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Migrant workers often suffer from social exclusion in the workplace and therefore identify less with their organization and engage less with their work. To address this…
Migrant workers often suffer from social exclusion in the workplace and therefore identify less with their organization and engage less with their work. To address this issue, the authors integrate research on migrant workers with research on the group engagement model to create a model for understanding and enhancing migrant worker engagement. This allows us to provide insight into how organizations can design their human resource management systems and practices to increase the work engagement of migrant workers.
The authors conducted a survey study with over 4,000 employees from more than 500 workplaces in Australia to test the model.
The results of the multilevel analysis indicate that a procedurally fair work environment increases organizational identification, which in turn is associated with higher work engagement. The results also indicate that procedural justice climate is more important for migrant workers and increases their organizational identification and engagement.
To increase work engagement of migrant workers, organizations can establish a procedurally fair work environment in which cultural minorities experience unbiased policies and procedures, are able to express their opinions and participate in decision-making.
Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team…
Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team environment, it is important to analyze the interrelationship between unfairness and conflict. However, only a few studies have done this and reported inconsistent results. Using negative reciprocity research as a theoretical foundation, this paper analyzes the interconnection between unfairness and conflict dimensions in the team context. This paper further integrates conflict management research to show employees and managers how to handle unfairness and conflict in teams.
The authors conducted a longitudinal survey study (three points in time) with 237 employees from different German organizations.
The results of cross-lagged structural equation modeling provide some evidence that interpersonal, procedural and informational unfairness predict relationship conflict and process conflict. Several of these effects become non-significant over time. Further, relationship and process conflict have several significant relationships with the unfairness dimensions, while task conflict did not have any significant relationship. The results also suggest that employees can break up the vicious cycle of unfairness and conflict by using a cooperative conflict management approach.
This paper focuses on members of autonomous, interdependent and existing teams and the interpersonal relationship of a team member with her or his teammates. Future research could analyze leader-member relationships in different team types.
The application of cooperative conflict management enables employees to break up the vicious cycle of unfairness.
This paper clarifies the interrelationship between unfairness and conflict and shows that a team member can apply a cooperative conflict management style to handle effectively unfairness and conflict.
Stress issues are a major concern for public organisations, especially in law enforcement. Organisational context is to blame for high levels of stress and low…
Stress issues are a major concern for public organisations, especially in law enforcement. Organisational context is to blame for high levels of stress and low performance. Thus, the purpose of this paper is twofold. First, the authors aim to understand how one contextual variable – organisational stressors that emanate from the police station’s characteristics – affect organisational citizenship behaviour (OCB). The second research aim is to assess how promoting trust in the police station can help mitigate the negative effects of these stressors. Based on the job demands – resources framework, the model posits that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also propose that fostering a trust climate, as job resource, buffer the undesirable and negative impact of organisational stressors on exhaustion climate and collective OCB.
The paper opted for a quantitative study. Based on a sample of 718 police officers from 70 French Police stations, the authors follow the procedure outlined by Preacher (2013) to test the moderated-mediation model.
The study show that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also demonstrate that fostering a trust climate, as job resource, will not decrease negative effects of organisational stressors but only contained them. Low-trust climate and moderate trust climate will, on the contrary, amplified the negative effects of these organisational stressors.
This paper fulfils an identified need to study stressors-strain-performance relationship at the collective level in a large sample of police officers. The paper includes implications for the development of interventions at the collective level.