South Korean managerial reactions to voicing discontent: The effects of employee attitude and employee communication styles

Using a scenario‐based experiment, this study examined how employee attitude and employee communication styles affected managers' reactions to employees' objections to a company policy. In the experiment, employee attitude (cynical versus trusting) and employee communication styles (aggressive versus diplomatic) were manipulated, and managers' reactions to voicing discontent were assessed through a questionnaire. Based on a sample of 185 middle managers working in various organizations in South Korea, the results showed that managers were more likely to engage in social undermining and were less likely to provide social support when cynical (rather than trusting) employees objected to a company policy. Also, attributed motives (i.e., personal attack and health concern) fully mediated the relationship between employee attitude and social support and social undermining. In addition, managers more likely attributed the objection to moral concerns when trusting (rather than cynical) employees communicated in an aggressive manner. Copyright © 2009 John Wiley & Sons, Ltd.     

Job engagement,perceived organizational support,high‐performance human resource practices,and cultural value orientations: A cross‐level investigation

Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job engagement as well as indirectly related through employees' perceived organizational support. In turn, job engagement was positively related to in‐role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work‐related outcomes are enhanced owing to high‐performance HR practices. Copyright © 2015 John Wiley & Sons, Ltd.     

Employee judgments of and behaviors toward corporate social responsibility: A multi‐study investigation of direct,cascading, and moderating effects

Do employee judgments of their organization's corporate social responsibility (CSR) programs relate to CSR‐specific performance and in‐role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that employees' CSR judgments trigger their affective commitment and performance on extra‐role CSR‐specific behaviors; however, extra‐role CSR‐specific performance is unrelated to in‐role job performance. Study 2 replicates Study 1's findings while, in addition, applies a social information processing approach and offers novel insights by demonstrating the cascading effects of managers' CSR judgments on employee CSR judgments. Investments made in CSR programs in order to improve employee judgments and behaviors may be unsuccessful if employees' CSR judgments are based on social information that remains unchanged. In addition to replicating the findings from studies 1 and 2, study 3 draws from middle management involvement and leadership theories to show that leadership styles and managers' involvement in implementing deliberate strategy can strengthen or weaken these cascading effects. This highlights the important role of middle managers as “linking pins” in the CSR strategy implementation process. Copyright © 2014 John Wiley & Sons, Ltd.     

Employee responses to employment‐relationship practices: The role of psychological empowerment and traditionality

In studying the effect of employment‐relationship practices on employees, research has largely ignored individual differences, both cross‐culturally and within cultures. In this study, the authors examine the moderating effect of middle managers' traditionality, a within‐culture value orientation regarding submission to authority and endorsement of hierarchical role relationships, on their responses to an organization's employee–organization relationship practices. Based on social learning and social exchange theories, the authors expect the more traditional middle managers to respond less positively in terms of their performance and commitment to high levels of expected contributions and the associated psychological empowerment but respond more positively to high levels of offered inducements. Using a sample of 535 middle managers from 40 companies in China, the authors find support for all hypotheses except the moderating effect of traditionality on the relationship between offered inducements and performance. Additional analysis reveals that less‐traditional managers responded to economic rewards (but not developmental rewards) with higher job performance. The paper concludes with a discussion of implications for research and the practice of employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.     

Diversity and organizational innovation: The role of employee involvement

This study examined the interactive effects of workplace diversity and employee involvement on organizational innovation. Using a sample of 182 large Canadian organizations, we found a three‐way interaction between level of employee involvement, variation in involvement, and racioethnic diversity on innovation. In organizations with high levels of employee involvement, high variation in involvement was associated with higher involvement levels among racioethnic minorities, resulting in a stronger association between diversity and innovation. Furthermore, the association between White employee involvement and innovation was significantly more positive under the condition of high involvement among racioethnic minority group members. Thus, ensuring high levels of involvement among members of historically marginalized racioethnic groups enhances the innovation effects of employee empowerment systems. Copyright © 2010 John Wiley & Sons, Ltd.     

An integrative model of managerial perceptions of employee commitment: antecedents and influences on employee treatment

An integrative model of antecedents and outcomes of managerial perceptions of employee organizational commitment was developed and tested with 490 employees of a publicly owned U.S. manufacturing firm. The results are consistent with predictions showing that self‐reported affective commitment and supervisor‐focused impression management predicted managerial perceptions of affective commitment, whereas age, tenure, education, training and development, and self‐focused impression management were related to managerial perceptions of continuance commitment. Furthermore, manager‐rated affective and continuance commitment were differentially related to supervisory treatment of the employee (i.e. receiving contingent rewards and non‐contingent punishment). The results of this study show how managers develop perceptions of affective and continuance commitment, and through their associated treatment of employees, has important implications for the ways managers may serve to enhance or detract from employee contributions to the organization. Copyright © 2008 John Wiley & Sons, Ltd.     

Multilevel outcomes of creativity in organizations: An integrative review and agenda for future research

Employee creativity is critical for an organization's innovativeness and survival in today's competitive business environment. As such, scholars have devoted significant attention to the predictors of employee creativity, seeking to understand how to best increase employees' creative output. However, employee creativity may not always translate into organizational innovation and performance. In fact, employee creativity may result in various outcomes for creative individuals, their coworkers, teams, and organizations. While there have been several integrative reviews on the antecedents of creativity, an in-depth review of the outcomes of creativity is still needed to gain a holistic understanding of the benefits and costs of employee creativity and identify fruitful areas for future research. Thus, we aim to provide a comprehensive multilevel examination of the theories, methods, and creativity-related constructs used to examine the outcomes of creativity. We also provide several theoretical and empirical opportunities for future research. This review may provide managers with knowledge of the pros and cons of employee creativity, enabling them to make informed decisions on how to better manage employee creativity.     

Organizational culture and a safety-conscious work environment: The mediating role of employee communication satisfaction

IntroductionA safety-conscious work environment allows high-reliability organizations to be proactive regarding safety and enables employees to feel free to report any concern without fear of retaliation. Currently, research on the antecedents to safety-conscious work environments is scarce.MethodStructural equation modeling was applied to test the mediating role of employee communication satisfaction in the relationship between constructive culture and a safety-conscious work environment in several nuclear power plants.ResultsEmployee communication satisfaction partially mediated the positive relationships between a constructive culture and a safety-conscious work environment.ConclusionsConstructive cultures in which cooperation, supportive relationships, individual growth and high performance are encouraged facilitate the establishment of a safety-conscious work environment. This influence is partially explained by increased employee communication satisfaction.Practical applicationConstructive cultures should be encouraged within organizations. In addition, managers should promote communication policies and practices that support a safety-conscious work environment.     

Multiple dimensions of human resource development and organizational performance

Building on strategic human resource management literature, this study investigates the effects of various human resource development (HRD) dimensions on organizational performance. We identify four distinct dimensions of HRD that reflect either quantitative or qualitative approaches from either managerial or employee perspectives. Furthermore, we propose that HRD affects organizational performance by shaping employee outcomes, a prevailing but rarely tested assumption. Multi‐source data collected from 207 manufacturing companies at three time points over a 5‐year period largely support our theoretical propositions. A series of structural path analyses confirm that HRD improves employee commitment and competence, which in turn determine the financial performance of the organization. The quantitative dimensions of HRD (resource investment in HRD) predict only employee commitment. By contrast, the qualitative dimensions of HRD (management support for, and perceived benefits of, HRD) enhance both employee commitment and competence. Our analysis also demonstrates synergistic interactions between the quantitative and qualitative dimensions of HRD in predicting employee outcomes. This study elaborates the distinct values of different dimensions of HRD and highlights the significance of employee outcomes as the mediating mechanism between HRD and firm performance. Copyright © 2014 John Wiley & Sons, Ltd.     

Differentiating HR systems' impact: moderating effects of age on the HR system–work outcome association

Combining the macro perspective of strategic human resource (HR) management with applied psychology's micro approaches, this paper helps to differentiate the effects of HR practices on individual‐level outcomes by introducing two distinct HR practice bundles. We draw on social exchange theory to hypothesize (i) main effects of both growth‐enhancing and maintenance‐enhancing bundles on affective organizational commitment and in‐role behavior and (ii) moderating effects of age and maintenance‐enhancing practices on work outcomes, such that increasing employee age attenuates the positive impact of HR practices. The results of a multilevel study comprising 600 employees and their direct supervisors in 64 business units provide support for the hypothesized main effects on affective commitment and the interaction between age and maintenance‐enhancing practices on work outcomes. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions. Copyright © 2016 John Wiley & Sons, Ltd.     

The effects of attitude,subjective norm and self-efficacy on intention to benchmark: a comparison between managers with experience and no experience in benchmarking

Competitive benchmarking is a management technique used to compare company performance. The practices and processes of one's own organization are compared with the best performance of other organizations to set targets and learn ways to make improvements. Drawing on Ajzen's (1985) theory of planned behaviour, we examined the effects of attitude, subjective norm and self-efficacy on managers' intentions to undertake benchmarking in their organization. A sample of 49 managers with benchmarking experience was compared with 46 managers with no experience of the practice. Consistent with the theory of planned behaviour, attitude and subjective norm were significant predictors of intention to benchmark. However, contrary to the theory, self-efficacy was not a significant predictor. For managers with benchmarking experience, attitudinal beliefs toward the technique was the strongest predictor of benchmarking intention. For managers with no benchmarking experience, normative beliefs about the views of key groups such as senior management and employees, was the strongest predictor of intention to benchmark. These findings support the possibilities of refinement of the theory of planned behaviour to postulate the primacy of subjective norms in introduction of group behaviour and attitude primacy in continuation of group behaviour. The findings are also discussed in relation to beliefs about benchmarking and for preparing managers who are about to introduce or continue a benchmarking programme.     

The determinants of employee participation in occupational health and safety management

This article focuses on employee direct participation in occupational health and safety (OHS) management. The article explains what determines employee opportunities to participate in OHS management. The explanatory framework focuses on safety culture and safety management at workplaces. The framework is empirically tested using Estonian cross-sectional, multilevel data of organizations and their employees. The analysis indicates that differences in employee participation in OHS management in the Estonian case could be explained by differences in OHS management practices rather than differences in safety culture. This indicates that throughout the institutional change and shift to the European model of employment relations system, change in management practices has preceded changes in safety culture which according to theoretical argument is supposed to follow culture change.     

Giving peace a chance: organizational leadership,empowerment, and peace

This paper provides an exploratory look at how the leadership practices of business organizations may foster more peaceful societies. I develop the logic for positive relationships between participative organizational leadership, employee empowerment, and peace. I offer several mechanisms to explain why these different manifestations of voice are likely to contribute to peaceful societies. I then draw on several cross‐national databases to provide a preliminary examination of the hypotheses. I find support for the hypotheses regarding the positive effects of participative leadership and employee empowerment in work organizations on peace. The paper concludes by discussing contributions of this research to the organizational studies literature and offers directions for future research. Copyright © 2007 John Wiley & Sons, Ltd.     

An assessment of health and safety management within working groups in the UK manufacturing sector

Problem: In response to the demands of competitiveness, there has been a proliferation of management delayering in order to move responsibility to those people carrying out the operations and to focus on working as a team. Teams can be managed in different ways: using supervisors, team leaders, or self-managed. The management of health and safety and other business risks is dependent on the way in which the team is managed. Method: This study has assessed, through the use of semistructured interviews, how UK manufacturing companies have addressed a range of health and safety management issues (i.e., the setting, communication, and measurement of company objectives, employee participation and empowerment, and risk assessment) in relation to different styles of group working (i.e., supervised groups, groups with team leaders, and self-managed groups). Discussion: Although the differences are not always significant, it is noticeable that within organizations using supervised work environments, there is a lack of communication of specific health and safety information, little involvement and participation in safety activities, and a greater reliance on the safety function. However, in organizations using team leaders and self-managed groups, there is evidence of greater management involvement, more open communication, and greater employee involvement in health and safety, although empowerment in its true sense was still limited in these organizations. Impact on industry: The results obtained illustrate the impact of different working groups on the management of health and safety in the UK manufacturing sector.     

Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees

INTRODUCTION: Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety. METHOD: Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates. RESULTS: Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors. CONCLUSIONS: Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support. IMPACT ON INDUSTRY: Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors.     

Determinants of safety outcomes and performance: A systematic literature review of research in four high-risk industries

IntroductionIn spite of increasing governmental and organizational efforts, organizations still struggle to improve the safety of their employees as evidenced by the yearly 2.3 million work-related deaths worldwide. Occupational safety research is scattered and inaccessible, especially for practitioners. Through systematically reviewing the safety literature, this study aims to provide a comprehensive overview of behavioral and circumstantial factors that endanger or support employee safety.MethodA broad search on occupational safety literature using four online bibliographical databases yielded 27.527 articles. Through a systematic reviewing process 176 online articles were identified that met the inclusion criteria (e.g., original peer-reviewed research; conducted in selected high-risk industries; published between 1980-2016). Variables and the nature of their interrelationships (i.e., positive, negative, or nonsignificant) were extracted, and then grouped and classified through a process of bottom-up coding.ResultsThe results indicate that safety outcomes and performance prevail as dependent research areas, dependent on variables related to management & colleagues, work(place) characteristics & circumstances, employee demographics, climate & culture, and external factors. Consensus was found for five variables related to safety outcomes and seven variables related to performance, while there is debate about 31 other relationships. Last, 21 variables related to safety outcomes and performance appear understudied.ConclusionsThe majority of safety research has focused on addressing negative safety outcomes and performance through variables related to others within the organization, the work(place) itself, employee demographics, and—to a lesser extent—climate & culture and external factors.Practical applicationsThis systematic literature review provides both scientists and safety practitioners an overview of the (under)studied behavioral and circumstantial factors related to occupational safety behavior. Scientists could use this overview to study gaps, and validate or falsify relationships. Safety practitioners could use the insights to evaluate organizational safety policies, and to further development of safety interventions.     

Tired of innovations? Learned helplessness and fatigue in the context of continuous streams of innovation implementation

The business environment faced by contemporary organizations is highly uncertain and constantly changing. Thus, organizations have adopted and implemented a continuous stream of innovations to achieve sustainable growth and survival. Considering the demand for additional resources to implement innovations, the present study explores organizational conditions that may lead to innovation‐targeted burnout and fatigue among employees, which impede their active participation in a subsequent innovation. To this end, we propose a theoretical framework that elucidates the effects of previous innovations on the subsequent implementation behavior of employees. We identify two dimensions of the cognitive appraisal of previous innovations (i.e., intensity and failure) that shape employees' beliefs regarding innovations, such as innovation‐targeted helplessness, which ultimately results in innovation fatigue. Data collected from 84 managers and 397 employees of Chinese and Korean organizations prove the significant role of employee perceptions of previous innovations in shaping the innovation‐targeted helplessness and fatigue of employees, which ultimately affect employee behavior toward a subsequent innovation. The present conceptual and empirical analyses suggest that given continuous streams of innovation implementation, managers should carefully consider employee's perceptions of previous innovations (i.e., intensity and failure) for successful implementation of a subsequent innovation. Copyright © 2017 John Wiley & Sons, Ltd.     

The relationship between multiple levels of learning practices and objective and subjective organizational financial performance

Multi‐level learning approaches suggest that individuals, groups and organizations act both independently and interact dynamically to contribute to organizational performance. We directly examined this proposition in an Australian sample using a longitudinal design that employed subjective and objective financial performance data. Respondents completed a survey that provided details on their individual, team and organizational learning practices (ILP, TLP and OLP, respectively), and self assessed performance compared to 3 years ago. Concurrently, we collected objective performance data (sales/employee numbers) at 3 yearly intervals and averaged these data to create an index. Using hierarchical and moderated regression, we found a positive main effect for OLP with both subjective and objective performance. Main effects for ILP and TLP were not found. Further, we found a significant interaction between ILP and TLP such that the effect of TLP on productivity was better in organizations with less ILP. Three‐way interactions were not found. Overall, these results provide some support for the model. We discuss some limitations of the study and make recommendations for future studies. Copyright © 2009 John Wiley & Sons, Ltd.     

Critical Success Factors for Behavior-Based Safety: A Study of Twenty Industry-wide Applications

One-on-one interviews and focus-group meetings were held at 20 organizations that had implemented a behavior-based safety (BBS) process in order to find reasons for program success/failures. A total of 31 focus groups gave 629 answers to six different questions. A content analysis of these responses uncovered critical information for understanding what employees are looking for in a BBS program. A perception survey administered to individual employees (n = 701) at these organizations measured a variety of variables identified in prior research to influence success in safety efforts. The survey data showed five variables to be significantly predictive of employee involvement in a BBS process: 1) perceptions that BBS training was effective; 2) trust in management abilities; 3) accountability for BBS through performance appraisals; 4) whether or not one had received education in BBS; and 5) tenure with the organization. Also, employees in organizations mandating employee participation in a BBS process (n=8 companies) reported significantly higher levels of: (a) involvement; (b) trust in management; (c) trust in coworkers; and (d) satisfaction with BBS training than did employees whose process was completely voluntary (n = 12 companies). In addition, employees in mandatory processes reported significantly greater frequency of giving and receiving positive behavior-based feedback.     

Bridging the gap between green behavioral intentions and employee green behavior: The role of green psychological climate

How do employees' perceptions and interpretations of organizational policies, practices, and procedures affect the enactment of their behavioral intentions? In a daily diary study, we examined the between‐persons relationship of corporate environmental strategy and pro‐environmental or “green” psychological climate; and whether green psychological climate moderates the within‐person relationship of employees' daily green behavioral intentions and their green behavior on the following day. To test our hypotheses, we collected survey data from 74 employees across 10 workdays. Results showed that corporate environmental strategy is positively related to green psychological climate that, in turn, moderates the relationship between green behavioral intentions and next‐day employee green behavior. Specifically, we found the relationship to be positive only when employees perceive a positive green psychological climate. We discuss implications of our findings for future research on employee green behavior and for organizations interested in encouraging employee green behavior. Copyright © 2017 John Wiley & Sons, Ltd.