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To examine perceptions of organizational atmosphere and joint ownership in a firm in which capital ownership is broadly shared among members of its work force.

A questionnaire was administered with a sample of 123 people from a Mondragon cooperative firm, ULMA Architectural Solutions, and responses were analyzed using principal components’ analysis and regression techniques.

Two factors are found to play especially important roles in explaining perceptions: (1) work and management/supervisory practices, especially those relating to communication and participation in decisions in respondents’ immediate work area, and (2) job type (blue collar vs. white collar).

The study confirms earlier research on the broad centrality of participation and related practices to perceptions of work and the organization in employee ownership settings, while findings focus on the immediate work environment and relationships with immediate managers for blue-collar workers.

These are closely related to the research implications, underlining the importance to worker-owners, in manufacturing contexts, of communication and involvement in decisions in their immediate work environment.

Widespread concerns about inequality, poor working conditions, and competitiveness suggest the importance of investigating enterprises with broadly shared capital ownership, enterprises that tend to address these concerns.

The chapter reinforces the fundamental roles of information-sharing and participation in enterprises with shared ownership, while making key distinctions between shopfloor and office workers experiences and perceptions.

This study aims to explore how team task-related social media usage (TSMU) and social-related social media usage (SSMU) affect employees' perceptions of intra-team cooperation and competition and further individual creativity.

This study conducted a questionnaire survey on enterprises in China that have implemented social media and obtained 348 useable questionnaires from 55 work teams.

The results revealed that employees' perceptions of intra-team cooperation and competition can promote employees' creativity. Employees' cooperation perception can be significantly positively affected by TSMU and SSMU, whereas employees' competition perception can be significantly positively affected by TSMU. Regarding congruence, the results indicated that the more balanced between TSMU and SSMU, the stronger the competition perception.

Managers should pay critical attention to the role of team social media usage (SMU) in shaping employees' perceptions of their team environments. They should realize the different outcomes and the joint effects of the different types of SMU.

This study contributes to the social media literature by explaining the impact of team SMU on employees' perceptions and evaluations of team environments based on the social information processing theory. The study presents the relationships among team SMU, employees' perceptions of cooperation and competition and employee creativity. Moreover, this study expands research on the trade-off of SMU by exploring the impact of balanced and imbalanced SMU in a work team.

The purpose of this paper is to test the interactive effects of grit (e.g. supervisor and employee) and politics perceptions on relevant work outcomes. Specifically, the authors hypothesized that supervisor and employee grit would each demonstrate neutralizing effects when examined jointly.

Three studies (N’s=526, 229, 522) were conducted to test the moderating effect across outcomes, including job satisfaction, turnover intentions, citizenship behavior and work effort. The authors controlled for affectivity and nonlinear main effect terms in Studies 2 and 3 following prior discussion.

Findings across studies demonstrated a unique pattern differentiating between grit sources (i.e. employee vs supervisor) and outcome characteristic (i.e. attitudinal vs behavioral). In sum, both employee and supervisor grit demonstrated neutralizing effects when operating in politically fraught work settings.

Despite the single source nature of data collections, the authors took steps to minimize potential biasing factors (e.g. time separation, including affectivity). Future research will benefit from multiple sources of data as well as a more expansive view of the grit construct.

Work contexts have grown increasingly more political in recent years primarily as a result of social and motivational factors. Hence, the authors recommend that leaders investigate factors that minimize its potentially malignant effects. Although grit is often challenging to cultivate through interventions, selection and quality of work life programs may be useful in preparing workers to manage this pervasive source of stress.

Despite its practical appeal, grit’s impact in work settings has been under-studied, leading to apparent gaps in science and leadership development. Creative studies, building off the research, will allow grit to maximize its contributions to both scholarship and employee well-being.

This paper aims to investigate the impact of pay-for-performance (PFP) perception and pay level satisfaction on work attitudes (job satisfaction, turnover intention and affective commitment) and extra-role behaviors (discretionary effort and interpersonal helping), and further, how three aspects of conditional factors – intrinsic motivation, leader–member exchange (LMX) and perceived organizational support (POS) – moderate the main-effect relationships.

The study was conducted at a Chinese private-owned company in the beauty industry, and a survey was conducted with the frontline employees in each office, asking information about their perceptions and attitudes toward the PFP scheme implemented in the company, work attitudes and performance, individual characteristics and their perceptions of group and organizational characteristics.

Results show that PFP perception and pay level satisfaction are significant predictors of work attitudes and extra-role behaviors. Further, depending on the specific work outcome examined, the three conditioning factors are found to strengthen the hypothesized main-effect relationships. The findings of the study have important theoretical and practical implications for the implementation of PFP schemes in organizations.

The findings contribute to the scholarship on PFP schemes in two ways. First, the findings show that PFP perception and pay level satisfaction are important for understanding employee work attitudes and extra-role behaviors. Second, the investigation of the moderating roles that intrinsic motivation, LMX and POS play in the relationships of PFP perception and pay level satisfaction with the work outcomes provides evidence to the limited understanding about the conditions that may strengthen or weaken the effectiveness of PFP schemes.

The purpose of this paper is to investigate how employee perceptions of change and leadership might impact work engagement following major organizational change.

Social media invited US workers recently experiencing major organizational change to anonymously complete a web-based survey requesting qualitative and quantitative responses. Values-based coding and thematic analysis were used to explore qualitative data. Hierarchical and linear regression, and bootstrapped mediation were used to analyze quantitative data.

Analysis of qualitative data identified employees’ perceptions of ideal change and ideal leadership were well supported in the change leadership literature. Analysis of quantitative data indicated that employee perceptions of leadership fully mediated the relationship between employee perceptions of change and work engagement.

Study findings imply that how employees perceive change is explained by how they perceive leadership during change, and that these perceptions impact work engagement. Although these findings appear commonsensical, the less than stellar statistics on major organizational change may encourage leaders to become more follower-focused throughout the change process.

The study makes a contribution to an understudied area of organizational research, specifically applied information processing theory. This is the first study that identifies employee perceptions of leadership as a mediator for perceptions of change and work engagement. From a value perspective, leaders as successful change agents recognize significant cost savings in dollars and human welfare by maintaining healthy workplaces with highly engaged workers.

This study aims to explore how corporate social responsibility (CSR) perceptions foster employee creativity. Specifically, an attempt is made to investigate the intervening role of meaningfulness and work engagement to explain the above linkage.

The study sample consisted of 316 employees from different information technology firms in India. Ordinary least square regression procedures were used to test the study hypotheses with the help of SPSS Process macro.

Employees’ perceptions of CSR were found to show both direct and indirect effect on their creativity. Work engagement was found to partially mediate the relationship of perceived CSR and creativity. In addition, results supported the serial mediation model where CSR was found to exercise its influence on creativity via meaningfulness and work engagement in a sequential manner.

The findings suggest that being a good corporate citizen can pay employers in terms of enhanced employee engagement and creativity, which can provide competitive advantage to the organizations in this highly competitive business environment.

This study contributes to the understanding of micro-foundations of CSR by showing whether and how employees’ perceptions of CSR relate to various workplace outcomes. Further, by investigating the complex serial mediation process, it contributes to the extant literature by advancing the understanding of the underlying mechanisms through which CSR influences employee creativity.

The purpose of this paper is to explore the mediating effect of vocational identity and the moderating effect of work values on the relation between career exploration and fit perception of Chinese new generation employees.

A survey was conducted to measure variables in this study. Based on review of the related studies about work value, career exploration, vocational identity and fit perception, the authors establish a theoretical model and propose hypotheses. Data were obtained from 647 Chinese post‐1980s generation employees.

According to the statistical analysis result, the paper demonstrates that career exploration can affect fit perception through mediator of vocational identity; when people have stronger preference to chase for job comfort and security, the relations between career exploration effort, vocational identity and fit perception becomes stronger; once individual has stronger preference for status and independence, the relations between career exploration effort, vocational identity and fit perception becomes weakened.

The data used in this study only came from the employees, although the authors test homologous deviation through Harman single factor test. If the authors can conduct the survey from both employees and their supervisors, it will be better for them to avoid homology bias. Furthermore, more factors need to be considered in the formation of fit perception of Chinese new generation employees.

The paper explains the internal relations between work value, career exploration, vocational identity and fit perception on the basis on of the characteristics of Chinese new generation employees.

This study aims to examine how employees' perceptions of organizational actions, such as corporate social responsibility (CSR), affect their compassionate acts in organizations through employee perceptions of organizational justice and affective organizational commitment.

The employees from 87 firms in South Korea were surveyed using a self-administered instrument for data collection. Out of 400 questionnaires, a total of 253 usable questionnaires were obtained after list-wise deletion, for a 63.3 percent response rate. The firms belong to a variety of industries (banking and financial services, manufacturing, hospitals, education, etc.).

The results indicate that employees' perceptions of CSR positively relate to compassion at work through organizational justice perceptions (i.e. perceptions of distributive justice, procedural justice, and interactional justice), and affective organizational commitment, in a sequential manner, in addition to their direct effects on compassion at work.

This study sheds new light on both the compassion and the CSR literature due to its attempt to bridge the macro concept of CSR with micro research in compassion. This is, apparently, one of the first pieces of research in the management literature to specifically address compassion as a consequence of employees' CSR perception.

The purpose of this paper is to examine the relationship between employees’ perceptions of organizational virtuousness and task crafting, and to test the mediating roles of organizational identification and work engagement in this relationship.

The authors collected questionnaires from 175 Korean flight attendants and conducted structural equation modeling analyses.

Employees’ perceptions of organizational virtuousness were positively associated with task crafting. While organizational identification was not solely responsible for mediating this relationship, it intervened in the relationship between organizational virtuousness perceptions and task crafting by affecting work engagement.

While this study provides important insights into the roles of organizational virtuousness, organizational identification, and work engagement in promoting task crafting, the use of self-reported, cross-sectional data limits causal inferences between variables.

Based on the present findings, managers can better understand the antecedents and mediating processes affecting employees’ task crafting.

This study adds value to the positive organizational psychology literature by revealing crucial intermediary processes linking organizational virtuousness perceptions and task crafting, thus suggesting reciprocity and social identity-based motivation as potential underlying mechanisms of task crafting.

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual- and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and themes gleaned from work in each domain, and note the limitations of diversity climate research. Finally, we highlight the domains of uncertainty regarding diversity climate research, and offer recommendations for future work that can enhance knowledge of diversity climate effects on organizational outcomes.