The effects of managerial and employee attributions for corporate social responsibility initiatives

Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factors such as leadership processes in shaping these attributions. Drawing from attribution and social learning theories, we develop a multilevel social influence theory of how CSR affects employees. We integrate managers as second observers in the baseline actor (i.e., firm)—observer (i.e., employee) dyad, whereas most attribution theory research has focused on single actor–observer dyads. Multisource field data collected from 427 employees and 45 managers were analyzed using hierarchical linear modeling. Managers' genuine (self‐serving) CSR attributions are positively related to employees' genuine (self‐serving) CSR attributions; and the strength of the relationship between managers' and employees' genuine CSR attributions depends on managers' organizational tenure. Employees' genuine CSR attributions also are positively related to employee advocacy, whereas—interestingly—employees' self‐serving CSR attributions do not appear to harm employee advocacy. Copyright © 2017 John Wiley & Sons, Ltd.     

Overtime work as the antecedent of employee satisfaction,firm productivity,and innovation

Overtime work has been blamed for the deterioration of employee satisfaction and productivity. However, the organization‐level implications of overtime work as a normative expectation remain unclear. In this study, such effects were analyzed through human capital theory and a causal attribution approach. Various organizational outcomes and boundary conditions were explored in explaining these implications. The analysis of time lagged data from 273 firms affirmed that a firm's overtime level was related negatively to employee satisfaction. However, it was positively related to the firm's productivity and curvilinearly (inverted U‐shaped) related to innovation. The effects of the firm's overtime level on firm productivity and innovation were also moderated by organizational trust. This study highlights the costs and benefits of overtime work as tools for utilizing human capital and reveals the critical contingency of organizational trust that enables firms to attenuate the costs of the overtime level and accentuate its potential benefits.     

The missing link? Implications of internal,external, and relational attribution combinations for leader–member exchange,relationship work,self‐work,and conflict

Attributions are causal explanations made by individuals in response to important, novel, and/or unexpected events. Numerous attribution theories have examined how people use information to make attributions and how attributions impact an individual's subsequent emotions and outcomes. However, this research has only recently considered the implications of dyadic‐level attributions (i.e., relational attributions), particularly in the context of leader–follower relationships in organizations. Therefore, the purpose of this theoretical paper is threefold. First, we integrate research on attributional biases into the research on relational attributions. Second, we integrate and extend attribution theory to consider the implications of convergent and divergent internal, external‐person, external‐situational, and relational attributions for leader–member exchange (LMX) quality, relationship work, self‐work, and conflict. Third, we make the implicit ranking of attribution combinations and the resultant levels of relationship work explicit. In doing so, we contribute to attribution theory and research by proposing how attribution combinations produce positive and negative outcomes that are both intrapersonal and interpersonal. Further, we contribute to the LMX literature by explicating how leader–follower attribution combinations influence relationship quality.     

Cognitive processes in procedural justice judgments: The role of ease‐of‐retrieval,uncertainty, and experience

In a field experiment with 517 job applicants, the processes underlying the formation of procedural justice judgments were investigated. It was hypothesized that procedural justice judgments may be based not only on content information (e.g., “What are fair aspects of the selection procedure?”), but also on the felt ease or difficulty with which this content information can be retrieved from memory (ease‐of‐retrieval; e.g., “How easily can I recall fair aspects of the selection procedure?”). Evaluations of the company's online application procedure show that job candidates based procedural justice judgments on content information or on ease‐of‐retrieval, depending on their uncertainty regarding the online application procedure as well as their prior experiences with online applications. Specifically, experienced applicants who felt certain based their judgments on ease‐of‐retrieval, whereas all other applicants based their judgments on content information. Implications for research on the formation of justice judgments as well as practical applications are discussed. Copyright © 2010 John Wiley & Sons, Ltd.     

Causal attribution in explanations of near-crash events behind the wheel,and its relationship to comparative judgments

IntroductionThe development of skills essential for avoiding crashes depends, in particular, on how drivers explain the causes of dangerous driving behaviors that resulted in a near crash. Here, we analyze causes attributed to such behaviors by car drivers in a self-report study. We explore the relationships between the dimensions of causal attribution, attribution of responsibility for the near crash, and drivers' comparative judgments.MethodFor approximately two months, drivers used logbooks to document the near crashes that occurred during their trips. The causes attributed in those reports to driving behaviors resulting in near crashes were then coded by two judges on the basis of several causal dimensions. Drivers also estimated their own and an average driver's skill levels, and their risk of being involved, as a driver, in a crash.ResultsWe distinguished main types of causes of the near crashes reported. Drivers had a tendency to more often attribute external causes to their own behaviors resulting in near crashes than to those of others. The probability of attributing a controllable cause increased with overestimation of one's own skills and decreased with underestimation of one's own risk in comparison to other drivers. The probability of attributing a stable cause increased with underestimation of one's own risk.ConclusionsWhen they explained their own behaviors resulting in near crashes, drivers mentioned different causes than when they explained those of others. Overestimation of one's own skills as compared to other drivers could be beneficial for developing crash-avoiding skills, insofar as it seems to foster attribution of controllable causes. By contrast, underestimation of one's own risk could have the opposite effect.Practical applicationsVulnerability to road risks should be stressed in driver’s training and risk communication campaigns. However, self-confidence with respect to one's skills should not always be targeted as a safety problem.     

High‐performer turnover and firm performance: The moderating role of human capital investment and firm reputation

Research has shown a complex relationship between turnover and firm performance. Not only does it matter who leaves (e.g., high‐performing versus low‐performing employees), but the context also stands to influence this effect in complex ways. We apply human capital theory, social capital theory, and the cost–benefit perspective to propose two boundary conditions to the high‐performer turnover and firm performance relationship. Specifically, we predict that the negative impact of high‐performer turnover on firm performance will be the strongest for reputable firms and for firms who invest less in human capital (e.g., selection, training, and incentive‐based pay). We present data from 155 South Korean firms that support the hypothesized model. We discuss findings in terms of current and future theory, practical implications, and subsequent research needs. Copyright © 2012 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.     

The determinants of job seekers' reputation perceptions

Although job seekers' reputation perceptions may be based on different factors than other constituents (e.g., investors, consumers), we know little about the antecedents of job seekers' reputation perceptions. The present study utilizes verbal protocol analysis to explore the factors that job seekers consider when evaluating employers' reputations. Results from this qualitative investigation are complemented and cross‐validated with an experimental policy capturing study and a field study of recruiting organizations. Data from all three methodologies suggest that some factors affecting job seekers' reputation perceptions are quite different from factors that have been revealed in previous reputation research, which has focused primarily on executives. For example, results from the present study reveal that the type of industry in which a firm operates, the opportunities that a firm provides for employee development, and organizational culture affect job seekers' reputation perceptions. Copyright © 2000 John Wiley & Sons, Ltd.     

Bringing the outside in: Can “external” workers experience insider status?

The current study examines the possibility that agency workers can experience perceived insider status despite their assumed “outsider” category. One hundred ninety‐one agency workers from Canadian financial firms completed surveys assessing agency worker perceptions regarding the level of support from both their supervisors and the client firms' permanent workers, as well as the agency workers' level of perceived insider status and affective commitment toward the client firm. Agency worker supervisors (within the client firm) assessed the agency workers' level of interpersonal facilitation. Results indicate that: (1) Agency workers can experience perceived insider status, regardless of their objective classification as outsiders; (2) perceived support from supervisors and the client firms' permanent workers contribute to agency worker perceptions of insider status; and (3) perceptions of insider status are associated with higher levels of both affective commitment and interpersonal facilitation, even in workers that are considered marginally tied to the organization. Copyright © 2009 John Wiley & Sons, Ltd.     

供应链系统可靠性分析

供应链是由物料获取并加工成中间件或成品 ,再将成品送到顾客手中的一些企业和部门构成的网络 ,它包括供应商 (包括供应商的供应商等 )、制造商、配送中心、零售商、最终用户等多个多级实体。除了性能以外 ,其可靠性已经成为供应链管理研究的重点。鉴于供应链中存在的诸多层次与环节致使供应链的可靠性分析十分复杂 ,为了简便起见 ,笔者认为 ,必须从单级供应链可靠性分析出发 ,再进行基于马尔可夫过程的多级供应链可靠性分析 ,最后根据分析结果 ,提出一些提高供应链可靠性的措施。该方法对供应链系统可靠性分析具有实用价值 ,其关键环节是将串联结构改变为并联结构来实现。     

The influence of organizational democracy on employees' socio‐moral climate and prosocial behavioral orientations

This study investigates the effects of workers' perceived participation in democratic decision‐making on their prosocial behavioral orientations, democratic values, commitment to the firm, and perceptions of socio‐moral climate. The sample consists of 325 German‐speaking employees from 22 companies in Austria, North Italy, and Southern Germany that vary in their level of organizational democracy (social partnership enterprises, workers' co‐operatives, democratic reform enterprises, and employee‐owned self‐governed firms). The findings suggest that the extent employees participate in democratic forms of organizational decision‐making is positively related to the firm's socio‐moral climate as well as to their own organizational commitment and prosocial and community‐related behavioral orientations. The results also indicate that socio‐moral climate is positively related to employees' organizational commitment. The effect of participation in decision‐making on organizational commitment is partially mediated by socio‐moral climate. Implications for promoting societal and organizational civic virtues among individuals are described. Copyright © 2009 John Wiley & Sons, Ltd.     

The case of the disappearing firms: empirical evidence and implications

Organizational survival represents a vital objective for firms, managers, and owners. Most organizational theories regard survival as the ‘correct’ outcome for firms whose managers successfully navigate across a hostile competitive landscape. On the other hand, when a firm ‘disappears,’ scholars, managers, and owners ask, What went wrong?' Failure, exit, bankruptcy, liquidation, hostile takeovers, are largely viewed as results of managerial ‘bungling.’ Many theories about performance, competitive advantage, legitimacy, and leadership rest upon a core assumption that firms, at least some of them, have long, perhaps limitless, life‐spans. Long‐term survival is not seen as merely a random outcome or an unattainable goal. This paper surveys a broad set of empirical findings about firms' life‐spans. It is consistently revealed in the empirical literature that the VAST majority of firms, even large firms, survive relatively short periods. Some themes and their implications are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Antecedents and outcomes of contingent workers' attitudes toward their temporary help services firm: A unit level longitudinal investigation

This study explored the unit‐level antecedents and outcomes of contingent workers' attitudes toward their temporary help services (THS) firm. It was proposed that (a) client‐orientation levels of the THS firm's full‐time staff would influence the level of support received by contingent workers, (b) staff supportiveness would be reciprocated by these workers in the form of favorable firm‐directed attitudes, and (c) contingent workers' attitudes toward the THS firm would influence two unit‐level outcomes—client reported service failure, and voluntary turnover rates of THS staff. Support was found for all the hypothesized relationships in a longitudinal study utilizing survey data gathered from 1324 full‐time employees, 570 contingent workers, and 1951 clients; and archival data on staff turnover from 46 strategic business units (SBUs) of a THS firm. These results are discussed within the context of employee–organization relationship (EOR), contingent workforce, and service management literatures. Copyright © 2010 John Wiley & Sons, Ltd.     

Employees' self‐efficacy and perception of individual learning in teams: The cross‐level moderating role of team‐learning behavior

Despite the importance of employee learning for organizational effectiveness, scholars have yet to identify the factors that influence employees' perception of individual learning. This paper identified employees' self‐efficacy as a potential antecedent to their perception of individual learning in the context of teamwork. We also hypothesized that team‐learning behavior had a moderating effect on the relationship between employees' self‐efficacy and their perception of individual learning. We conducted a study of 236 teams working in a retail firm, comprising 236 team supervisors and 1397 employees, and analyzed the data using hierarchical linear modeling. This study revealed that employees' individual‐level self‐efficacy was positively associated with their perception of individual learning in teams. Additionally, team‐learning behaviors moderated the positive relationship between employees' self‐efficacy and the perception of individual learning. This study has theoretical and practical implications for a more nuanced understanding of the perception of individual learning in the context of teamwork. Copyright © 2016 John Wiley & Sons, Ltd.     

Negotiations after the sale: The roots and ramifications of conflict in an acquisition

This paper presents a case study of negotiations over the combination of a small manufacturing firm into a multi-billion dollar conglomerate following its 'white knight' acquisition. It focuses on the strategic and tactical conflicts between the two firms and traces these to the party's emotional reactions to the combination. Feeling of loss versus gain in the two firms, each party's sense of uncertainty and threat, and their moves toward proactive versus reactive control in the combination are analysed to identify the roots of strategic conflict. These feelings, plus incompatibilities in the two company's managements, business systems, corporate cultures, and goals for combination ramify in conflict in the negotiations themselves. The paper concludes with a more generic model illustrating contextual features of combinations that shape human reactions and conflicts in negotiations after the sale.     

Energy at work: A measurement validation and linkage to unit effectiveness

We introduce the notion that the energy of individuals can manifest as a higher‐level, collective construct. To this end, we conducted four independent studies to investigate the viability and importance of the collective energy construct as assessed by a new survey instrument—the productive energy measure (PEM). Study 1 (n = 2208) included exploratory and confirmatory factor analyses to explore the underlying factor structure of PEM. Study 2 (n = 660) cross‐validated the same factor structure in an independent sample. In study 3, we administered the PEM to more than 5000 employees from 145 departments located in five countries. Results from measurement invariance, statistical aggregation, convergent, and discriminant‐validity assessments offered additional support for the construct validity of PEM. In terms of predictive and incremental validity, the PEM was positively associated with three collective attitudes—units' commitment to goals, the organization, and overall satisfaction. In study 4, we explored the relationship between the productive energy of firms and their overall performance. Using data from 92 firms (n = 5939_employees), we found a positive relationship between the PEM (aggregated to the firm level) and the performance of those firms. Copyright © 2011 John Wiley & Sons, Ltd.     

Unraveling the impact of workforce age diversity on labor productivity: The moderating role of firm size and job security

Previous literature has suggested both positive and negative effects of age diversity on labor productivity: positive because of the potential knowledge complementarities between employees of different ages and negative because of the age‐related value differences that might reduce cohesion and cooperation, hampering firm performance. Using a Belgian sample of 5892 organizational observations (2008–2011), we unraveled these countervailing effects in two ways. First, we built on prior studies to suggest that the effect of age diversity depends on the particular shape of the age distribution: positive when it is heterogeneous (i.e., variety) and negative when it is polarized (i.e., polarization). This was supported by our findings. Second, we explored the moderating impact of two contextual contingencies, firm size and job security. As expected, the positive effect of age variety is reinforced in large firms and in firms where job security is high. Although firm size also emphasizes the negative effect of age polarization on productivity, job security, unexpectedly, does not moderate this relationship. Our study offers a valuable contribution to the literature as it reveals the boundary conditions of the competing implications of age diversity and, thus, allows one to account for the inconclusive findings reported in previous literature. Copyright © 2015 John Wiley & Sons, Ltd.     

An illusion of objectivity in workplace investigation: The cause analysis chart and consistency,accuracy, and bias in judgments

Introduction: Investigation tools used in occupational health and safety events need to support evidence-based judgments, especially when employed within biasing contexts, yet these tools are rarely empirically vetted. A common workplace investigation tool, dubbed for this study the “Cause Analysis (CA) Chart,” is a checklist on which investigators select substandard actions and conditions that apparently contributed to a workplace event. This research tests whether the CA Chart supports quality investigative judgments. Method: Professional and undergraduate participants engaged in a simulated industrial investigation exercise after receiving a file with information indicating that either a worker had an unsafe history, equipment had an unsafe history, or neither had a history of unsafe behavior (control). Participants then navigated an evidence database and used either the CA Chart or an open-ended form to make judgments about event cause. Results: The use of the CA Chart negatively affected participants' information seeking and judgments. Participants using the CA Chart were less accurate in identifying the causes of the incident and were biased to report that the worker was more causal for the event. Professionals who used the CA Chart explored fewer pieces of evidence than those in the open-ended condition. Moreover, neither the open-ended form nor the structured CA Chart mitigated the biasing effects of historical information about safety on participants' judgments. Conclusion: Use of the CA Chart resulted in judgments about event cause that were less accurate and also biased towards worker responsibility. The CA Chart was not an effective debiasing tool. Practical application: Our results have implications for occupational health and safety given the popular nature of checklist tools like the CA Chart in workplace investigation. This study contributes to the literature stating that we need to be scientific in the development of investigative tools and methods.     

External relational attributions: Attributing cause to others' relationships

I present an attributional approach to understanding how people perceive and respond to the effects of others' relationships in the workplace by suggesting that people perceive others' relationships to be causal sources of workplace outcomes. Specifically, I suggest that individuals' responses to negative outcomes at work can be better understood by differentiating between two types of external attributional explanations: external relational attributions and external nonrelational attributions. This research focuses on the conceptual development of external relational attributions, which are defined as those attributional explanations made for outcomes or behaviors experienced or observed by a focal individual that locate the cause of an outcome within the relationship between two others (people, groups, organizations, or any combination), not including the focal individual. Further, I propose situational antecedents and behavioral outcomes of external relational attributions, with an emphasis on individuals' behaviors toward others' relationships. Lastly, I highlight the advantages of considering the role of others' relationships when applying attribution theory to a variety of organizational phenomena and present directions for future research.     

Attributing responsibility for alcohol-related near-miss accidents

An experimental study was conducted to examine the attribution of responsibility for alcohol-related near-miss accidents. Ninety-six observers were presented with specially prepared accident scenarios in which the level of unsafe driving behavior (none, drinking, drinking and speeding) and the severity of accident outcome were varied. The results indicated that less responsibility was assigned to the perpetrator for near-misses than for more severe accidents, regardless of the presence or absence of unsafe behavior. Recommended penalties also varied with severity of outcome, particularly for drinking and driving accidents. In general, the culpability of drinking and driving appeared to depend on the consequences produced. The perceived seriousness of this behavior varied according to whether it led to a secondary unsafe driving act or whether it was associated with serious harm to others. When neither of these occurred, drinking and driving was not viewed as being significantly more serious than no unsafe behavior. Some implications of these findings for safety are discussed.