Different motivations for knowledge sharing and hiding: The role of motivating work design

Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self‐determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge‐intensive organization, we asked knowledge workers, using time‐lagged designs, about perceptions of work design, motivation to share knowledge, and self‐reported knowledge sharing and hiding behaviors. Results, largely replicated across both samples, indicated that cognitive job demands and job autonomy were positively related to future reports of knowledge‐sharing frequency and usefulness via autonomous motivation to share knowledge. Unexpectedly, task interdependence was positively related to the three forms of knowledge hiding (evasive and rationalized hiding, and playing dumb) via external regulation to share knowledge. Implications for the design of jobs that motivate knowledge sharing and demotivate knowledge hiding are discussed.     

A multilevel analysis of procedural justice context

Using a multilevel framework, we hypothesized that both employee perceptions of procedural justice and a work unit level measure of procedural justice context would be associated with employee reports of job satisfaction and organizational commitment. Three hundred and twenty-three employees from 53 branches of a financial services organization were used to test this hypothesis. Hierarchical linear modeling analyses revealed that procedural justice context explained variance in employee job satisfaction beyond that accounted for by individual perceptions of procedural justice. With regard to organizational commitment, this hypothesis was not supported. The results are discussed in connection with contextual aspects of procedural justice. © 1998 John Wiley & Sons, Ltd.     

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.     

The relationship between employees' perceptions of safety and organizational culture

PROBLEM: With limited resources to help reduce occupational injuries, companies struggle with how to best focus these resources to achieve the greatest reduction in injuries for the optimal cost. Safety culture has been identified as a critical factor that sets the tone for importance of safety within an organization. METHOD: An employee safety perception survey was conducted, and injury data were collected over a 45-month period from a large ready-mix concrete producer located in the southwest region of the United States. RESULTS: The results of this preliminary study suggest that the reductions in injuries experienced at the company locations was strongly impacted by the positive employee perceptions on several key factors. Management's commitment to safety was the factor with the greatest positive perception by employees taking the survey. DISCUSSION: This study was set up as a pilot project and did not unitize an experimental design. That weakness reduces the strength of these findings but adds to the importance of expanding the pilot project with an appropriate experimental design. SUMMARY: Management leadership has been identified, along with several other factors, to influence employee perceptions of the safety management system. Those perceptions, in turn, appear to influence employee decisions that relate to at-risk behaviors and decisions on the job. IMPACT ON INDUSTRY: The results suggest that employee perceptions of the safety system are related to management's commitment to safety, which, in turn, appear to be related to injury rates. Management should focus on how to best leverage these key factors to more positively impact injury rates within their companies.     

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

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

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.     

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.     

Intra‐individual variability in job complexity over time: Examining the effect of job complexity trajectory on employee job strain

Drawing on gestalt characteristics theory, we advance the literature on the effect of job complexity on employee well‐being by considering intra‐individual variability of job complexity over time. Specifically, we examine how the trend, or trajectory, of job complexity over time can explain unique variance of employee job strain. Across two longitudinal data sets, we consistently find that, with the average level of job complexity during a given period held constant, a positive job complexity trajectory (i.e., an increasing trend in complexity) is associated with higher employee job strain. Based on job‐demand‐control theory and the exposure‐reactivity model, we further establish that job autonomy and employee emotional stability jointly moderate the relationship between job complexity trajectory and employee job strain. Specifically, for employees with high emotional stability, job autonomy mitigates the job strain brought by positive job complexity trajectory, whereas for employees with low emotional stability, job autonomy does not help to reduce the adverse effect of the increasing trend. These findings not only contribute to extend the understanding of the job complexity – strain relationship, but also suggest a promising, dynamic avenue to study the effects of work characteristics on employee well‐being as well as other outcomes. Copyright © 2016 John Wiley & Sons, Ltd.     

The mediating role of job characteristics in job redesign interventions: A serendipitous quasi‐experiment

The aim of this paper is to examine the mediating role played by five key job characteristics in the relationship between employee participation in a job redesign intervention and employee well‐being. In studies of job redesign interventions, it has been assumed that any effects of employee participation in job redesign on well‐being are a result of changes in job characteristics rather than participation in change per se. It is therefore important to statistically test for mediation in job redesign intervention studies to help establish that the change in job characteristics is the mechanism through which job redesign interventions work. However, this has rarely been tested directly, either because data to allow tests of mediation have not been collected (e.g. assessments of job characteristics) or because data have been collected but mediation has not been tested using accepted procedures. This makes it unclear whether changes in job characteristics explain the effects. Results from multilevel analyses of a longitudinal 9‐month long serendipitous quasi‐experimental participative job redesign intervention showed that changes in job control, participation, skill utilization and feedback, but not task obstacles, were sufficient to account for the relationship between the intervention and employee well‐being. Copyright © 2009 John Wiley & Sons, Ltd.     

Managing employee perceptions of the psychological contract over time: the role of employer social accounts and contract fulfillment

This study proposed and tested relationships pertaining to employee perceptions of psychological contract type over time. Using a longitudinal design, we examined the mediated role that adequacy of social accounts and psychological contract fulfillment play in determining the development of contract perceptions. More specifically, our model posits that perceptions of contract type will influence employee perceptions of the adequacy of social accounts that are offered by the organization and its agents to explain job‐related decisions. These initial perceptions of social accounts at Time 1 were expected to impact perceptions of psychological contract fulfillment at Time 2 (6 months later) and psychological contract fulfillment was proposed to be positively associated with perceptions of a relational psychological contract. Results support the mediating roles of social accounts and psychological contract fulfillment in determining perceptions of contract type over time. Practical implications of these findings and directions for future research are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Learning and development factors related to perceptions of job content and hierarchical plateauing

This study applied theory from the employee learning and development literature to examine factors related to employees' perceptions of being job content plateaued and hierarchically plateaued. Results indicated that both types of plateauing were related to support from top management, career planning, job involvement, and education level. Furthermore, career exploration, motivation to learn, organizational tenure, and job tenure were related to perceptions of hierarchical plateauing, while supervisor support was related to job content plateauing. Additionally, the two types of plateauing differed in the relative strength of their relationship with the variables studied. Implications and future research suggestions are provided. Copyright © 1999 John Wiley & Sons, Ltd.     

Implications of job insecurity perceptions and job insecurity responses for psychological well-being,turnover intentions and reported risk behavior

This study aimed to test whether cognitively appraised level of job insecurity (job insecurity perceptions) and evaluative responses to a perceived level of job insecurity (job insecurity dissatisfaction and job insecurity behaviors) could relate differently to employee mental well-being, turnover intentions and on-the-job risk behavior. The significance of demographic characteristics (gender and age) as well as the implications of attitudinal variables (job satisfaction, job motivation and organizational commitment) and for the dependent variables was taken into account. Based on data from a self-completion questionnaire survey carried out among a representative sample of the Norwegian adult population (N = 260) results indicated that only job insecurity behaviors were indirectly related to turnover intentions and risk behavior via their impact on psychological well-being. The relative importance of the job insecurity dimensions for the dependent variables are discussed, as well as theoretical and practical implications.     

It is also in our nature: Genetic influences on work characteristics and in explaining their relationships with well‐being

Work design research typically views employee work characteristics as being primarily determined by the work environment and has thus paid less attention to the possibility that the person may also influence employee work characteristics and in turn accounts for the work characteristics–well‐being relationships through selection. Challenging this conventional view, we investigated the role of a fundamental individual difference variable—people's genetic makeup—in affecting work characteristics (i.e., job demands, job control, social support at work, and job complexity) and in explaining why work characteristics relate to subjective and physical well‐being. Our findings based on a national US twin sample show sizable genetic influences on job demands, job control, and job complexity, but not on social support at work. Such genetic influences were partly attributed to genetic factors associated with core self‐evaluations. Both genetic and environmental influences accounted for the relationships between work characteristics and well‐being, but to varying degrees. The results underscore the importance of the person, in addition to the work environment, in influencing employee work characteristics and explaining the underlying nature of the relationships between employee work characteristics and their well‐being. Copyright © 2016 John Wiley & Sons, Ltd.     

Generalizing the importance of occupational and career views to job satisfaction attitudes

There is a preponderance of theory postulating that the level of job satisfaction is a direct function of the perceived discrepancy between what the employee desires from a job and what the employee actually receives from it. To date, the only job satisfaction research program that has systematically examined the relationship between job satisfaction and the degree to which perceptions of job rewards match the expressed desires of the individual is that conducted by the Minnesota Work Adjustment Project (MWAP). Although the MWAP has had success in predicting job satisfaction some of the time, it also encounters many unpredictable cases. Based on research with industrial R&D personnel, Scarpello and Campbell (1983a) suggested that one reason for the unpredictable cases is that people's views of their occupations and careers help explain their reactions to current job situations. This paper discusses the limitations of the MWAP for job satisfaction research and reports the results of a study with 806 manufacturing plant employees, that assessed the external validity and thus, generalizability of Scarpello and Campbell's (1983a) findings. Results supported the external validity and generalizability of the previous findings. Implications for future job satisfaction research are discussed.     

Increasing coping resources at work: A field experiment to increase social support,improve work team functioning,and enhance employee mental health

Correlational studies have identified worksite coping resources such as social support and perceived control, and have suggested a positive role for such resources in employee stress processes. However, little experimental evidence has demonstrated the causal role of worksite coping resources in improving mental health, nor how worksite coping resources can be enhanced. This paper reports the results of a field experiment intended to provide such evidence. Human service workers participated in a theory-driven training program designed to increase individual and group psychosocial coping resources and individuals' abilities to use those resources when coping with job demands. The inclusion of selection variables in models used to estimate the impact of the intervention controlled for selection biases and also allowed for the assessment of the impact of the training on those workers identified as most prone to turnover and on those most likely to participate in such an intervention. Results indicated that the program enhanced the work team climate and reduced depresssive symptoms and somatization in those most at risk for leaving their jobs. The program was also effective in increasing the amount of supervisor support received on the job and strengthening perceptions of coping abilities in those workers most likely to participate in the program.     

Job characteristics and employee well-being: a test of Warr's Vitamin Model in health care workers using structural equation modelling

Warr's (1987) Vitamin Model was investigated in a representative sample of 1437 Dutch health care workers (i.e. nurses and nurses' aides). According to this model, it was hypothesized that three job characteristics (i.e. job demands, job autonomy, and workplace social support) are curvilinearly related with three key indicators of employee well-being (i.e. job satisfaction, job-related anxiety, and emotional exhaustion). Structural equation modelling (LISREL 8) was employed to test the comprehensive Vitamin Model. The results showed that the fit of the non-linear model is superior to that of the linear model. Except for the relationship between job autonomy and emotional exhaustion, the curvilinear relationships followed the predicted U-shaped or inverted U-shaped curvilinear pattern. Moreover, it appeared that the three job characteristics are differentially related with various indicators of employee well-being. In conclusion, this study partially supports the assertion of the Vitamin Model that non-linear relationships exist between job characteristics and employee well-being. © 1998 John Wiley & Sons, Ltd.     

Relations of incumbent affect-related personality traits with incumbent and objective measures of characteristics of jobs

The present study examined the possibility that individuals with certain personality traits tend to be found in certain types of jobs. Specifically, we examined correlations between two personality traits, anxiety and optimism, and measures of job characteristics obtained via self-reports and through job analysis. Results showed that those who were high in trait anxiety tended to be in jobs characterized by low autonomy, variety, identity, feedback, significance, and complexity. Conversely, those reporting high levels of optimism tended to be in jobs characterized by high levels of each of these job characteristics. Further research to clarify these findings was suggested.     

Occupational stress among health care workers: A test of the job demands-control model

Models of occupational stress have often failed to make explicit the variable of control over the environment, as well as the role of job socialization in shaping personality characteristics and coping behaviours. This neglect has helped maintain the focus of stress reduction interventions on the individual. A new model of occupational stress developed by Robert Karasek incorporates control and socialization effects and has successfully predicted the development of heart disease and psychological strain. A survey instrument derived from the model was distributed to 771 hospital and nursing home employees in New Jersey, and 289 (37.5 per cent) were returned. Respondents did not significantly differ from non-respondents by age, sex, job tenure, union membership status, job satisfaction, job perceptions and attitude towards employer and union. The results support the hypothesis that reported job strain (job dissatisfaction, depression, psychosomatic symptoms) and burnout is significantly higher in jobs that combine high workload demands with low decision latitude. This association remained significant after controlling for age, sex, education, marital status, children, hours worked per week and shift worked. Other job characteristics (job insecurity, physical exertion, social support, hazard exposure) were also associated with strain and burnout. The survey instrument also identified high strain jobtitles in the surveyed workplaces. The results are discussed in relation to directions for future research, research on stress in nursing, and approaches to stress reduction.     

How retirees work: predictors of different types of bridge employment

Employment after retirement, known as bridge employment, is expected to occur more frequently because the baby boom generation will increase the number of retirees. Little is known about which employees will obtain which type of bridge employment when they retire, even though it has important implications. The present study examined work‐related attitudes, job characteristics, and work‐related accomplishments of 171 retirees in order to predict whether they would fully retire or take one of two types of bridge jobs after retirement: Career‐consistent bridge jobs or bridge jobs in fields different from their original career. Continuity theory of retirement helped predict post‐retirement employment type. Retirees who had skills specifically related to their career job were more likely to work in a career‐related bridge job than either to fully retire or to take a bridge job that was not related to their careers; retirees who formerly held career jobs with intrinsically motivating job characteristics were more likely to take a career‐related bridge job than to retire fully, and retirees who had experienced work strain in their career job were more likely to take a bridge job not related to their former career than to take a career bridge job. Copyright © 2008 John Wiley & Sons, Ltd.     

Workplace safety perceptions and perceived organizational support: do supportive perceptions influence safety perceptions?

The current study investigated the relationship between organizational safety climate and perceived organizational support. Additionally, it examined the relationship with job satisfaction, worker compliance with safety management policies, and accident frequency. Safety climate and supportive perceptions were assessed with Hayes, Perander, Smecko, et al. 's (1998) and Eisenberger, Fasolo and LaMastro's (1990) scales respectively. Confirmatory factors analysis confirmed the 5-factor structure of Hayes et al. 's WSS scale. Regression analysis and t-tests indicated that workers with positive perspectives regarding supportive perceptions similarly expressed positive perceptions concerning workplace safety. Furthermore, they expressed greater job satisfaction, were more compliant with safety management policies, and registered lower accident rates. The perceived level of support in an organization is apparently closely associated with workplace safety perception and other organizational and social factors which are important for safety. The results are discussed in light of escalating interest in how organizational factors affect employee safety and supportive perceptions.