Acculturation attitudes and affective workgroup commitment: evidence from professional Chinese immigrants in the Australian workplace

The Australian workforce is becoming increasingly diverse and it is important to understand the role of individuals’ acculturation attitudes in the workplace. The appreciation of the relationship between acculturation attitudes and affective workgroup commitment is critical for mangers to facilitate the performance of employees with diverse backgrounds. To gain a better understanding of this relationship, we assessed the acculturation attitudes of professional Chinese immigrants and the relationship between these attitudes and affective workgroup commitment in the Australian workplace. Our survey of a sample of 220 professional Chinese immigrants in the Australian workplace revealed that, even though many of them favor integration, the majority adopt separation and marginalization, which were found to be related with low affective workgroup commitment. This study underscored the importance of acculturation attitudes to cultivate positive job-related outcomes, and provided useful information for organizations to manage immigrant employees via effective acculturation programs.     

Motivating Russian workers: analysis of age and gender differences

What motivates Russians to work? Two hypotheses govern this analysis. First, worker motivation is positively correlated with organizational commitment, where organizational commitment is captured by a series of statements related to the employee’s perception of their workplace and the satisfaction expressed about the workplace and job. Second, worker motivation is positively correlated to the expectation that a desired reward will be received in exchange for doing the job well. Using survey data collected in May/June 2000 from 1200 employees in three regions of Russia, this paper: (1) documents the nature and scope of organizational commitment among Russian workers as the transition process draws to a close; (2) identifies the relative importance of select job motivators, as well as the expectation that these motivators will be received in exchange for a job well done; and (3) analyzes the extent of gender and generational differences in organizational commitment and worker motivation. The results can be used not only to begin filling a gap in the motivation literature by extending previous analyses based on US workers, but also to inform Russian and foreign managers about monetary and non-monetary factors to include in designing an effective reward structure. The results also are suitable for use in management training programs in Russia and elsewhere which focus on developing ways to construct more effective teamwork at the workplace.     

Voluntary turnover among non-supervisory casino employees

As gaming is expanding nationally and internationally, existing gaming operations are facing increased competition for employees with gaming experience. This study investigates the factors related to employee turnover in the gaming industry. Workers of six casinos in Reno, Nevada were surveyed concerning their work attitudes and turnover intentions, resulting in a sample of 492 observations. The sample represents all non-supervisory job types typically found in casinos. Pearson correlations and multivariate regression analysis were employed to investigate the relationships among turnover intentions and job satisfaction, specific satisfaction dimensions, organizational commitment, worker perceptions, pay, and labor market conditions. The results show that job satisfaction and organizational commitment are most strongly related to turnover. In contrast to previous findings, labor market conditions and pay play only a minor role in an employee's decision to quit. Instead, perceived lack of job security, satisfaction with supervision, and perceived employer concern with employee well-being emerge among the most important factors. The results imply that employers in the gaming industry can manage employee turnover by providing effective supervision that is based on employee participation and fair treatment of employees. Training of supervisors, therefore, may be a relatively inexpensive method of controlling employee turnover in casinos.     

Illuminating gendered organization assumptions

One key to why organizations have been less successful at integrating a work–family agenda into their organizational cultures is that workplaces have failed to consider how gender assumptions influence workplace practices, policies and cultures. This paper presents a theoretical framework for considering how gender role assumptions have prevented organizational attempts to become family friendly. Further, this paper uses an organizational case study to illustrate this point. Specifically, a theory of gendered organizations is used to frame an analysis of 30 employee interviews. Data suggest that gendered organizational assumptions inherent to several workplace policies and practices contribute to employee strain associated with negotiating the demands of life on and off the job. Further, the findings show that these gendered organizational assumptions prevent organizations from developing workplace cultures responsive to employees' work, family and personal needs. A brief review of the interdisciplinary work–family field is presented, followed by a discussion of gendered organizations. Then, using interview data collected from management and ‘front‐line’ female and male workers employed at a municipal government, this paper examines how workplace practices, presumably gender neutral, affect employees and the organizational culture in which they work.     

How employee involvement affects union commitment

I assess how employee involvement programs affect union commitment attitudes. Analysis of 229 survey responses indicates that participation attitudes have no effect on union commitment levels; previous participation has a positive effect; and organizational commitment has a negative effect. A similar pattern was observed on four subscales of union commitment: union loyalty, responsibility to the union, willingness to work for the union, and belief in unionism. I thank the employees, the unions, and the company at which this study was conducted. Also, I am grateful to suggestions and comments made by participants in the American University Department of Management Research Series. Finally, a word of thanks to Tom Case, Gordon Henry, David Jacobs, and Tom Vonk for their comments on earlier drafts of this paper.     

Female Perceptions of Organizational Justice

This study examines women's conceptualization of the pervasive construct of organizational justice. A comprehensive four factor model was used to represent organizational justice while outcome variables were the important employee attitudes of job satisfaction, organizational commitment and turnover intentions. Structural equation modelling was used to analyse responses from 301 male and 147 female respondents. Differences were found for procedural, interpersonal and informational justices. It would appear female and male employees have differing responses to perceptions of justice. Justice had a diffuse effect for males, but not for females. For men, interpersonal justice predicted an increase in organizational commitment while procedural justice predicted a decrease in turnover intentions. For female employees, informational justice was found to increase commitment and reduce turnover intentions. The study highlights the need for all justice factors to be considered and for sex differences to be considered in future justice research.     

Navigating change in the era of COVID-19: The role of top leaders’ charismatic rhetoric and employees’ organizational identification

The Novel Coronavirus (COVID-19) pandemic has had tremendous and swift effects on organizational change. This study examined how organizations can leverage leadership and employee resources to facilitate positive change outcomes. Drawing from the self-concept based motivational theory of charismatic leadership and substitutes for leadership theory, the current study proposed a theoretical model connecting top leaders’ charismatic rhetoric, employees’ affective commitment to change, and employees’ turnover intention. Furthermore, the study investigated contingencies that may modify the relationship between leadership communication and followers’ outcomes. Results from an online panel of 417 U.S. employees showed that top leaders’ use of charismatic rhetoric during change led to followers’ affective commitment to change, which decreased their turnover intention. Furthermore, employees’ organizational identification moderated this relationship. When employees have low identification with their organizations, top leaders’ charismatic rhetoric to address the immediate change is more needed.     

Employee communication,job engagement,and organizational commitment: A study of members of the Millennial Generation

The purpose of this study was to explore the relationship between job engagement and two key components of employee-organization relationships (EOR). Findings from a survey of members of the Millennial Generation (N = 539) in the United States indicate that job engagement mediates the relationship between employee communication and organizational commitment. It is concluded that when employees are engaged in their work, their commitment to the organization is strengthened and the likelihood of them leaving the organization decreases. Furthermore, an argument is made in light of the study’s findings that engagement and commitment work in concert to strengthen EORs overall. To foster engagement, organizations should remove obstacles to internal information flow and provide ongoing feedback to employees about individual and organizational issues.     

Paradigm shift of employee communication: The effect of management communication on trusting relationships

Even though normative contention suggests that a favorable organizational climate leads to efficient job performance, empirical research has not addressed the trusting relationship as a variable mediating organizational climate and job satisfaction or performance.Supportive oral communication relates positively to individuals’ perceptions of management's supportiveness and friendliness. Perceived support creates trust that the organization will fulfill its exchange obligations by rewarding employee efforts. The survey results indicated that trusting relationship was positively related to measures of communication management, suggesting that those employees receiving positive communication are more likely to be motivated to form trusting relationships with the management level.     

Internal public relations’ role with workplace,spirituality, and religion

This article argues that public relations ought to lead the integration of spirituality and religion in an organization’s workplace. Because no model of this opportunity exists for internal public relations (a.k.a. employee relations or internal communication), this article looks at scholarship about spirituality and religion in the workplace to show links among organizational performance, employee engagement, and public relations operations, particularly that focused on employees. From this research-based approach, guiding principles for public relations’ lead role in integrating spirituality and religion in an organization’s workplace and an operational framework for internal public relations are given so public relations professionals can make the integration reality and effective for all.     

Who Participates and Who Benefits From Employer‐Provided Child‐Care Assistance?

Support from employers to help parents balance work and family responsibilities has become an increasingly important issue, particularly in the United States, where public support for families is scarce. Little is known about the effectiveness of employer‐provided child‐care support. Who participates in these programs, and what are their benefits? This study is among the first to address these questions using a dataset that combines administrative with survey data from employees at a large organization. Findings indicate that employer financial support for child care can be structured so that employees with the greatest need benefit and employee participation is not associated with stigma. Results suggest the employer benefits from increased employee commitment and reduced employee stress, but employees do not report increased parent or child satisfaction with care. Although employer financial support alone cannot compensate for structural problems with regard to child care, it may reduce stress and increase employee commitment in the workplace.     

‘You care for your work; I'll care for your family’: perceptions of paternalistic managerial actions and employee commitment in Mexico

This study focuses on paternalism as a managerial strategy to foster employee commitment. Using in-depth, qualitative interviews during extended fieldwork at a Mexican multinational company, I examine employee perceptions of managerial actions within the context of workplace transformation. Employees perceived management as caring toward them and their families and characterized the workplace as a considerate and respectful environment. Employees interpreted managerial actions positively because a company cooperative provided family-supportive policies and cultivated a family-supportive culture, even after workplace transformation. Rather than disrupt the paternalistic practices, management combined them with the new strategic management practices. In exchange, employees were committed to the organization as evidenced by expressions of loyalty, pride, and appreciation. With its focus on how a specific family-supportive setting matters in the global south, this study extends the research on managerial strategies to promote employee commitment.     

Workplace Problems and Needs for Lesbian and Gay Male Employees

Abstract

This article presents research findings pursuant to the problems and needs of lesbian and gay male employees, as perceived from a randomly selected national sample of employee assistance professionals. The research was based on a conceptual model for framing workplace interventions addressing issues of protection, inclusion and equity (PIE) for gay/lesbian employees. Findings indicate that heterosexual employees greatly underestimate the level of discrimination sexual minorities experience; women respondents were more sensitive to gay/ lesbian workplace issues than men; existing EAP and human resource services, programs and policies inadequately address gay/lesbian needs; significant differences exist between heterosexual and gay/lesbian employees' on perceptions of diversity training content and gay/lesbian EAP professionals feel the workplace is only somewhat “safe” for them as sexual minority employees.     

That's Not Fair!: The Social Construction of Organizational (In)Justice among Professionals

Building on the work of organizational justice researchers, this research is an attempt to come to a greater understanding of the social construction of perceived injustice among professionals employed in large, bureaucratic organizational structures. It suggests that professional employees experience a perceived injustice in an organizational workplace outcome, procedure, or interaction when a likely, positive, and valued expectation has been violated or unfulfilled. These expectations are socially constructed from various organizational "stocks of knowledge" available to professionals. These include: (1) organizational cultural norms; (2) professional occupational subcultural norms; and (3) employee prior work experiences. The research suggests that in instances of perceived injustices in organizational outcomes, professionals'expectations are primarily rooted in organizational cultural norms for the allocation of such outcomes. In instances of perceived injustices in organizational procedures, professionals'expectations are primarily rooted in prior work experiences surrounding such procedures and processes, while in instances of perceived injustices in organizational interactions, professionals'expectations are primarily rooted in professional occupational subcultural norms surrounding such interactions.     

Gendered Meanings of Commitment from High Technology Engineering Managers in the United Kingdom and Sweden

This article considers why women managers are often perceived to be ‘less committed’ at work than men, through an exploration of male and female managers' meanings of ‘commitment’, to see whether their meanings are shared. Despite a large body of literature on the concept of commitment, managers' own meanings of commitment have not been reported. In general, engineers reported that they used the term ‘committed’ without defining what it meant. Their meanings were a broad composite of organizational and career commitment, focused on very strong affective commitment with almost no emphasis on continuance commitment, in contrast to the traditional (1979) definitions of commitment (Mowday et al. 1979). Results from this interview study of engineering managers and senior technologists (20 males, 17 females, 17 British, and 20 Swedish graduate engineers, from vice‐president to senior technologist) show that there are differences in male and female engineers' unprompted meanings of commitment at work, as well as differences in meaning between the three levels of management sampled. Females responded more often with less visible ‘commitment’ meanings such as involvement, being people‐concerned, and availability. More males (and top managers) used the term commitment to mean task delivery, being proactive, being innovative, adding value, and being ready for challenge. The gender differences identified in reported meanings could impact on the assessment of women's commitment, when evaluated for promotion, career development and professional chartered status by the mostly male engineering managers.     

Enhancing Employee Engagement via Leaders’ Motivational Language in times of crisis: Perspectives from the COVID-19 outbreak

By bridging theoretical perspectives from diverse disciplines including public relations, organizational communication, psychology, and management, this study advances a sequential mediation process model that links leaders’ motivational communication—specifically, direction-giving, empathetic, and meaning-making language—to employees’ organizational engagement during times of crisis. The model incorporates employees’ psychological needs satisfaction and their subsequent crisis coping strategies so as to explain the process that underlies the effects of leader communication on employee engagement. We tested the model in a unique yet underexplored crisis context: organizational crises triggered by the global pandemic of COVID-19. The results of an online survey of 490 full-time U.S. employees provide strong support to the model’s predictions. Our research extends internal crisis communication scholarship in public relations by addressing what types of leader communication strategies as well as how these strategies contribute to employee engagement in a holistic fashion. It also advances theoretical development of the motivational language theory, self-determination theory, transactional model of stress and coping, and organizational engagement—the four theoretical bases of our study—in the context of organizational crises. Lastly, the study results provide timely practical insights on effective internal crisis communication.     

Organizational Values and Their Relation to Organizational Performance Outcomes

The communication of organizational values and their relation to employee outcomes is evaluated between two departments within a Health Care Organization. Organizational values that are congruent with employees' values have been shown to increase employee satisfaction, commitment, and performance outcomes. This article discusses how values are defined and different ways that values can be communicated to acquire improved organizational outcomes. Past research on values within organizations is reviewed.

Questions from the Organizational Culture Survey and the Communication Satisfaction Questionnaire are combined to measure employee satisfaction, morale, and perceived involvement in decision making. The organization provided data on employee absenteeism, turnover, and performance ratings. An analysis of the results indicates employees in departments that have clearly defined and communicated organizational values perceive they are more involved in the organization and more participatory in decision making. Implications of the results for organizations are detailed.     

People Analytics: Datengestützte Mitarbeiterführung als Chance für die OrganisationspsychologiePeople Analytics: an organizational psychology perspective on data-oriented leadership

In times where change is a natural part of our daily corporate reality, global markets push international competition and demographic changes make it difficult to find qualified employees, the “human” as a major factor for organizational success receives raised attention. Companies have a great interest to know and to leverage the causal impact of emotions, needs and behaviors on strategic business areas (e.?g. employee recruiting, employee commitment, customer satisfaction, competitive advantage). With a growing volume and variety of data made available by IT-supported processes and new data sources such as mobile data or corporate social media data, a new field of practice emerges: people analytics. This growing area of data analyses on all kinds of different questions relating to employee issues and leadership in organizations overlaps in many ways with the empirical psychological research of the last decades. People analytics yields a unique chance for organizational psychologists to delve into corporate waters and contribute their expertise to corporate research projects.     

Examining the effects of internal social media usage on employee engagement

This study explores whether and how internal social media influences employee engagement, a top priority for those working in public relations. Specifically, it proposes and tests a conceptual model that links employee use of internal social media, perceived organizational transparency, and organizational identification, to employee engagement. Through an online survey of 1150 employees from various organizations in the United States that had adopted internal social media, results show that employees’ use of internal social media contributes to an enhanced level of perceived transparency of the organization and organizational identification, which in turn, leads to employee engagement. Theoretical and practical implications of the findings are discussed.     

‘Family Friendly’ Employment Policies: A Route to Changing Organizational Culture or Playing About at the Margins?

Formal ‘family friendly’ policies, including flexible or reduced hours of work and periods of leave, designed to help employees to balance work and family demands have the potential to challenge traditional models of work and organizational values. However, while these policies can reduce stress for individual employees, it is argued that there is less evidence of widespread organizational culture change. This paper draws on case studies of organizations at various stages of developing ‘family friendly’ policies to identify two barriers to fundamental shifts in organizational culture; low sense of entitlement to consideration of family needs, and organizational discourses of time as representing productivity, commitment and value. Some conditions under which broader culture change may be achieved are explored.