Parent cultural control through organizational acculturation: HCN employees learning new work values in foreign business subsidiaries

Local employees in foreign business subsidiaries could learn new work values from the parent organizational culture through a process of organizational acculturation. As this is a new concept in academic research, it is important to explore organizational acculturation and its ramifications, especially since it may be used as a strategy of cultural control applied by the parent organization. Following a discussion of the theoretical foundation of this concept, the consequences of organizational acculturation are exemplified by an investigation of middle managers in Singapore. The study was undertaken in two stages. The first stage included a comparison of work values of Singaporean managers, employed by Swedish companies in Singapore, and those of a control group of Singaporean managers, not employed by Swedish companies. In the second stage, work values of managers in Singapore and Sweden were compared. Our results imply that some Swedish work values had been adopted, suggesting that the local managers had experienced organizational acculturation. Practical implications and possible further research are discussed.     

Age grading: The implicit organizational timetable

The age distribution within an organization forms an implicit career timetable, and there is evidence that people use their perceptions of this timetable to determine whether their careers are on or off schedule. Questionnaire data were collected from managers (N = 488, 47 per cent) within a large electric utility. The results indicate that managers who see themselves as ‘behind time’ in their careers have more negative attitudes towards work than other managers, even when their perceptions of being ‘behind time’ are inaccurate. However, although these managers continue to have the most negative attitudes, differences between the on and off schedule managers are smaller when their position on the actual career timetable is controlled. Thus, work attitudes are influenced by both individual and demographic factors. Finally, the longer managers remain in the same job, the more likely they are to define themselves as ‘behind time’. This supports other research suggesting that lateral moves within organizations may be an important device for managing the normal -limitations of upward movement in managerial careers.     

Noise exposure as related to productivity, disciplinary actions, absenteeism, and accidents among textile workers

A sample of 2458 workers exposed to average noise levels ranging from 80 to 99 dBA in different operations of three textile mills was studied with respect to their productivity, work rule violations, absenteeism, and accidents. The three mills were in rural, suburban, and urban locations. Noise exposure levels were measured in individual departments of the mills, and workers were interviewed to ascertain socioeconomic background, work history data, and health status. Workers' job attitude was rated by their supervisors, and data about their productivity, disciplinary reports, absenteeism, and accidents were collected from plant records. Results of the study suggested that workers in departments with high noise levels (above 90 dBA) had more disciplinary actions and absenteeism and lesser productivity than those in departments with low noise exposure (below 90 dBA). Disciplinary actions showed the greatest difference between the high-noise and low-noise departments followed by production incentives, production efficiency, and absenteeism. Noise appeared to affect the quality of work as reflected by disciplinary actions for material damage, and this effect was higher in weaving and spinning operations which involved vigilance tasks. The frequency and severity rates of accidents in highnoise departments were greater than in low-noise departments. Certain personal and socioeconomic factors affected high vs. low noise exposure differences found among workers for the investigated variables. These effects were most apparent for absenteeism and, to a lesser extent, productivity. Disciplinary actions did not appear to be influenced by any such individual factors. It was concluded that noise abatement in the textile industry could be beneficial to worker productivity and well being and contribute to more economically effective operation.     

Managers’ attitudes towards safety measures in the commercial road transport sector

Safety measures and related costs and benefits have been widely discussed and analysed in academic circles and by the authorities and industrial sectors. The study reported in this paper addresses these aspects from a cognitive based perspective. Risk management is about dealing with the conflict between production and safety. Enterprises which spend too much on safety will meet bankruptcy, and those not concerned with safety measures will meet with severe accidents and related damage. Inspired by James Reason’s theoretical framework, managers (n = 106) of commercial transport enterprises were asked about their attitudes towards safety management, what factors have contributed and their belief that further effort and investments in health, environment and safety (HES) measures will pay off. One half of the managers perceive HES work as too expensive and approximately one quarter assess mandatory HES work as compromising their competitiveness. One third of the managers do not find further safety measures than those already implemented necessary or remunerative. They claim that there are no other alternative ways of doing their activities and that there are no technical measures available that could meet outstanding safety challenges. Managers do acknowledge HES work as important for the reputation of the enterprise. The factor analysis gave five HES attitude factors: (I) concerned with formalities, (II) HES work improves health, environment and safety, (III) HES work is ineffective, (IV) HES regulation is appropriate, and (V) HES work can be improved.     

Team job‐related anxiety and creativity: Investigating team‐level and cross‐level moderated curvilinear relationships

Researchers have examined the effects of individual job‐related anxiety on employee attitudes and behaviors but have yet to examine whether team job‐related anxiety would have similar or different effects. Building on prior research on negative group affective tone and creativity, we propose that team job‐related anxiety has an inverted U‐shaped curvilinear relationship with both team and individual creativity. Furthermore, we posit that team cooperativeness moderates those curvilinear relationships. Using a two‐wave research design and matched employee‐supervisor data from 290 employees nested in 65 teams, we found support for the proposed inverted U‐shaped relationships. Moreover, the intermediate level of team job‐related anxiety was associated with higher individual creativity in teams with higher cooperativeness. We conclude the study with a discussion of the theoretical and practical implications of our findings.     

Values-in-action that support safe production

Introduction: Safe production is a sustainable approach to managing an organization’s operations that considers the interests of both management and workers as salient stakeholders in a productive and safe workplace. A supportive culture enacts values versus only espousing them. These values-in-action are beliefs shared by both management and workers that align what should happen in performing organizational routines to be safe and be productive with what actually is done. However, the operations and safety management literature provides little guidance on which values-in-action are most important to safe production and how they work together to create a supportive culture. Method: The researchers conducted exploratory case studies in 10 manufacturing plants of 9 firms. The researchers compared plant managers’ top-down perspectives on safety in the performance of work and workers’ bottom-up experiences of the safety climate and their rates of injury on the job. Each case study used data collected from interviewing multiple managers, the administration of a climate survey to workers and the examination of the plant’s injury rates over time as reported to its third party health and safety insurer. Results: The researchers found that plants with four values-in-action —a commitment to safety, discipline, prevention and participation—were capable of safe production, while plants without those values were neither safe nor productive. Where culture and climate aligned lower rates of injury were experienced. Discussion and conclusion: The four value-in-actions must all be present and work together in a self-reinforcing manner to engage workers and managers in achieving safe production. Practical application: Managers of both operations and safety functions do impact safety outcomes such as reducing injuries by creating a participatory environment that encourage learning that improves both safety and production routines.     

Investigation of oil vapor emission and its evaluation methods

In oil operations such as storage, loading, and unloading, there are many chances for oil vapor to be emitted from tanks, tankers or truck tanks into the air. Oil vapor emission (OVE), having serious harmful effects on people and the environment, is always an important research topic for scientists, engineers or managers engaged in the fields of oil production and transportation, fire prevention, and environmental protection. As the second greatest oil consuming country in the world, China has particular interests in investigating ways to better methods to realize and then control the OVE. In this paper, three evaluation methods for the OVE are introduced and summed up. In particular, a set of self-founded OVE’s appraisement methods, which work by theoretical deduced equations integrated with both a software PELES-2.0 and a simple correction method, was systematically investigated. This appraisement system can conveniently and accurately be applied to evaluate the OVE, and further it can also provide base references and/or guides for the law makers, enterprise managers and equipment developers in controlling OVEs.     

Negative affectivity as a moderator of the form and magnitude of the relationship between felt accountability and job tension

The present research examined the influence of negative affectivity (NA) on the form of the felt accountability–job tension relationship. It was hypothesized that the nonlinear relationship between felt accountability and job tension would surface only for individuals low in NA, whereas the association between these constructs would be positive and linear for individuals high in NA. Data from two studies (N = 198; N = 118) provided support for the hypothesis. These results have important implications for science and practice. Conceptually, this study contributes to the stress, accountability, and personality literatures by demonstrating that accountability can positively or negatively predict tension, and that this association is dependent upon affective disposition. Practically, managers need to be cognizant of the fact that increases in accountability are not always associated with favorable attitudes when managing employees. Copyright © 2005 John Wiley & Sons, Ltd.     

“圆锥型”安全管理组织结构模式设计

为改善我国企业安全生产管理状况,解决企业中存在的重生产轻安全,安全责任划分不明确,员工参与安全事务程度不高等问题,从企业管理组织结构入手,基于国内典型煤矿企业安全管理组织结构模式和当前国际企业采用的分散与集中相结合的管理组织结构模式,结合现代企业安全管理理论和管理学组织设计理论,设计了"圆锥型"安全管理组织结构模式。结果表明,"圆锥型"安全管理组织结构模式能够解决目前我国企业安全生产管理中存在的问题,提高了安全管理水平。     

Beliefs about ‘improvability’ of career‐relevant skills: relevance to job/task analysis,competency modelling,and learning orientation

Based on data obtained from three samples of participants from both a work organization and a college setting, this paper addressed two major research objectives relevant to organizational behavior and applied psychology. First, we wanted to explore the nature of implicit theory of skill malleability in more detail than has been done before. This was done by drawing on KSAO dimensions from the task/job analysis literature, and examining linkages among: (a) task/job analysis; (b) implicit theories; and (c) competency modelling (an area in which there has been little empirical research). The studies found multiple factors of beliefs about KSAO improvability and showed a clear ordering of improvability beliefs (from most to least improvable) that follow predictions made in the Iceberg model of competencies. The present studies also found relationships between perceptions of KSAO importance and KSAO improvability, as well as evidence that this relationship is stronger for people who have been in a role/job longer, having had greater opportunity to observe critical KSAOs improve over time. A second major objective of the research was to explore improvability beliefs within a nomological network that would help to further establish the construct validity of the beliefs within the learning/development area. Using structural modelling, the improvability beliefs were tied to learning‐oriented concepts including self‐efficacy for learning and development, tendency to compare oneself to others when learning, as well as learning‐oriented attitudes and behaviors. The potential practical value of improvability beliefs is discussed, as are suggestions for future research. Copyright © 2003 John Wiley & Sons, Ltd.     

Job insecurity in managers: Antecedents and consequences

To date, popular accounts and systematic studies of the effects of job insecurity have focused exclusively on firms in acute crisis. In contrast, this study examines perceptions of the reactions to insecurity as a chronic, ambiguous threat. None of the 1291 managers surveyed was currently facing layoff, but half worked for firms that had laid off managers in the previous five years and half worked in a stable, expanding firm. As in previous studies, concern about any aspect of job insecurity was associated with decreased personal well-being and deterioration of work behavior and attitudes. However, only a small minority of managers were seriously worried about imminent job loss, with substantially more anxious about a deterioration in working conditions and long-term security.     

Using psychological frameworks to inform the evaluation of fleet safety initiatives

Despite its importance, relatively little past research has investigated the effectiveness of fleet safety initiatives and their impact on drivers’ attitudes and work-related driving outcomes within a strong theoretical framework. This study conceptualised the social–psychological processes underlying two fleet safety initiatives, and hypothesised that these processes could be used to explain the effects of the fleet safety initiatives on changes in attitudes. Twenty-four fleet managers participated in the study and the results suggested that the effectiveness of the fleet safety initiatives in changing fleet managers’ attitudes toward the management of fleet safety could be explained through some of the processes underlying the persuasive communication and behavior management frameworks. Finally, some implications for designing and improving fleet safety initiatives were discussed.     

Differentiating work autonomy facets in a non‐Western context

Work autonomy is one important component of job design theory which in recent decades has been elaborated upon by a number of researchers who have argued that it may be disaggregated into separate work method, work schedule and work criterion autonomy facets. Breaugh (1985) developed the Work Autonomy Scales as measures of each of these. This article reports the results of two studies carried out in Egypt that explored the validity of Breaugh's scales in relation to job design theory. In Study 1, in which Breaugh's scales were administered to 534 employees in two large Egyptian organizations, the Work Autonomy Scales' three‐factor structure was verified using exploratory and confirmatory factor analyses. In Study 2, using a sample of 120 managers from four organizations, the associations between the three facets of work autonomy and other variables with which they would be expected to correlate, along with their relationships with a number of outcome variables, were explored. Statistically significant correlations were observed between certain of the work autonomy scales and task interdependence, Hackman and Oldham's autonomy scale and job complexity. In terms of outcomes, work schedule autonomy was associated with job commitment, while work criterion autonomy was associated with job satisfaction. The results are discussed in the light of previous findings and some suggestions for future research are offered. Copyright © 2003 John Wiley & Sons, Ltd.     

基于协整和因果分析的我国安全生产宏观政策干预研究

为进一步分析我国安全生产政策的实施效果及存在问题,根据政策时效干预度量化模型,采用协检验、格兰杰因果检验和脉冲响应分析等计量方法对1978-2006年我国特别重大事故发生趋势与政策时效干预力度关系进行量化分析,得出特别重人事故的发生与政策时效干预力度问存在长期均衡关系,且在10%的显著水平下,特别重大事故的发生是政策时效干预力度加强的格兰杰原因.同时分析表明,目前我国安全生产政策干预表现出两大缺点:被动性和滞后性.因此,应逐步开展生产安全事故宏观预警与政策模拟等研究,为提高安全生产宏观政策干预的主动性和前瞻性提供技术支持.     

Examination of the combined effects of work values and early work experiences on organizational commitment

We tested the hypothesis that the influence of early work experiences on organization commitment would be moderated by the value employees place on these experiences. We measured work values in two samples of recent university graduates prior to organizational entry, and obtained measures of commensurate work experiences and three forms of commitment (affective, continuance, and normative: Allen and Meyer, 1990) on different occasions following entry. Regression analyses revealed that values and experiences did interact in the prediction of affective commitment and normative commitment, but that the nature of the interaction was different for different work value/experience combinations. The findings provide some challenge to the common sense assumption that positive work experiences will have the strongest effect on commitment among those who most value such experiences. Implications for research and practice are discussed. © 1998 John Wiley & Sons, Ltd.     

The more I want,the less I have left to give: The moderating role of psychological entitlement on the relationship between psychological contract violation,depressive mood states,and citizenship behavior

Research has emphasized the negative effects of organizations' broken promises and failed obligations on employee attitudes and behaviors. However, not all employees respond in the same manner. This paper integrates research on psychological contracts and psychological entitlement to examine how individuals with exceedingly high demands and expectations react to a perceived letdown by the organization. Drawing on conservation of resources theory, we argue that a psychological contract violation is associated with employee depressive mood states, which, in turn, influence the amount of citizenship behavior displayed. We further posit that psychological entitlement moderates the link between contract violation and depressive mood states. Using Hayes' PROCESS macro to assess a moderated mediation model, findings from a multi‐source field study support our predictions. This research contributes to the work on psychological contracts and psychological entitlement on multiple fronts. Suggestions for future research and practical implications for managers are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

The influence of subordinate age on managerial actions: An attributional analysis

The present research examined the effects of employee age on managers attributions and actions toward subordinates. The major prediction was that managers attributions would mediate the effects of age on managerial actions. One-hundred and twenty-four undergraduate management students participated in a laboratory experiment in which subordinate age (30 versus 60 years) and performance (high versus low) were manipulated. A laboratory study was conducted so that subordinate credentials and performance levels could be controlled. Analyses indicated that poor performance by older subordinates was attributed more to stable factors than similar performance by younger subordinates. In addition, job simplification was rated as more appropriate and training was recommended as less appropriate for older subordinates. A series of hierarchical regression analyses indicated that the differences in managerial actions were a function of subjects' attributional patterns. Implications of the findings for practice and future research are discussed.     

Relationships of gender,family responsibility and flexible work hours to organizational commitment and job satisfaction

Psychological contract theory (Rousseau, 1995) suggests that women and those with family responsibilities may negotiate new psychological contracts that include family-responsive benefits such as flexible work hours. Relationships of gender, family responsibility, and flexible work hours to organizational commitment and job satisfaction were examined among 160 matched male and female managers in a cross-organizational study. Results revealed that women who perceived their organizations offered flexible work hours reported higher levels of organizational commitment and job satisfaction than women who did not. Also, flexible work hours were related to higher organizational commitment and job satisfaction for those having family responsibilities. Implications of these results for future research and organizational policy are discussed. © 1997 by John Wiley & Sons, Ltd.     

Use of safety barriers in operational safety decision making

Operational personnel in complex hazardous industries are regularly called upon to make decisions that balance the production and safety objectives of their organisation. Regulations and industry standards focus on defining and complying with operating limits of various kinds as the primary method of achieving the right balance. Such limits remove the need in many cases for in-the-moment judgements about safety and production priorities.Focussing solely on the compliance with a pre-defined envelope underestimates the direct contribution to safety from operational managers based on their professional judgement. Research in a chemical plant, a nuclear power station and an air navigation service provider has identified a “line in the sand” approach taken by experienced operating personnel when abnormal situations arise. In developing these situation-specific self-imposed limits, operational managers focus on the status of safety barriers, rather than considering risk from first principles. This approach could form the basis of a new procedure, which lays out the process to be followed in determining how best to proceed (similar to job safety analysis or permit to work). This would acknowledge that such decisions are necessary, assist operational personnel in making better choices and open such decisions to appropriate audit and scrutiny.     

Justice and job engagement: The role of senior management trust

We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when senior management trust (SMT) was high. Our results showed that the simple mediation model was supported only for distributive justice. Alternatively, the indirect effect of procedural justice on work outcomes through job engagement was significant only when SMT was high. Implications of our findings and areas for future research are discussed. Copyright © 2016 John Wiley & Sons, Ltd.