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The purpose of this paper is to investigate line managers’ influence on employee usage of a web-based system for occupational health management.

Questionnaires were used to measure line managers’ transformational leadership at baseline and their change-supportive managerial activities during weeks 16–52. Employee initial (weeks 16–52) and sustained (weeks 53–144) use of the web-based system was measured by extracting their frequency of logins to the system from electronic records. Data were collected from six white-collar organizations from 2011 through 2013. Mixed Poisson regressions were used to analyze the influence of transformational leadership and change-supportive managerial activities on employee usage.

As predicted, line managers’ change-supportive activities influenced the employees’ initial and sustained use of the system. Line managers’ transformational leadership had no direct effect on employees’ use of the system, however transformational leadership was indirectly associated with employees’ initial and sustained use of the system through line managers’ change-supportive activities.

The study adds to the understanding of the role line managers’ play during the implementation of occupational health interventions. The findings suggest that the line managers’ change-supportive activities directed toward the intervention are important for employees’ initial and sustained use of the system. The influence of transformational leadership was indirect, suggesting that line managers may need to direct their leadership behaviors toward the intervention to facilitate implementation.

The purpose of this paper is to explore factors that shape police behavior in juvenile interactions occurring in rural communities.

Using data collected in rural Kentucky through a factorial survey instrument, this study assessed the effects of situational, officer, organizational and community variables on officers’ authoritative and supportive behavior toward juveniles.

Officer background characteristics, such as race, sex, education, and having children, and occupational attitudes, such as rehabilitation and dispositional beliefs, were significantly related to both authoritative and supportive behavior. While organizational variables affected officer supportive actions, they were weakly linked to authoritative behavior. Neighborhood social disorganization was ineffective in predicting both types of police behavior.

Although a considerable amount of research has been conducted in the past several decades to examine police behavior, a relatively small number of studies have empirically assessed factors that shape police behavior toward juveniles with an even smaller number assessing juvenile interactions in rural communities. This research provides a comprehensive theoretical explanation of police-juvenile encounters in rural communities which will allow for a more complete understanding of the factors that account for police attitudes and behavior in these interactions.

The purpose of this paper is to examine how a performance measurement system (PMS) can be designed for small- and medium-sized enterprises (SMEs) operating in a turbulent environment. The current models and frameworks for the design and implementation of a PMS are for large companies; these traditional design and implementation processes are too multi-stage and long term for SMEs operating in a rapidly changing environment.

The study constructs a conceptual framework based on the performance measurement and management literature and empirical evidence from a longitudinal case study. Interviews, an analysis of strategic documents and documentation of the prevailing measurement system were conducted.

The study results reveal the framework for a flexible PMS design. In the framework, the PMS consists of core permanent measures that control the profitability of the company and supportive measures of the realisation of strategic targets. The supportive measures change and develop along with the strategy.

The study provides new understanding about the performance measurement design process in SMEs operating in a turbulent environment. The existing literature presents performance measurement design and implementation process models for large organisations, but these frameworks are too multi-stage and long term for SMEs.

Most micro‐oriented research has assumed that leaders operate within a formally designed, pre‐specified and stable structural hierarchy. In the emerging knowledge economy, however, the watchwords have become flexibility and speed. Today's business practices feature temporary task forces, project teams, joint ventures, and alliances. The authors aim to draw from the political science literature, presenting methodology for examining team leadership in context that augments and enhances the analyses that can be obtained with commonly used correlational/regression models.

More specifically, the authors will develop a detailed analysis of the potential applicability of the set‐theoretic approach for elucidating a configural analysis of team leadership, demonstrating that this method provides insight into the data that complements that provided by regression analysis.

The authors examine the findings from more traditional approaches to analysis, and set‐theoretic analysis, and demonstrate that set‐theoretic analysis provides additional insights into the phenomena in question.

The possibilities for future research in the organizational leadership literature using set‐theoretic analysis are endless. The method is appropriate for theory development, theory confirmation, exploration, and more. Our current theoretical models are lacking in complexity, partly due to the limitations of existing methodology, and our advice to organizations would be significantly enriched were we able to establish that there are alternate means to the desired outcome, based on the context. Set‐theoretic methodology promises to enrich and enhance our field, particularly if we use it iteratively with the currently common methodologies, to develop richer and more contextually based theories.

Set‐theoretic methods may well provide an additional set of tools for better understanding leadership in the context in which it occurs.

The purpose of this paper is to analyze the relationship between supportive campus measures and student learning outcomes for first-generation students and non-first generation students to determine if variances are present. A lack of social capital of first generation when compare to non-first-generation students is theorized to be a contributing factor driving differences between the two groups.

Research survey design using penalized regression methods to quantify differences between groups. The analysis used 10 years of student engagement data.

Final analysis showed that first-generation student outcomes had little to no significant connection with the administrative focused aspects of the campus environment as compared to non-first-generation that represented highly significant relationships. This results supports the theory that first-generation students may simply be unaware of how to leverage these resources do to social capital disadvantages.

The result suggests that universities should reconsider first-generation programs to ensure that they have the capability to address first-generation students’ lack of social capital. The primary method by which social capital is generated is through networking or peer groups expansion. Consequently, first-generation students might benefit greatly from student mentors that are not first-generation students to help aid in the transition to college as compared to participating in programs that group and isolate first-generation students together.

Very few studies have attempted to use social capital as a theoretical framework to explain differences in how first-generation and non-first-generation student learning outcomes relate to campus engagement variables. Moreover, no studies have used both penalized regression and bootstrap validation in addressing this issue, making the study original in design and analysis.

Organizational climate has been shown to predict job satisfaction and other employee attitudes. Using the concept of organizational climate, strength has shown mixed success. However, diversity in psychological climate at the individual level has not been explored. The paper aims to introduce a new individual‐level concept: relative psychological climate paper.

Using the example of supportive leadership climate, the significance of this concept for predicting job satisfaction is assessed. Data from a large national British survey (the Workplace Employment Relations Survey of 2004) of 19,993 employees within 1,593 workplaces are used.

Workplace supportive leadership climate quality, climate strength and individual relative leadership climate position are shown to be significantly associated with job satisfaction. So is the interaction of climate quality and climate strength. When all three variables are assessed simultaneously, only the individual relative position and the climate quality are substantially related to job satisfaction.

Individual relative climate is introduced and the shows that this new concept is related to job satisfaction, thereby demonstrating its usefulness in climate research.

Discrimination against workers because of their family responsibilities can violate federal law, yet scholars know little about the context surrounding perceived family responsibilities discrimination (FRD). This chapter investigates both the types of caregiving responsibilities that put workers at risk of FRD and the organizational contexts that give rise to perceived FRD.

We identify features of FRD which make detecting it particularly difficult and theorize the mechanisms by which caregiving responsibilities and organizational contexts lead to perceived FRD. We draw on data from the 2008 National Study of the Changing Workforce for our empirical analysis.

Caregivers who provide both child and eldercare are more likely to perceive FRD than caregivers who provide one type of care, as are people who experience high levels of family-to-work interference and who spend more daily time on childcare. Certain family-friendly and meritocratic organizational contexts are associated with lower perceived FRD.

We measure perceptions, not actual discrimination on the basis of family care responsibilities. Our research cannot pinpoint the factors which intensify or lessen actual discrimination, just perceptions of it.

By pinpointing the characteristics of organizations in which perceived FRD occurs, this chapter shows how organizations can create workplaces in which perceived FRD is less likely.

This chapter explores the specific role employers and supervisors (SVs) can play in assisting the working sandwich generation (WSG) to find a good balance between work, dual care responsibilities and family. After a brief overview of the main concepts and ideas, the focus lies on the concept of family supportive supervisor behaviour (FSSB) defined as behaviours exhibited by SVs that are supportive of employees’ family roles, in relation to health, well-being, and organisational outcomes. Based on the insights from qualitative research and a tested training concept, points of consideration are formulated for SVs in supporting the WSG. In addition to concrete tips in the area of general policy, learning objectives have been formulated for a supportive leadership style for the WSG, accompanied by a self-assessment tool.

The purpose of this study is to investigate the effects of salespersons' attributions about managerial e‐monitoring on salespersons' customer orientation.

Hierarchical linear modeling was used to test the six study hypotheses. A main effects model was used to test the first two hypotheses, with a comparison of regression models used to identify pure modifiers.

The results of this study found informing attributions enhance customer orientation. This effect, however, can be weakened under highly bureaucratic organizational cultures. Similarly, the ability of controlling attributions to hamper customer orientation is less pronounced in cultures described as more bureaucratic.

Building on self‐determination theory (SDT), the authors' study provides an explicit test of e‐monitoring and examines the nature and effects of information and controlling attributions. Given a low variance extracted value attained for bureaucratic culture, future research investigating the underlying dimensions of bureaucratic cultures is warranted. Likewise, more tests of the cognitive mechanisms behind salespersons' attributions are needed to further extend SDT.

Managers seeking to improve customer orientation through the use of e‐monitoring might be best served by encouraging a salesperson's informing attributions. This might be accomplished by clearly communicating the purposes of the e‐monitoring to members of the salesforce.

By investigating the positive and negative effects of e‐monitoring on salesperson customer orientation, this study offers concrete implications for researchers and practitioners on a topic that previously has been examined in the literature only via speculative post hoc analysis.

This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement practices. Targets and monitoring are hypothesised to be associated with employee perceptions of job control, supportive management and job demands, which in turn, are expected to be linked to employee-wellbeing and organisational commitment.

Matched employee workplace data are extracted from a nationally representative and publicly available survey. Structural equation models are estimated.

Performance measurement systems are neither perceived as resources nor additional demands. Setting many targets and a focus on productivity can lead to negative employee outcomes, since these positively correlate with perceptions of job demands, which negatively correlate with employee wellbeing. However, monitoring financial performance and monitoring employee performance may be helpful to managers, as these are positively associated with employee perceptions of job control and supportive management, which positively correlate with job satisfaction and organisational commitment and, negatively, with anxiety. Overall, common criticisms of performance measurement systems in healthcare are questioned.

Given the lack of consensus on how performance measurement systems can influence employee experiences and outcomes, this study combines theories that argue for performance measurement systems in managing operations with models developed by psychologists to describe how perceptions of the work conditions can affect employee attitude and wellbeing. A conceptual model is therefore developed and tested, and potential direct and indirect effects of performance measurement systems in the health sector are inferred.