Merit‐based Rewards,Job Satisfaction and Voluntary Turnover: Moderating Effects of Employee Demographic Characteristics

This paper draws on the reflection theory of compensation (Thierry, H. (1998). ‘Compensating work’. in P. J. D. Drenth, H. Thierry and C. J. de Wolff (eds), Handbook of Work and Organizational Psychology, 2nd edn, pp. 291–315, Psychology Press: Hove; Thierry, H. F. (2001). ‘Job evaluation systems and pay grade structures: do they match’, International Journal of Human Resource Management, 8, pp. 1313–1324) to examine the influence of individual merit‐based rewards on voluntary turnover via job satisfaction. It also tests the moderating effects of employees’ gender, age and education level between merit‐based rewards and job satisfaction. Data were collected from 636 employees in Japan at three points in time over a 12‐month period. The findings show that merit‐based rewards have a direct, positive effect on job satisfaction and an indirect effect on voluntary turnover. The effect of merit‐based rewards on job satisfaction was moderated by gender and education, providing evidence that merit‐based rewards are more important for male and highly educated employees. Practical and theoretical implications are discussed.     

The Role of Project and Organizational Context in Managing High‐tech R&D Projects

High‐tech organizations often struggle to manage different types of R&D projects. Evidence from research and practice suggests that managers frequently categorize and manage projects based on the extent of change triggered in product, process, technology, and market dimensions. However, this can create challenges in high‐tech organizations. This study investigates how high‐tech organizations manage R&D projects based on their learning goals. First, we argue for the benefits of categorizing R&D projects based on the degree of exploration and exploitation learning goals. A qualitative case study from four high‐tech business units involving 10 R&D projects helps understand the different types of projects based on their learning goals. The case study shows that R&D projects in high‐tech organizations typically fall into three categories based on their learning goals: Radical innovation projects, Incremental innovation projects, and Hybrid projects. Second, we iterate between literature and evidence from our qualitative data to theorize how project context and organizational context affect project performance depending on the type of project. The data for the empirical analysis come from a multilevel survey of 110 R&D projects across 34 high‐tech business units. Results show the importance of designing project and organizational context differently for the three types of R&D projects. Collectively, this study offers a new perspective on how to manage high‐tech R&D projects.     

Diversity as a Basis for Shared Organizational Identity: The Norm Congruity Principle

Although the social identity approach is generally used to explain the negative consequences of diversity for the formation of a common identity within organizations, we propose that social identity processes can also lead employees to evaluate their differences in a positive way. We propose norm‐congruency as a central principle to understand these issues. We argue that when differences among team members in organizations are congruent with norms and expectations, diversity can become a basis for organizational identification.     

Direct and indirect conflicts at work in China and the US: A cross-cultural comparison

Abstract

Most studies on interpersonal conflict at work have been conducted in Western countries. However, cultural differences may affect how people behave towards each other, and understanding these differences may shed light on how people in culturally dissimilar countries experience stress. Using the Cross-Cultural Interpersonal Conflict Scale (CC-ICS) developed for this research, we assessed both direct (face-to-face) and indirect (negative behaviour behind someone's back) conflict at work in 166 and 204 university employees from China and the United States (US), respectively. Confirmatory factor analyses supported a three-factor structure (direct conflict, indirect conflict engaged in by oneself, and indirect conflict by others) of the CC-ICS in both countries. MANCOVA and Bonferroni-adjusted univariate tests revealed that US employees reported more indirect conflict, both by self and by others against self. Moderated regression analyses showed that country moderated the relations between interpersonal conflict and job strains. Direct conflict played a more important role in predicting US employees’ psychological strains, whereas indirect conflict played a more important role in predicting Chinese employees’ physical symptoms. Hotelling t-tests showed that in China indirect conflict by others was more strongly related to psychological strains than was direct conflict. Thus, employees’ cultural backgrounds appear to be associated with how they express conflict behaviours.     

8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status

Abstract

Hierarchy is such a defining and pervasive feature of organizations that its forms and basic functions are often taken for granted in organizational research. In this review, we revisit some basic psychological and sociological elements of hierarchy and argue that status and power are two important yet distinct bases of hierarchical differentiation. We first define power and status and distinguish our definitions from previous conceptualizations. We then integrate a number of different literatures to explain why status and power hierarchies tend to be self‐reinforcing. Power, related to one’s control over valued resources, transforms individual psychology such that the powerful think and act in ways that lead to the retention and acquisition of power. Status, related to the respect one has in the eyes of others, generates expectations for behavior and opportunities for advancement that favor those with a prior status advantage. We also explore the role that hierarchy‐enhancing belief systems play in stabilizing hierarchy, both from the bottom up and from the top down. Finally, we address a number of factors that we think are instrumental in explaining the conditions under which hierarchies change. Our framework suggests a number of avenues for future research on the bases, causes, and consequences of hierarchy in groups and organizations.     

Labor Market Intermediaries and the New Paradigm for Human Resources

Labor market intermediaries (LMIs) are entities that stand between the individual worker and the organization that needs work done. They include well-known operations such as executive search firms that act as brokers to fill jobs and temp agencies that lease labor to clients but also less familiar entities such as professional employer organizations (PEOs) that take on the legal obligations of employment for clients. LMI's mediate between individual workers and the organizations that need work done, shaping how workers are matched to organizations, how tasks are performed, and how conflicts are resolved [Autor, D.H. (2009). Studies of labor market intermediation: Introduction. In D. Autor (Ed.), Studies of labor market intermediation (pp. 1–26). Chicago, IL: University of Chicago Press]. They essentially disintermediate aspects of management that had been performed by employers. The growth and increasing prominence of LMI's is important for all research associated with the workplace because we can no longer do a study of “workers” in an organization and assume that they are all employees: Some may be temps under contract to an agency, some may be “employed” by a PEO, some may work for vendors. The reason that matters is because LMI's appear to alter attitudes and behaviors on all sides. For example, they change the bilateral, employee–employer relationship into a three-way “triangular” relationship. They may well create “dual allegiance” issues, where individuals feel ties to the search firm that placed them in their current job and their employer or the agency that employs them and the client on whose behalf they are currently working. Most fundamentally, they challenge the existing paradigms we have used to understand the workplace: Does “attraction–selection–attrition” have any relevance, for example, when employers hire temps placed by agencies into permanent jobs? What does career development mean when the person with the most influence over your next job is a search consultant? There is already an extensive literature on LMIs, but it is spread across disciplines and fields and mainly examines the labor market outcomes associated with the use of LMIs. The literature lacks a management voice. We know relatively little about the effects of LMIs on workplace attitudes and behaviors, the central focus of organizational behavior; about how LMIs and the associated rise of outside hiring change how we should think about topics such as recruiting and selection, a central concern of personnel psychology; we know even less about how LMIs change the way firms think about competencies and boundaries of the firm, central topics in strategy, when the firm's workforce is actually employed by another organization or when it can be reshuffled very quickly. We develop a taxonomy of LMIs and use it to classify the burgeoning but disjointed literature on LMIs across the social sciences. We classify LMIs in terms of three main attributes of human resource (HR) practices that they perform: Information Providers, Matchmakers, and Administrators. We describe first how LMI activities differ from HR management practices performed by employers in the traditional relationship. Second, we outline the existing research about how LMIs affect employment outcomes, such as access to employment, wages, work-related attitudes and behaviors, working conditions, and skill development. Finally, we highlight the implications of LMIs for management research, especially new, understudied research questions that need to be addressed.     

Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization*

In order to investigate the development of organizational identification during a merger, a quasi‐experimental case study was conducted on a pending merger of police organizations. The research was conducted among employees who would be directly involved in the merger and among indirectly involved employees. In contrast to earlier studies, organizational identification was measured as the expected identification prior to the merger. Five determinants were used to explain the employees' expected identification: (a) identification with the pre‐merger organization, (b) sense of continuity, (c) expected utility of the merger, (d) communication climate before the merger and (e) communication about the merger. The five determinants appeared to explain a considerable proportion of the variance of expected organizational identification. Results suggest that in order to obtain a strong identification with the soon‐to‐be‐merged organization, managers should pay extra attention to current departments with weaker social bonds as these are expected to identify the least with the new organization. The role of the communication variables differed between the two employee groups: communication about the merger only contributed to the organizational identification of directly involved employees; and communication climate only affected the identification of indirectly involved employees.     

7 Getting There from Here: Research on the Effects of Work–Family Initiatives on Work–Family Conflict and Business Outcomes

Abstract

Many employing organizations have adopted work–family policies, programs, and benefits. Yet managers in employing organizations simply do not know what organizational initiatives actually reduce work–family conflict and how these changes are likely to impact employees and the organization. We examine scholarship that addresses two broad questions: first, do work–family initiatives reduce employees’ work–family conflict and/or improve work–family enrichment? Second, does reduced work–family conflict improve employees’ work outcomes and, especially, business outcomes at the organizational level? We review over 150 peer‐reviewed studies from a number of disciplines in order to summarize this rich literature and identify promising avenues for research and conceptualization. We propose a research agenda based on four primary conclusions: the need for more multi‐level research, the necessity of an interdisciplinary approach, the benefits of longitudinal studies that employ quasi‐experimental or experimental designs and the challenges of translating research into practice in effective ways.     

10 Sociomateriality: Challenging the Separation of Technology,Work and Organization

Abstract

We begin by juxtaposing the pervasive presence of technology in organizational work with its absence from the organization studies literature. Our analysis of four leading journals in the field confirms that over 95% of the articles published in top management research outlets do not take into account the role of technology in organizational life. We then examine the research that has been done on technology, and categorize this literature into two research streams according to their view of technology: discrete entities or mutually dependent ensembles. For each stream, we discuss three existing reviews spanning the last three decades of scholarship to highlight that while there have been many studies and approaches to studying organizational interactions and implications of technology, empirical research has produced mixed and often‐conflicting results. Going forward, we suggest that further work is needed to theorize the fusion of technology and work in organizations, and that additional perspectives are needed to add to the palette of concepts in use. To this end, we identify a promising emerging genre of research that we refer to under the umbrella term: sociomateriality. Research framed according to the tenets of a sociomaterial approach challenges the deeply taken‐for‐granted assumption that technology, work, and organizations should be conceptualized separately, and advances the view that there is an inherent inseparability between the technical and the social. We discuss the intellectual motivation for proposing a sociomaterial research approach and point to some common themes evident in recent studies. We conclude by suggesting that a reconsideration of conventional views of technology may help us more effectively study and understand the multiple, emergent, and dynamic sociomaterial configurations that constitute contemporary organizational practices.     

Designing Lateral Organizations: An Analysis of the Benefits,Costs, and Enablers of Nonhierarchical Organizational Forms*

Twenty-first century organizations will require designs that enable them to cope with turbulent environments. Organizations have experimented with lateral organizational designs for this purpose, but research evidence concerning these forms is sparse. We analyzed data obtained from 512 employees within eight diverse organizations implementing flexible lateral organizations. Using a sequence comparison methodology, we were able to identify and categorize the major costs, benefits, and enablers associated with implementing these forms of complex organizations. Propositions for effectively managing lateral relations were tested and managerial implications were explored.     

Dose‐Response Model of Coxiella burnetii (Q Fever)

Q fever is a zoonotic disease caused by the intracellular gram‐negative bacterium Coxiella burnetii (C. burnetii), which only multiplies within the phagolysosomal vacuoles. Q fever may manifest as acute or chronic disease. The acute form is generally not fatal and manifestes as self‐controlled febrile illness. Chronic Q fever is usually characterized by endocarditis. Many animal models, including humans, have been studied for Q fever infection through various exposure routes. The studies considered different endpoints including death for animal models and clinical signs for human infection. In this article, animal experimental data available in the open literature were fit to suitable dose‐response models using maximum likelihood estimation. Research results for tests of severe combined immunodeficient mice inoculated intraperitoneally (i.p.) with C. burnetii were best estimated with the Beta‐Poisson dose‐response model. Similar inoculation (i.p.) trial outcomes conducted on C57BL/6J mice were best fit by an exponential model, whereas those tests run on C57BL/10ScN mice were optimally represented by a Beta‐Poisson dose‐response model.     

Behavioural determinants of perceived managerial and leadership effectiveness in Argentina

The purpose of this empirical study was to explore the perceptions of Argentinean managers and non-managerial employees about managerial and leadership effectiveness, and the extent to which the findings are generalized to other countries. The central research question addressed was as follows: How do people employed in Argentinean companies behaviourally distinguish effective managers from ineffective managers, and to what extent are the findings culture-specific or context-general? A total of 42 employees from private and public sector organizations in Cordoba, Argentina, were interviewed using critical incident technique. The interviews generated 302 critical incidents of which 155 were examples of positive (effective) managerial behaviour, and 147 of negative (ineffective) managerial behaviour. The findings suggest that Argentineans perceive as effective those managers who are supportive, considerate, motivating, caring, good decision makers, approachable, participative, fair-minded, communicative, actively involved, and who act as role models. This challenges the widely held belief that Argentineans prefer authoritarian managers over democratic ones.     

Individual and organizational strategies for coping with organizational change

Abstract

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue. Several strategies are discussed in relation to communication, leadership, job-related tasks and stress management programmes.     

Confidence Matters: Self‐efficacy Moderates the Credit that Supervisors Give to Adaptive and Proactive Role Behaviours

In complex and uncertain work environments, employees need to not only be proficient in carrying out their core duties, but also to be adaptive (able to cope and respond to unpredictable events) and proactive (able to anticipate the situation and act in a self‐directed way) in their work roles. In this study we investigate the extent to which supervisors actually give credit to adaptive and proactive role behaviours when they judge employees’ overall job performance. Drawing on attribution theory, we propose that the extent to which these role behaviours are valued by supervisors will be enhanced by employees’ confidence for relevant role behaviours. Support for these ideas is provided using data from junior doctors and their supervisors in a hospital emergency department. Adaptive role behaviours positively influenced supervisors’ judgements of overall job performance. This relationship was stronger for employees with high self‐efficacy for achieving outcomes. Engaging in proactive role behaviours while also lacking role‐breadth self‐efficacy resulted in supervisors’ giving employees less credit for their proactive role behaviours. Findings support the argument that employees’ self‐efficacy for specific role behaviours provides attributional cues about capability that modify how adaptive and proactive role behaviours are interpreted and valued.     

Past,Present and Future Research on Multiple Identities: Toward an Intrapersonal Network Approach

Abstract

Psychologists, sociologists, and philosophers have long recognized that people have multiple identities—based on attributes such as organizational membership, profession, gender, ethnicity, religion, nationality, and family role(s)—and that these multiple identities shape people's actions in organizations. The current organizational literature on multiple identities, however, is sparse and scattered and has yet to fully capture this foundational idea. I review and organize the literature on multiple identities into five different theoretical perspectives: social psychological; microsociological; psychodynamic and developmental; critical; and intersectional. I then propose a way to take research on multiple identities forward using an intrapersonal identity network approach. Moving to an identity network approach offers two advantages: first, it enables scholars to consider more than two identities simultaneously, and second, it helps scholars examine relationships among identities in greater detail. This is important because preliminary evidence suggests that multiple identities shape important outcomes in organizations, such as individual stress and well-being, intergroup conflict, performance, and change. By providing a way to investigate patterns of relationships among multiple identities, the identity network approach can help scholars deepen their understanding of the consequences of multiple identities in organizations and spark novel research questions in the organizational literature.     

Measuring Organizational Performance: A Case for Subjective Measures

We review the organizational performance (OP) measurement literature highlighting the limitations of both objective and subjective measures of performance. We argue that, with careful planning, subjective measures can be successfully employed to assess OP. This is because often consistent, reliable and comparable compatible objective data on OP measures – particularly across countries and sectors – is difficult to come by. Considering that an inflated OP measure can be cross‐checked with the use of secondary data, managers have little incentive to report such figures. As a result, when quizzed over the stand‐alone performance measures of their organizations or vis‐à‐vis their rivals, managers accurately assess and respond to questions on the performance of their organizations. An in‐depth statistical exercise conducted on the subjective measures of OP as reported by managers of four sets of companies in four separate countries, show consistent results, thus lending support to this premise.     

How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate

Thriving teams are critical to the effective functioning of an organization. Extending Spreitzer et al.’s (2005) socially embedded model of thriving at work to the team level, this study explores how and when servant leadership promotes collective thriving. Through data collected from 80 teams composed of 520 employees, the study reveals that servant leaders help embed members in high‐quality team–member exchange relationships, which in turn enables their collective thriving. The authors find that a highly political climate is a dual‐stage moderator hindering the positive impact of servant leadership on collective thriving. The findings move forward extant servant leadership and thriving literature. The authors also offer practical implications for how organizations can nurture and reap benefits from thriving teams and the active role of employees in this process.     

Family Status and Work Attitudes: An Investigation in a Professional Services Firm

To help employees better balance work and family responsibilities, organizations are increasingly offering a variety of work–family programmes. However, anecdotal reports suggest that employees without spouses or children perceive that they receive fewer organizational benefits and bear greater burdens than their married or parent counterparts. By providing a more ‘family‐friendly’ work environment, organizations may foster perceptions of inequity in people without families (single adults without dependent children, SAWDCs), possibly resulting in lower job satisfaction and other work‐related outcomes. Using a sample of 454 employees of a professional services firm, we examined attitudinal differences between individuals with and without families. Findings suggest that SAWDCs and non‐SAWDCS differed in terms of age, organizational level, use of flexible work arrangements and firm tenure. However, we found no differences in hours worked, job involvement, job satisfaction or organizational commitment. Interestingly, SAWDCs had more favourable perceptions of the organization's work–family culture than non‐SAWDCs, suggesting that those who do not utilize family‐friendly benefits view them more favourably than those who actually need or use the benefits. In addition to identifying directions for future research, we offer suggestions for organizations, including taking a more universal approach to benefits to the advantage of all employees.     

Knowledge Building: Developing Employees Through Education

Is it enough for an organization to develop the total individual? Beyond technical expertise and skills necessary to perform jobs, employees who are encouraged to learn are more willing and able to meet the needs, goals, and objectives of the organization. These employees who are will-rounded transition what they have learned into the workings of the organization and for the sake of the growth and development of the organization. Allowing employees to learn, organizations create a workforce capable of applying all the benefits of learning to the growth of the organization. Whether a corporation develops its own university, creates an alliance with traditional educational institutions or creates a virtual university, it gives the employees the opportunity to learn and develop. As Peter Drucker said in a 1994 interview, the growth industry of the future is the education of adults. The education and the development of executives and the workforce are a new commodity and organizations that support education will be placed at a distinct competitive advantage over organizations that do not. Imagine a workplace filled with employees who have realized self-satisfaction, employees who can of gather information, analyze information and make decisions. Imagine a learning organization consisting of employees with greater understanding of corporate politics, employees who are motivated and employees who are persistent in pursuing goals. Is it worth the expense to increase employees' knowledge through education? Is it worth the expense to develop employees to increase productivity and obtain financial goals for the shareholders and stakeholders? I think any organization not willing to invest in an employees' education is an organization that is `running a fever' and an organization that may have difficulties competing globally in the next millennium.     

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions,Theoretical Frameworks and Organizational Outcomes

The importance of context has been well established in studies of leadership (Bryman, A. and Stephens, M. (1996). The importance of context: qualitative research and the study of leadership. Leadership Quarterly, 7, pp. 353–371; Pettigrew, A. and Whipp, R. (1991). Managing Change for Competitive Success. Oxford: Blackwell). However, recent reviews of shared leadership have tended to merge findings across commercial and non‐commercial settings, disregarding contextual differences in these distinctive domains. Acknowledging that the challenges of leadership may vary in different organizational contexts, this paper argues that a focused review of shared leadership in commercial organizations (COs) is needed. The authors thus systematically review findings from over twenty years of empirical research on the practice of shared leadership in commercial organizations, critically reviewing definitions, theoretical dispositions and measurement approaches adopted in the field, before evaluating the impact of shared leadership on performance in this context. Findings from commercial and non‐ commercial organizations are then compared, highlighting significant differences in the conceptualization of shared leadership in these distinct settings. Contributing to theory in this field, a framework is developed, mapping the landscape of current research in commercial contexts, revealing critical gaps in our present understanding of shared leadership processes. Consequently, a model summarizing a proposed research agenda for future studies is provided, highlighting the need for such research to focus on the interactions of individuals as they share in the leadership of their team.