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Article
Publication date: 21 February 2020

Jacob Guinot, Sandra Miralles, Alma Rodríguez-Sánchez and Ricardo Chiva

Based on a new management paradigm rooted on care and compassion, this study explores the consequences of compassion at work on organizational learning and firm performance.

Abstract

Purpose

Based on a new management paradigm rooted on care and compassion, this study explores the consequences of compassion at work on organizational learning and firm performance.

Design/methodology/approach

Structural equation modeling (SEM) was employed to analyze the research model by using data from two different samples.

Findings

Results confirm that compassion increases firm performance through organizational learning capability; however, compassion do not enhances directly firm performance.

Research limitations/implications

The study findings indicate that when compassion is propagated among organizational members, organizations are better able to learn so they obtain a competitive advantage that is difficult to imitate and leads to higher firm performance.

Originality/value

This study takes a step forward on literature by providing empirical evidence for a promising area of management research such is compassion in organizations.

Details

Employee Relations: The International Journal, vol. 42 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 28 May 2021

Jacob Guinot, Adrián Monfort and Ricardo Chiva

In the last few years a new management style and paradigm has emerged with the aim of improving employee motivation, commitment and satisfaction through participatory…

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Abstract

Purpose

In the last few years a new management style and paradigm has emerged with the aim of improving employee motivation, commitment and satisfaction through participatory management practices and more democratic organizational structures. Based on this new paradigm, this study examines the consequences of participative decision making for job satisfaction and trust.

Design/methodology/approach

To examine the proposed relationships structural equation modelling was used on a sample of 3,364 employees conducted by the European Foundation for the Improvement of Living and Working Conditions (Eurofound).

Findings

Results confirm that participative decisions positively influence job satisfaction both directly and indirectly by means of employees' perception of trust.

Originality/value

Based on democratic management style, this study shows how participative decisions and trust can increase job satisfaction.

Details

Employee Relations: The International Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Abstract

Details

New Directions in the Future of Work
Type: Book
ISBN: 978-1-80071-298-0

Article
Publication date: 28 January 2014

Jacob Guinot, Ricardo Chiva and Vicente Roca-Puig

Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job…

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Abstract

Purpose

Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job stress as a mediator variable.

Design/methodology/approach

The paper uses structural equation modeling to analyze the opinions of 6,407 Spanish employees, taken from the 2008 Quality of Working Life Survey carried out by the Spanish Ministry of Labor and Immigration.

Findings

The findings show that interpersonal trust has a positive effect on job satisfaction, and that job stress partially mediates this relationship. Furthermore, interpersonal trust is negatively related to job stress, which in turn is negatively related to job satisfaction.

Research limitations/implications

Despite the pertinence and size of the database used in the study, it is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included.

Practical implications

Cultivating a climate of trust may provide organizations with a strategy to improve levels of mental well-being and satisfaction among their employees.

Originality/value

This research explains why interpersonal trust has a positive effect on job satisfaction. The paper's conceptualization of trust implies risk assumption and low risk perception; low perception of risk is presumed to reduce job stress, and in turn, increase job satisfaction. The paper also puts forward reasons for why “excessive” interpersonal trust has been related to negative effects on job satisfaction. “Excessive” trust might infer high risk perception, which might increase job stress, and in turn decrease job satisfaction.

Details

Personnel Review, vol. 43 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 9 February 2015

Jacob Guinot, Ricardo Chiva and Fermín Mallén

This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on…

1912

Abstract

Purpose

This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on altruism and relationship conflict.

Design/methodology/approach

To test the hypotheses, the structural equation technique was applied to data from a survey of Spanish firms with recognized excellence in human resource management.

Findings

The results of this research show that, in these firms, altruism facilitates learning capacity both directly and indirectly (through relationship conflict). Relationship conflict is posited as a mediating variable that explains how altruism improves organizational learning.

Research limitations/implications

The limitations of this study include excessive heterogeneity of the sample size and industrial sector and the type of firm included in the sample. Due to the potential benefits that altruism seems to have for organizations, future research could continue to investigate the consequences of altruism in organizations.

Practical implications

Altruism provides organizations with a value that can facilitate organizational learning capability not only directly, but also by reducing relationship conflict. Altruism may offer organizations a tool they can use to improve their success in dealing with the challenges of today’s uncertain and constantly changing economic environment.

Originality/value

This study proposes a common altruistic approach that is far removed from traditional self-interested models in organizational literature. This study identifies altruism and relationship conflict as antecedents of organizational learning capability.

Details

International Journal of Conflict Management, vol. 26 no. 1
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 1 June 2015

Fermín Mallén, Ricardo Chiva, Joaquín Alegre and Jacob Guinot

– The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance.

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Abstract

Purpose

The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance.

Design/methodology/approach

The sampling frame consists of several databases or listings of business that consider people as a key element of the organization and are considered by their employees to be good firms to work for or organizational environments where human resources management has high priority (n=251). The authors use structural equation modeling to test if the relationship between altruistic leader behaviors and organizational performance is mediated by organizational learning capability.

Findings

Results suggest that organizational learning capability fully mediates between altruistic leader behaviors and organizational performance. Thus, organizational learning capability plays a key role in explaining how altruistic leader behaviors affect organizational performance, essentially because it facilitates the creation of a creative, participatory and dialogue-based environment that promotes organizational learning.

Research limitations/implications

The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included.

Practical implications

This study provides evidence of the positive relationship between altruistic leaders and performance. However, recruiting and fomenting altruistic leaders is not sufficient on its own to improve performance, and should be accompanied by implementing other facilitating factors of organizational learning such as dialogue or experimentation.

Originality/value

In recent years some studies have linked leadership with organizational learning. However, this is one of the first studies to concentrate on altruistic leader behaviors as such, a concept that has received scant mention in the literature despite its importance in a number of leadership styles, and its relevance today as an alternative to the egotistic leader. The authors offer empirical evidence of the role of altruistic leader behavior as an antecedent of organizational learning capability and subjective measures of performance.

Details

International Journal of Manpower, vol. 36 no. 3
Type: Research Article
ISSN: 0143-7720

Keywords

Book part
Publication date: 5 November 2021

Abstract

Details

New Directions in the Future of Work
Type: Book
ISBN: 978-1-80071-298-0

Content available
Article
Publication date: 27 September 2021

Anders Örtenblad

156

Abstract

Details

The Learning Organization, vol. 28 no. 6
Type: Research Article
ISSN: 0969-6474

Abstract

Details

New Directions in the Future of Work
Type: Book
ISBN: 978-1-80071-298-0

Abstract

Details

New Directions in the Future of Work
Type: Book
ISBN: 978-1-80071-298-0

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