Employee perceptions of reputation: An ethnographic study

The ability of organizational members to identify and analyse stakeholder opinion is critical to the management of corporate reputation. In spite of the significance of these abilities to corporate reputation management, there has been little effort to document and describe internal organizational influences on such capacities. This ethnographic study conducted in Red Cross Queensland explores how cultural knowledge structures derived from shared values and assumptions among organizational members influence their conceptualisations of organizational reputation. Specifically, this study explores how a central attribute of organizational culture – the property of cultural selection – influences perceptions of organizational reputation held by organizational members. We argue that these perceptions are the result of collective processes that synthesise (with varying degrees of consensus) member conceptualisations, interpretations, and representations of environmental realities in which their organization operates. Findings and implications for organizational action suggest that while external indicators of organizational reputation are acknowledged by members as significant, the internal influence of organizational culture is a far stronger influence on organizational action.     

Listening Environment and the Bottom Line: How a Positive Environment Can Improve Financial Outcomes

Amidst the onslaught of communication at work, employees’ voices can be neglected in favor of the bottom line. This research initiates an exploration of the relationship between employee perceptions of the listening environment at work and organizational financial performance indicators. In this exploratory pilot study, we collected data from N = 65 employees of a single firm with multiple geographically and financially independent units. Using simple regression analysis, researchers compared data between units to determine if employee perceptions of positive qualities of the listening climate are related to improvement in sales and net income. Results suggest a potentially positive relationship between employees’ perceptions of a positive listening environment and these organizational performance indicators, suggesting that listening is an important step in building the communication climate of a productive company.     

“ZA DUSHA”: AN INTERPRETATION OF FUNERAL PRACTICES IN MACEDONIA*

Anthropologists and sociologists have generally approached an understanding of funeral rituals in terms of their psychological or social consequences. Such functional analyses have typically depended on regarding ritual behaviors as learned reponses that symbolically create or affirm the society's organizational “rules”. An alternative or supplemental approach is the view that ritual behavior, and thus ritual content, results from purposive interactions between individuals determined by their interpretations of the ritual's interactive situation. An elaboration of this view is offered in an examination of funeral practices in the developing city of Skopje in Yugoslav Macedonia where the many commemoratives for the dead typically result in great costs of time, money and effort. Variations and changes in funeral rituals are related to different strategies of adjustment to the city, and, in particular, to the creation and maintenance of relationships within a network of specific others that is essential to urban adaptation. Ritual is also described as providing a means of social boundary maintenance, in addition to the creation of these social networks, thus limiting obligations and claims on resources.     

Organizational climate and child welfare workers' degree of intent to leave the job: Evidence from New York

With increasingly unstable workforce in child welfare agencies, it is critical to understand what organizational factors lead to intent to leave the job based on job search behaviors. Using recent survey data collected among 359 child welfare workers from eight agencies in New York State during 2009–2011 and a Structural Equation Model (SEM) method, this study examines the relationship between employee perceptions of organizational climate and the degree of intent to leave the job (thinking, looking and taking actions related to a new job). Fifty-seven percent (n = 205) reported that they had considered looking for a new job in the past year. Bivariate analyses indicated that there were significant differences between those who looked for a job and those who did not look for a job in the past year. SEM analysis revealed that four organizational climate factors were predictive of decreasing the degree of intent to leave the job: Perceptions on organizational justice was most predictive factor for thinking of a new job followed by organizational support, work overload and job importance. The findings of this study help us understand the employee perceptions of different organizational factors that impact employee turnover especially from the time an employee thinks of leaving the job to actually taking concrete actions related to a new job.     

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.     

Human resource management,employee engagement,and nonprofit hospital performance

Human resource management (HRM) has been shown to impact organizational performance, but more research is needed on particular human resource (HR) practices in nonprofits and their effect on performance. In this article, we explore one HRM practice argued to influence performance, employee engagement in decision‐making, examining whether involving staff at different levels of a nonprofit affects nonprofit organizational performance. Drawing on data from a 2011 study of nonprofit hospitals, we find employee engagement has a positive influence on managerial and stakeholder perceptions of organizational performance. Employee engagement in decision‐making is also related to objective nonprofit performance measures, although the effects are less consistent. We conclude by discussing the implications of these findings for nonprofit research and practice.     

Assessing safety culture in child welfare: Evidence from Tennessee

States continue to search for ways to prevent harm to children and families within the child welfare system. Recently, states and researchers alike have looked to other high hazard sectors that have experienced harm-free performance by creating and sustaining a strong safety culture – an organizational focus and priority on safety. Safety culture is enabled by leader actions to prioritize safety (safety climate) and make it safe for employees to take an interpersonal risk (psychological safety). Safety culture is enacted by behaviors for detecting and correcting errors and unexpected events (safety organizing) and recognizing how stress affects work performance (stress recognition). However, despite their conceptual relevance and practical promise for child welfare, these and other safety culture constructs have yet to be subjected to rigorous empirical analysis in child welfare. This study draws on 1719 employees in the state of Tennessee's child welfare system to examine whether safety culture can be reliably and validly measured, can characterize organizations across a state (i.e., employees have shared perceptions of the safety culture), and be linked to relevant outcomes (e.g., employee emotional exhaustion). Our results confirm that components of safety culture can be reliably and validly measured in child welfare, perceptions of culture are shared within each of the Tennessee child welfare system's twelve regions, and that safety culture is generally associated with lower levels of employee emotional exhaustion, but also indicate that there is considerable opportunity for improvement as the levels of safety culture are low relative to other sectors.     

Resilience for gender inclusion: Developing a model for women in male-dominated occupations

What is resilience in the context of work environments where women face barriers as significant as career discrimination and harassment? In such a context, is resilience an individual responsibility? How can organizations contribute to and support employee resilience? And where is gender in this equation? This conceptual paper explores these questions using aviation, the skilled trades (i.e., carpentry, welding, plumbing) and the military as case studies to understand how gender inclusion could be better supported by resilient organizations. The barriers for women in male-dominated industries include social exclusion, marginalization, discrimination, harassment, and other forms of social closure. How these barriers can be overcome is not well understood. We argue that individual resilience plays a part in women thriving and developing enduring careers but can only occur in combination with support from gender inclusion strategies and organizational resilience. We have developed the Resilience for Gender Inclusion (RGI) model combining gender inclusion strategies with organizational resilience strategies. The RGI model demonstrates how employee and organizational resilience intersect and may lead to the transformative potential of inclusive cultures of diversity. This will improve employee wellbeing and self-efficacy and create a much needed sense of belonging and social inclusion for women in male-dominated occupations.     

Wage Inequality and Performance in Nonprofit and For‐Profit Organizations

This article examines the effects of several forms of wage inequality on service quality and employee effort. We suggest that two popular theories, tournament and fair wage/equity, are not necessarily competing. Each theory accurately describes aspects of employee behavior, but because of sectoral differences in organizational objectives and employee attitudes, tournament theory's predictions are relatively stronger in the for‐profit sector, while fair wage/equity theory's predictions are relatively stronger in the nonprofit sector. Using an employer–employee matched data set of nursing homes linked to a federal regulatory database and a resident survey, we found that ownership moderates the relationship between wage inequality and service quality. Although wage inequality positively affects service quality in the for‐profit sector, the reverse is true among nonprofit organizations. We also found that overall wage inequality in the workplace has a more pronounced influence on employee discretionary effort than does the employee's place in the distribution of wages.     

Constituency Building: Determining Employees' Willingness to Participate in Corporate Political Activities

Employing a sample drawn from employees of Fortune 500 companies, this study helps define which employees are likely to participate in corporate constituency building efforts and the relation between the variables leading to participation. Supporting and expanding findings by J. E. Grunig (1989) and Baysinger, Keim, and Zeithaml (1985), the present study revealed that employee political activity can be predicted by a model that features employee organizational commitment (based on each employee's position in the corporate organizational hierarchy, amount of company stock owned, and tenure with the company), prior record of noncompany political activism, amount of information seeking to become informed on public policy matters, degree of cognitive involvement, and willingness to support corporate public policy efforts. These findings can assist public relations practitioners who seek to create employee constituency efforts in the most feasible and efficient manner.     

Speaking up and stepping back: Examining the link between employee voice and job neglect

How does an employee attempts (or lack thereof) to improve or change work related circumstances influence one's ability to do one's job? This longitudinal study sought to examine this question by testing the relationship between employee voice and two distinct forms of job neglect (active and passive neglect) among child welfare workers at baseline (time 1: n = 359) and six month follow-up (time 2: n = 187). Path analysis results revealed significant yet unexpected relationships between employee voice and the forms of job neglect. At time one, results showed that as employees voiced, they engaged in active neglect; yet this relationship shifted over time. In that, employees who exercised voice at time 1 were less likely to engage in active job neglect at time 2. With respect to passive neglect and voice, employees who indirectly limited their work effort at baseline were more likely to speak up at time 2. This study examines this unique finding and the role that both employee voice and job neglect play as workers attempt to manage dissatisfying work conditions or promote positive organizational change.     

Creating a positive emotional culture: Effect of internal communication and impact on employee supportive behaviors

The study surveyed 506 employees in the United States to test the effect of internal communication (i.e., corporate-level symmetrical and leadership-level responsive communications) on fostering a positive emotional culture characterized by companionate love, joy, pride, and gratitude. In addition, we tested the interplay between corporate internal communication and a positive emotional culture and its influence on supportive employee behaviors, specifically, organizational citizenship behavior (OCB) and employee advocacy. Results indicated that symmetrical communication and responsive leadership communication cultivated a positive emotional culture in organizations. Such culture also fostered employee OCB and advocacy. Moreover, corporate symmetrical communication directly and positively influenced employee OCB. Finally, this study found that employee OCB positively affected employee advocacy. The theoretical and practical implications of the findings for public relations scholars and practitioners were discussed.     

Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication

ABSTRACT

The purpose of this study is to explore the positive outcomes of organizational resilience to see how resilient employees can support an organization by adapting to and initiating changes during the recovery process following a crisis. This study focuses on organizational resilience generated by employees, as a resilient system, through their psychological ability and positive communication behaviors. Resilient employees can help their organization bounce back to normal functioning following a crisis. A nationwide survey (N = 830) was conducted among full-time employees in the U.S. to examine the positive effect of organizational resilience on employee work-role performance. The results indicate that organizational resilience was positively and significantly associated with: employees’ intentions for proficiency, adaptivity and proactivity of organizational members, thus contributing to organizational effectiveness after a crisis situation.     

The Influence of Perceived Supervisor Listening Behavior on Employee Commitment

This study seeks to examine the influence of perceived supervisor listening on employee commitment in an organization. Research suggests that in today's organizations managers spend the largest percentage of their time listening, followed by speaking, reading, and writing. Although training addresses speaking and public presentations, interpreting technical reports, and instruction in technical writing, little has been done to either research or train listening skills.

Listening research has primarily focused on listening measurements and assessment (see Rhodes, Watson & Barker, 1990), and identification of specific behaviors associated with listening (see Lobdell & Gluc, 1990). Few studies have examined listening in the organizational setting (see Husband, Cooper, & Monsour, 1988; Husband, Schenck, & Cooper, 1988). A study by Husband, Cooper, and Monsour (1988), explored the initial question of supervisor's perceptions of their own listening behaviors in organizations. Further research by Husband, Schenck, and Cooper (1988) suggests that the subordinate's perception of supervisory listening may be different than the supervisor's actual listening behavior or the supervisor's perception of their own listening behavior. They found that subordinates did not feel at ease when communicating with their supervisors, and that the subordinates perceived that their supervisors were unwilling to listen to them.

As Husband, et al. (1988) suggests, there could be many starting points at which to address organizational listening. Based on some of the findings in their research, supervisor-subordinate listening seems to offer a logical beginning. The supervisor-subordinate relationship represents an essential link in the organizational structure (see Jablin, 1979). Given their argument, if subordinates differ in their perceptions of supervisory listening behavior, and perceive their supervisor's listening negatively, there may be a direct influence on their commitment to their jobs or the organization as a whole. This study attempts to determine the influence of perceived supervisor listening on employee commitment to the organization.

The respondents were 225 occupational employees and 53 managerial employees in a large southwestern utility company. The survey was a 69 item organizational listening questionnaire developed by Arnold (1989). The questionnaire was broken down into four dimensions: (1) feelings about the organization, (2) perception of relationship with supervisor, (3) perception of own communication behavior, and (4) organizational listening behaviors.     

Work-family culture and job satisfaction: does gender and parenting status alter the relationship?

Previous studies on work-family culture have examined its relationship with different employee outcomes (e.g., work-family conflict, job satisfaction, commitment) but neglected one important question; namely, who are most likely to benefit from a supportive work-family culture in terms of positive employee outcomes? The aim of this study was to shed new light on the work-family culture–job satisfaction linkage by examining the moderator effects of gender and parenting status in this relationship. Specifically, we asked whether gender and parenting status would alter the association between work-family culture and job satisfaction. We hypothesized – on the basis of traditional gender roles – that women, and especially mothers, would benefit most from a family supportive organizational culture. We utilized three divergent samples gathered from male (N=768) and female (N=1364) employees in Finland: (1) a female-dominated sample from social and health care; (2) a male-dominated sample from paper industry; and (3) more gender-mixed sample from the ICT company. Work-family culture was described through its positive (work-family support) and negative facets (work-family barriers), whereas job satisfaction was operationalized via a facet-based scale. Hierarchical moderated regression analyses performed separately for the three different organizations revealed that the results for mothers and fathers under the condition of high work-family support differed in the paper mill and the information and communication technology (ICT) company. Thus, in addition to gender, the type of organization also moderated the relationship. Specifically, in the paper mill, mothers benefited more from high work-family support than fathers, whereas in the ICT company the reverse situation held: fathers benefited more than mothers. Thus, high work-family support was associated with higher job satisfaction among mothers in the paper mill and among fathers in the ICT company.     

Ritualizing the Routine: Collective Identity Affirmation

Groups use rituals to create and preserve collective identities. Separation of sacred practices from customary activities has long been considered a key property of ritual. However, customary activities form the basis of some ritual celebrations. We explain how a different process of identity creation results: identity affirmation. We find that groups affirm their customary practices on ritual occasions when they intend to celebrate practices already associated with the sacred, and we explain the structure of such rituals using a case study of a university centennial celebration. We argue that attention to variation in ritual casts light on the values and collective identity of groups.     

Worker perceptions of organizational support and return-to-work policy: associations with post-injury job satisfaction

This study evaluates the psychometric properties of an industry-based employee measure of employer responses to injuries (i.e., organizational support and return-to-work policies) and explores the relationship of these variables to post-injury job satisfaction. Survey data were collected from 1438 employees with work-related injuries in 13 construction companies and 13 transportation companies. Factor analyses supported the two-factor structure of the scale, and both organizational support and return-to-work policies were independently associated with post-injury job satisfaction. The results suggest a need for understanding organizational responses to injuries, employee perceptions of injury response, and the impact of both on organizational outcomes.     

Beyond Neighborhoods and Crime: Expanding the Scope of Social Disorganization to Explain Occupational Deviance

This article proposes a structural explanation for the occupational deviance dimension of white collar crime. The systemic model of social disorganization theory is used as a framework for understanding organizational conditions that produce high rates of occupational deviance. The model of workplace disorganization proposed here posits parallel mechanisms can be found in communities as well as organizations. Marginalized workplaces, employee turnover, and employee heterogeneity are antecedent factors that discourage employee network formation and collective action against deviance. By refocusing on organizational factors, we offer a broader understanding of occupational deviance, one that can predict and explain the workplace conditions under which counterproductive behaviors occur.     

DOES DELEGATION INCREASE WORKER TRAINING?

We model a principal‐firm offering training to its agent‐worker under two alternative organizational structures: integration, where the principal retains authority to overrule the investment project recommended by the worker; and delegation, where the principal cannot overrule the worker's preferred investment project. We assume that training reduces the worker's effort cost of assembling information about alternative projects' payoffs and identify the conditions under which delegation increases the profit‐maximizing intensity of training. Empirical estimates from matched employer–employee data show that workplaces delegating authority do provide more worker training. This result persists in two cross sections, in panel fixed‐effect estimates and, critically, in an instrumental variable exercise that also controls for establishment fixed effects. (JEL D21, D22, D23, M53, M54)     

Social Constructs and Human Service: Managerial Sensemaking of Volunteer Motivation

Managers of volunteers in human service interpret their job and experiences through a cognitive construct grounded in past interactions and experiences. This construct—sensemaking—then guides the managers' perceptions of subsequent interactions with peers, volunteers, and supervisors. Volunteers similarly make sense of their surroundings through cognitive constructions grounded in their own experiences. Unfortunately, managers and volunteers do not always make sense of their surroundings in the same way. Research has demonstrated that supervisors and paid employees may not necessarily agree in their perceptions of such issues as, for example, employee motivation. Such differences can lead to disagreements about the meaning of behaviors and the design of reward systems, eventually compromising organizational performance. In this study, sensemaking of volunteer motivation was assessed from the manager's perspective and compared with a previous study of volunteers themselves. Differences in understanding such a primary question as why volunteers are present can reasonably be expected to have an impact on organizational effectiveness. Interestingly, the predicted outcome of a different sensemaking schema was not supported in either the understanding of motivation or in the relative importance assigned to altruism. Additional attributes of volunteer managers were also considered to determine if sensemaking is driven by environmental factors such as exposure to volunteers, tenure as a volunteer manager, or social roles associated with gender constructs. These additional attributes were not found to significantly affect the process of attribution of altruistic motives.