Search results

While there has been an abundance of research on the positive outcomes of creative environment, little work has been done on how creative environment influences the general work outcomes of noncreative specialist workers. The paper aims to fill this void by examining the influence of creative environment on absenteeism among garden variety workers and the mediating role of job satisfaction.

The paper uses cross-sectional data of 116 noncreative specialist workers to empirically test the hypotheses. The authors used covariance-based structural equation modeling (SEM) through the lavaan package for the statistical software R.

Results found that, for a cross section of noncreative specialist workers, a one standard deviation increase in a worker's creative environment would decrease that worker's absenteeism by 0.447 standard deviation. The creative environment also explained 11.3% of the variance in absenteeism. Subsequent analysis showed that job satisfaction fully mediated the relationship between the creative environment and absenteeism and that the results were resistant to omitted variable bias.

The study contributes to theory and practice by showing empirically that creative environment leads to positive work outcomes, despite the innovation level required by the job. This study advances research on creative environment by targeting the garden variety workers, underscores the importance of cultivating a creative environment and calls attention to the complexity of the creativity–job affect link.

This paper provides guidelines for how leaders can use human resource department capabilities to improve organizational performance and related outcomes.

To develop these guidelines, existing best practices were examined and distilled into concise recommendations for organizational leaders.

Examination of best practices indicated three human resource areas for quality improvement in organizational outcomes: talent inventories, workforce planning and training/development processes.

This paper draws together multiple sources to provide ways for top leaders to better utilize existing human resource practices for improved workplace outcomes and strategic enhancements.

This manuscript presents guidelines for how managers can use communication (motivating language) to increase the feedback they receive from their followers.

These guidelines were developed from careful analysis of leader motivating language and follower voice literature.

Analysis results lead research based suggestions for how leaders can increase feedback from followers.

This manuscript will help leaders to increase needed feedback from followers on how to improve and develop organizations.

This paper aims to examine how companies can increase employee retention through job embeddedness.

The authors adopted a job embeddedness perspective to explain how different components of job embeddedness-fit, links, and sacrifice can contribute to employee retention.

The authors developed a practical model of employee retention by building job embeddedness into employee recruitment, selection, training, and development processes and provided a variety of easy-to-implement organizational practices.

This paper introduced job embeddedness as a new way to increase employee retention and developed a practical model for managers to develop HR practices for retaining their top talent.

This paper aims to examine how leader communication can help foster an employee’s ability to set and achieve goals and align these goals with organizationally relevant purposes.

To better understand this process, the authors use two well-supported theories – motivating language to provide a framework for understanding leader communication and self-leadership to examine employee goal setting.

Examining these two theories together has resulted in a practical, theory-based guide for how managers can use leader communication to improve workplace results.

This paper offers researchers a new lens through which to view workplace practices in organizations driven by innovation and knowledge management, and a framework for managers and consultants to develop methods for inspiring and guiding workers toward improved organizational performance.

The purpose of this paper is to propose motivating language as a mediator to increase the positive effects of servant leadership on subordinates’ outcomes. The authors propose that motivating language acts as a mediator to transmit servant leadership traits and enhances the positive impact that servant leadership verbal behavior has on employees’ performance.

By developing a conceptual model, the authors propose a connection between servant leadership and motivating language.

In the proposed model, motivating language acts as a full and a partial mediator. The authors further categorize three distinct outcome sets that should be improved from this relationship. The first set includes improved worker performance, job satisfaction, absenteeism and worker innovation. The second set is composed of self-efficacy, organizational citizenship behavior and employee commitment. Finally, the third set includes trust, satisfaction with the leader and inspiration to become servant leaders.

Empirical research needs to be conducted to test this model.

The positive effects of servant leadership through the use of motivating language could be operationalized in multiple ways. First, potential servant leaders could take the well-established, reliable and valid motivating language scale to diagnostically identify their leader-member communication strengths and weaknesses. Then, tailored motivating language trainings could be implemented which target motivating language weaknesses and key strategic outcomes in the proposed model. Furthermore, motivating language training would be a valuable instrument for transmission of a servant leadership culture.

Servant leadership style responds to the demand for positive ethical behavior that is much needed during these times when emphasis is given to profitability and lack of concern for people is the norm rather than the exception. It is also synchronized with the current benefits of organizational citizenship behaviors that have recently emerged in the field of managerial research.

This paper aims at addressing a gap in the literature by developing a model of how leader strategic language, namely, motivating language, mediates between servant leadership and worker outcomes.