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.     

Antecedents and consequences of basic versus career enrichment benefit satisfaction

Using a sample of 250 medical technologists (MTs) over a four‐year time period, this study presents initial evidence for differentiating two different facets of benefit satisfaction—basic and career enrichment. Basic benefit satisfaction exhibited stronger relationships to subsequent general benefit satisfaction, organizational withdrawal intent, and turnover behavior, while career enrichment benefit satisfaction exhibited a stronger relationship to subsequent affective organizational commitment. Copyright © 2001 John Wiley & Sons, Ltd.     

Demographic antecedents and performance consequences of structural holes in work teams

This paper addresses two important questions concerning social fragmentation in work teams. First, from where do disconnections between team members, measured in terms of the proportion of structural holes within the work team, derive? Second, what are the consequences for team performance of having more or less structural holes between team members? In answering the first question, the research investigated whether demographic diversity in teams played a role in predicting the proportion of structural holes in team friendship networks. For 19 teams at a wood products company, there were no effects of ethnic and gender diversity on structural hole proportions. However, age diversity significantly reduced the extent of structural ‘holeyness.’ In investigating the second question, two countervailing tendencies were considered. In the absence of structural holes, teams are likely to be at low risk for new ideas. But fragmented teams in which team members are separated by many structural holes are likely to have difficulty coordinating. The researchers demonstrated a curvilinear effect: a moderate level of structural diversity in teams was positively associated with team performance. Thus, the research suggested that it is structural diversity (measured in terms of the proportion of structural holes) rather than demographic diversity that matters in the prediction of team performance. Copyright © 2006 John Wiley & Sons, Ltd.     

Antecedents and consequences of relational components of the new psychological contract

The literature regarding the new psychological contract suggests that the traditional paternalistic employer–employee relationship in U.S. companies has eroded. We investigated the relationship between relational components of the new psychological contract (personal responsibility for career development, commitment to type of work, and expectations of job insecurity), work experiences (involuntary job loss, organizational change, voluntary job change, and violation of obligations), and work outcomes (job satisfaction, participation in development activities, and intention to remain with the employer). We hypothesized that managerial and professional employees' level of agreement with relational components of the new psychological contract would mediate the relationship between their work experiences and work outcomes. In partial support of the model, we found that level of agreement with relational components of the new psychological contract mediated the relationship between work experiences and intention to remain with the employer and job satisfaction. Contrary to the model, no relationship was found among work experiences, level of agreement with relational components of the new psychological contract, and participation in development activities. Copyright © 1999 John Wiley & Sons, Ltd.     

Antecedents and consequences of role stress: A covariance structure analysis

An earlier model of the consequences of role conflict and role ambiguity is expanded to incorporate antecedent job conditions and the outcome of organizational commitment. This newer model clarifies the impact of role stressors on commitment and other established outcomes (i.e. tension, job dissatisfaction, and turnover intention). The antecedent job conditions are added in consideration of research indicating that role conflict and ambiguity do not directly influence affective and behavioral reactions when other perceptions of the work environment are included in the analysis. A LISREL analysis of this model with cross-validation on an independent sample indicated that the direct effects of participation and co-worker social support on job satisfaction may account for the direct effects of role conflict and role ambiguity on satisfaction and turnover intention observed in previous studies. In addition, organizational commitment appeared to mediate the effects of other variables on turnover intention. Implications for theories of role-related variables and directions for future research are discussed.     

知识生产视角下应急管理学科建设的使命与路径

为厘清应急管理学科建设机制、推进应急管理学科良性发展,通过回顾学科建设历史,来分析应急管理学科建设面临的困境与肩负的使命,并提出相应的建设路径.研究表明:在知识生产模式转型视角下,应急管理学科建设面临知识生产者离散、知识创新度不足、知识转化率有限的三重困境,需要完成"朝向人才培养的应急管理知识直接再生产""朝向科学研究...     

Antecedents and consequences of empowering leadership: Leader power distance,leader perception of team capability,and team innovation

The evidence that empowering leadership is an effective form of team leadership brings the question on what the antecedents of empowering leadership are into focus. We propose that empowering leadership is driven by considerations of the normative and situational appropriateness of empowering leadership that are associated with leader power distance value and leader perception of team capability. We propose that leader power distance and perceived team capability interact such that the influence of leader power distance on empowering leadership is stronger with higher perceived team capability. We extend our model to show that by affecting empowering leadership, the interaction of leader power distance and perceived team capability indirectly influences team innovation, an important team outcome associated with empowered teamwork. We tested our model in two multisource surveys in China: Study 1 of 84 technical teams and Study 2 of 83 financial service teams. We discuss how our study contributes to empowering leadership theory by providing a theoretical perspective that lends itself well to identifying other trait and situational antecedents of empowering leadership.     

Transformational and passive leadership as cross-level moderators of the relationships between safety knowledge,safety motivation,and safety participation

IntroductionWhile safety knowledge and safety motivation are well-established predictors of safety participation, less is known about the impact of leadership styles on these relationships.MethodThe purpose of the current study was to examine whether the positive relationships between safety knowledge and motivation and safety participation are contingent on transformational and passive forms of safety leadership.ResultsUsing multilevel modeling with a sample of 171 employees nested in 40 workgroups, we found that transformational safety leadership strengthened the safety knowledge–participation relationship, whereas passive leadership weakened the safety motivation–participation relationship.ConclusionsUnder low transformational leadership, safety motivation was not related to safety participation; under high passive leadership, safety knowledge was not related to safety participation.Practical ApplicationsThese results are discussed in light of organizational efforts to increase safety-related citizenship behaviors.     

Antecedents and consequences of collective psychological ownership: The validation of a conceptual model

We investigate team member feelings of collective psychological ownership (CPO) over teamwork products, the psychological paths that lead to it, and its impact on team workers' evaluations of team effectiveness, turnover intentions, and intentions to champion teamwork products. We focus on the teamwork product as an important target of ownership feelings, building on theories of self-extension, psychological ownership, and team emergent states. In Study 1, we validate measures for three ownership activating experiences (OAE) that have been proposed as paths to CPO (control over, intimate knowledge regarding, and investment in the teamwork product) using two samples of individual team workers (n = 210 and n = 140). In Study 2 (n = 183) and Study 3 (n = 200), we use surveys and a multiwave design to show that team workers' feelings of CPO mediate the relationship between investment in and intimate knowledge regarding the product and team effectiveness evaluations, team turnover intentions, and intentions to champion the work product. In Study 4 (n = 48 teams), CPO was predicted by the ownership activating experiences, at the team level. This research additionally highlights the benefits to organizations of creating conditions for the emergence of employee feelings of shared ownership over teamwork products.     

Conflict management between and within teams for trusting relationships and performance in China

Trusting relationships are increasingly considered vital for making teams productive. We propose that cooperative management of conflict can help team members to be convinced that their teammates are trustworthy. Results from 102 organizations in China support the theorizing that how teams to manage conflict with each other affects within‐team conflict management. Specifically, cooperative conflict between teams helps teams to manage their internal conflicts cooperatively that strengthens trust that in turn facilitates team performance. Results provide support for managing conflict cooperatively as a foundation for trusting, productive relationships in China as well as in the West. Copyright © 2008 John Wiley & Sons, Ltd.     

Putting first things first: Outcome and process focus in knowledge work teams

This paper presents a new perspective on the management of outcomes and processes in a knowledge team's work. Knowledge teams frequently face complex, open‐ended tasks for which the a priori specification of goals and work processes is not possible. Such teams must define these work elements themselves; emphasizing one over the other can lead a team to become either outcome‐or process‐focused, with implications for the level at which they identify their activities and the flexibility with which they conduct work. A survey study of student teams and a field study of organizational teams test the effects of outcome versus process focus on performance. Consistent with prior findings, the first study demonstrates that outcome focus is positively related to performance on complex, open‐ended tasks and that team members' level of action identification mediates the effects of outcome and process focus on performance. Action research conducted as part of the second study demonstrates the importance of early events in a team's life cycle and the challenge for managers who hope to influence their teams to have a greater degree of focus on outcomes over process. Copyright © 2009 John Wiley & Sons, Ltd.     

Boundaryless careers,social capital,and knowledge management: Implications for organizational performance

The purpose of this paper is to critically assess the utilization of boundaryless careers in organizations through the lens of how they impact the formation and deployment of organizational social capital. We build a model of the positive and negative effects of boundaryless careers on social capital formation by proposing a more nuanced picture of boundaryless careers. We divide boundaryless careers into four types: internal psychological, internal enacted, external psychological and external enacted. Our model delineates the conditions under which different types of boundaryless careers affect the formation and deployment of organizational structural, relational and cognitive social capital and offer propositions based on our analysis. In addition we examine type of knowledge (exploratory or exploitative) pursued by the firm as a key moderator for the relationships we propose. Copyright © 2008 John Wiley & Sons, Ltd.     

Antecedents of injury among youth in agricultural settings: a longitudinal examination of safety consciousness,dangerous risk taking,and safety knowledge

PROBLEM: Injuries are the leading cause of death for adolescents in the United States. METHODS: This study longitudinally examined three psychological mediators of injury among 3,081 youths in agricultural settings: (a) safety consciousness, (b) dangerous risk taking, and (c) safety knowledge. These variables are examined within a nomological network of contextual variables. RESULTS: Cross-sectional results revealed that safety consciousness and dangerous risk taking were the strongest predictors of reported injury at Time 1 and Time 2. Safety knowledge had an unexpected negative association with injury, albeit weak. As predicted, participating in safety activities was positively associated with safety consciousness, and time spent working was strongly associated with safety knowledge. Furthermore, self-esteem had both positive and negative safety outcomes, suggesting a more complex functioning. Males exhibited fewer safety cognitions than females as predicted. Longitudinal data also revealed that injury at Time 1 and dangerous risk taking were the strongest predictors of Time 2 injury. IMPACT ON INDUSTRY: Results from this study emphasize the importance of assessing dangerous risk-taking perceptions when attempting to predict future injuries.     

Human resource management systems and work attitudes: The mediating role of future time perspective

This paper examines the role of employees' future time perspective (FTP) in the association between human resource management (HRM) systems and work‐related attitudes. Drawing on social exchange theory, signaling theory, and affective events theory, we hypothesize HRM systems' indirect effects on individual‐level job satisfaction and affective organizational commitment as mediated by FTP. The results of this multilevel study, comprising 913 employees of 76 business units, provide evidence that HRM systems have (i) direct effects on employees' FTP and (ii) indirect effects on job satisfaction and organizational commitment via FTP. In addition, three HRM bundles' (i.e., knowledge, skills, and abilities enhancing; motivation enhancing; and opportunity enhancing) corresponding indirect effects are explored. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions. Copyright © 2016 John Wiley & Sons, Ltd.     

我厂搞好班组安全管理的经验

从我厂实际出发,以如何搞好班组安全管理为重点进行了论述.     

Unintended consequences of management strategies for improving labor productivity in construction industry

Introduction: Labor productivity and safety are important topics in the construction industry. Even so, the literature provides little information for project managers trying to determine how management strategies designed to improve labor productivity impact safety. Method: This research addresses the gap by measuring the impact of two groups of management strategies that involve human resource related management strategies and construction related management strategies related to safety performance in construction projects. Data were collected from 111 general construction projects through the survey. Results: The results show that the relationship between the implemented management strategies and safety performance is nuanced with ‘Communication’ harming safety performance while implementation of ‘Labor Management,’ ‘Supervision and Leadership,’ ‘Planning’ and ‘Management of Construction’ strategies improve the level of safety performance. This study took a further step by measuring the impact of the interactions between the two groups of management strategies on safety performance. The results show that the interactions of construction and human related management strategies are not always in the favor of safety. Practical Applications: This paper adds to the literature on the relationship between productivity and safety in the construction industry. The research findings can assist project managers to improve labor productivity without harming the safety of laborers unintentionally.     

A systems perspective of managing error recovery and tactical re-planning of operating teams in safety critical domains

Introduction

Research in human error has provided useful tools for designing procedures, training, and intelligent interfaces that trap errors at an early stage. However, this “error prevention” policy may not be entirely successful because human errors will inevitably occur. This requires that the error management process (e.g., detection, diagnosis and correction) must also be supported. Research has focused almost exclusively on error detection; little is known about error recovery, especially in the context of safety critical systems. The aim of this paper is to develop a research framework that integrates error recovery strategies employed by experienced practitioners in handling their own errors.

Method and Results

A control theoretic model of human performance was used to integrate error recovery strategies assembled from reviews of the literature, analyses of near misses from aviation and command & control domains, and observations of abnormal situations training at air traffic control facilities. The method of system dynamics has been used to analyze and compare error recovery strategies in terms of patterns of interaction, system affordances, and types of recovery plans. System dynamics offer a promising basis for studying the nature of error recovery management in the context of team interactions and system characteristics.

Impact on industry

The proposed taxonomy of error recovery strategies can help human factors and safety experts to develop resilient system designs and training solutions for managing human errors in unforeseen situations; it may also help incident investigators to explore why people's actions and assessments were not corrected at the time.     

The need to consider time,level, and trends: A turnover perspective

We focus on the contributions to research generated by considering attitudes and behaviors as dynamic over time and across different levels. Using turnover research as an example, we demonstrate how a past, present, and future focus, across levels, may enhance both theory and methodology. Copyright © 2013 John Wiley & Sons, Ltd.     

Antecedents and consequences of satisfaction with work–family balance: A moderating role of perceived insider status

This study developed a moderated mediation model to investigate how family‐supportive paid leave and supervision affect employees' satisfaction with work–family balance and in turn their affective organizational commitment and supervisor‐directed organizational citizenship behavior depending on their perceived insider status in the organization. Our analysis of data collected from 118 employee–supervisor dyads in Korean organizations revealed that satisfaction with work–family balance mediated the linkages from family‐supportive supervision to affective organizational commitment and supervisor‐directed organizational citizenship behavior, and the linkage from family‐supportive paid leave to affective organizational commitment. Results further showed that the entire mediational process for family‐supportive supervision was more pronounced for those who perceived themselves to be an insider of their organizations, while the same pattern was not found for the meditational process related to family‐supportive paid leave. Our findings provide theoretical implications for work–family balance research and offer practical suggestions to make employees satisfied with work–family balance.     

协同管理视角下的大型构件吊装管理研究

为了更好管控吊装施工安全和质量,针对大型构件吊装存在的问题,将基于信息共享的协同管理理论应用于大型构件吊装管理。首先,分析了协同管理理论在大型构件吊装管理中的必要性和可行性。其次,通过基于双机抬吊递送法研究协同管理视角下的大型构件吊装过程中的空间布局、安全管控、施工技术等的应用效果,形成了精细化的吊装管理一体化流程。对进一步实施推进工程项目的精细化管理和提高大型构件吊装的安全管理和质量控制水平提供借鉴意义和参考价值。