UK),
Amy Wei Tian and Aleksandra Luksyte (University of Western Australia, Crawley, Australia)
and Christiane Spitzmueller (University of Houston, Texas, USA)
published in Personnel Review Volume 46 Issue 2 (2017)
Abstract
Purpose
The purpose of this paper is to offer an autonomous motivation perspective to explore the relationship between perceived overqualification and adaptive work behavior and examine job autonomy as a factor that may moderate the association.
Design/methodology/approach
The hypotheses were tested in two culturally, demographically, and functionally diverse samples: sample 1 was based on North American community college employees (n=215); sample 2 was based on full-time workers, employed in a Chinese state-owned enterprise specializing in shipping (n=148).
Findings
In study 1, perceived overqualification was negatively related to self-rated adaptive behavior. A follow-up study 2 extended these findings by demonstrating that perceived overqualification was negatively related to supervisor-rated adaptive work behavior when job autonomy was low, rather than high.
Research limitations/implications
The results of this research offer an autonomous motivation perspective to explain why perceived overqualification relates to adaptive behavior and suggests a job design approach to encourage adaptive behaviors of people who feel overqualified – a sizable segment of the current workforce.
Originality/value
This is one of the first studies to explore adaptive behavior of workers who feel overqualified – an outcome that has not been examined in this domain. The findings further point out what can be done to encourage adaptive behaviors among overqualified employees.
Abstract
Purpose
The purpose of this paper is to offer an autonomous motivation perspective to explore the relationship between perceived overqualification and adaptive work behavior and examine job autonomy as a factor that may moderate the association.
Design/methodology/approach
The hypotheses were tested in two culturally, demographically, and functionally diverse samples: sample 1 was based on North American community college employees (n=215); sample 2 was based on full-time workers, employed in a Chinese state-owned enterprise specializing in shipping (n=148).
Findings
In study 1, perceived overqualification was negatively related to self-rated adaptive behavior. A follow-up study 2 extended these findings by demonstrating that perceived overqualification was negatively related to supervisor-rated adaptive work behavior when job autonomy was low, rather than high.
Research limitations/implications
The results of this research offer an autonomous motivation perspective to explain why perceived overqualification relates to adaptive behavior and suggests a job design approach to encourage adaptive behaviors of people who feel overqualified – a sizable segment of the current workforce.
Originality/value
This is one of the first studies to explore adaptive behavior of workers who feel overqualified – an outcome that has not been examined in this domain. The findings further point out what can be done to encourage adaptive behaviors among overqualified employees.
Sunday, 20 August 2017
Perceptions of discrimination and distributive injustice among people with physical disabilities: In jobs, compensation and career development
an article by Mercedes Villanueva-Flores (Cadiz University, Spain) and Ramon Valle and Mar Bornay-Barrachina (Universidad Pablo de Olavide, Seville, Spain) published in Personnel Review Volume 46 Issue 3 (2017)
Abstract
Purpose
This study examines whether disabled workers perceive negative workplace experiences in terms of discrimination. The purpose of this paper is to study the effects of perceived distributive injustice at work, regarding three dimensions – job assignment, compensation and career development opportunities – on perceived discrimination and explore the mediation role of perceived discrimination in the relationship between perceived distributive injustice and the job dissatisfaction.
Design/methodology/approach
Research hypotheses are tested with a questionnaire administered to 107 disabled employees working in public and private Spanish organisations.
Findings
The results indicate that physically disabled people perceive distributive injustice and discrimination at work regarding job assignment, compensation and career development opportunities in Andalusian organisations, and this perception of discrimination leads to feel dissatisfaction. This study confirms the triple dimensionality of two of the variables studied: perceived distributive injustice at work and perceived discrimination at work.
Originality/value
Few studies have focussed on disability-related issues from a human resource management viewpoint. This study focusses on job assignments, compensation and career development and shows that the perception of discrimination mediates the relation between the perception of distributive injustice at work, and job dissatisfaction. That is, perceived distributive injustice in the organisation leads physically disabled employees to compare their situation with that of their non-disabled peers and thus to perceive discrimination regarding job assignment, compensation and career development opportunities. As a result, they become dissatisfied with their jobs. The results obtained allow us to extend the organisational justice framework, achieving a more thorough understanding of the perception of both injustice and discrimination.
Abstract
Purpose
This study examines whether disabled workers perceive negative workplace experiences in terms of discrimination. The purpose of this paper is to study the effects of perceived distributive injustice at work, regarding three dimensions – job assignment, compensation and career development opportunities – on perceived discrimination and explore the mediation role of perceived discrimination in the relationship between perceived distributive injustice and the job dissatisfaction.
Design/methodology/approach
Research hypotheses are tested with a questionnaire administered to 107 disabled employees working in public and private Spanish organisations.
Findings
The results indicate that physically disabled people perceive distributive injustice and discrimination at work regarding job assignment, compensation and career development opportunities in Andalusian organisations, and this perception of discrimination leads to feel dissatisfaction. This study confirms the triple dimensionality of two of the variables studied: perceived distributive injustice at work and perceived discrimination at work.
Originality/value
Few studies have focussed on disability-related issues from a human resource management viewpoint. This study focusses on job assignments, compensation and career development and shows that the perception of discrimination mediates the relation between the perception of distributive injustice at work, and job dissatisfaction. That is, perceived distributive injustice in the organisation leads physically disabled employees to compare their situation with that of their non-disabled peers and thus to perceive discrimination regarding job assignment, compensation and career development opportunities. As a result, they become dissatisfied with their jobs. The results obtained allow us to extend the organisational justice framework, achieving a more thorough understanding of the perception of both injustice and discrimination.
Tuesday, 31 January 2017
An exploratory study of jobseekers’ decision-making styles, recruitment information sources and organisational attractiveness
an article by Yu-Lun Liu (Coventry Business School, UK and Alliance Manchester Business School, UK) and Kathleen A. Keeling and
K. Nadia Papamichail (Alliance Manchester Business School, UK)
published in Personnel Review Volume 45 Issue 6 (2016)
Abstract
Purpose
The purpose of this paper is to investigate the consequences of jobseeker decision-making style on information search behaviour, information evaluation and perceptions of organisational attractiveness (OA). In this study, the authors assess whether, when presented with a realistic job information searching scenario of receiving basic job information from a typical formal short job advertisement, maximisers and satisficers differ on need for further information and evaluation of further information from informal information sources in relation to valence and tie strength.
Design/methodology/approach
A scenario-based experiment was conducted on 280 participants from the USA, with work experience in retail, using Amazon Mechanical Turk.
Findings
The results show that, compared to satisficers, significantly more maximisers chose to search for further information about the company/vacancy after receiving a typical short advertisement message. Furthermore, the results highlight the moderating effects of decision-making style (maximiser vs satisficer), tie strength (strong-tie vs weak-tie provider) and message valence (positive vs negative) on jobseekers’ perceived OA.
Practical implications
Companies seeking to increase their candidate pool should consider accommodating the different decision-making styles of jobseekers by carefully designing the content of recruitment information and utilising recruitment information sources. Although conducted in just one sector, the ubiquity of the maximiser/satisficer decision-making style implies further research to assess the implications for other sectors.
Originality/value
Research on decision-making style in recruitment is relatively limited. This study demonstrates the differences between maximisers and satisficers in terms of job-related information needs, and the evaluation of the source/content, when searching for a retail trade job.
Quantitative, Decision-making style, Maximiser, Organizational attractiveness, Recruitment information sources, Satisficer, Staff word-of-mouth
Abstract
Purpose
The purpose of this paper is to investigate the consequences of jobseeker decision-making style on information search behaviour, information evaluation and perceptions of organisational attractiveness (OA). In this study, the authors assess whether, when presented with a realistic job information searching scenario of receiving basic job information from a typical formal short job advertisement, maximisers and satisficers differ on need for further information and evaluation of further information from informal information sources in relation to valence and tie strength.
Design/methodology/approach
A scenario-based experiment was conducted on 280 participants from the USA, with work experience in retail, using Amazon Mechanical Turk.
Findings
The results show that, compared to satisficers, significantly more maximisers chose to search for further information about the company/vacancy after receiving a typical short advertisement message. Furthermore, the results highlight the moderating effects of decision-making style (maximiser vs satisficer), tie strength (strong-tie vs weak-tie provider) and message valence (positive vs negative) on jobseekers’ perceived OA.
Practical implications
Companies seeking to increase their candidate pool should consider accommodating the different decision-making styles of jobseekers by carefully designing the content of recruitment information and utilising recruitment information sources. Although conducted in just one sector, the ubiquity of the maximiser/satisficer decision-making style implies further research to assess the implications for other sectors.
Originality/value
Research on decision-making style in recruitment is relatively limited. This study demonstrates the differences between maximisers and satisficers in terms of job-related information needs, and the evaluation of the source/content, when searching for a retail trade job.
Quantitative, Decision-making style, Maximiser, Organizational attractiveness, Recruitment information sources, Satisficer, Staff word-of-mouth
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