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The purpose of this study is to examine the relationships between face concerns, articulated (upward) dissent and organizational assimilation. In this study, articulated dissent was conceptualized as a type of dissent.

A questionnaire was distributed to 370 working adults in the USA via Qualtrics. The questionnaire measured five face concerns, namely, self, other and mutual-face, articulated dissent and organizational assimilation. Before hypothesis testing, each measure was subjected to a confirmatory factor analysis to ensure that the hypothesized factor structure held. Pearson correlation and ordinary least squares estimation were used to test the hypotheses.

Conceptualizing dissent as a type of conflict, the findings of the current study are as follows: self-face and assimilation are positively correlated, other-face and assimilation are positively correlated, mutual-face and assimilation are positively correlated, assimilation and articulated dissent are positively correlated and organizational assimilation mediated the relationship between mutual-face and articulated dissent.

Theoretically, the self-presentation process (face) is more critical as a person becomes part of an organization; it is through assimilating into an organization that members become familiar with the norms of an organization and more comfortable dissenting to their superiors (articulated dissent); and the more the authors integrate with the work colleagues the more the authors engage in mutual face-saving.

The results of this study demonstrate that self-presentation is critical as a person becomes part of an organization, particularly when it comes to managing conflict.

This is the first study to link facework with organizational dissent. The results add to the understanding of how face affects whether we choose to express this kind of conflict behavior.

The purpose of this study was to establish a Technology-Organization-Personality model of secure software development (SSD) innovation assimilation at the level of individual motivation. The model identifies individual psychological motivation, which influences innovation assimilation intention and behavior. It constitutes an organizational management view of SSD innovation assimilation from individual psychological motivation perspective.

An empirical study was employed to verify the assumption model. Semi-structured user interviews were conducted with some security experts to consult their advice and obtain the measurement scales. And questionnaires were circulated at a focus group meeting and among some software security professionals by email. Of 230 questionnaires that were answered, 215 could be used. IBM SPSS 19.0 and AMOS 17.0 were used alternately to analyze the data. Structural equation model was employed to verify the hypotheses of the model.

Results reveal that two types of individual motivation can influence SSD innovation assimilation, namely, potential organization support and individual needs. Furthermore, absorption capability was found to play a regulated function in the transition of SSD assimilation intention to behavior.

The findings reveal how individual motivation plays an important role in promoting complex innovation assimilation. It fills the gap of the research on organizational assimilation behavior and individual motivation in the context of SSD complex innovation, and provides management of software development organization with empirically based conceptualization to guide their personnel incentive policymaking.

The purpose of this paper is to unite research on migration patterns and job and community embeddedness to examine how the distance an employee has relocated to take a job affects voluntary turnover behavior and how that behavior is impacted by both on-the-job and off-the-job factors.

This paper tests these relationships in a longitudinal field study of 2,297 engineers.

The distance an employee relocates for a job has an impact on their voluntary turnover behavior, and one form of embeddedness (educational reimbursement) moderates the distance–voluntary turnover relationship. In addition, direct effects of other types of embeddedness reduce the likelihood of voluntary turnover (assimilation programs and employee contributions to local non-profits).

This paper provides practitioners with information to supplement employee retention activities through the use of company-offered benefits.

By finding support for the hypothesis that employees who relocated a greater distance from where they earned their last degree are more likely to voluntarily terminate their employment, support was found for a link between turnover models and repeat migration. Support was also found for company-offered benefits as forms of embeddedness, reducing voluntary turnover behavior.

The purpose of this paper is to explore the impact of four types of acculturation behaviors of frontline service employees (assimilation, separation, integration, and marginalization) on customer satisfaction and customer commitment.

In total, 377 ethnically diverse customers of a retail bank in New Zealand participated in this study. SmartPLS3 was used to test all the hypotheses.

Assimilation and integration have positive effects on both customer satisfaction and commitment. Marginalization has a negative effect on both customer satisfaction and commitment but separation has a negative effect only on customer satisfaction and not on customer commitment.

Future research may validate and extend the authors findings in diverse cultural settings and use experimental method to explore the socio-psychological mechanisms underlying the influence of frontline service employees’ acculturation behaviors on customer satisfaction and commitment.

This study will help managers understand the importance of service employees’ acculturation behaviors and develop suitable recruitment strategies and training programs to improve their impact on customer satisfaction and commitment.

This study extends current research on intercultural service encounters by looking beyond the moderating effects of four types of service employees’ acculturation behaviors, to explore their direct effects on customer satisfaction and commitment.

The purpose of this paper is to identify the ethical implications of treating new employees with high consideration and respect for their needs and to explain how this expectation honors the psychological contract between employers and their incoming employees. By providing a specific model for improving the onboarding process, this paper also provides helpful information for practitioners in addressing this important task.

The process for onboarding and assimilating new employees in the modern organization is often ineffective – despite the fact that this important task is acknowledged to be vital to the success of those employees and important to their organizations. This conceptual paper addresses the problems of new employee orientation from an ethical and psychological contract perspective and suggests a ten-step model to improve the onboarding process.

The paper confirms that onboarding is not done well by organizations, that employees expect that they will be treated with appropriate concern for their interests as part of their assumptions in coming into a new organization, that onboarding new employees is fraught with ethical implications, and that the process can be greatly improved by following the ten-step model provided.

The paper provides opportunities for practitioners to apply their proposed model and enables scholars to test the impact of incorporating the steps of the ten-step onboarding model.

Ineffective onboarding has significant ramifications not only for the efficiency of organizations but also for the effectiveness of incoming employees. Understanding the implicit ethical issues in the onboarding process enables organizations to improve the employer-employee relationship and honor their responsibilities to incoming employees.

In a world where trust in leaders and organizations has declined, understanding the implications of the psychological contract expectations of incoming employees and honoring an organization’s obligations to those employees is likely to increase employee trust and commitment while benefiting the organizations that apply the proposed model.

The topic of onboarding employees has not been fully understood by busy organizations and this paper addresses the ethical and psychological implications of effective onboarding and its contributing value for both the organization and the new employees affected by the onboarding process. The ten-step model provides a useful checklist for human resources staff and for the organizational leaders who oversee them.

The purpose of this paper is to increase the knowledge about the strategies and actions that organisations are implementing to control and reduce their greenhouse gas emissions, as well as to identify and know the influence of the factors that can contribute to the consolidation of an organisational behaviour that is effective in the fight against climate change.

The paper presents a case study conducted in Heineken Spain, which is primarily engaged in manufacturing and distributing beer, and some of its facilities are covered by the European Union – Emissions Trading System regulation. The results of this case study are analysed and interpreted according to institutional theory.

The paper illustrates the strategies developed by Heineken Spain in order to control and reduce their emissions and identifies these factors that are influencing on the consolidation of an effective practice in the fight against climate change: top management support, communication, training, formalization, technical/rational, internal supervision and consistency.

The paper reveals in‐depth the strategies and actions that have been implemented by an organization to fight against climate change. Also, this study allows managers to know the influence of the different factors affecting the stages of the consolidation process within the organization of an effective policy for the control and reduction of emissions, which is very useful for planning and evaluating during the process.

The purpose of this paper is threefold: first, to test the role of the managerial team’s commitment to quality deployment, quality performance and firm performance; second, to shed light on the effects of a certified quality management system on this chain; and third, to analyze the effects of changes in this chain on different management team attitudes, namely, innovativeness.

Based on a survey conducted in a sample of 370 hotels from the region of Madrid (Spain), the model and hypotheses were validated using structural equation modeling analysis.

The results reveal the importance of a commitment to quality for quality deployment. In addition, quality deployment has a strong impact on operations and employee and customer performance. However, only impacts derived from customers’ perceptions of service quality affect firm performance. In addition, a contextual analysis was performed to verify whether various contextual factors (certification in a quality management standard and the innovative attitude of the management team) could modify the previously obtained results for the full sample.

The management team should understand that its attitude toward quality management could affect the company’s overall performance. On the one hand, the team should be aware that the cost of implementing quality practices could be a burden for employees in the performance of their daily activities. On the other hand, there is a positive relationship between involvement in addressing customers’ requirements and financial performance. Therefore, a balance between the efforts to maintain a certain level of quality by the firm’s employees and the service quality offered to the customers is crucial to achieving better financial performance.

The impact of the implementation of quality management practices on performance has been widely studied; however, the role of intangible factors has not been commonly discussed in service industries in general and even less so in the hospitality sector. This paper analyses the influence of the quality management team’s attitudes toward innovativeness and the implementation of a quality management standard.

Managers of US resorts are using H2B and J‐1 guest workers to fill seasonal labor needs. Acculturation and assimilation of international workers has a major impact on service and customer satisfaction in resorts. The purpose of this paper is to identify the methods used by resorts to successfully acculturate, assimilate, and retain international workers.

The case study method was used. Semi‐structured telephone interviews were conducted with HR directors of six seasonal resorts that hired H2B and J‐1 workers. Content analysis of the interviews was used to generate acculturation, assimilation, and retention practices at the resorts.

Results from this paper indicate that techniques for acculturation of guest workers are informal and occur on‐the‐job while assimilation techniques are more formal. Retention strategies varied by resort. Differences are found between the techniques used in these resorts and those used in seasonal restaurants.

The sample size is limited to those HR directors agreeing to participate. Given the current economic situation and job market, many HR directors are hesitant to share information about their international workers.

A comprehensive assimilation, acculturation, and retention program for seasonal workers is proposed.

No research is found on the ways to successfully assimilate international workers to a resort's culture and acculturate them in the US culture. The results of this paper will give HR directors a guide on how to assimilate international workers in their workforce.

The purpose of this study is to examine the factors related to the employee as an individual, that affect the quality and level of the individual’s assimilation of knowledge (AOK) which is transmitted by way of organizational learning.

All subjects (317) of this research were employed at different positions in day camps of a social organization. The study examined the subjects’ AOK relating to the organization’s security and safety procedures. The variables examined in this study include: the employee’s organizational commitment; the employee’s perception of the organization’s culture; the employee’s perception of the advantage inherent in the security and safety information; the employee’s self-efficacy; and the employee’s motivation to assimilate the new knowledge.

The research variables explained a significant part (37 per cent) of the variance obtained with respect to assimilation and learning in the organization. The most powerful explanation for the variance in degree of implementation was the perception of the organization’s security and safety culture and the subject’s self-efficacy. Subjects’ perceived advantage from the knowledge did not make a significant contribution and motivation serves as a mediator but it does not mediate directly between the variables and AOK.

The research was conducted in a single organization. We recommend conducting similar studies in other organizations, including other types of organizations, to strengthen the conclusions which derive from our research. We also recommend that future research should use alternative methodologies (e.g. qualitative research and review of the results by experts) since other methodologies might reveal new facts that may have been uncovered in the use of the quantitative method applied in our research.

We recommend that an organization which strives to be a learning organization, should pay attention, inter alia, to factors relating to the employees themselves, and in particular: increasing the employees’ self-efficacy, clarifying the benefits to the employee of the transmitted knowledge; and bringing the organization’s values and culture into clearer focus for the employees.

The unique nature of our research model is twofold: first, the variables on which we have chosen to focus are different from other studies, and to our knowledge, the combination of these variables and the examination of these variables in relation to learning in the context of organizations have not been examined in other studies. Second, our model gauges the effects of an employee’s subjective perception with relation to his organization’s culture, his perceived advantage with regard to the subject-matter which he is learning and his self-assessed existing knowledge.

Training cannot be effective if trainers are not pedagogically competent. However, the influence of trainers’ pedagogical competencies on employees’ knowledge and skill acquisition during training is not given the needed attention in the training literature. This study aims to examine the influence of trainers’ pedagogical competencies such as delivery, trainees’ involvement, use of visual aids and body language on trainees’ assimilation of training content.

The data are analyzed from 425 respondents in an online survey. This study uses structural equation modeling in testing the hypotheses following validity and reliability tests.

This study finds that trainers’ pedagogical competencies such as trainee involvement and body language have a significant influence on trainees’ assimilation of training content, but others such as the trainers’ delivery and use of visual aids do not have a significant influence on assimilation of training content.

Professionals responsible for training should endeavor to use trainers who have been proven to be pedagogically competent, especially involving trainees during training and use of body language and not just experts in the topics/areas they provide training. Trainers themselves should on their part do well to acquire pedagogical skills in addition to the content knowledge they possess to enhance their training effectiveness particularly, trainees’ assimilation of training content.

As a phenomenon rarely given attention, this study urges learning and development researchers and practitioners as well as human resource management professionals to give attention to the pedagogical competencies of trainers during training and trainees’ learning.