Relevant bibliographies by topics / Employee attitudes behaviors

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee attitudes behaviors'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 February 2022

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Journal articles on the topic "Employee attitudes behaviors"

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Onyeneke, Gechinti Bede, and Tomokazu Abe. "The effect of change leadership on employee attitudinal support for planned organizational change." Journal of Organizational Change Management 34, no. 2 (February 22, 2021): 403–15. http://dx.doi.org/10.1108/jocm-08-2020-0244.

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Purpose The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.Design/methodology/approachUsing a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM).FindingsChange leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of significant importance in ensuring employee buy-in and support for planned change efforts. Although change leadership had no direct effect on employees' behavioral intentions to support change, it was strongly related to employee cognitive appraisal of change. The relationship between change leadership and employee behavioral intentions to support planned change was serially mediated by employee cognitive appraisal and emotional response toward the planned change event.Practical implicationsIn appraising planned organizational change efforts, managers tend to focus on employee behaviors toward the change instead of conditions that drive such behaviors. This study underscores the need to focus on employee attitudes as precursors to desired behavior toward change.Originality/valuePrior research suggests that change leadership behaviors affect employee attitudinal reactions to change but yet lacked empirical validation. By applying a multidimensional approach to attitude and investigating its hierarchy of effects, this study enhanced our accuracy in explaining the influence change leadership has on employee attitudinal support for change.
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Yang, Liyan, Yuan Jiang, Wei Zhang, Qian Zhang, and Hao Gong. "An empirical examination of individual green policy perception and green behaviors." International Journal of Manpower 41, no. 7 (December 3, 2019): 1021–40. http://dx.doi.org/10.1108/ijm-09-2019-0455.

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Purpose The purpose of this paper is to verify and extend the application of the policy acceptance model (PAM) in the field of green behavior. Under the PAM framework, the authors develop and empirically examine on how employee perception of corporate green policy (perceived ease of use and perceived usefulness) increases the acceptance of corporate green policy, which further leads to two types of employee green behavior. The authors also test the moderating roles of moral reflectiveness and performance orientation on these relationships. Design/methodology/approach The authors collected complete survey data from 223 work professionals in this study. Multiple regression method was used to test the hypotheses. Findings The results showed that there were significant positive impacts of two types of employee perceptions of corporate green policy (perceived ease of use and perceived usefulness) on their attitudes toward corporate green policy. Second, this study reported positive relationships between employees’ attitudes toward corporate green policy and their two types of green behavior. Finally, supplemental analyses supported moderated mediation models, that is, moral reflectiveness and performance orientation, respectively, and moderated indirect effects of employee perceptions on green behaviors through attitude toward corporate green policy. Research limitations/implications The data came from a narrow demographic population, which restricts the generalizability of the findings and also raises questions about the specificity of green behaviors manifest in different industries. Besides, this study used cross-sectional, self-reported data, which limits our ability to draw causal conclusions. Practical implications Companies can shape employee perceptions regarding the usefulness and ease of corporate green policy to induce and consolidate employees’ task-related and proactive green behaviors. Social implications This research will help companies to pay more attention to employees’ reflections and attitudes toward green policies, thus effectively promoting employees’ green behavior in the workplace. These actions will further promote the green development of the economy and society. Originality/value The authors extend the PAM framework to the area of green behavior. The PAM is applied to a more micro level of corporate green policy. Further, this paper points out that employees’ instrumental value (performance orientation) and moral trait (moral reflectiveness) moderate the impact of employees’ policy perceptions on their green behaviors.
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Arshad, Muhammad, Ghulam Abid, Jamil Ahmad, Leena Anum, and Mumtaz Muhammad Khan. "Impact of Employee Job Attitudes on Ecological Green Behavior in Hospitality Sector." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (January 13, 2021): 31. http://dx.doi.org/10.3390/joitmc7010031.

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Notwithstanding the significant contribution made by employees towards addressing environmental issues, few research studies have explored this important contemporary theme in the hospitality sector. Drawing on the theory of planned behavior (TPB), this research examines the direct and interactive effects of employee environmental job attitudes and behaviors on ecological practices. Using PROCESS Macros on an actual convenient sample of 508 employees working in the hospitality industry, the results show a mixture of anticipated and surprising outcomes. The anticipated outcome is associated with the direct effects of environmental attitude on ecological behavior, while surprising outcomes are in the interaction of job attitudes and behavior (customer-oriented discretionary behavior, organizational commitment). These outcomes provoke employees’ green behavior and contentment with the organization. The originality of this research is to investigate the significant contribution of employees in greening the hospitality sector in an emerging economy.
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Lee, Min-woo, Gi-Ryung Song, and Kyoung-seok Kim. "The Effect of CSR Participation of Employee on Employee Attitudes and Behaviors: The Moderating Role of Conscientiousness." SIJ Transactions on Advances in Space Research & Earth Exploration 7, no. 2 (April 5, 2019): 1–4. http://dx.doi.org/10.9756/sijasree/v7i2/03030070101.

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Chiu, Holly, and Joshua Fogel. "The role of manager influence strategies and innovation attributes in innovation implementation." Asia-Pacific Journal of Business Administration 9, no. 1 (April 3, 2017): 16–36. http://dx.doi.org/10.1108/apjba-02-2016-0026.

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Purpose The purpose of this paper is to examine the impact of manager influence strategies and innovation attributes on employee attitudes and behaviors in innovation implementation. Design/methodology/approach Employees (n=237) in a manufacturing company in Taiwan which implemented an e-learning system participated in an online survey. System logs were used as behavioral outcome variables. Findings Persuasive strategy and relative advantage had a significant positive association with attitudes while relationship-based strategy and complexity had a significant negative association with attitudes. Assertive strategy and relative advantage had a significant positive association with use of the e-learning system, while persuasive strategy, relationship-based strategy, and complexity had a significant negative association with use of the e-learning system. Both relative advantage and complexity mediated the relationship between persuasive strategy and employee attitudes and behaviors. Complexity mediated the relationship between relationship-based strategy and employee attitudes and behaviors. Practical implications Managers should use persuasive strategy to inform employees regarding the benefits of the innovation and provide any assistance needed. Managers should be advised to not use relationship-based strategy as it can have an adverse employee impact. Originality/value The mediation model uses the diffusion of innovations model and the influence tactics literature to help explain the benefits of certain managerial practices.
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Quaratino, Luca, and Alessandra Mazzei. "Managerial strategies to promote employee brand consistent behavior." EuroMed Journal of Business 13, no. 2 (July 2, 2018): 185–200. http://dx.doi.org/10.1108/emjb-02-2017-0008.

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Purpose The purpose of this paper is to examine the role of managerial strategies in promoting employee brand consistent behavior. Using a recently developed holistic model of behavioral branding, that suggests that a wide array of managerial strategies affects the branding process, this study addresses two specific questions: what communication strategies, in the opinion of managers, sustain employee brand consistent behavior? And what are the most important factors, both contextual and related to their cognitive-emotional states, that employees think affect their brand ambassadorship behavior? Design/methodology/approach A long-term research program was conducted based on a multiple methods research strategy to answer the two questions. The choice of different methods was mainly based on the specific characteristics of the two targets: communication managers and employees. The first one based on interviews with 32 managers, and the second one based on a case study of a single company. Findings The results show that enablement-oriented strategies are more effective than communication-oriented strategies in sustaining employee brand builder roles. Weak employee commitment, unsatisfactory external communication, and low levels of motivation are strong contextual factors inhibiting employee attitudes to brand ambassadorship, one of the most relevant employee brand consistent behaviors in competitive contexts. The main practical implication is that companies should engage employees as brand ambassadors, not by means of prescriptions of in-role behavior, but enablement strategies leading to authentic and voluntary behaviors; besides, that companies should put a significant effort in “preparing the soil,” i.e. investing in enhancing employee commitment, level of motivation, and understanding/alignment with the external communication. Practical implications The main practical implication is that companies should engage employees as brand ambassadors not by means of in-role behavior prescriptions rather by means of enablement strategies leading to authentic and voluntary behaviors. Besides, managers should invest significant efforts in enhancing employee motivation, commitment, and understanding/alignment to external communication as they represent key factors in sustaining brand ambassadorship behaviors. Originality/value The values of the study lies in having highlighted the crucial role of enablement-oriented strategies, and the relevance of specific contextual variables affecting the attitude of employee toward brand consistent behaviors.
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Ozyilmaz, Adnan, and Serpil S. Cicek. "How does servant leadership affect employee attitudes, behaviors, and psychological climates in a for-profit organizational context?" Journal of Management & Organization 21, no. 3 (February 10, 2015): 263–90. http://dx.doi.org/10.1017/jmo.2014.80.

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AbstractThis study investigates the effects of servant leadership on employee attitudes, behaviors, and psychological climates. In Study 1, the empirical results are based on data for 284 employees from 12 different organizations, and in Study 2, the results are based on data for 286 employees from 15 different organizations. The results show that servant leadership is positively and significantly related to organizational citizenship behavior, job satisfaction, and psychological climate. The relationship between servant leadership and job satisfaction is also partially mediated by psychological climate. With these results, this study contributes to research showing that leadership has both direct and mediating effects on employee attitudes and behaviors.
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Scridon, Mircea-Andrei. "Internal Branding: Antecedents of Employee Attitudes, Satisfaction, and Organizational Loyalty." Studia Universitatis Babes-Bolyai Oeconomica 65, no. 3 (December 1, 2020): 27–38. http://dx.doi.org/10.2478/subboec-2020-0013.

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Abstract As competition between employers has become more intense in recent years, employee-based differentiation has become one of the strategic solutions for many organizations. The objective of this paper is to test a nomological model between internal branding, attitude, satisfaction, and loyalty. Data were collected through a survey among employees of a leading electronics conglomerate from Romania. While the relationship between attitudes and loyalty is partially mediated by satisfaction, the relationship between internal branding and satisfaction is indirect, with full mediation by attitudes being detected. The results of the study agree with previous studies, which suggested that internal branding influenced certain employee behaviors, such as positive attitudes, satisfaction, or loyalty.
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Singh, Ajay, Gangaram Singh, and James R. Beatty. "Adoption and correlates of Western concepts of high performance work system in the IT industry in India." International Journal of Organizational Analysis 24, no. 4 (September 5, 2016): 550–72. http://dx.doi.org/10.1108/ijoa-01-2015-0837.

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Purpose An interesting conundrum exists in India with its rise as an economic powerhouse. On one front, there is tremendous pride in asserting its Indian identity. On another front, it seeks to embrace Western practices to announce its entry into the world economy. This paper aims to examine the extent to which Indian information technology (IT) firms adopt Western concepts of a high performance work system (HPWS) and the correlates of such a system (pro-social organizational behavior and employee attitude). Data from 211 IT employees in India show widespread adoption of a HPWS, and more importantly several approaches to assessment indicate that a HPWS positively correlates to pro-social organizational behavior and employee attitude. Design/methodology/approach The sample consisted of IT professionals in India having a minimum of three years of work experience. The study has used a snowball strategy to generate the sample. Eight HPWS practices were included in the survey questionnaire to assess three dimensions of HPWS. Analysis was conducted to examine differences between the highest (i.e. top 10 per cent) and the lowest (i.e. bottom 10 per cent) and bivariate correlations of the surveyed employees regarding pro-social organizational behaviors related to altruism, job involvement and work involvement, and regarding employees attitudes related to job satisfaction, intention to stay in organization, level of morale and optimism. Findings HPWS is positively associated with employee attitudes and pro-social organizational behavior. It reflects the reality that HPWSs, at least as conceived by researchers from the West, have penetrated organizations in India. Moreover, they seem to complement each other and together they seem to have a positive association with employee attitudes and pro-social organizational behavior. As organizations in India continue with the march toward servicing the world in the IT sector, the present study suggests that they have a potent tool in a HPWS to keep employee attitudes and pro-social organizational behaviors high. Research limitations/implications The criticism of survey methodology approach adopted in the present study is that it has common method bias. That is, in the survey, respondents tend to score along a path with a common response. As a validation, the study has performed a treatment-by-subjects analysis of variance with matched participant scores on the three pro-social behaviors to determine whether the means of altruism, job involvement and work involvement were significantly different. As to convergence, much more causal data would be needed to make a definitive conclusion on the findings of the present study. Originality/value This is the first study of its kind to examine the adoption of Western concepts of a HPWS in Indian IT Industry.
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Lehmann-Willenbrock, Nale, Joseph A. Allen, and Dain Belyeu. "Our love/hate relationship with meetings." Management Research Review 39, no. 10 (October 17, 2016): 1293–312. http://dx.doi.org/10.1108/mrr-08-2015-0195.

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Purpose Employees at all organizational levels spend large portions of their work lives in meetings, many of which are not effective. Previous process-analytical research has identified counterproductive communication patterns to help explain why many meetings go wrong. This study aims to illustrate the ways in which counterproductive – and productive – meeting behaviors are related to individual work engagement and emotional exhaustion. Design/methodology/approach The authors built a new research-based survey tool for measuring counterproductive meeting behaviors. An online sample of working adults (N = 440) was recruited to test the factor structure of this new survey and to examine the relationships between both good and bad meeting behaviors and employee attitudes beyond the meeting context. Findings Using structural equation modeling, this study found that counterproductive meeting behaviors were linked to decreased employee engagement and increased emotional exhaustion, whereas good meeting behaviors were linked to increased engagement and decreased emotional exhaustion. These relationships were mediated via individual meeting satisfaction and perceived meeting effectiveness. Research limitations/implications The study findings provide a nuanced view of meeting outcomes by showing that the behaviors that people observe in their meetings connect not only to meeting satisfaction and effectiveness but also to important workplace attitudes (i.e. employee engagement and emotional exhaustion). In other words, managers and meeting leaders need to be mindful of behavior in meetings, seek ways to mitigate poor behavior and seek opportunities to reward and encourage citizenship behavior. Originality/value This study shows how good and bad meeting behaviors relate to employee perceptions of meeting effectiveness and individual job attitudes. The authors develop a science-based, practitioner-friendly new survey tool for observing counterproductive meeting behavior and offer a juxtaposition of good and bad meeting behaviors in a single model.
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Dissertations / Theses on the topic "Employee attitudes behaviors"

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Hammond, Gregory David. "The Relationship Between Job Attitudes and Counterproductive Work Behaviors: The Moderating Role of Attitude Strength." Wright State University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=wright1204922530.

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Waris, Robert George Portwood Sharon G. "An examination of organizational culture, employee attitudes, and organizational citizenship behaviors a path analysis approach /." Diss., UMK access, 2005.

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Thesis (Ph. D.)--Dept. of Psychology. University of Missouri--Kansas City, 2005.
"A dissertation in psychology." Advisor: Sharon Portwood. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed June 27, 2006. Includes bibliographical references (leaves 86-102). Online version of the print edition.
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Komodromou, Janell. "Work-life balance benefits : employee attitudes and behaviors through the lens of social exchange theory." Thesis, Aston University, 2013. http://publications.aston.ac.uk/20857/.

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The question of what to provide employees in order that they reciprocate with desirable behaviors in the work place has resulted in a great amount of work in the area of social exchange. Although offering fair compensation, including salary or wages and employee benefits, has been extensively studied, the effects of offering specific types of benefits, such as work-life balance benefits, and the intangible rewards that such an offering inadvertently offers, has only been minimally explored. Utilizing past literature, this current research examined the offering of work-life balance benefits, the value employees place on those benefits, the communication of the benefits by the organization to employees, and their effect on employee attitudes and behaviors. The goal was to identify the effect on desirable outcomes when work-life balance benefits are offered to determine the usefulness to the organization of offering such benefits. To test these effects, a study of an organization known to offer a strong work-life balance benefits package was undertaken. This was accomplished through the distribution of questionnaires to identify the possible relationships involving 408 employee respondents and their 79 supervisors. This was followed with interviews of 12 individuals to ascertain the true reasons for links observed through analysis. Analysis of the data was accomplished through correlation analysis, multilevel analysis and regression analysis generated by SPSS. The results of the quantitative analysis showed support for a relationship between the offering of work-life balance benefits and perceived organizational support, perceived distributive justice, job satisfaction and OCBO. The analysis also showed a lack of support for a relationship between the offering of work-life balance benefits and organizational commitment, OCBI and IRB. The interviews offered possible reasons for the lack of support regarding the relationship between the offering of work-life balance benefits and organizational commitment as well as organizational citizenship behaviors (OCBI and IRB). The implications of these findings on future research, theory and practice in the offering of work-life balance benefits are discussed.
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Thompson, David J. "A study of the demographics, health behaviors, health beliefs, and motivation to exercise of participants of a corporate fitness program." Virtual Press, 1994. http://liblink.bsu.edu/uhtbin/catkey/917046.

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The Purpose of this study was to compare the demographic characteristics, health behaviors, health beliefs, and motivation to exercise of participants and people intending to participate in a corporate fitness program with those of non-participants and people not intending to participate. Six hundred employees of Lands' End, Inc. were randomly selected and mailed a questionnaire. A total of 307 employees returned the questionnaires for analysis. Raw scores were calculated and graphed for all data of this study. The Hypotheses were then tested with a Chi-square analysis. Significant differences were found between participants and non-participants as well as between those intending to participate and those not intending to participate. Demographic characteristics proved to be of little importance as only job classification showed any difference. However, participants appeared to be slightly healthier as they had fewer sick days and visited the physician less often. Participants believed that physical activity led to good health and always used that as motivation to exercise more regularly than non-participants. Participants also used fun, self-discipline, and body attractiveness as motivation to exercise. However, even though the participants appeared to be healthier than non-participants, the development of the Activity Center led to an increase in their exercise level. Employees who indicated that they intended to participate in the next six months were most likely to be salaried and believed that eating nutritious was important for their health. Those intending to participate also listed health and fitness and fun as motivation to exercise more than those people not intending to participate. Further study is suggested.
Fisher Institute for Wellness
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Sim, Stacy. "Does self-other agreement on upward feedback impact employee attitudes and outcomes? A response surface methodology examination." Bowling Green State University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1530895021185697.

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Woo, Boyun. "Cultural Effects on Work Attitudes and Behaviors: The Case of American and Korean Fitness Employees." Columbus, Ohio : Ohio State University, 2009. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1241612067.

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Sanchez, Rudolph Joseph. "The Role of Trust, Leader-Member Exchange, and Organizational Justice in Employee Attitudes and Behaviors: A Laboratory and Field Investigation." PDXScholar, 2002. https://pdxscholar.library.pdx.edu/open_access_etds/3728.

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The study of interpersonal relationships continues to be a major focus of theory and research in a wide array of disciplines. The present research examined one of the most prevalent and significant interpersonal relationships in the workplace context—the dyadic relationship between a supervisor and a subordinate. This research examined the relationships between trust, quality of the leader-member exchange relationship (LMX; a measure of the quality of the dyadic relationship), perceived organizational justice, and several employee attitudes and behaviors that are important to individual workers and the organizations in which they work. Data were collected in both laboratory and field settings. The laboratory setting allowed for the manipulation of organizational justice, which permitted inferences regarding the causal effects of organizational justice on the relationships between trust and LMX and the outcome variables examined. The field setting allowed for the testing of the hypothesized relationships in a “real world” environment in which external contextual factors (e.g., industry and organizational differences) were naturally controlled. Two-hundred and twenty-three currently employed undergraduate students participated in the laboratory study. In the field study, data were collected in a Fortune 500 company from 113 subordinates and their supervisors. Results from both studies indicated that perceptions of trust in one's supervisor were strongly related to LMX. Importantly, in the field study, quality of the dyadic relationship was modeled as an emergent property of the perceptions of both subordinates and supervisors. Perceptions of LMX were related to a sense of overall fairness, which was jointly determined by procedural and distributive justice. Perceptions of overall fairness were related to job satisfaction, intention to quit, organizational commitment, in-role job performance, organizational citizenship behavior, and organizational retaliatory behaviors. Additionally, results of the laboratory study indicated that established perceptions of trust in one's supervisor and LMX were adversely affected by violations of either procedural or distributive justice. This adverse effect was greatest when both procedural and distributive justice were low. The theoretical and practical implications of the research are discussed.
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Herdman, Andrew Orr. "Explaining the Relationship Between the HR System and Firm Performance: a Test of the Strategic HRM Framework." Diss., Virginia Tech, 2008. http://hdl.handle.net/10919/26009.

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Recent meta-analytic treatments of the Strategic Human Resource Management literature suggest a relationship between the adoption of â high-commitmentâ HR practices and organization level performance outcomes (Combs, Lui, Hall & Ketchen, 2006). However, there is considerable variability in the manner in which the HR system construct is conceptualized and measured (Arthur & Boyles, 2007; Delaney & Huselid, 1996). Further, relative little attention has been given to how these systems of HR practices operate to influence organizational outcomes (Ostroff & Bowen, 2000). Drawing on the extant SHRM literature, the present study attempts to lend clarity to these issues by specifying and assessing a number of unique measures of the HR system. Several attitudinal, motivation and behavioral employee outcomes are also identified and assessed as possible mediators between the HR system measures and organizational outcomes. An integrated model proposing relationships both among these measures and their effects on various organizational outcomes is offered and tested. Data obtained from 202 hotel locations provided mixed support for the proposed model of relationships. However, results generally support the relationships between measures of the HR System and important organizational outcomes. Findings also reinforce the utility of expanding the measurement of the HR system beyond the formally established HR programs, the need to better understand intra-organizational variability in HR systems along functional lines and the challenges and opportunities inherent in multi-respondent designs. Finally, the failure to demonstrate the mediating role of the specified human capital characteristics in HRâ s relationship with firm performance presents a continued challenge to future research to effectively model this relationship.
Ph. D.
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Crain, Tori Laurelle. "The Crossover Effects of Supervisor Work-Family Positive Spillover on Employee Sleep Deficiency: Moderating Effects of Family Supportive Supervisor Behaviors (FSSB)." PDXScholar, 2012. https://pdxscholar.library.pdx.edu/open_access_etds/895.

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The majority of literature on the work-family interface has focused on, and provided evidence of, the conflict associated with engagement in both work and family roles (Eby, Casper, Lockwood, Bordeaux, & Brinley, 2005). Research examining the positive aspects of work and family participation remains limited. The current study investigated how work-family positive spillover is transferred between members of the supervisor-employee dyad and subsequently how this affects employee sleep outcomes. It was hypothesized that work-to-family affective positive spillover experienced by supervisors would crossover to employees and increase their experiences of work-to-family affective positive spillover. In turn, this would allow for better employee sleep. It was also proposed that these relationships would depend on the level of employee perceptions of family-supportive supervisor behaviors (FSSB), such that higher levels of FSSB would result in higher levels of employee positive spillover and better employee sleep. As part of a larger study, survey data were collected in a sample of 696 workers supervised by 180 managers in the information technology sector. Contrary to expectations, results indicated that supervisor positive spillover was negatively related to employee positive spillover. Furthermore, FSSB moderated the association between supervisor positive spillover and employee sleep duration, such that the relationship between supervisor positive spillover and employee sleep duration was positive under high levels of FSSB, but negative under low levels of FSSB. Again, this finding was contrary to expectations. Alternative explanations are discussed.
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Chan, Alison Suk Kuen. "To take or not to take the risk? Toward a greater understanding of employees' cognitive decision process in change-oriented organizational citizenship behavior." HKBU Institutional Repository, 2018. https://repository.hkbu.edu.hk/etd_oa/573.

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The importance of leadership style and the organizational citizenship behavior have been recognized in many research studies. However, the influence of empowering leadership on employee's change-oriented organizational citizenship behavior and employees' cognitive mechanism to engage in such behavior have received little attention. Drawing on social cognitive theory, the present study explores the effects of empowering leadership on change-oriented organizational citizenship behavior directly and indirectly through employees' willingness to take risk. The study also examines the boundary conditions that employees would make the decision to engage in such behavior with the effects of two moderators - regulatory focus and perceived organizational support.;A nested data model of empowering leadership, willingness to take risk, regulatory focus, perceived organizational support and change-oriented organizational citizenship behavior were tested using a 3-wave sample of 173 matched dyad relationships from nine financial institutions in Hong Kong. The research model rests with individual-level as unit of analysis while controlling the variances from the teams using hierarchical linear modeling. The results show that willingness to take risk can partially mediate the relationship between empowering leadership and change-oriented organizational citizenship behavior. In addition, promotion focus, prevention focus and perceived organizational support can moderate the relationship between empowering leadership and willingness to take risk when they are of low level while promotion focus and willingness to take risk are proved to be predictors of change-oriented organizational citizenship behavior. Implications from the findings for future research and management practice will be discussed.
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Books on the topic "Employee attitudes behaviors"

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Personal relationships: The effect on employee attitudes, behavior, and well-being. New York: Routledge Academic, 2012.

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Patterson, Malcolm G. Organizational climate and company productivity: The role of employee affect and employee level. London: Centre for Economic Performance, London School of Economics and Political Science, 2004.

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Earle, John S. Ownership transformation, economic behavior, and political attitudes in Russia. Glasgow: Centre for the Study of Public Policy, University of Strathclyde, 1996.

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Poole, Michael. Two decades of management: A survey of the attitudes and behaviour of managers over a 20 year period. London: Institute of Management, 2001.

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Geoff, Matthews, ed. Engaged: Unleashing your organization's potential through employee engagement. San Francisco, CA: Jossey-Bass, 2012.

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Earle, John S. Causes and consequences of privatization: Behaviour and attitudes of Russian workers. Glasgow: Centre for the Study of Public Policy, University of Strathclyde, 1996.

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The employee engagement mindset: The six drivers for tapping into the hidden potential of everyone in your company. New York: McGraw-Hill, 2012.

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Fen wei ying zao: Zu zhi qi feng jiang she fang an. Guangzhou Shi: Guangdong jing ji chu ban she, 2003.

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Rajiv, Kumar. Organizational citizenship peformance in non-governmental organizations: Development of a scale. Ahmedabad: Indian Institute of Management, 2005.

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B, Freeman Richard. Monitoring colleagues at work: Profit sharing, employee ownership, broad-based stock options and workplace performance in the United States. London: Centre for Economic Performance, London School of Economics and Political Science, 2004.

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Book chapters on the topic "Employee attitudes behaviors"

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Riggio, Ronald E. "Positive Employee Attitudes and Behaviors." In Introduction to Industrial/Organizational Psychology, 247–80. Seventh Edition. | New York : Routledge, [2017] | Revised edition of the author’s Introduction to industrial/organizational psychology, 2013.: Routledge, 2017. http://dx.doi.org/10.4324/9781315620589-9.

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Riggio, Ronald E. "Worker Stress and Negative Employee Attitudes and Behaviors." In Introduction to Industrial/Organizational Psychology, 281–315. Seventh Edition. | New York : Routledge, [2017] | Revised edition of the author’s Introduction to industrial/organizational psychology, 2013.: Routledge, 2017. http://dx.doi.org/10.4324/9781315620589-10.

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Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Attitudes and Emotions of Employees." In Organizational Behavior in Sport Management, 115–25. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_11.

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Robinson, Sandra L. "Violation of psychological contracts: Impact on employee attitudes." In Changing employment relations: Behavioral and social perspectives., 91–108. Washington: American Psychological Association, 1995. http://dx.doi.org/10.1037/10185-004.

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Sinclair, Robert R., Mary Ann Hannigan, and Lois E. Tetrick. "Benefit coverage and employee attitudes: A social exchange perspective." In Changing employment relations: Behavioral and social perspectives., 163–85. Washington: American Psychological Association, 1995. http://dx.doi.org/10.1037/10185-008.

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Schalk, René, and Kirsten van der Linden. "The Influence of Cultural Differences on the Relationship Between Employee and Supervisor, and Employee Attitudes and Behavior." In The Yin-Yang Military, 169–81. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52433-3_12.

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Kim, Min Young, Sung Min Park, and Qing Miao. "Entrepreneurial Leadership and Organizational Innovation: Improving Attitudes and Behaviors of Chinese Public Employees." In Public Service Innovations in China, 151–84. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-1762-9_8.

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Rogala, Anna, Tomasz Wanat, Renata Nestorowicz, and Magdalena Stefańska. "The Effect of Communicating CSR and Fair Trade on the Attitudes and Behavior of Employees of Trading Enterprises." In Fair Trade in CSR Strategy of Global Retailers, 149–73. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137389046_6.

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van Tonder, Estelle, Sam Fullerton, and Leon T. de Beer. "Customers as “Partial Marketing Employees”: An Alternative Approach to Closing the Green “Attitude-Behaviour” Gap: An Abstract." In Enlightened Marketing in Challenging Times, 475–76. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42545-6_157.

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"Positive Employee Attitudes and Behaviors." In Introduction to Industrial and Organizational Psychology, 234–64. Routledge, 2015. http://dx.doi.org/10.4324/9781315665139-14.

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Conference papers on the topic "Employee attitudes behaviors"

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Zheng, Xuan, and Scarlett R. Miller. "Risky Business: The Driving Factors of Creative Risk Taking Attitudes in Engineering Design Industry." In ASME 2017 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/detc2017-67799.

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Designing breakthrough products comes at a great cost to the design industry due to the risk and uncertainties associated with creative ideas. However, without creative ideas, there is no potential for innovation. As such, companies need to appropriately embrace the risk associated with creative concepts in the fuzzy front end of the design process in order to build their value. While previous research has linked risk taking attitudes to creative idea generation and selection in engineering design education, there has been limited research focused on engineering design professionals’ creative risk taking attitude and the corresponding driving factors. This is problematic because without this knowledge we do not know what factors inhibit or promote the flow of creative ideas in engineering design industry. In order to address this gap, a preliminary online survey was conducted with 46 design professionals from a global manufacturing company to understand the potential driving factors of creative risk taking, including educational training, job type (R&D, applied engineering, or management), and years of experience. The results suggest that there is a relationship between employee education level and years of experience and an engineering employee’s willingness to take risks on creative ideas in the fuzzy front end of the design process. Interestingly, the results also show that those individuals primarily responsible for the development (R&D) and selection (management) of creative ideas tend to be more financially risk averse than individuals in traditional engineering positions. These results contribute to the prediction of professionals’ design behaviors and have implications for the management of creative ideas in the early conceptual design stages of engineering design industry.
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"The Effect of Rational Based Beliefs and Awareness on Employee Compliance with Information Security Procedures: Case Study of a Financial Firm [Abstract]." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4258.

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Aim/Purpose: This paper examines the behavior of financial firm employees with regard to information security procedures instituted within their organization. Furthermore, the effect of information security awareness and its importance within a firm is examined. Background: The study focuses on employees' attitude toward compliance with information security policies (ISP), combined with various norms and personal abilities. Methodology: A self-reported questionnaire was distributed among 202 employees of a large financial institution. Contribution: As far as we know, this is the first paper to thoroughly examine employees' awareness of information system procedures, among financial organizations in Israel and also the first to develop operative recommendations for these organizations aimed at increasing ISP compliance behavior. Findings: Our results indicate that employees' attitudes, normative beliefs and personal capabilities to comply with firm's ISP, have positive effects on the firm's ISP compliance. Also, employees' general awareness of IS, as well as awareness to ISP within the firm, positively affect employees' ISP compliance. Impact on Society: This study offers another level of understanding of employee behavior with regard to information security in organizations and comprises a significant contribution to the growing knowledge in this area. The research results form an important basis for IS policymakers, culture designers, managers, and those directly responsible for IS in the organization. Future Research: Future work should sample employees from other financial institutions and also institutions from other fields and also should apply qualitative analysis to explore other pillars of behavioral patterns related to the subject matter.
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Haider, Aftab. "The role of Motivation, employee relation, employee behavior and attitude on Employee Turnover in the FMCG Industry, Pakistan." In 8th international conference on Management, Economics and Humanities. acavent, 2018. http://dx.doi.org/10.33422/8icmeh.2018.12.39.

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Widayati, C. Catur, Magito Magito, Agung Solihin, and P. Dian Pangesti. "The role of Emotional Intelligence in Influencing Employee Attitudes and Behavior." In Proceedings of The International Conference on Environmental and Technology of Law, Business and Education on Post Covid 19, ICETLAWBE 2020, 26 September 2020, Bandar Lampung, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.26-9-2020.2302700.

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Arsenijević, Olja, and Polona Šprajc. "The Impact of Job Insecurity on Employee Attitudes." In Organizations at Innovation and Digital Transformation Roundabout: Conference Proceedings. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.3.

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The purpose of the article is a theoretical and empirical analysis of the job insecurity due its influence on the employee job attitudes. Design. The design of the study was longitudinal. The empirical results were collected in 2018–2019. The empirical basis of the research is the separate structural department of the bank. The organization has realized downsizing project during the collection of empirical data. It has made possible to analyze the job satisfaction and work engagement before, during and after the downsizing project. The measures used in the present study are: 1) the “Utrecht Work Engagement Scale”; 2) “Brief Job Satisfaction Measure; 3) “The Job Insecurity Scale”. An empirical analysis of the dynamics of job attitudes in the groups differ in age and gender has found out a short-term motivating effect of the threat of job loss. The motivating effect of the threat of job loss is lost during six months. The most significance motivating effect was wound out in within the group of ordinary employees in the senior category over 45 years. The threat of dismissal also has the greatest impact on the behavior change of that part of the staff that is most susceptible to experiencing job insecurity. The employees who perceived the job insecurity are more satisfied with their work and value it more highly.
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Kloutsiniotis, Panagiotis. "Exploring the relationship between high involvement work practices, work demands and employees’ attitudes and behaviors." In International Conference on Applied Research in Management, Business and Economics. Acavent, 2019. http://dx.doi.org/10.33422/icarbme.2019.04.1073.

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Gigauri, Iza. "UNDERSTANDING THE EXPECTATIONS OF YOUNG EMPLOYEES TOWARDS LEADERSHIP IN ORGANIZATIONS." In Proceedings of the XXVIII International Scientific and Practical Conference. RS Global Sp. z O.O., 2021. http://dx.doi.org/10.31435/rsglobal_conf/25042021/7521.

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The presented research explores the expectations of young employees to leadership and reveals their attitude towards leaders in organizations. The study elaborates on leadership styles, traits, and behaviors the new generation anticipates from the leaders. Additionally, the research analyzes the similarities and differences of male and female leaders in young workers' views. The research was based on a quantitative approach, and a survey method was used to gather primary data in Georgia. The study results emphasize the preferences of young employees towards leaders, which can be used by organizations to develop leadership styles accordingly, and attract and retain employees as a consequence.
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Lopes, Marcelo Garcez. "Safety Culture." In 2010 8th International Pipeline Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/ipc2010-31368.

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The occurrence of accidents which resulted in lost work time, since 2007, prompted the Company to invest in a new Educational Program to prevent accidents. The program was divided into several parts. One of these parts was the project on Safety Culture. The Safety Culture project had been implemented since September, 2009, at PETROBRAS TRANSPORTES S.A. – TRANSPETRO, in Guarulhos, Sa˜o Paulo, Brazil. The project had intended to change the employee’s behavior, informing the employees, who are exposed the risks, to know and understand the risks associated with their tasks, delivering a higher perception of the risks and making possible a change of behavior resulting in employees reaching a safe attitude. The Safety Culture project was developed specifically for TRANSPETRO. The project was divided in three parts: Safety Culture Visual, Procedures and Leading with Safety. This paper will discuss the content one part, Safety Culture Visual. The Safety Culture Visual concept has as its main objective to completely change the visual of the Company. In this concept about Safety Culture Visual, the Company wanted to demonstrate its concern with employee’s safety. Although the goal of the project was to change worker’s behavior, it was important first to communicate that having a strong Safety Culture is a main objective of the Company’s culture. The beginning of the paper discusses how the company can change its visual. By changing your visual, the company can demonstrate to workers that they are interested in their safety and their lives. Posting warning signs at the entrance of the company, at the entrance of the offices, streets, work areas, and other settings where employees must go were all small signs that the company had started to focus on the importance of having a safety culture. By installing warning signs everywhere, workers who are exposed to the risks can better know and understand the risks associated with their tasks. This greater awareness of the risks associated with their tasks provide the employee a greater insight to the risks, enabling a behavior change and helping them reach a complete attitude on safety. The methodology that the Company has been using to implement this change in vision is an “Andrago´gico Model”, exploring the experience of the person; with a focus on the day by day work and daily life situations. The project has been applied in the form of weekly leadership meetings, where everybody has the opportunity to suggest ideas as to promote the change. Expecting results and consequence of the Project: • to turn the concept of safety into a real value to the worker; • to preserve the integrity and to give value to the life of the employee; • pursue a lasting and stable changing of behavior, with a culture based on safety; and • to support the management safety system and reduction of accidents. This project has reduced worker’s exposure to risks and has diminished the number of industrial accidents. Accidents with lost time: using a different concept to deal with safety, focusing directly on the behavior of the worker, leading the worker to a shaper perception of the risks and thus enabling a change of behavior towards a safer attitude.
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Khan, Salman, Leah Boyd, and Ferdinand Velez. "Human Factors and Performance: Reducing Errors and Improving Safety." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205973-ms.

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Abstract While companies employ a variety of tactics to reduce workplace incidents, behavioral-based programs have proven highly effective—particularly because such programs ensure that safety becomes a collective responsibility shared by all employees. However, training managers and their employees on the fundamentals of behavior-based programs such as the Siemens Energy Human Performance (HuP) program has proven challenging during the global COVID-19 pandemic. Training that traditionally was done in person, where people could interact and discuss root causes of accidents in the same room, had to be replaced with virtual training sessions. This paper reviews the key facets of the HuP program, which includes safety training, raising awareness of employees’ susceptibility to human error, and how to design management systems as well as to promote behaviors to prevent safety incidents. It also reviews common practices in the program—including Stop Work authority, Safety Walk & Talks, daily toolboxes, and rapid risk assessment—and how they are being consolidated into one virtual training curriculum. People bring their own personal mix of skills, knowledge, experience, attitudes, motivation, habits, and personality to their jobs—and to each task that they routinely perform. The novelty of the HuP approach is that it empowers workers to recognize where errors occur, use the proper tools to change their habits, and then contribute equally to their own safety and operational excellence, rather than relying on written policies and discipline. The efforts focus on safety within and outside the company.
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Durna, Ufuk, and Ali Babayiğit. "Impact on Organizational Commitment of Attitudes towards Work-Life Balance of Employees." In International Conference on Eurasian Economies. Eurasian Economists Association, 2015. http://dx.doi.org/10.36880/c06.01235.

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Work and family environment is the areas that individuals spend most of their time and gives the most importance comparatively. Despite the rules, different and perceived thoughts and behavior patterns they have, these fields represent the area continually interacting with each other. Work and family is two most important elements in every person’s life. For this reason, individuals have certain roles in their work and family life. These roles are the most significant roles undertaken in their lives. They have to strike a balance to play the roles in their work and family life and to get the expected yield. Work and life balance is the most important aim for individuals and family members interacting each other in work and family life. Having a balance in work and life is significant not only for working individual but also for the society he lives. Today, the subject how the expectations on work and private life can be balanced has become a specific discipline because of the radical changes on the responsibilities related to work and family. Examining the previous studies, it is seen that workers can’t achieve a healthy balance between work and private life and as a result they can’t work efficiently and can’t allow time to their families. Therefore, they face individually organizational and environmental problems. In this paper, the significance of the balance from the point of individuals and organizations and the extent of influence on work and family balance to employee’s organizational commitment will be studied.
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Reports on the topic "Employee attitudes behaviors"

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Keefer, Philip, Sergio Perilla, and Razvan Vlaicu. Research Insights: Public Sector Employee Behavior and Attitudes during a Pandemic. Inter-American Development Bank, July 2021. http://dx.doi.org/10.18235/0003388.

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New data on public sector employees from 18 Latin American countries shed light on the role of trust in the performance of government agencies. An original survey conducted during the first COVID-19 wave includes randomized experiments with pandemic-related treatments. Individual-level trust in coworkers, other public employees, and citizens is positively related to performance-enhancing behaviors and policy attitudes. High-trust and low-trust respondents report different assessments of their main work constraints. Also, they draw different inferences and prefer different policy responses when exposed to data-based framing treatments about social distancing outcomes in their countries.
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Sanchez, Rudolph. The Role of Trust, Leader-Member Exchange, and Organizational Justice in Employee Attitudes and Behaviors: A Laboratory and Field Investigation. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.5612.

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Vlaicu, Razvan. Trust, Collaboration, and Policy Attitudes in the Public Sector. Inter-American Development Bank, May 2021. http://dx.doi.org/10.18235/0003280.

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This paper examines new data on public sector employees from 18 Latin American countries to shed light on the role of trust in the performance of government agencies. We developed an original survey taken during the first COVID-19 wave that includes randomized experiments with pandemic-related treatments. We document that individual-level trust in coworkers, other public employees, and citizens is positively related to performance-enhancing behaviors, such as cooperation and information-sharing, and policy attitudes, such as openness to technological innovations in public service delivery. Trust is more strongly linked to positive behaviors and attitudes in non-merit-based civil service systems. High-trust and low-trust respondents report different assessments of their main work constraints. Also, they draw different inferences and prefer different policy responses when exposed to data-based framing treatments about social distancing outcomes in their countries. Low-trust public employees are more likely to assign responsibility for a negative outcome to the government and to prefer stricter enforcement of social distancing.
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