To see the other types of publications on this topic, follow the link: Employee attitudes behaviors.
Journal articles on the topic 'Employee attitudes behaviors'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Employee attitudes behaviors.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full text
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Latif, Abdul, Noor Ul Hadi, and Jamila Khurshid. "Does CSR add Value to Service Innovation Performance via HRM? A Conceptual Framework and Future Research Agenda." Global Management Sciences Review V, no. III (September 30, 2020): 73–83. http://dx.doi.org/10.31703/gmsr.2020(v-iii).08.
Full textAbstract:
Drawing upon social exchange theory, the present study conceptualizes CSR as a strategic asset, and organizational CSR initiatives influence employee’s attitudes and behaviors, including citizenship and innovative behavior. CSR can be aligned with HR strategies to get employees boost and committed to their organization. CSR strategy from an employee perspective may become a rare, valuable, non-substitutable and inimitable resource that gives organizations’ strategic and sustainable competitive advantages. The study concludes CSR is a promising area that affects employee’s attitudes and behaviors within the framework of HRM. Current literature is inconsistent and lacks maturity. The present study integrates CSR with attitudes and behaviors from an innovation perspective. CSR as a strategic resource is an attraction for stakeholders, including employees.
12
Bitsch, Vera, and Michael Hogberg. "Exploring Horticultural Employees' Attitudes Toward Their Jobs: A Qualitative Analysis Based on Herzberg's Theory of Job Satisfaction." Journal of Agricultural and Applied Economics 37, no. 3 (December 2005): 659–71. http://dx.doi.org/10.1017/s1074070800027152.
Full textAbstract:
Job satisfaction is likely the most studied work-related attitude and is assumed to influence a variety of behaviors. This study analyzes the job satisfaction of agricultural employees using Herzberg's theory, which is broadly employed in management. Fourteen horticultural businesses participated in case studies of labor-management practices. Fifteen nonsupervisory employee interviews were analyzed regarding job satisfaction. Components of job satisfaction relevant to horticultural employees were family-business values, achievement, recognition, work itself, involvement, personal life, interpersonal relationships, job security, supervision, working conditions, organization, safety, compensation, and information. While support for Herzberg's theory is weak, it is useful for classifying employees' attitudes.
13
Rai, Alka, and Benjamin Nandy. "Employer brand to leverage employees’ intention to stay through sequential mediation model: evidence from Indian power sector." International Journal of Energy Sector Management 15, no. 3 (March 1, 2021): 551–65. http://dx.doi.org/10.1108/ijesm-10-2019-0024.
Full textAbstract:
Purpose This study aims to explain the linkage between employer branding and employee retention; a sequential mediation is hypothesized, where it is proposed that the relationship between employer branding and employee retention is sequentially mediated by person–organization fit (P-O fit) and organizational identification. Design/methodology/approach The sample belongs to 224 executive-level employees of the Indian power sector organization. The sequential mediation model is tested by using SPSS macro command of Preacher and Hayes. Findings The findings established that the relationship between employer brand and employees’ intention to stay is sequentially mediated by P-O fit and organizational identification. Practical implications The findings emphasize the role of employer brand on constructs such as P-O fit, organizational identification and intention to stay. In addition, the established mechanism emphasizes the role of P-O fit to realize the benefits such as organizational identification and employee retention. Originality/value Internal branding efforts may have a major impact on workforce attitude and behavior including engagement, job performance and retention. “Yet studies of the positive impact of employer brand on employee attitudes and behaviors, or of the factors that shape employer brand, are rare” (Charbonnier-Voirin et al., 2017, p. 2). Along the line of such gap, this study has taken up to test the unexplored sequential mediation mechanism between employer brand and employees’ intention to stay through P-O fit and organizational identification.
14
ROMÁN-CALDERÓN, JUAN PABLO, CARLO ODOARDI, and ADALGISA BATTISTELLI. "CAUSE-FIT, POSITIVE ATTITUDES AND BEHAVIORS WITHIN HYBRID COLOMBIAN ORGANIZATIONS." Revista de Administração de Empresas 55, no. 4 (August 2015): 408–17. http://dx.doi.org/10.1590/s0034-759020150405.
Full textAbstract:
ABSTRACTSocially oriented ventures have provided livelihoods and social recognition to disadvantaged communities in different corners of the world. In some cases, these ventures are the result of Corporate Social Responsibility (CSR) programs. In Latin America, this type of undertaking has responded positively to unmet social needs. The social cause drives these organizations and their human resources and they give high value to organizational cause-fit. This paper presents empirical evidence of the effects of perceived cause-fit on several worker attitudes and behaviors. Psychological contract theory was adopted as theoretical background. Employees working in a hybrid (for-profit/socially oriented) Colombian organization created by a CSR program participated in the survey. Data provided by 218 employees were analyzed using PLS structural equation modeling. The results suggest the ideological components of the employee-employer relationship predict positive attitudes and cooperative organizational behaviors towards hybrid organizations.
15
Liu, Chang-E., Chenhong Hu, Wei Xie, Tingting Liu, and Wei He. "The Moderated-Mediation Effect of Workplace Anxiety and Regulatory Focus in the Relationship between Work-Related Identity Discrepancy and Employee Innovation." International Journal of Environmental Research and Public Health 17, no. 17 (August 23, 2020): 6121. http://dx.doi.org/10.3390/ijerph17176121.
Full textAbstract:
Extant research on work-related identity discrepancy mostly has probed its effects on employees’ attitudes and emotions but has paid little attention to its impact on employee behaviors. Drawing on self-discrepancy theory, we examined the influencing mechanism and conditions of work-related identity discrepancy on employee innovation behavior. With data collected from 563 employees who personally experienced leadership transition in the workplace, we found that work-related identity discrepancy predicts employee innovation behavior through workplace anxiety. We also discovered that employees’ personality traits—promotion regulatory focus and prevention regulatory focus in particular—can intensify or buffer the negative relationship between work-related identity discrepancy and employee innovation behavior. We further discuss the conceptual and practical implications of these findings.
16
Kuppelwieser, Volker G., Phil Klaus, Yehuda Baruch, and Aikaterini Manthiou. "The missing link: Fairness as the ultimate determinant of service profitability?!" Recherche et Applications en Marketing (English Edition) 33, no. 2 (January 11, 2018): 46–74. http://dx.doi.org/10.1177/2051570717745833.
Full textAbstract:
Fairness is widely considered a key driver of human behavior. Organizational behavior (OB) research focuses on fairness as an employee attitude driver. Marketing research highlights fairness perceptions as a key determinant of both purchase intentions and purchase behavior. Yet, to our best knowledge, no explicit attempt has been made to bridge the two phenomena. Using deductive reasoning and delineation methods, we posit that, through the diffusion of customer experience, value perception, attitudes, and behaviors, a symbiosis of OB and marketing research ultimately influences organizational performance. Our corresponding conceptual framework determines fairness perceptions’ influence on employee attitudes and service productivity by means of proposition development. In turn, this leads to an increase in customer satisfaction, consumer purchasing, and re-purchasing behavior, and – ultimately – profitability.
17
Kumar Madupalli, Ramana, and Amit Poddar. "Problematic customers and customer service employee retaliation." Journal of Services Marketing 28, no. 3 (May 6, 2014): 244–55. http://dx.doi.org/10.1108/jsm-02-2013-0040.
Full textAbstract:
Purpose – The purpose of this paper is to examine the effects of problematic customer behaviors on customer service employee (CSE) attitudes and subsequent retaliation toward customers. Design/methodology/approach – Data from five semi-structured in-depth interviews and a structured survey with 434 responses are used to develop and test the theoretical model. CSEs working in different call center companies serving American and European customers were approached using an established survey panel. Findings – Results using partial least squares methodology showed that problematic customer behaviors have significant effects on emotional dissonance and drain CSEs emotionally. Negative emotional reactions are positively impacted by higher emotional dissonance and exhaustion levels and, subsequently, lead to higher employees’ retaliation. Research limitations/implications – For implications, this study provides an understanding of the relationship between problematic customer behaviors and CSEs’ retaliation. Future researchers can utilize the findings to investigate employee retaliation in other marketing employees. Limitation was use of cross-sectional data. Practical implications – This paper provides call center managers with an understanding of the effects of problematic customer behaviors on employee attitudes. It discusses the need for understanding problematic customers and ways to manage the effects of such experiences. This research helps call center and customer service managers recognize the existence of problematic customer behaviors and retaliation of employees, and different levels of antecedents to such employee responses. Originality/value – The study investigates an under-researched phenomenon, problematic customer behaviors. It provides evidence of relationship between problematic customer behaviors and CSE retaliation. This study is one of the few to investigate employee retaliation in services.
18
Hussain, Munir, and Shakil Ahmed. "Capturing imperative inevitability of spiritual values in Pakistani organisations." Jinnah Business Review 01, no. 01 (January 1, 2013): 01–07. http://dx.doi.org/10.53369/acbo7818.
Full textAbstract:
This study is an attempt to understand and analyze the attitudes and behaviors of Pakistani employees and workers towards adoption of spiritual values for enhancing their productivity and in order to become an effective employee for the organization. The spiritual values are hypothesized in terms of individual betterment, collective betterment and organizational betterment to determine the organizational behavior. The Z-test has been employed which validates most of our developed hypothesis and shows that most of Pakistani employees believe that spiritual values can affect positively their individual, collective and organizational betterment.
19
Waseem, Maimoona. "Deviant Workplace Behaviors in Organizations in Pakistan." Lahore Journal of Business 4, no. 2 (March 1, 2016): 93–104. http://dx.doi.org/10.35536/ljb.2016.v4.i2.a5.
Full textAbstract:
While employees bring their own set of values and attitudes to the workplace, companies that adopt a positive approach toward their employees are likely to be more productive. Employee misbehavior and workplace deviance can have a severe impact on overall organizational performance and productivity, with a corresponding increase in costs. The literature indicates that deviant behaviors include stress, violence, sexual harassment, employee hostility and organizational injustice. This study examines the extent of organizational and interpersonal deviance at a private sector firm in Pakistan, in which a sample of 50 employees were asked to rate deviant workplace behaviors. The independent variables include leader mistreatment, employee hostility, organizational sabotage, intention to quit, and political and production deviance. The study finds a significant relationship between workplace deviance and most of these variables.
20
Allen, Summer, and Sandra T. Marquart-Pyatt. "Workplace energy conservation at Michigan State University." International Journal of Sustainability in Higher Education 19, no. 1 (January 2, 2018): 114–29. http://dx.doi.org/10.1108/ijshe-07-2016-0124.
Full textAbstract:
Purpose This research contributes to the literature on workplace energy conservation by examining the predictors of individual employee behaviors and policy support in a university. The purpose of this research is to better understand what factors influence energy conservation behaviors in this setting to inform programs and interventions. Design/methodology/approach This project gathered survey data from employee-occupants of three campus buildings. Ordinary least squares regression analyses were used to investigate the theory of planned behavior (TPB) and attitudes-behavior-constraints (ABC) models examining what drives energy behaviors. Findings This study finds a large proportion of respondents would support energy use reduction policies, more technology-based interventions and increased use of renewable sources. Respondents report positive attitudes toward individual energy conservation behavior but mild agreement with the influence of social norms. Self-efficacy reports also are positive. Although the TPB model is not fully supported in this group, the ABC model appears to perform well. Originality/value In addition to adding to the relatively limited data on employee energy-saving behaviors in the university workplace, this study provides initial evidence that the ABC model is pertinent to this behavioral context. It also provides specific, usable data about policies and actions that campus community members might deem feasible and acceptable to relevant university offices.
21
Hollingworth, David, and Sean Valentine. "Corporate social responsibility, continuous process improvement orientation, organizational commitment and turnover intentions." International Journal of Quality & Reliability Management 31, no. 6 (May 27, 2014): 629–51. http://dx.doi.org/10.1108/ijqrm-09-2012-0131.
Full textAbstract:
Purpose – The purpose of this paper is to examine how employee's perceptions of corporate social responsibility (CSR) relate to their perceptions of an organization's orientation toward continuous process improvement orientation (CPIO). In addition, this research considers how employee perceptions of CSR and CPIO relate to work attitudes and behavioral intentions. Design/methodology/approach – Using structural equations analysis, the paper examines survey data obtained from employees of a USA-based financial services firm to test hypotheses regarding employee's perceptions of corporate engagement in CSR and continuous process improvement, as well as their work attitudes. Findings – Employee perceptions of CSR and of CPIO are strongly related. Both CSR and CPIO have similar, but still unique effects upon organizational commitment (OC). CSR and CPIO do not directly impact employee's intentions to leave, but they do have an indirect effect on intentions to leave, which operates through OC. Research limitations/implications – The design of the study precludes absolute conclusions regarding causality in tested relationships. The study design also limits generalizability. Practical implications – CSR and CPIO are strongly related, possibly due to shared cultural principles, suggesting that either CSR or CPIO may establish a basis in values that will support the other. Adding CSR to existing CPIO (or the reverse) is likely to enhance employee attitudes. Originality/value – This paper provides an empirical assessment of the relationship between continuous process improvement activities and CSR. In addition, it conceptually and empirically evaluates how CSR and CPIO simultaneously influence employee attitudes and behaviors.
22
Bourantas, Dimitris, and Irene I. Nicandrou. "Modelling post‐acquisition employee behavior: typology and determining factors." Employee Relations 20, no. 1 (February 1, 1998): 73–91. http://dx.doi.org/10.1108/01425459810369841.
Full textAbstract:
Understanding employee reactions to acquisitions is important in assessing the dynamics of acquisitions and their possible success or failure. Proposes a typology of employee behaviors in acquisitions. Moreover, describes the general framework for studying employee responses, by showing the relationship between the factors contributing to the formation of attitudes which can lead to a certain behavior. Finally, discusses directions for future research regarding human resource issues.
23
S, Aishwarya, and Ayisha Millath M. "Cyberloafing increases or decreases task performance and productivity- a review from emerging literature." Journal of Management and Science 6, no. 3 (December 31, 2016): 255–61. http://dx.doi.org/10.26524/jms.2016.23.
Full textAbstract:
This paper covers about cyberloafing and its predictable effects on organizational productivity. The intention of this research paper is to discuss whether employee job attitudes, organizational characteristics, attitudes towards cyberloafing and other non-Internet loafing behavior has the chance of affecting task performance of the employees. We discuss that the employee job attitudes of job involvement and intrinsic involvement are connected to cyberloafing. In addition, we discuss that organizational characteristics including the apparent cyberloafing of one’s coworkers and managerial support for internet usage are related to cyberloafing. We also arrived some conclusions from previous researches that attitudes towards cyberloafing and the extent to which employees participate in non-Internet loafing behaviors (e.g., talking with coworkers, running personal works) will both be related to cyberloafing. In addition, this paper covers a general view on cyberloafing among the organizations and their support to use the internet facility for the knowledge gained workers in a modern work environment.
24
S.A., Emmanuel, and Wosu M. "Procedural Justice and Employees’ Commitment in Selected Hospitals in Rivers State." African Journal of Social Sciences and Humanities Research 4, no. 2 (May 3, 2021): 49–58. http://dx.doi.org/10.52589/ajsshr-ekyd5wid.
Full textAbstract:
Justice perception can influence employees' attitudes and behaviors for good or bad, and in turn, have a positive or negative impact on the employees' performance and the organization's success. The purpose of this study was to identify the roles of procedural justice toward employee commitment. It also examined the relationship between procedural justice and employee commitment. A convenience sampling was used on the sample size of 200 studied. The results of correlation analysis show that there is a significant positive relationship between procedural justice and employee commitment. The study concludes that employees who perceive unfairness in the workplace may exhibit varying degrees of malicious behaviors. This study provides guidelines for organization management and better ways to reduce employee turnover.
25
Erdogan, Berrin, Talya N. Bauer, and Sully Taylor. "Management commitment to the ecological environment and employees: Implications for employee attitudes and citizenship behaviors." Human Relations 68, no. 11 (April 28, 2015): 1669–91. http://dx.doi.org/10.1177/0018726714565723.
Full text
26
Weltmann, Dan. "Does employee ownership moderate the outcomes of pay dispersion?" Journal of Participation and Employee Ownership 2, no. 2 (December 9, 2019): 151–76. http://dx.doi.org/10.1108/jpeo-02-2019-0003.
Full textAbstract:
Purpose The purpose of this paper is to answer the question: What happens to the outcomes of pay dispersion when the employees own stock in their own company? Design/methodology/approach The data set consisted of over 20,000 employee surveys. Pay dispersion was measured with the Gini coefficient. The outcome variables were attitudes and behaviors with numerous controls. The moderation effect of employee ownership was investigated at the individual and group level using multilevel regression analysis. Findings Most hypothesized outcomes did not yield statistically significant results. The results that were statistically significant had two patterns: first, higher pay dispersion was consistently associated with improved attitudes and behaviors; and second, employee ownership moderated the outcomes of pay dispersion for certain outcomes and job types (e.g. perceptions of company fairness among administrative support personnel, or absenteeism and production personnel). There was no evidence to support a link between pay dispersion and attitudes across job types (vertical), only within job types (horizontal). Research limitations/implications All the data were self-reported in surveys. Attitudes were measured with single items rather than validated scales. The data were cross-sectional, so no causality can be inferred. Practical implications While both higher pay dispersion and employee ownership can motivate employees, the interaction between them can be negative, especially in a cooperative environment. Consideration should be given to this when designing compensation packages. Social implications There was a surprisingly strong link between higher pay differentials and improved attitudes, suggesting that the opportunity for higher pay is more influential than any feelings of inequity. Originality/value The effect of employee ownership on the outcomes of pay dispersion has never been investigated. This should be valuable given how widely higher pay is used to attract, retain and motivate employees (leading to pay dispersion) as well as how increasingly popular employee ownership is becoming.
27
Teoh, Kevin Rui-Han, Iain Coyne, Dwayne Devonish, Phil Leather, and Antonio Zarola. "The interaction between supportive and unsupportive manager behaviors on employee work attitudes." Personnel Review 45, no. 6 (September 5, 2016): 1386–402. http://dx.doi.org/10.1108/pr-05-2015-0136.
Full textAbstract:
Purpose The purpose of this paper is to use social exchange theory (SET) to examine a model where supportive and unsupportive manager behaviors (SMB and UMB) interact to predict employees’ engagement, job satisfaction and turnover intention. Design/methodology/approach A cross-sectional online survey collected data from 252 UK-based employees of a global data management company. Findings Factor analysis confirmed manager behaviors to consist of two constructs: supportive and unsupportive behaviors. Structural equation modeling indicated SMB predicted job satisfaction and turnover intentions, but not engagement. Job satisfaction, but not engagement, mediated the SMB-turnover intention relationship. UMB only predicted job dissatisfaction. Neither job satisfaction nor engagement mediated the UMB-turnover intention relationship. UMB undermined the positive relationship between SMB and turnover intention. Practical implications The behaviors assessed can be integrated into various stages of a manager’s development process to serve as guidelines of good practice. Crucially, findings suggest managers can exhibit both supportive and unsupportive behaviors, and that consistency in behaviors is important. The study also provides evidence that supportive managers can help reduce turnover intention through job satisfaction. Originality/value SET was used as a framework for SMB, UMB and engagement. To the authors’ knowledge this is the first study to examine the interaction between SMB and UMB.
28
ELLIS, AIMEE DARS. "THE IMPACT OF CORPORATE SOCIAL RESPONSIBILITY ON EMPLOYEE ATTITUDES AND BEHAVIORS." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44251836.
Full text
29
Treviño, Linda Klebe, Kenneth D. Butterfield, and Donald L. McCabe. "The Ethical Context in Organizations: Influences on Employee Attitudes and Behaviors." Business Ethics Quarterly 8, no. 3 (July 1998): 447–76. http://dx.doi.org/10.2307/3857431.
Full textAbstract:
Abstract:This field survey focused on two constructs that have been developed to represent the ethical context in organizations: ethical climate and ethical culture. We first examined issues of convergence and divergence between these constructs through factor analysis and correlational analysis. Results suggested that the two constructs are measuring somewhat different, but strongly related dimensions of the ethical context. We then investigated the relationships between the emergent ethical context factors and an ethics-related attitude (organizational commitment) and behavior (observed unethical conduct) for respondents who work in organizations with and without ethics codes. Regression results indicated that an ethical culture-based dimension was more strongly associated with observed unethical conduct in code organizations while climate-based dimensions were more strongly associated with observed unethical conduct in non-code organizations. Ethical culture and ethical climate-based factors influenced organizational commitment similarly in both types of organizations. Normative implications of the study are discussed, as are implications for future theorizing, research and management practice.
30
Yanovsky, Boris I., Katerine Osatuke, Elizabeth A. Shoda, and Dee Ramsel. "Exploring Leadership Team Behaviors and Subordinate Employee Attitudes in VA Hospitals." World Medical & Health Policy 6, no. 4 (December 2014): 419–45. http://dx.doi.org/10.1002/wmh3.121.
Full text
31
Gin Choi, Young, Junehee Kwon, and Wansoo Kim. "Effects of attitudes vs experience of workplace fun on employee behaviors." International Journal of Contemporary Hospitality Management 25, no. 3 (April 12, 2013): 410–27. http://dx.doi.org/10.1108/09596111311311044.
Full text
32
Bayer, Gregory, and Lawrence Gerstein. "Supervisory Attitudes toward Impaired Workers: A Factor Analytic Study of the Behavioral Index of Troubled Employees (BITE)." Journal of Applied Behavioral Science 24, no. 4 (December 1988): 413–22. http://dx.doi.org/10.1177/002188638802400408.
Full textAbstract:
To address the shortage of instruments related to employee assistance programs (EAPs), the Behavioral Index of Troubled Employees (BITE) was developed. This focuses on one aspect of the supervisor-troubled worker intervention process: supervisors' attitudes toward behaviors of impaired employees. As such, the BITE gathers information on supervisors' opinions of various behaviors associated with troubled workers. In a study of the instrument, the BITE was administered to 237 supervisors from two companies in the automotive industry. The underlying structure and pattern of the supervisors' attitudes was determined through the use of principle components factor analytic and reliability procedures. The results suggest that the BITE comprises four valid, reliable factors: industriousness, resistance, acrimoniousness, and disaffection. The authors discuss the implications of using the BITE in future research, theory testing, and training supervisors about EAP practices.
33
Kim, Minseo, Terry A. Beehr, and Matthew S. Prewett. "Employee Responses to Empowering Leadership: A Meta-Analysis." Journal of Leadership & Organizational Studies 25, no. 3 (January 16, 2018): 257–76. http://dx.doi.org/10.1177/1548051817750538.
Full textAbstract:
A recent and growing number of studies examined how empowering leadership influences employee outcomes. At the individual level, we meta-analyzed 55 independent samples to determine the association between empowering leader behaviors and subordinates’ responses. Results confirmed the positive links of empowering leadership with evaluations of the leader as well as with employee motivation and resources, attitudes, and performance; the strongest correlation was between empowering leadership and attitudes toward the leader (ρ = .59), whereas the weakest correlation was for empowering leadership with behavioral and performance outcomes (ρ = .31). However, the relationship of empowering leadership with subordinates’ emotions was not significant. Examination of potential moderators, including rating sources, nationality of sample, gender, and industry, did not explain much of the heterogeneity in the results. In sum, findings highlight the potential benefit of empowering leadership for individual and organizational outcomes. Thus, more knowledge about what causes empowering leadership could be useful.
34
Li, Hu, Zhiyu Feng, Chunlin Liu, and Dejun Cheng. "The impact of relative leader-member exchange on employees' work behaviors as mediated by psychological contract fulfillment." Social Behavior and Personality: an international journal 42, no. 1 (February 15, 2014): 79–88. http://dx.doi.org/10.2224/sbp.2014.42.1.79.
Full textAbstract:
Relative leader-member exchange (RLMX) is a reflection of the social comparison process, and employees go through a process of social exchange when they display specific behaviors and attitudes in their workplace role, with psychological contract (PC) fulfillment playing a mediating role between these 2 social processes. We conducted a survey to analyze paired leader-staff samples in 39 bank branches in order to examine the influence of RLMX on employees' work behaviors and the mechanism that operates between these 2 factors. The results showed that RLMX affected employee task performance and innovative behavior, and that PC fulfillment played a full mediating role in this relationship.
35
Abdelmotaleb, Moustafa, Abdelmoneim Bahy Eldin Mohamed Metwally, and Sudhir K. Saha. "Exploring the impact of being perceived as a socially responsible organization on employee creativity." Management Decision 56, no. 11 (November 12, 2018): 2325–40. http://dx.doi.org/10.1108/md-06-2017-0552.
Full textAbstract:
PurposeThe purpose of this paper is to provide insight into the emotional or affective mechanisms that underlie the relationship between employees’ perceptions of corporate social responsibility (CSR) and employee attitudes and behaviors. Drawing on affective events theory (AET), this study examines a sequential mediation model in which CSR perceptions influence positive affect (PA) at work which leads to employee engagement in the creative process that, in turn, affects employee creative behaviors.Design/methodology/approachTwo-wave data were collected from a sample of employees working in the telecommunication sector in Egypt (N=208). The collected data were analyzed using structural equation modeling.FindingsThe study found a positive association between CSR perceptions and employee creative behaviors. The results also showed that CSR perceptions have induced PA, which, in turn, led to greater level of engagement in the creative process and eventually led employees to exhibit creative behaviors.Originality/valueThis is one of the first studies to use AET as a conceptual framework to explain the positive association between CSR and employee positive work outcomes (i.e. creativity). By integrating AET with CSR and employee outcomes literatures, this study contributes to the available knowledge regarding the affective or emotional mechanisms through which CSR perceptions could affect employee work behaviors.
36
Boyar, Scott L., Teresa A. Wagner, Amanda Petzinger, and Ronald B. McKinley. "The impact of family roles on employee’s attitudes and behaviors." Journal of Management Development 35, no. 5 (June 13, 2016): 623–35. http://dx.doi.org/10.1108/jmd-07-2015-0096.
Full textAbstract:
Purpose – The purpose of this paper is to examine two important family roles, financial and caregiver, and their impact on four relevant outcome variables: absenteeism, partial absences, employee performance, and life satisfaction; they also explore the intervening impact of core self-evaluations (CSE) among these relationships. Design/methodology/approach – Data are collected using a questionnaire and actual employee performance data. Hypotheses were assessed in a structural model using LISREL. Findings – The results demonstrate the impact of family roles on important outcomes, such as absenteeism and life satisfaction, as well as limited support of the moderating impact of CSE. Further, life satisfaction was significantly impacted by family roles and influenced job performance. Research limitations/implications – Although the measures were self-reported, actual job performance data were collected from company records; such a design should limit the risk of common method variance (Podsakoff et al., 2003). Practical implications – Two family roles were shown to impact life satisfaction and these were positively moderated by CSE. Therefore, organization can develop family-friendly programs and policies to support employee’s multiple family roles in an effort to increase employee’s levels of life satisfaction and job performance. Incorporating CSE in the hiring process or providing employees with the skills and abilities to enhance their level of CSE should impact job performance. Originality/value – The study contributes by assessing family roles using gender-neutral measures that assess level of role engagement. It also incorporates a dispositional variable, CSE, and its relation to family roles and job performance.
37
Sari, Ria Emilia, Siu Min, Hiskia Purwoko, Asnan Furinto, and Dewi Tamara. "Artificial Intelligence for a Better Employee Engagement." International Research Journal of Business Studies 13, no. 2 (August 20, 2020): 173–88. http://dx.doi.org/10.21632/irjbs.13.2.173-188.
Full textAbstract:
Employee engagement is the positive attitude of each employee towards the business and the value of the organization. This research aims to see whether the use of AI-based technology, tools, and software can help management detect intangible things such as employee engagement level and provide clues as to what factors influence it and how management can improve it. This research is a qualitative approach. We interviewed the management and selected employees to determine employee engagement at SML before and after implementing the AI-based application. The interview results compared with the results obtained from the application for six months (Feb - July 2020). The study was conducted on all SML employees, amounting to 39 people. This research has shown that the use of AI based software can significantly help management, not only to find out the status of each employee’s level of involvement but also to anticipate their attitudes and behaviors through predictive indicators. Thus, the company can proactively retain key employees. This research provides new and practical insights and opportunities for company owners and leaders to utilize technology to detect something that is naturally quite difficult because it requires specific knowledge and experience.
38
Penava, Suada, and Dzevad Sehic. "The relevance of transformational leadership in shaping employee attitudes towards organizational change." Ekonomski anali 59, no. 200 (2014): 131–62. http://dx.doi.org/10.2298/eka1400131p.
Full textAbstract:
The subject of the research presented in this paper is the role of the leadership of change agents in the implementation of organizational change. The focus of research is on the micro-aspect of change, specifically on the impact of changes in employees and their attitudes and behaviors that have a direct and significant impact on change success. The results of empirical research conducted in one Bosnian company show that the transformational behavior of the change agent is not equally relevant and effective in the case of the three organizational changes implemented in the company. The explanation for this can be found in the characteristics of the changes themselves, both those related to their cause and those related to the depth of the intervention and the expected consequences of change in the organizational culture.
39
Clark, Gardner. "Book Review: Human Resources, Personnel, and Organizational Behavior: Employee Behaviors and Attitudes: Work in the Soviet Union: Attitudes and Issues." ILR Review 40, no. 1 (October 1986): 149–50. http://dx.doi.org/10.1177/001979398604000138.
Full text
40
Rubin, Beth A., and Charles J. Brody. "Operationalizing Management Citizenship Behavior and Testing Its Impact on Employee Commitment, Satisfaction, and Mental Health." Work and Occupations 38, no. 4 (June 21, 2011): 465–99. http://dx.doi.org/10.1177/0730888410397924.
Full textAbstract:
How can employers create conditions that foster satisfied, psychologically healthy, and committed employees? To answer that, the authors build on Hodson’s concept of management citizenship behavior (MCB). The authors incorporate managers’ ethical and family-supportive behaviors as essential components of MCB. The authors operationalize these constructs using data from the National Survey of the Changing Workforce. The study results demonstrate strong positive effects of MCB on employees’ commitment, job satisfaction, and mental health and support the inclusion of the additional components. This research contributes to the literature on worker attitudes and behaviors has clear implications for managers concerned with these enhancing the workplace.
41
Al Afari, Thamna S., and Hossam M. Abu Elanain. "Procedural And Distributive Justice As Mediators Of The Relationship Between Interactional Justice And Work Outcomes: An Empirical Study Of The UAE Public Health Care Sector." Journal of Applied Business Research (JABR) 30, no. 4 (June 30, 2014): 1091. http://dx.doi.org/10.19030/jabr.v30i4.8657.
Full textAbstract:
<p>This study examined the direct and indirect effects of different dimensions of organizational justice on organizational citizenship behaviors, and turnover intention in the context of the United Arab Emirates (UAE) healthcare sector. A questionnaire was administered to a random sample of 448 employees working in three different public hospitals in the UAE. The study used descriptive statistics, factor analysis, correlation analysis, and regression analysis to analyze the data. The results revealed that perceptions of the three organizational justice dimensions (interactional justice, procedural justice, and distributive justice) have a direct influence on employees' organizational citizenship behaviors and turnover intention. In addition, the results showed that interactional justice has an indirect effect on both organizational citizenship behaviors and turnover intention through procedural and distributive justice. This study is one of the first empirical studies of its kind to demonstrate the role of procedural and distributive justice as mediators between interactional justice and employees' work attitudes and behaviors. In conclusion, the results of this study indicate that each of the dimensions of organizational justice, which affect employee attitudes and behavior in the healthcare sector, gives us a better understanding of organizational justice and its dimensions and its influence.</p>
42
Yıldırım, Fatih, and Seda Kayapalı Yıldırım. "Effects of cynicism on empowerment in organizations." Journal of Human Sciences 13, no. 3 (December 23, 2016): 5740. http://dx.doi.org/10.14687/jhs.v13i3.4124.
Full textAbstract:
Organizations are obliged to change fast, and even to be the ones that initiate change in order to survive in this ever-evolving and improving global world. Employee empowerment is considered one of the newest and main weapons against national and international threats towards an organization’s survival, and it provides improved alternative ways to reach organizational goals, accomplishing tasks, and providing better services to customers. Organizations should place an importance on this strong competitive tool and utilize the qualities of employee empowerment.Organizational cynicism can result in a decrease in positive attitudes and behaviors such as job satisfaction, organizational commitment, and organizational citizenship behavior. It can also result in an increase of negative tendencies such as intentions to quit the job, and other counterproductive behaviors. Therefore, organizational cynicism can create an obstacle for employee empowerment.This study examines the relationships between affective and behavioral sub-dimensions of organizational cynicism, and the meaning of employee empowerment and autonomy sub-dimensions in a branch of a bank. According to the results, meaningful and negative relationship was determined between affective cynicism and meaning sub-dimension, and behavioral cynicism and autonomy sub-dimension.
43
Kloutsiniotis, Panagiotis V., and Dimitrios M. Mihail. "The link between perceived high-performance work practices, employee attitudes and service quality." Employee Relations 40, no. 5 (August 6, 2018): 801–21. http://dx.doi.org/10.1108/er-08-2017-0201.
Full textAbstract:
PurposeThe purpose of this paper is to focus on the Greek banking sector and examine the indirect effects of high-performance work systems (HPWS) on service quality. Specifically, this study examines the effects of employees’ perceptions of HPWS on their trust toward their managers, as well as on service quality, through the mediating role of employee outcomes (measured by job satisfaction and affective commitment). In addition, trust is also tested for its role as a potential mediator and moderator in the relationship between HPWS and employee outcomes.Design/methodology/approachPartial least squares structural equation modeling was used on a sample of 350 front-line employees working in the Greek banking sector.FindingsThe findings showed that employee outcomes mediated the relationship between HPWS and service quality. On the other hand, although trust mediated the relationship between HPWS and employee outcomes, no support was found for its moderating effect. Finally, although not included in the initial analysis, trust was found to play a mediating and moderating role in the relationship between HPWS and service quality.Practical implicationsThis study highlights the vital role that a “trusting” work environment has to play on employee attitudes and outcomes. As this study shows, the positive employee behaviors along with their willingness to accept and support organizational goals influence their level of productivity.Originality/valueThis study sheds lights on the mediating and moderating role of trust in the relationship between HPWS, employee outcomes, and service quality. Finally, implications are drawn for organizations, managers, and practitioners.
44
Kim, Sun Young, and David Lee. "Work–Life Program Participation and Employee Work Attitudes: A Quasi-Experimental Analysis Using Matching Methods." Review of Public Personnel Administration 40, no. 3 (January 13, 2019): 468–90. http://dx.doi.org/10.1177/0734371x18823250.
Full textAbstract:
Work–life programs (WLPs) have been widely adopted and implemented by public organizations as a means of providing employees with greater choices and flexibility in coordinating their work and personal lives. Although previous research has shown that these programs are positively related to various employee attitudes and behaviors, empirical evidence about whether and how such relationships vary by type of WLP is relatively scant. In this study, we categorize WLPs into two different types—work-oriented and life-oriented programs—and explore whether and how participating in distinct types of WLPs has varying impacts on employee work attitudes. A series of Mahalanobis distance matching is conducted using data from the 2011 Federal Employee Viewpoint Survey. The results indicate that the use of life-oriented programs has a positive and substantive impact on employee satisfaction and commitment, while the effect of participating in work-oriented programs is not statistically significant.
45
Streicher, Bernhard, Eva Jonas, Günter W. Maier, Dieter Frey, Ralph Woschée, and Bettina Waßmer. "Test of the Construct and Criteria Validity of a German Measure of Organizational Justice." European Journal of Psychological Assessment 24, no. 2 (January 2008): 131–39. http://dx.doi.org/10.1027/1015-5759.24.2.131.
Full textAbstract:
Organizational justice is a well-known and increasingly often measured construct in work-related psychological research, for which, however, different kinds of measures are used. Colquitt (2001 ) developed a four-dimensional measure of organizational justice to allow for the comparison of different studies. Two studies provide evidence for the construct (Study 1) and criteria validity (Study 2) of the German version of the Colquitt measure with regard to perceived supervisor behavior as well as employees’ attitudes and intentions. In Study 1, the measure demonstrated construct validity using a German sample of employees (N = 227) from different companies: Each dimension correlated differently with work-related dimension of supervisor behavior. To demonstrate criteria validity in Study 2 (N = 315 employees), the justice measure predicted different, theoretically linked work-related employee behaviors or attitudes (i.e., intentions to leave, job satisfaction, job stress, individual organizational citizenship behavior). Results are discussed with regard to theoretical and practical implications, intercultural differences, and future research.
46
NISHII, LISA H., DAVID P. LEPAK, and BENJAMIN SCHNEIDER. "EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION." Personnel Psychology 61, no. 3 (September 2008): 503–45. http://dx.doi.org/10.1111/j.1744-6570.2008.00121.x.
Full text
47
Melton, E. Nicole, and George B. Cunningham. "Who Are the Champions? Using a Multilevel Model to Examine Perceptions of Employee Support for LGBT Inclusion in Sport Organizations." Journal of Sport Management 28, no. 2 (March 2014): 189–206. http://dx.doi.org/10.1123/jsm.2012-0086.
Full textAbstract:
Sport employees who champion LGBT inclusion efforts represent key elements in creating accepting environments within college athletic departments. The purpose of this study, therefore, was to examine the concept of champions and how they support LGBT individuals within heterosexist sport environments. Drawing from divergent literatures, including that related to organizational inclusion and championing behaviors, we explore how a combination of factors from multiple levels may influence sport employees’ attitude and behaviors related to LGBT inclusion, and determine how supportive behaviors influence sexual minorities working within a college athletic department. Results indicate that various macro- (i.e., culture of sport, athletic boosters, university and community values, exposure to diverse cultures) meso- (organizational culture, presence of other champions), and micro- (demographics, open-mindedness, experiences with sexual minorities) level factors influenced the level of employee support for LGBT inclusive policies. Furthermore, power meaningfully influenced these dynamics, such that employees who did not resemble prototypically sport employees (i.e., White, heterosexual, male) were hesitant to show support for LGBT equality. However, those who did champion LGBT inclusive initiatives successfully modeled supportive behaviors and positive attitudes toward LGBT individuals, vocally opposed discriminatory treatment, and provided sexual minorities with a safe space within sport. The authors discuss implications and future directions.
48
Griffin, Ricky W. "Work Redesign Effects on Employee Attitudes and Behaviors: A Long-Term Field Experiment." Academy of Management Proceedings 1989, no. 1 (August 1989): 214–18. http://dx.doi.org/10.5465/ambpp.1989.4980888.
Full text
49
Quratulain, Samina, and Abdul Karim Khan. "Red Tape, Resigned Satisfaction, Public Service Motivation, and Negative Employee Attitudes and Behaviors." Review of Public Personnel Administration 35, no. 4 (November 14, 2013): 307–32. http://dx.doi.org/10.1177/0734371x13511646.
Full text
50
Dale, Ann Marie, Skye Buckner-Petty, and Bradley Evanoff. "P.1.08 Connecting contractor safety management programs and worker perceived safety climate in commercial construction projects." Occupational and Environmental Medicine 76, Suppl 1 (April 2019): A79.3—A80. http://dx.doi.org/10.1136/oem-2019-epi.214.
Full textAbstract:
BackgroundLeading indicators are preferred to identify injuries and fatalities in construction industry. Safety climate is a leading indicator of construction injuries yet it is not known how workers’ safety climate scores relate to safety programs of different maturity levels.MethodsThis study examined the relationship between safety program scores based on documents and contractor reported activities and project leading indicators of contractor safety climate, safety behaviors of workers and crews, and safety attitudes of coworkers from employee surveys. Hierarchical linear regression models accounted for contractor size and number of workers, nested in contractors within projects. Separate models examined the relationships between safety program scores and 1) contractor safety climate; 2) coworker attitude scores, 3) employees’ own behavior score, and 4) crew behavior scores.Results446 employees of 40 contractors from three commercial construction projects participated. Many contractors (n=16) had good safety programs with 15 or more safety activities (out of 17) from organizational management, worker participation, hazard identification, and training domains. Stronger safety programs had higher safety climate scores (5.15 point difference on a 100 point scale, p=0.05), better coworker safety attitudes (6.69 points, p=0.01), better crew safety behaviors (5.34 points, p=0.02) and higher self-rated behaviors (5.14 points, p=0.02) compared to safety programs with fewer safety items.ConclusionsContractors with more comprehensive safety programs were perceived to have stronger safety climate. Better safety programs were also associated with better self-reported safety performance of coworkers, crews, and individual workers. Stronger safety programs incorporated activities from all four domains Safety programs that include activities that cover safety of management and worker influence safety performance and safety climate as perceived by the workers.