Search results

The purpose of the study is to examine how shared perceptions of collective behaviors, such as transformational leadership climate (TLC), collective trust and collective engagement, affect unit performance.

The sample consisted of 450 employees in 74 agencies of a financial organization, using measurements at the collective team level. Multiple structural equation modeling analyses were used to test the hypotheses.

The relationship between TLC and unit performance was sequentially mediated by collective trust and collective engagement.

This study highlights how employees' shared perceptions of different team characteristics can affect the overall functioning and performance of an organization.

The purpose of this paper is twofold: to examine the role of online networks in employee engagement and to analyze the factors influencing leaders’ involvement in online social networking.

The study’s participants included team leaders, managers and directors working in Fortune 500 companies in the USA. Data were collected through structured surveys delivered through LinkedIn, professional online networking platform to randomly selected users with leadership roles. Totally, 194 matched questionnaires were returned.

The results indicate that employee engagement is positively associated with the time leaders spend on internal online networking platforms, the code of online networking conduct, and the presence of an open-organizational culture. Furthermore, the study shows that organizations can influence leaders’ use of online social networking platforms through an open culture and training. Finally, the findings also indicate that leaders, who communicate with a higher percentages of employees through internal and external platforms, also spend more time on online social networking platforms than those who do not. Surprisingly, a hierarchical structure and the code of conduct are not an indicator of the number of hours that leaders spend on online networking platforms.

The study has three main limitations. First, it was conducted among leaders working in companies from the Fortune 500 list, because the majority of these companies have already implemented internal networking platforms, which are not yet popular in small and medium enterprises (SME). In the future, companies from the SME sector are also worth studying. Second, the study was undertaken among leaders from the USA, because most of the online networking platforms were developed there and then adopted in other countries. Online networking trends in other countries are also very interesting topics for study in future research projects. Third, the quality of the time leaders spend on online platforms should also be examined in future studies.

The next generation of leaders should pay increasing attention to online social networking platforms so as to be more effective in fostering employees’ social and emotional well-being. Organizations that seek ways to facilitate involvement among their leaders in internal online networking, need to organize training and support leaders and employees in the use of online networking platforms.

The use of online social networking platforms change the way people communicate with others and how companies can use online social networking for the social well-being of their employees.

This research provides a new look at employee engagement in the current working environment as well as organizational features fostering leaders’ involvement in online networking.

The purpose of this paper is to explore the intersection of competency and bullying behaviors, not yet reported in the literature.

The approach is an examination of the literature available on both topics, and development of a framework related to both.

The theory is that there is a strong mediating relationship between the victim’s self-perception of competency and outcomes (the victim’s reactions) to bullying behaviors. There are multiple impacts of bullying behaviors, but the authors believe this mediation action of competency might be crucial. There is little research on competency or expertise in terms of behaviors resulting from these self-assessments. Future research should seek to examine the link empirically, and there are implications about the competency levels of bullies themselves that might arise.

As this is a newly developed research stream, the authors plan to continue with work on the topic.

By developing competency, individuals may develop some protection or coping mechanisms when confronted by bullying behaviors. Managers need to be aware of the need to allow employee development to reduce the incidence of such behaviors.

Bullying behaviors have become rampant in society. In trying to determine where the problem might be best addressed, the authors feel that they have made a significant impact to allow managers to address competency among those victimized by these behaviors. This should have a flow-on effect for organizational and societal culture.

This is an intersection that has not been explored but holds significant explanatory power in the area. These bullying behaviors are on the rise; therefore, it is an exceptional opportunity to present new ideas in a forum that is well read by both academics and practitioners.

The purpose of this paper is to advance the understanding of the mechanisms associated with learning-by-hiring.

The authors built a yearly dyad data structure of all of the hiring and sourcing firms in the US biotechnology sector between 1973 and 1999.

The authors found that hiring firm’s learning from a prior employer’s knowledge is limited in scope to the knowledge developed by the newly hired inventor, and could be attributed to new hire direct involvement. Learning from new recruit occurred only when incumbent inventors collaborate intensively with the hired inventor. Accordingly, what might seem like learning-by-hiring may result in hiring to avoid learning, unless the organization creates the social structures that facilitate the exchange of knowledge within and throughout the organization.

The results, thus, highlight the importance of aligning a firm’s social environment with its strategic goal to learn from its external competitors.

Recruitment is one means by which organizations can interact with and learn from their external environment. Incumbent inventors are more likely to learn from hired inventor knowledge through the development of a collaborative social culture that facilitates communication and trust in the process of transferring knowledge among individuals. The results, thus, highlight the importance of aligning a firm’s internal environment with its strategic goal to learn from its external competitors.

The authors suggest that access to new knowledge bases through hiring is not sufficient for learning purposes; internalizing a new hire’s knowledge also requires the internal mechanisms, structures, and cultures that motivate knowledge sharing and promote mutual trust.

In light of increasing globalization of workforces, the purpose of this paper is to explore the moderating effect of country on the relationship between job resources and employee engagement.

Questionnaire responses from 19,260 employees of a large multinational financial services corporation in Mexico, the Netherlands, and the USA are analyzed using regression analyses and a study of effect sizes.

The results show that certain job resources (financial rewards, team climate, participation in decision making) positively influence engagement in all three countries. However, the study also shows distinctions between the strength of relationships between these job resources and engagement per country which are explained through cross-cultural theorizing.

National-level variations in relationships between job resources and employee engagement are evidenced, and these can be explained to a considerable extent by applying a cross-cultural theoretical lens.

The study highlights the importance for firms to be aware of and learn from the equivalence of constructs and their relationships across countries: although similar relationships were observed across the three countries studied here, the differences may be sufficient to require alternate approaches to appropriate job resources to engender engagement.

Although there has been considerable empirical investigation into the relationship between job resources and engagement, little has focussed on different national settings simultaneously.

The purpose of this paper is to explore the tactics that mid-career professional working mothers use to improve their work-home balance.

The qualitative study used in-depth interviews with 63 Brazilian professional working mothers aged between 37 and 55, having at least one child under the age of 18, and living in dual-career households. The interviews were content analyzed.

The study reported four dimensions of boundary work tactics (behavioral, temporal, physical, and communicative) that mid-career working mothers adopted to construct a satisfying level of segmentation or integration between work and home.

The study suggests individual tactics for actively constructing a generalized work-home state that can be adopted by working mothers. Additionally, the authors suggest that HR managers should develop work-home balance programs that provide policies that adjust to the work-home boundary preferences for those mothers who want to integrate and segment these domains.

The authors hope this study can help mid-career working mothers to understand how they can interact actively with others in such a way that they can better answer their work and home demands.

This study was the first to use boundary work tactics theory to explore how mid-career professional working mothers improve their work-home balance.

Interpersonal trust is often considered as the “glue” that binds supervisors together with their subordinates, and creates a positive organisational climate. The purpose of this paper is to investigate factors affecting subordinates’ trust to their supervisor, and the consequences of such a trusting relationship.

The authors conducted a qualitative meta-analysis of the trust literature between 1995 and 2011, to identify 73 articles and review 37 theoretical propositions, 139 significant model parameters and 58 further empirical findings.

Four distinct clusters of trust antecedents are found: supervisor attributes; subordinate attributes; interpersonal processes and organisational characteristics. Similarly, the authors identify three categories of trust consequences: subordinates’ work behaviour; subordinates’ attitude towards the supervisor; and organisational level effects.

The authors find a bias towards studying supervisor attributes and interpersonal processes, yet a dearth of attention on subordinate attributes and organisational characteristics. Similarly, the conceptual attention on trust between supervisors and subordinates has been limited, with empirical work reporting predominantly significant findings. Social exchange has dominated as the theoretical perspective, and cross-section as the main research approach. In order to advance this important field more heterogeneity is needed, utilising a range of different theoretical schools and employing different methodologies.

This seems to be the first qualitative meta-analysis explicitly directed to understanding trust between supervisors and subordinates. The authors contribute to the field of trust by revealing current gaps in the literature and highlighting potential areas of future research.

This study, inspired by the theory of the separate spheres, considers the social circumstances of employee benefits, examining the needs of fathers in dual-earner families to cope with work and family responsibilities. The purpose of this paper is to explore how high-tech managers view the work-family interface of R & D engineers and analyzes the typical package of discretionary, non-financial, work-family employee benefits.

Relying on the phenomenological approach, in-depth, semi-structured interviews with 22 private-sector managers disclosed their shared perception and experience, revealing the informal level at which underlying social principles becomes business strategy, often intuitively.

Values of gender are assimilated into the informal environment and reflected in the selection of benefits which have been effective in attracting labor in demand. Recently these values have been challenged by new ideas of more involved fatherhood, and these are inadequately addressed by the package of benefits.

Larger samples from various socio-cultural settings are needed.

Managers are advised not to be blinded by the financial worth of discretionary employee benefits and consider how these meet the actual, as opposed to stereotypical, needs of employees and their family members. Observing social dynamics and considering non-financial consequences of employee benefits are essential for business-society continuity. Also, organizations of relatively low-social diversity should not alienate themselves from their multicultural environment.

The study unveils the reciprocity between organizations and people. Traditional fatherhood is being contested and negotiated at the work-family interface, as embedded to ongoing changes in the social meaning of gender. That employee benefits help to maintain the masculinity of high-tech, reflects also on gender segregation in the workplace.

The study illustrates how businesses apply social values and describes how such values are processed and reinstated in society as employee benefits.