Organizational disidentification and change-oriented citizenship behavior

This study proposes that the extent to which employees have disidentified with their organization might reduce the likelihood that they undertake change-oriented citizenship behavior, though this negative link might be buffered by employees’ access to two personal resources (self-enhancement motive and benevolence) and two contextual resources (citizenship climate and job involvement). To test these theoretical predictions, the study gathers survey data from employees in the telecommunications sector in Canada. The results show that prior organizational disidentification curtails voluntary efforts to improve current organizational practices, but this effect is weaker when employees (1) find it important to make a good impression on others, (2) are benevolent toward others, (3) perceive that their organization encourages voluntary efforts, and (4) are highly involved with their jobs. These four factors accordingly diminish the risk that the extent to which employees have cognitively separated from their employer escalates into a reluctance to add to organizational effectiveness on a voluntary basis.     

Does performance management affect nurses’ well-being?

AimThis article focuses on employee performance-management practices in the healthcare sector. We specifically aim to contribute to a better understanding of the impact of employee performance-management practices on affective well-being of nurses in hospitals. Theory suggests that the features of employee-performance management (planning and evaluation of individual performances) predict affective well-being (in this study: job satisfaction and affective commitment).MethodsPerformance-management planning and evaluation and affective well-being were drawn from a survey of nurses at a Flemish hospital. Separate estimations were performed for different aspects of affective well-being.ResultsPerformance planning has a negative effect on job satisfaction of nurses. Both vertical alignment and satisfaction with the employee performance-management system increase the affective well-being of nurses; however, the impact of vertical alignment differs for different aspects of affective well-being (i.e. job satisfaction and affective commitment).ConclusionPerformance-management planning and evaluation of nurses are associated with attitudinal outcomes. The results indicate that employee performance-management features have different impacts on different aspects of well-being.     

Is it worth it? Linking perceived high-performance work systems and emotional exhaustion: The mediating role of job demands and job resources

The present study utilizes the job demands–resources model and examines the effects of employees’ perceptions of high-performance work systems (HPWS) on emotional exhaustion. For the needs of this study, structural equation modeling (SEM) was used on a sample of 343 frontline employees in a Greek manufacturing company. The findings do not support the critical arguments regarding HPWS, which suggest that these systems lead to work intensification and emotional exhaustion through increased job demands. In contrast, HPWS was positively related to job resources, although no support was found for a direct and negative relationship with emotional exhaustion. Last but not least, this study calculates HPWS as both a system and bundles of practices and provides useful insights regarding the differences between the two different measurement methods. Finally, theoretical and managerial implications are drawn for improving our understanding of how HPWS influences job demands and resources and employees’ emotional exhaustion.     

The Job Demand-Control (-Support) Model and psychological well-being: a review of 20 years of empirical research

The Job Demand-Control (JDC) model (Karasek, 1979) and the Job Demand-Control-Support (JDCS) model (Johnson, and Hall, 1988) have dominated research on occupational stress in the last 20 years. This detailed narrative review focuses on the JDC(S) model in relation to psychological well-being. It covers research from 63 samples, published in the period 1979-1997. In the review a distinction is drawn between two different hypotheses prevailing in research on the models. According to the strain hypothesis of the JDC model, employees working in a high-strain job (high demands-low control) experience the lowest well-being. The buffer hypothesis states that control can moderate the negative effects of high demands on well-being. Translating these hypotheses to the expanded JDCS model, the iso-strain hypothesis predicts the most negative outcomes among workers in an iso-strain job (high demands-low control-low social support/isolation), whereas the buffer hypothesis states that social support can moderate the negative impact of high strain on well-being. Although the literature gives considerable support for the strain and iso-strain hypotheses, support for the moderating influence of job control and social support is less consistent. The conceptualization of demands and control is a key factor in discriminating supportive from nonsupportive studies. Only aspects of job control that correspond to the specific demands of a given job moderate the impact of high demands on well-being. Furthermore, certain subpopulations appear to be more vulnerable to high (iso)strain, whereas others benefit more from high control. On the basis of the results of this review, suggestions for future research and theoretical development are formulated.     

What You Know or Who You Know? Occupation-specific work experience and job matching through social networks

While work experience is generally seen as an indicator of human capital, it may also reflect the accumulation of social capital. This study examines how work experience facilitates informal access to employment—that is, being matched with a new employer through an informal search or informal recruitment through the non-search process (without engaging in a job search). Results from fixed effects regression on panel data from the NLSY show that experience is related to informal entry into new jobs, though in a very specific way. The odds of being informally recruited into a new job improve as work experience in related occupations rises, but this relationship holds only among men. These findings highlight the social benefits of occupation-specific work experience that accrue to men but not to women, suggesting an alternative explanation for the gender disparity in wage returns to experience.     

Replanning the Master Production Schedule for a Capacity-Constrained Job Shop

This research examines the use of both frozen and replanning intervals for planning the master production schedule (MPS) for a capacity-constrained job shop. The results show that forecast error, demand lumpiness, setup time, planned lead time, and order size have a greater impact on the mean total backlog, total inventory, and number of setups than the frozen and replanning intervals. The study also shows that a repetitive lot dispatching rule reduces the importance of lot sizing, and a combination of repetitive lot dispatching rule and single-period order size consistently produces the lowest mean total backlog and total inventory. The results also indicate that rescheduling the open orders every period produces a lower mean total backlog and total inventory when the forecast errors are large relative to the order sizes. This result suggests that the due date of an open order should be updated only when a significant portion of the order is actually needed on the new due date.     

RFID as an Enabler of Improved Manufacturing Performance*

The use of radio frequency identification (RFID) versus bar coding has been debated with little quantitative research about how to best use RFID's capabilities and when RFID is more advantageous. This article responds to that need by qualitatively and quantitatively analyzing how RFID facilitates increased traceability and control in manufacturing, which in turn enables the use of more lot splitting and smaller lot sizes. We develop insights about operating policies (RFID vs. bar‐code tracking mechanisms, extent of lot splitting, and dispatching rules) and an operating condition (setup to processing time ratio) that affect the mean flow time and proportion of jobs tardy in a job shop. A simulation model is used to control factors in the experimental design and the output is evaluated using analysis of variance. The results show the following: (i) performance worsens when bar coding is used with extensive lot splitting, (ii) process changes such as extensive lot splitting may be required to justify RFID use instead of bar coding, (iii) the earliest operation due date dispatching rule offers an attractive alternative to other rules studied in previous lot splitting research, and (iv) the performance improvements with RFID and increased lot splitting are larger when the setup to processing time ratio is smaller. In a broader context, we fill a research void by quantitatively showing how RFID can be used as an advanced manufacturing technology that enables more factory automation and better performance along several dimensions. The article concludes by summarizing the results and identifying ideas for future research.     

衡量劳动市场供求状况的另一个指标：求人倍率

本文详细整理分析了我国政府分别公布的劳动力市场和人才市场的两套求人倍率统计的特点,分析了求人倍率与失业率的区别,比较了我国的求人倍率统计与世界各国求人倍率统计的异同点。根据我国求人倍率的数据分析了我国劳动市场的供求状况,其中一个重要特征是低学历劳动者的供求压力比高学历劳动者小得多。最后给出了我国求人倍率的详细的明确的定义,提出了今后完善这项统计时的注意事项。     

Fit for Work? The Influence of Sick Pay and Job Flexibility on Sickness Absence and Implications for Presenteeism

Recent developments in UK policy on health and employment have sought to change perceptions about what constitutes ‘fitness for work’. With the aim of reducing the incidence and duration of sickness absence, a range of initiatives, including the introduction of the ‘fit note’, are challenging the belief that it is necessary to be 100 per cent well in order to be at work. However, this article suggests that contextual factors independent of health may also influence people's decisions about whether or not to attend work at times of reduced wellness. Drawing upon data from a qualitative study of mental health and employment, this article illustrates how the terms and conditions of a person's employment may influence sickness absence decisions in a number of ways. It is argued that sick pay provisions, size of employer and nature of work may influence both decisions to take time off and decisions about when to return to work. The degree of flexibility to manage one's workload around times of poorer health may also have a bearing on whether people feel able to carry on with their work without recourse to sickness absence. Therefore, it may be important for policy interventions to consider not only health circumstances but also structural/contextual influences on conceptualizations of being ‘fit for work’. The implications of such contextually‐influenced decision‐making for ‘presenteeism’ are also considered. It is suggested that current conceptualizations of presenteeism are somewhat ambiguous; employees coming to work despite ill health is simultaneously presented as a problem and an aspiration.     

Ask and you shall receive: Social network contacts’ provision of help during the job search

Social network contacts—the people who are asked to help with others’ job searches—are key players in the job networking process. Before job seekers can become employed with the help social networks, contacts must first be able and willing to share the social resources job seekers need for their search. Little is known about the factors that affect contacts’ ability and willingness to do this. Analyses of a unique dataset of contacts show that they typically have access to resources and help job seekers by sharing them. Still, contacts are better able to help when they are male, employed, and better educated than job seekers. They are more willing to help when they perceive job seekers to be “good” workers. In identifying the conditions in which contacts provide social resources, this study illustrates how social networks are a productive job search strategy for some, but not all, job seekers.