Self-directed workteams and safety: a winning combination?

The organization of work into self-directed work teams (SDWT) has considerably changed the power structure within companies. In addition to carrying out the work, SDWT members make decisions that are traditionally the jurisdiction of first line supervisors. This exploratory research examines the impact of this type of group empowerment on the management of health and safety in twelve factories in Quebec. As expected, the management of health and safety is greatly modified when self-directed work teams are implemented. These teams play a major role in the planning, implementation and monitoring of corrective measures on the shop floor. Staff and management provide support and advice to the work teams, but make fewer and fewer decisions themselves. Peer pressure, when perceived as legitimate, is likely to positively influence the safety attitudes and behaviours of team members. Furthermore, the safety performance of these organizations is actually better than average. However, our respondents were concerned about the growing lack of health and safety leadership displayed by some managers. They worry about the definition of roles, integration of occupational health and safety (OHS) concerns and adoption of OHS measures by less mature work teams. Peer pressure is not always seen as legitimate, thereby causing tension. Finally, our respondents were concerned about the stress and health difficulties that may be related to group decision-making and added responsibilities.     

The paradox of self‐management: individual and group autonomy in work groups

This study explores how autonomy at the individual and the group levels directly affect group cohesiveness, and how they indirectly influence group effectiveness. Hypotheses suggesting that individual and group autonomy will be oppositely related to cohesiveness are supported in data collected from a large sample of work groups in two separate organizations. Also supported are hypotheses suggesting a group cohesiveness/group performance orientation interaction as a mediator of the relationships between autonomy at both levels and group effectiveness. The findings highlight the importance of considering autonomy at both individual and group levels simultaneously when designing work groups that incorporate autonomy. Copyright © 2000 John Wiley & Sons, Ltd.     

Employment relations in Norway: some dimensions and correlates

This article draws upon psychological, sociological, and economic theories of employment relations to examine five dimensions of employment conditions (information, compensation, time frame, investment, and change) in Norway. Each of these dimensions is conceptualized as a continuum anchored by relational exchange on one side and transactional exchange on the other. Using data from nationally representative surveys of Norwegian work organizations and their employees, we first develop measures of the five dimensions of employment relations and test several hypotheses about their antecedents. We find that full‐time employees in supervisory positions and in higher prestige occupations generally have employment conditions that have more relational aspects. In addition, we find that degree of relationalism tends to be greater in organizations that have firm internal labour markets and encourage personal development. We then examine some individual‐level consequences of relationalism, and find that persons with relational employment conditions are generally more committed to their organizations, somewhat less likely to leave them, and more satisfied with their jobs. Copyright © 2000 John Wiley & Sons, Ltd.     

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.     

Assessing diversity climate: A field study of reactions to employer efforts to promote diversity

Based on intergroup theory, this study examined relationships among group characteristics (racioethnicity, gender, and level), contextual organizational unit characteristics (gender and racioethnic heterogeneity, resource support for women and racioethnic minorities) and perceptions of diversity climate by faculty at a large university. Compared to white men, white women and racioethnic minorities placed greater value on employer efforts to promote diversity, and held more favorable attitudes about the qualifications of women and racioethnic minorities. The study found that group rather than contextual organizational unit characteristics were more strongly related to diversity climate. However, the organizational unit characteristic, gender heterogeneity, was significantly related to valuing diversity. The greater the ratio of women in a unit, regardless of the respondents' gender, racioethnicity or level, the more favorable diversity activities were viewed. In addition, units whose allocation of resources to racioethnic minorities were perceived as insufficient by respondents were more likely to have members who valued diversity and held favorable perceptions toward the qualifications of racioethnic minorities. Implications for organizations and future research are offered.     

Canadian wildlife-vehicle collisions: An examination of knowledge and behavior for collision prevention

Objectives: This study examines drivers' responses to wildlife on Canadian roads. The objective of this paper is to demonstrate that knowledge of what to do when encountering wildlife on the road does not always translate into the appropriate behavior to avoid a collision. Methods: Data from the Traffic Injury Research Foundation's (TIRF) 2016 Road Safety Monitor (RSM) and data from TIRF's National Fatality Database from 2000 to 2014 were analyzed to test hypotheses based on the theory of planned behavior. Logistic regression and piecewise linear regression were used. Results: Analyses of the data showed that the prevalence of fatal WVCs has remained relatively consistent, and that the majority of persons killed in WVCs died in crashes that involved large mammals. The majority of fatalities occurred in the summer (182 or 38.4%) and fall (163 or 34.4%). The RSM data revealed that 60.9% [50.5, 70.4] of respondents who previously hit an animal indicated that drivers should slow down and steer straight when confronted with wildlife, while 47.3% [37.1, 57.6] of respondents indicated this was the action they took when they hit wildlife. Comparatively, 59.5% [56.6, 62.4] of respondent who have not hit an animal indicated this was an appropriate response. Additionally, 33.2% [24, 44] of respondents who previously hit an animal indicated that drivers should swerve to avoid a collision with wildlife, while 37.5% [28.2, 47.8] of respondents indicated this was the action they took when they hit wildlife. Conclusions: Many drivers are unaware of what the safest method of WVC prevention is. Further, while a subgroup of drivers may have the knowledge and intention to slow down and steer straight even if the animal is directly in the path, i.e., the safest possible behavior, they are not necessarily adopting this behavior. Practical applications: Recommendations are formulated to address this discrepancy, as well as practical applications.     

Union loyalty among white-collar workers in Japan

Previous research on Japanese union members has documented occupational differences in employees' attitudes toward union organizations (Japan Productivity Center, 1990; Morishima, 1993). Yet, little has been done to examine why these differences occur. This study examines, using a data set obtained in 1987 from about 4000 employees, the correlates of union loyalty across white-collar and blue-collar occupations, and among white-collar occupations. A model is developed from previous research on employees' attitudes toward union organizations and on Japanese industrial relations. The results obtained by OLS analyses of union loyalty correlates—members' judgements of union contributions to improvements in employment outcomes and of employers' human resource policies—indicate that Japanese unions have benefited mainly blue-collar workers and traditional white-collar workers, such as those in administrative positions, relative to those in technical positions.     

Ironic evaluation processes: effects of thought suppression on evaluations of older job applicants

This research explored ironic evaluation processes initiated by suppression instructions conveyed during diversity training. Raters watched one of three training videos: a video providing information about age diversity and recommending that they try to suppress age‐related thoughts; a video providing information about age, sex, race, and ethnic diversity and recommending that they try to suppress demography‐related thoughts; or a control video containing no suppression recommendations. All raters then evaluated a series of job applicants. During the evaluation task, some raters were cognitively busy while others were not. Ironically, busy raters instructed to suppress age‐related thoughts evaluated an older applicant less favorably than raters in other conditions. These results suggest that organizational diversity training including instructions to suppress stereotypic thoughts may have detrimental effects on evaluations of non‐traditional job applicants if raters are cognitively busy when they implement these instructions. Copyright © 2000 John Wiley & Sons, Ltd.     

An integrative transactional process model of stress in organizations

In this paper a definition and a conceptualization of stress in organizations are offered. Stress is defined as a perceived dynamic state about something important. The model developed in this paper incorporates organizational and individual stressors, individual appraisal of the stressors and individual responses to the stress including short term, intermediate and long term responses, both voluntary and involuntary. Critical to the model is the definition of stress based on individual need for the resolution of dynamic states of uncertainty. Previous research from the medical and health sciences are used along with that from organizational sciences to develop the integrative transactional process model. Finally several hypotheses based on the model are suggested.     

Correlates of career-oriented mentoring for early career managers and professionals

This study examines several different kinds of correlates of career-oriented mentoring experiences among early career managers and professionals. Survey data were collected from 416 respondents employed in a wide variety of jobs, organizations, and industries. The respondents averaged 30 years of age, and 28 per cent were women. Results indicated that younger, more work-involved respondents from higher socioeconomic origins received more career-oriented mentoring. In addition, managers received more mentoring than professionals, as did those who were higher in the organization hierarchy. While gender of the protégé was unrelated to the amount of career mentoring received, reasons are offered for this result. Various boundary conditions likely to affect mentoring processes are discussed and several directions are recommended for future research on mentoring.     

Choosing how to intervene: Factors affecting the use of process and outcome control in third party dispute resolution

The purpose of this study was to examine the impact of three situational variables-time pressure to resolve the dispute, expectation of future relations between disputants and range of impact of the settlement on future conflicts—on a third party's style of managing a dispute. These variables were systematically manipulated in two different case scenarios and presented to respondents in questionnaire form. It was hypothesized that these variables would differentially affect the parties' willingness to exert control over the outcome of the conflict and the process by which the parties attempted to achieve resolution. The predisposition of the respondents to adopt one of four specific third party styles (adversarial intervention, inequisitorial intervention, mediation and providing impetus) was also measured, to determine both overall preference for each style and preference as a function of the independent variables. The results demonstrate that respondents were significantly more likely to employ outcome control strategies when they were under time pressure, when the disputants would not be likely to work together in the future, and when the settlement would have broad impact on the resolution of other disputes. Differences for the two case scenarios were also noted. The disposition to use process control was stronger when the third party did not expect the disputants to interact in the future; the results for time pressure were less clear. Finally, expressed preferences for particular third party styles were consistent with the main effects noted for outcome control, and ambiguous with regard to the effects for process control. Respondents said that they clearly preferred mediation as a third party style, but it is not clear that the parties truly understood mediation versus other forms of dispute management. Implications are drawn for further examination of those factors which predispose managers to use outcome or process control in dispute intervention.     

The impact of the BP Baker report

Introduction

This study examined the impact of the British Petroleum (BP) Baker Panel Report, reviewing the March 2005 BP-Texas City explosion, on the field of process safety.

Method

Three hundred eighty-four subscribers of a process safety listserv responded to a survey two years after the BP Baker Report was published.

Results

Results revealed respondents in the field of process safety are familiar with the BP Baker Report, feel it is important to the future safety of chemical processing, and believe that the findings are generalizable to other plants beyond BP-Texas City. Respondents indicated that few organizations have administered the publicly available BP Process Safety Culture Survey. Our results also showed that perceptions of contractors varied depending on whether respondents were part of processing organizations (internal perspective) or government or consulting agencies (external perspective).

Conclusions

This research provides some insight into the beliefs of chemical processing personnel regarding the transportability and generalizability of lessons learned from one organization to another.

Impact on Industry

This study has implications for both organizational scientists and engineers in that it reveals perceptions about the primary mechanism used to share lessons learned within one industry about one major catastrophe (i.e., investigation reports). This study provides preliminary information about the perceived impact of a report such as this one.     

Person-based reward systems: A theory of organizational reward practices in reform-communist organizations

A type of organizational reward system based on personal power is described and partially tested. The theory, developed from observations of Hungarian organizations, is grounded in theories of procedural justice and learned helplessness. Person-based organizational reward systems are characterized by highly valued rewards combined with personalistic criteria for reward distribution. Such organizational reward systems were hypothesized to lead to employee perceptions of organizational unfairness; negative evaluations of others; anxiety; and perceptions of self, collegial and organizational inefficacy. These hypotheses were supported in tests in a sample of three Hungarian state-owned organizations classified as having person-based systems and five non-person-based organizations (two Hungarian privately-owned companies, one American state-owned and two American privately-owned organizations). In addition, several behavioral effects of person-based reward systems were proposed: they foster bargaining behavior, withholding of information, avoidance of collaborative tasks, ingratiation and noncompliance with rules.     

Underemployment,job attitudes,and turnover intentions

We surveyed three distinct samples of employees (Ns of 238, 102, and 981) in order to examine relations among various types of underemployment, job satisfaction, organizational commitment, and turnover intentions. Each dimension of underemployment is explored as a case of poor person‐job fit, and the fit literature is used to produce hypotheses about these relations. We also developed and validated the 9‐item Scale of Perceived Overqualification (SPOQ) to tap employee perceptions of surplus education, experience, and KSAs (knowledge, skills, and abilities). In general, perceptions of underemployment were associated with poor job satisfaction, particularly for facets with a direct causal relationship with the specific dimension of underemployment, such as overqualification and satisfaction with work. Perceived overqualification was also related to lower affective commitment, and higher intentions to turnover. For part‐time work, negative attitudes were only found when employees expressed a preference for full‐time work; a similar trend was not found for temporary workers, however. Implications for theory, research, and practice are delineated. Copyright © 2006 John Wiley & Sons, Ltd.     

Employee attitudes toward working with computers

This paper presents a theoretical analysis and empirical observations about the correlates of employees' attitudes toward working with computers. A measure of attitudes toward working with computers was developed and tested on a sample of 284 white collar employee from three manufacturing organizations. The expected structure of 'positive' attitudes and 'negative' attitudes (concerns) about working with computers was confirmed. Following a review of the related literature five hypotheses were proposed. Use of computers and job involvement were predicted to be positively related to attitudes toward computers. And levels of job involvement were expected to moderate the relationship between usage of computers on the job and attitudes toward computers. Both hypotheses were confirmed, although different dynamics were observed with positive attitudes than with concerns. It was found that employees who use a computer to support their work hold more positive attitudes than employees who report very limited use of the computer. And employees who are highly involved in their jobs, or committed to their organization typically reported lesser concern about working with computers than employees at a low level of job involvement. Moreover, a significant interaction was observed between job involvement and usage of computers in their relationship to attitudes toward working with computers. Further directions for research and theory development are suggested.     

Graduate recruitment in Britain: A survey of selection methods used by organizations

This investigation consisted of a questionnaire survey of the graduate selection methods used by 536 organizations in the U.K. The use of application forms for pre-selection purposes was widespread, although only a minority of organizations appeared to have approached this task in a systematic way. While references were also widely used, they were often taken up very late in the selection process, and only a minority of organizations sought specific information about job related abilities from referees. Interviews were universally used, both on their own, and as a component of an assessment centre. A total of 44 per cent of organizations used assessment centres as part of graduate recruitment. For most of those organizations using assessment centres, the interview was reported as being the most important component of the centre in determining final selection decisions. Most organizations provided some training for their selectors but this was typically general in nature, rather than being specific to graduate recruitment. The results are discussed in terms of their implications, both for practical application, and for future research.     

农民工职业危害防护需求意愿调查分析

为了调查农民工职业危害防护的具体需求意愿及他们对企业职业危害管理现状的认知,分析农民工职业危害防护需求意愿与农民工职业危害防护行为之间的关系。采用问卷调查的定量调查方法进行调查。调查对象中男性农民工409人,女性农民工157人。参与问卷调查的农民工,均接触一种及以上的职业性有害因素。调查内容包括了解公司预防和控制职业病的政策,参与公司的职业危害管理决策,实施的职业性健康安全培训、健康监护、个人防护用品的使用等预防和控制职业病的管理措施等方面,本次调查显示,农民工对于预防职业危害表现出强烈的需求愿望,且对企业的职业危害防护现况表示了不满,倾向于采取极端的行为维护自身的健康权益。但另一方面,农民工实际参与企业职业危害防护的行为率较低,与他们的需求意愿相比有明显的差距。     

A process model of employee engagement: The learning climate and its relationship with extra‐role performance behaviors

Employee engagement has recently been introduced as a concept advantageous to organizations. However, little is known about the value of employee engagement in explaining work performance behaviors compared with similar concepts. The learning climate, defined as the organization's beneficial activities in helping employees create, acquire, and transfer knowledge, has also been proposed as an antecedent of employee engagement. Using data from a sample of 625 employees and their supervisors in various occupations and organizations throughout Israel, we investigated employee engagement as a key mechanism for explaining the relationship between perceptions of the organization's learning climate and employees' proactivity, knowledge sharing, creativity, and adaptivity. We also tested whether employee engagement explained the relationship more thoroughly than similar concepts such as job satisfaction and job involvement. Multilevel regression analyses supported our hypotheses that employee engagement mediates the relationship between the perceived learning climate and these extra‐role behaviors. Moreover, engagement provides a more thorough explanation than job satisfaction or job involvement for these relationships. The implications for organizational theory, research, and practice are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

The structure and strength of achievement motivation: A cross-cultural comparison

An intercultural research project on achievement motivation was originated based on a multifaceted approach. The objective of this study was to analyze the structure of the achievement motive domain for samples from five countries: the United States, the Netherlands, Israel, Hungary, and Japan. We hypothesized that data collected from the various samples will reflect the basic facets suggested by the definitional framework of achievement motivation. In addition, it was hypothesized that the individualistic and collectivistic cultural orientations will have an effect on motive strength. Results from 1868 respondents supported the hypotheses. The three basic facets of the definition of achievement motive: behavior modality (instrumental, affective, or cognitive), type of confrontation (confronting oneself or matching solutions to challenges), and time perspective relative to task performance (before, during, or after performance), were reflected as major determinants of the data. Achievement tendencies were highest for U.S.A. respondents (individualistic culture) and lowest for the Japanese and the Hungarian respondents (collectivistic societies). Theoretical implications as well as suggestions for further research were outlined.     

The feedback environment: An exploratory study of cue use

This paper examines individuals' theories about cue use in organizations — theories about which of the many cues available in an organization's feedback environment they should use to guide their behavior. It also investigates how these theories vary with increasing organizational experience. The research assesses individual's implicit theories regarding cue use using both open- and closed-ended data collection methods. Results suggest that, regardless of experience, individuals place the most importance on cues from the company and their supervisors. Peer feedback and self-observations were seen as much less important. These results are interesting in light of previous studies showing that the self was the most available, and the organization the least available, source of feedback. With experience, managers appear to learn to emphasize negative over positive feedback, especially from superiors, and to emphasize their peers' actions over their words when a negative message is being conveyed.