How do flexibility i‐deals relate to work performance? Exploring the roles of family performance and organizational context

Drawing on the work–home resources model and conservation of resources theory, in this study, we explore how flexibility idiosyncratic deals (i‐deals) relate to employees' work performance through their family performance. In line with the work–home resources model, we introduce 2 contextual conditions to explain when our proposed associations may unfold. One is a facilitator: perceived organizational support; and the other is a stressor: perceived hindering work demands. The results of a matched sample of employees and their supervisors working in 2 companies in El Salvador support our hypotheses. Our findings show that the benefits of flexibility i‐deals to the work domain (i.e., work performance) extend only through the family domain (i.e., family performance). Our findings also emphasize that flexibility i‐deals do not unfold in a dyadic vacuum: For employees who perceive organizational support to be higher, the association between flexibility i‐deals and family performance is stronger, whereas for employees who perceive hindering work demands to be lower, the association between family performance and employee work performance is also stronger. We contribute to i‐deals research by (a) exploring a relevant mechanism through which flexibility i‐deals influence work performance, (b) integrating the role of social context to emphasize the social aspects of i‐deals, and (c) enriching the i‐deals literature by introducing a resource perspective.     

Is career management related to employee development and performance?

The career management process involves career exploration, development of career goals, and use of career strategies to obtain career goals. The relationship between different aspects of the career management process and employee development behavior and performance was examined in this study. Employees provided information concerning their personal characteristics, career management strategies, their manager's support for career development, and willingness to participate in development activities. Managers provided ratings of each employee's job performance and developmental behavior. Position, manager's support for development, environmental exploration, and distance from career goal explained significant variance in employees' willingness to participate in development activities and developmental behavior. Career management was not significantly related to performance ratings. Research and practical implications of the study findings are discussed.     

Does process fairness affect job performance? It only matters if they plan to stay

Incorporating a social exchange perspective, we examined the joint impact of process fairness and turnover intentions on job performance. Results from two independent samples suggest that employee turnover intentions moderate relations between process fairness perceptions and employee job performance. Specifically, the positive effects of the two types of process fairness on performance were stronger for employees who planned to stay with the organization than for those who intended to leave. Copyright © 2012 John Wiley & Sons, Ltd.     

Assessing the performance of motorcyclists’ impact protectors in simulated ATD knee and shoulder impacts

Objective: Fractures are a common injury among motorcycle riders and can have serious health implications. Impact protection (IP) has been designed to help prevent fractures, yet there are conflicting opinions as to whether this IP does in fact help prevent fractures in real-world crashes. This work aimed to (1) use simulated dummy impacts to examine whether existing types of IP could reduce the force transferred to the underlying bone to below fracture tolerance levels and (2) investigate whether current European Standard (EN 1621-1) test procedures for impact protectors designed for motorcyclists are sufficient to ensure fracture protection.

Method: Twenty-three shoulder and 7 knee IP specimens were tested using a 23-kg impactor contacting axially along the clavicle and femur of an anthropomorphic test device (ATD) at an energy level corresponding to the fracture tolerance of these bones. Sixteen IP specimens were the same as those worn by motorcycle riders involved in crashes where injury outcome was known (knee: n?=?3; shoulder: n?=?13) and the IP had been previously tested to EN 1621-1. Other IP tested represented a wide range of IP available for purchase at a motorcycle accessory store. Double and triple layers of IP were also tested. Energy attenuated during the dummy impacts was compared to energy attenuated when tested to EN 1621-1.

Results: Of the 23 shoulder IP tested, the average percentage reduction of transferred force to the shoulder from the baseline test was 7.6?±?4.8%. The percentage reduction of transferred force to the knee from the baseline was 43.9?±?7.5%. The entire group of knee IP tested reduced the transferred force to the knee to below the 10-kN injury threshold for the femur. There was a positive but nonsignificant correlation between the ATD test and the EN 1621-1 impact test performance, suggesting that the European standard test method likely provides a good indication of IP performance. However, given the low correlation coefficient, the relationship between IP performance in the European standard test method and injury protection remains unclear.

Conclusion: Though the energy attenuation test method in the European standard may be an appropriate approach, distinct differences in injury protection performance observed between knee and shoulder IP indicate that there may be a need for different performance criteria for IP designated to protect different body regions.     

Layer of Protection Analysis – Quantifying human performance in initiating events and independent protection layers

Layer of Protection Analysis (LOPA) is widely used within the process industries as a simplified method to address risks and determine the sufficiency of protection layers. LOPA brings a consistent approach with added objectivity and a greater degree of understanding of the scenarios and risks as compared to purely qualitative studies such as Process Hazard Analyses. LOPA can be used to address a wide range of risk issues and serves as a highly effective aid to decision making.Incorporation of human performance within LOPA is recognized as an important, though often challenging, aspect of the analysis. The human role in potential initiating events or within human independent protection layers is important throughout the process industries, and becomes even more critical for batch processing facilities and in non-routine operations. The human role is key to process safety and the control of risks, necessitating the inclusion and quantification of human actions in independent protection layers for most companies. Human activities as potential initiating events and human performance within independent protection layers are reviewed and methods for quantification outlined. An extension into Human Reliability Analysis (HRA) is provided, including methods to develop Human Error Probabilities specific to the process safety culture and operations at a given plant site.     

Preparation and performance of novel APP/NaY–Fe suppressant for coal dust explosion

Coal dust explosion occurs easily in the coal chemical industry. To ensure safety in industrial production, NaY zeolite was used as carrier modified with Fe ions and combined with ammonium polyphosphate (APP) to prepare a novel composite suppressant for coal dust explosion. The explosion suppression performance of novel APP/NaY–Fe suppressant was investigated by flame propagation inhibition experiments. The results show that Fe ion modification can effectively improve the explosion suppression performance. By increasing content, the explosion suppression performance of the explosion suppressant increases. The maximum explosion pressure P_max of coal dust drops to 0.13 MPa when 50 wt% explosion suppressants were added, and the coal dust explosion cannot continue to expand. Complete suppression of explosion could be achieved by adding 66 wt% explosion suppressants. Combined with XRD, SEM and TG results, the explosion suppression mechanism was proposed. The novel explosion suppressant has high thermal stability, good dispersity and its explosion suppression components distribute uniformly. It shows good explosion suppression performance by the synergistic effect among explosion-suppression components.     

What happens when you trust your supervisor? Mediators of individual performance in trust relationships

To understand how trust in supervisor translates into individual job performance, we hypothesize that trust in supervisor facilitates positive psychological conditions of meaningfulness, safety, and availability, which in turn predict individual job performance. We assert that each of the three mediating paths in our model represents a distinct mechanism by which trust in supervisor contributes to individual job performance. We test our hypotheses with 206 supervisor–subordinate dyads and find that trust in supervisor contributes to job performance through psychological availability and psychological safety but not psychological meaningfulness. By examining three different psychological mechanisms within the same frame, we provide a test that compares and contrasts the uniqueness of the three pathways. Our findings suggest practical ways for managers to build trust with subordinates and guidance for the design of productive work conditions. Copyright © 2012 John Wiley & Sons, Ltd.     

Operators’ signal-detection performance in video display unit monitoring tasks of the main control room

This study evaluated the operators’ signal-detection performance in video display unit (VDU) monitoring tasks of the main control room (MCR). So far the study of the relationship between VDU design strategy and human errors has been superficial. To validate the effect of VDUs design strategies on operating errors in the MCR, this present research adopted a within subject experimental design to develop different experimental treatments based on two types of display modes included consistent mode and mixed mode. A total of 13 undergraduate and graduate students were recruited as participants in the experiment. Dependent variables included situation awareness, reaction time, error frequency, and subjective performance. Some research support was found for the representation principles. The conclusions of this study could not only be implemented by the human-system interface (HSI) designers of a MCR in the advanced nuclear power plant (NPP) but also could be generalized to the extent that other digital workstation similar to the MCR.     

Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance

Recognizing that supervisor–subordinate dyads exist within a broader organizational hierarchy, we examine how the individual's role within the organizational hierarchy influences perceptions of abusive supervision. Specifically, we examine how supervisors' abusive behaviors are perceived by abusive supervisors' managers as well as abusive supervisors' subordinates. Drawing on role theory, we propose that these perceptions will differ. Further, we suggest that these differences will be reflected in different relationships between manager-rated abusive supervision and subordinate-rated abusive supervision and managers' evaluations of supervisor performance. Results from manager–supervisor–subordinate triads indicate differences between managers' and subordinates' view of abusive supervision. Further, managers' perceptions of abuse were related to supervisors' in-role performance, whereas subordinates' perceptions of abuse were related to workgroup performance. In Study 2, we replicate these findings and expand our investigation to an examination of supervisors' contextual performance. Additionally, we examine another contextual characteristic—aggressive climate—and demonstrate it influences how abusive supervision relates to managerial evaluations of supervisor performance. Future research and managerial implications are discussed.     

The relationship between gender and performance issues of concern to directors: correlates or institution?

This paper focuses on the influence of gender on performance issues which concern directors of publicly traded corporations in Israel. Two theoretical perspectives for the explanation of gender differences in occupations were examined. The first views gender as an individual‐level property that is correlated with occupational and job variables and the behavioral differences between men and women as the result of these correlates. According to this perspective, when the correlates of gender are controlled, these differences disappear. The second perspective treats gender not only as a property that individuals bring with them to the workplace, but also as an institutionalized characteristic of the workplace, of occupations, and of occupational environments, as embedded in formally defined rules, roles and responsibilities. Consequently, gender influences are not easily eliminated. The dependent variable was the extent to which men and women differ in their concerns regarding their roles as directors. The independent variables included human, social capital and organizational context variables, and gender. Data were collected by means of questionnaires from a representative sample of directors (98 women and 127 men). The findings lend partial support for a view of gender as a social institution and directors as a gendered occupation. Copyright © 1999 John Wiley & Sons, Ltd.     

Insight from hindsight: A practitioner’s perspective on a causal approach to performance improvement

The petrochemical industry works relentlessly on many fronts to improve performance and to create desired performance outcomes. Companies’ approaches vary widely; yet despite best efforts, the industry continues to experience periods of undesirable performance outcomes in product quality, reliability, process safety, environmental, and personal injury. The industry continues to search for better methods, techniques, and technology that are assumed to be missing, but the causes of incidents illustrate that what is in the way of improving performance may not be what is missing but rather what already exists.This paper provides an alternative perspective of performance problems viewed from underlying causes and patterns of causes of incidents in these so-called “high hazard industries” (Carroll, 2004) across several years and geographic regions. The perspective includes two distinct insights.

First, although problems can have a wide range of outcomes and impact, the underlying causal patterns are relatively few in number. These few represent essential elements that are repeatedly discovered in various forms under many unrelated problems.

Second, several common obstacles within organizations often inhibit the ability to find the causes, learn from the causes and to effectively address the causes of performance problems.

The conclusion is that when these repeating patterns are combined with a limited ability to effectively find, learn, and eliminate the causes, organizations are left with repeating periods of performance problems despite well-intended efforts to improve.     

Explaining task performance and creativity from perceived organizational support theory: Which mechanisms are more important?

Perceived organizational support (POS) theory specifies three mechanisms—felt obligation, group identification, and outcome expectancy—to explain the effects of organizational support on employee work outcomes. These mechanisms have usually been examined in isolation so that it is not possible to assess their relative explanatory power. The present study aims to remedy this problem by examining the three mechanisms simultaneously using structural equation modeling. On the basis of a sample of 206 bank employees in China, we focus on two types of employee performance—task performance and creativity—as dependent variables. Drawing on self‐determination theory and characteristics of the research context, we propose that task performance is more strongly predicted by felt obligation than by the other two mechanisms, whereas identification and expectancy more strongly predict creativity than felt obligation. We conclude by discussing our contribution to POS and creativity research, and highlight some important implications of our findings. Copyright © 2012 John Wiley & Sons, Ltd.     

Which comes first,organizational culture or performance? A longitudinal study of causal priority with automobile dealerships

Prior research supports a link between organizational culture and performance but generally falls short of establishing causality or determining the direction of a culture–performance (C‐P) relationship. Using data collected from 95 franchise automobile dealerships over 6 years, we studied longitudinal culture–performance relationships to determine whether culture or performance has causal priority, or alternatively, whether a reciprocal relationship exists. Results from cross‐lagged panel analyses indicate that culture “comes first,” consistently predicting subsequent ratings of customer satisfaction and vehicle sales. Furthermore, the positive effect of culture on vehicle sales is fully mediated by customer satisfaction ratings. Copyright © 2015 John Wiley & Sons, Ltd.     

Conflict,justice, and inequality: Why perceptions of leader–member exchange differentiation hurt performance in teams

To better understand why leader–member exchange (LMX) differentiation in teams may be detrimental to individual and team performance, we propose that team members' perception of LMX differentiation (PLMXD) is more important than statistical measures of LMX differentiation. Specifically, we hypothesize a multilevel model in which relationship conflict and procedural justice (climate) mediate the relationships of individual and collective PLMXDs with individual and team performance, respectively. Using a sample of 235 individuals in 53 teams, we found that individual PLMXD was negatively related to individual performance through relationship conflict perceptions, controlling for LMX. At the team level, collective PLMXD was negatively related to team performance through procedural justice climate and relationship conflict, controlling for a statistical measure of LMXD. Theoretical implications and directions for future research are explored.     

Fatigued driver’s driving behavior and cognitive task performance: Effects of road environments and road environment changes

This study aims to explore the effects of different road environments and their changes on driving behaviors and cognitive task performance of fatigued drivers. Twenty-four participants volunteered in a 2 (road environment) × 3 (fatigue level) within-subjects factorial design simulated driving experiment. Participants were asked to perform basic numerical calculation and distance estimation of traffic signs when driving normally, and provide answers to a questionnaire on fatigue rating. Results show that fatigued drivers faced greater attention demand, were less alert, and tended to overestimate the distance to roadside traffic signs. Fatigue caused by driving in complex road environment had the greatest negative impact on driving behavior and visual distance estimation, and the fatigue transfer effect worsened significantly but differently on both driving behavior and performance of fatigued drivers when switching from a complex to a monotonous road environment and vice versa. Notably, this study shows that fatigued drivers performed relatively better in arithmetic tasks than non-fatigued ones. In addition, when switching from a monotonous to a complex road environment, drivers’ performance in visual distance estimation and arithmetic tasks improved though their driving behavior deteriorated, revealing that the fatigue effect upon drivers might be explained to some extent by their alertness and arousal levels.     

The influence of a real job on upper limb performance in motor skill tests: which abilities are transferred?

To investigate whether the specificities of real jobs create distinctions in the performance of workers in different motor tests for the upper limbs, 24 participants were divided into two groups according to their specific job: fine and repetitive tasks and general tasks. Both groups reproduced tasks related to aiming movements, handling and strength of the upper limbs. There were no significant differences between groups in the dexterity and performance of aiming movements. However, the general tasks group had higher grip strength than the repetitive tasks group, demonstrating differences according to job specificity. The results suggest that a particular motor skill in a specific job cannot improve performance in other tasks with the same motor requirements. The transfer of the fine and gross motor skills from previous experience in a job-specific task is the basis for allocating training and guidance to workers.     

Are men better negotiators everywhere? A meta‐analysis of how gender differences in negotiation performance vary across cultures

Prior research has found that each culture and gender influences negotiation strategies and outcomes, but less is known about their interplay. We integrate these two research streams by providing a meta‐analytic review of the interactive impact of gender and culture on negotiation performance. We reviewed 185 studies that reported gender differences in intracultural negotiation performance across 30 societies that varied across seven cultural dimensions. Results showed that Hofstede's individualism–collectivism, GLOBE's in‐group collectivism and assertiveness practices, and Schwartz's harmony moderated the gender effect on negotiation performance. We found that in cultures lower in individualism, higher in in‐group collectivism practices, lower in assertiveness practices, and higher in harmony, women more likely outperformed men in negotiations. Implications for the role of gender and culture in negotiations and organizations more broadly are discussed.     

Who takes the lead? A multi‐source diary study on leadership,work engagement,and job performance

Transformational leadership is associated with a range of positive outcomes. Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not impossible, for leaders to inspire and challenge their employees. Therefore, we hypothesize that transformational leadership behaviors as well as employee self‐leadership strategies contribute to employee work engagement and job performance. Furthermore, we hypothesize that transformational leadership behaviors are more effective when employees have a high need for leadership, whereas self‐leadership strategies are more effective when employees have a low need for leadership. A sample of 57 unique leader–employee dyads filled out a quantitative diary survey at the end of each week, for a period of five weeks. The results of multilevel structural equation modeling showed that employees were more engaged in their work and received higher performance ratings from their leader when leaders used more transformational leadership behaviors, and when employees used more self‐leadership strategies. Furthermore, we showed that transformational leadership behaviors were more effective when employees had a high (vs. low) need for leadership and that the opposite was true for employee self‐leadership. These findings contribute to our understanding of the role of employees in the transformational leadership process. Copyright © 2015 John Wiley & Sons, Ltd.