Pyrrhic victories: the cost to the board of ousting the CEO

Going against anecdotal evidence and common perception, the findings presented here show that boards who take action against their CEOs do so only at great cost to themselves, winning only a pyrrhic victory. Indeed, the findings presented show three distinct levels of board turnover. Normal attrition in periods of continuity produced a turnover of 10.99 per cent over two years; routine retirement exists (22.35 per cent) produced a similar turnover level to forced exits which did not imply a failure of the board to perform its monitoring function (25.36 per cent). However, forced CEO exits which implied a failure in the board's monitoring and advising roles caused a dramatically higher level of subsequent board turnover (40.55 per cent). These findings demonstrate that is not only the CEO that is forced to sacrifice his or her job when a company is in distress, but that the board is also accountable for its failure to perform its monitoring and advising duties adequately. Copyright © 1999 John Wiley & Sons, Ltd.     

The good soldier: who is s(he)?

This paper examines how perceptions of Organizational Citizenship Behaviors (OCBs) are affected by socially constructed gender roles. We argue that gender roles are important for the perception, categorization, and consequences of OCBs. We suggest that the dimensions of OCBs (altruism, courtesy, sportsmanship, and civic virtue) are related to gender stereotypes. Combining social identity theory with gender role theory suggests that the ‘gender’ of these behaviors, the job, the job incumbent, and the gender identity of the observer interact, potentially broaden the breadth of requisite job behaviors defined as either in‐ or extra‐role. Implications are discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

Job demands,job resources,and their relationship with burnout and engagement: a multi‐sample study

This study focuses on burnout and its positive antipode—engagement. A model is tested in which burnout and engagement have different predictors and different possible consequences. Structural equation modeling was used to simultaneously analyze data from four independent occupational samples (total N = 1698). Results confirm the hypothesized model indicating that: (1) burnout and engagement are negatively related, sharing between 10 per cent and 25 per cent of their variances; (2) burnout is mainly predicted by job demands but also by lack of job resources, whereas engagement is exclusively predicted by available job resources; (3) burnout is related to health problems as well as to turnover intention, whereas engagement is related only to the latter; (4) burnout mediates the relationship between job demands and health problems, whereas engagement mediates the relationship between job resources and turnover intention. The fact that burnout and engagement exhibit different patterns of possible causes and consequences implies that different intervention strategies should be used when burnout is to be reduced or engagement is to be enhanced. Copyright © 2004 John Wiley & Sons, Ltd.     

Managers' reactions to a corporate acquisition: A test of an integrative model

Drawing upon previous theoretical and empirical work on mergers and acquisitions, survivors' reactions to layoffs, organizational stress, and perceived personal control, we proposed a structural model of managers' reactions to the acquisition of their company. The model was evaluated on the basis of survey data collected from a sample of middle-level managers (N=91) whose company was acquired through a hostile takeover by another company. Both were Fortune 500 companies. Though most variables were measured 16 months after the initial implementation phase of the merger, manifest indicators of change in job control were measured twice: at the beginning of the implementation phase and 16 months later. Mixed latent/manifest variable structural equations analyses provided results that were generally consistent with the proposed model. Implications of the results as well as suggestions for future research are discussed.     

Involuntary retirement,bridge employment,and satisfaction with life: A longitudinal investigation

The increased popularity of bridge employment has raised questions about its consequences for well‐being in late adult life. This research explored the consequences of bridge employment for the level of life satisfaction of older adults during the retirement transition period. Changes in life satisfaction were considered to be a function of the different intentions and motives for taking bridge jobs. Furthermore, the impact of bridge employment was empirically examined conditional on the voluntariness of the exit from the career job. Panel data on Dutch retirees (N = 1248) were investigated using conditional change models. The results demonstrate that older adults willing to prolong their work careers but unable to find bridge jobs reported lower levels of life satisfaction compared with full retirees not considering bridge employment. In addition, participation in bridge employment for financial motives was associated with decreases in life satisfaction compared with postretirement working based on intrinsic motives. Moreover, compared with voluntary retirement, involuntary retirement was detrimental to life satisfaction, but participation in a bridge job was found to mitigate this negative shock. These findings contribute to the understanding of the consequences of various postretirement employment trajectories for older individuals. Copyright © 2013 John Wiley & Sons, Ltd.     

Predictors of willingness to relocate for managerial and professional employees

This study explored possible determinants, both inside and outside the job sphere, of willingness to relocate. Data were collected from a large sample of managerial and professional employees in one organization. Unlike previous research, this study investigated willingness to relocate for three different purposes: (1) for a better job or career development; (2) to help the organization; or (3) to remain employed. However, only two factors of willingness to relocate emerged: willingness to relocate for career enhancement or company needs, and willingness to relocate to remain employed. Results showed that the strongest predictors of willingness to relocate to remain employed were job sphere variables such as satisfaction with career development opportunities and propensity to remain, while family and community variables were much more important in predicting willingness to relocate for career enhancement or company needs. The implications of these results for both the organization and individuals are discussed.     

An intervention to reduce work-related burnout in teachers.

The objective of the study was to develop and evaluate a 2-day burnout intervention program focused at enhancing coping with stresses observed in teachers' work. Karasek's job stress model was used as the theoretical framework. The aim of the intervention was to teach participants to deal better with high job demands and low job control. Some cognitive-behavioural methods of overcoming workload and enhancing a sense of self-mastery and relations with students were introduced in the workshop. 59 teachers were randomly assigned to an experimental or to a control group. Results showed that emotional exhaustion, perceived workload and somatic complaints decreased significantly in the intervention group. The greatest effect of the intervention was observed with regard to increased behavioural job control. It was concluded that teaching participants how to manage their work environment better could help them in changing their perception of stressful job characteristics, reducing emotional exhaustion and somatic complaints.     

On the contribution to the alignment during an organizational change: Measurement of job satisfaction with working conditions

Introduction: Modern approaches to Occupational Health and Safety have acknowledged the important contribution that continuous improvements to working conditions can make to the motivation of employees, their subsequent performance, and therefore to the competitiveness of the company. Despite this fact, organizational change initiatives represent a path less traveled by employees. Specialized literature has drawn on the fact that employees’ satisfaction presents both the foundation and catalyst for effective implementation of improvements to working conditions. Method: This paper conceptualizes the alignment of employees through measurement of job satisfaction and uses the Bayesian Network to assess the influence of human factors, particularly the cognitive, emotional, and behavioral aspects. Toward this aim, the Bayesian Network is evaluated through a cross-validation process, and a sensitivity analysis is then conducted for each influential dimension: emotional, cognitive, and behavioral. Results: The results reveal that these three dimensions are interrelated and have a direct influence on job satisfaction and employees’ alignment during the organization change. Further, they suggest that the best strategy for enhanced alignment and smooth conduct of organizational changes is simultaneous enhancement of the three dimensions. Practical applications: This study shows the influence of emotional, cognitive, and behavioral dimensions on job satisfaction and employees’ alignment during the organizational change. Furthermore, it elaborates the way to develop efficient and effective strategies for a successful change implementation and sustained alignment.     

Accuracy or consequential validity: which is the better standard for job analysis data?

The value of research on the accuracy of job analysis is questioned. It is argued that the traditional criteria employed to evaluate job analysis accuracy (i.e., interrater agreement and deviations from proxy true scores) provide information of little practical value. Alternative criteria focusing on the consequences of job analysis data are suggested. Consequence‐oriented criteria are clarified through a review of the various inferential leaps or decision points that job analysis supports. In addition, the consequences of job analysis are also thought to be a function of the rules governing the making of job‐analysis‐based inferences which, unfortunately, are sometimes unspecified in even the most molecular job analysis methodologies. Copyright © 2000 John Wiley & Sons, Ltd.     

The changing significance of different stressors after the announcement of bankruptcy: a longitudinal investigation with special emphasis on job insecurity

The author investigates the effect of job insecurity and other job stressors on the mental health of steel workers. Levels of job stress and mental health were measured seven years before and seven months after the company at which they worked had gone into receivership, a method that can be described as a quasi‐experimental field study with a sample of blue‐collar non‐supervisory male workers. Two out of four job stressors were found to be at a lower level when the second wave of research took place. Regression analyses showed that the correlation between these job stressors and psychosomatic complaints is now lower than during the first wave but that they reach the former level when job insecurity is added. Job insecurity was mainly connected to an increase in psychosomatic complaints and in anxiety. Self‐esteem, depression, and irascibility showed no important relationship to job insecurity when the variables were controlled for mental health status before the onset of job insecurity. Social support, opportunities in the labor market, and duration of contract in the company are identified as moderating the relation between mental health and job insecurity. One conclusion is that positive health effects due to reduction in the stress level may be offset by acute job insecurity. Copyright © 2000 John Wiley & Sons, Ltd.     

Measuring maintenance culture and maintenance core task with CULTURE-questionnaire––a case study in the power industry

Organisational culture has become a focus of much attention in industry in general and the nuclear industry in particular. In maintenance work, the research has addressed mainly human error issues or strategic decision making and optimisation. The present study utilises the CULTURE-questionnaire that is designed to measure the different cultural aspects of complex organisations. Functioning of the questionnaire and the results obtained in a case study at a maintenance organisation of a nuclear power plant are reported in this paper. The questionnaire consisted of four instruments: measures of values, psychological job characteristics, individual perceptions and organisational core task. Three of the instruments were factor analysed and 13 summated scales were formed. The core task instrument was used in a cluster analysis to separate the respondents into groups on the basis of their orientation towards the maintenance work. Differences between the work tasks, section, age and length of service were studied. Hierarchical position in the company influenced perceptions of values. Core task orientation influenced the perception and subjective feelings towards one's organisation. Several partially overlapping subcultures were thus identified. The implications of the different work orientations for effective maintenance are discussed.     

The journey to leave: Understanding the roles of perceived ease of movement,proactive personality,and person–organization fit in overqualified employees' job searching process

Despite intensive research on perceived overqualification, empirical evidence on overqualified employees' job search behavior remains relatively insufficient. Notably, no studies have explored the possible link between perceived overqualification and internal job searching behaviors. In the present study, we consider whether—and more importantly when—employees with high perception of overqualification search for internal and external job opportunities. Applying the ability–motivation–opportunity (AMO) framework, we propose and test a model that specifies how motivation and opportunity to move or stay activate differential effects in overqualifiers' job searching process. Results from two studies surveying employees in Taiwan (Study 1: N = 268; Study 2: N = 210) show that overqualifiers displayed greater intentions to leave the current job and, in turn, engaged in more external job search behaviors; this relation was strongest for those whose perceived ease of movement and proactive personality increased or person–organization (PO) fit decreased. Furthermore, overqualifiers displayed greater intentions to leave the current job and also increased their internal job search behaviors; this relation was strongest for those whose perceived ease of movement and PO fit increased. A series of supplemental analyses also lends support to our theorizing.     

The customer is not always right: customer aggression and emotion regulation of service employees

Research on work aggression or anger has typically focused on supervisors and co‐workers as the instigators of aggression; however, aggressive customers are also likely and may have unique consequences for the employee. We explore this phenomenon with a sample of 198 call center employees at two work sites. The employees reported that customer verbal aggression occurred 10 times a day, on average, though this varied by race and negative affectivity. Using LISREL, our data indicated that both the frequency and stress appraisal of customer aggression positively related to emotional exhaustion, and this burnout dimension mediated the relationship of stress appraisal with absences. Stress appraisal also influenced employees' emotion regulation strategies with their most recent hostile caller. Employees who felt more threatened by customer aggression used surface acting or vented emotions, while those who were less threatened used deep acting. Job autonomy helped explain who found these events more stressful, and implications of these results are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

Overqualification and counterproductive work behaviors: Examining a moderated mediation model

The current study examined the effect of employees' perceived overqualification on counterproductive work behaviors (CWBs). Building on person–job fit theory and prior research on such organizational phenomena, we conceptualized overqualification as a type of poor person–job fit. Drawing on the dual‐process model, we further suggested that in processing their person–job misfit, overqualified employees might cognitively appraise themselves as less worthy organizational members and experientially feel angry toward the employment situation. We also suggested that to the extent that overqualified people are sensitive to justice, they may react more or less strongly to being overqualified. We tested our predictions using time‐lagged data from a sample of 224 workers and their supervisors employed in a large manufacturing company in China. Consistent with our theoretical framework, we found that organization‐based self‐esteem (OBSE) and anger toward employment situation mediated the positive relationships between perceived overqualification and both self‐rated and supervisor‐rated CWBs. In addition, justice sensitivity moderated the relationship between perceived overqualification and the mediators (i.e., OBSE and anger) and the indirect relationship between perceived overqualification and CWB. The theoretical and practical implications of these findings as well as future research directions are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

Job satisfaction and teamwork: the role of supervisor support

The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between individual perceptions of supervisor support and job satisfaction. Second, it was proposed that the extent of teamwork would be positively related to perceptions of job autonomy but negatively related to perceptions of supervisor support. Further, it was proposed that the link between teamwork and job autonomy would be explained by job enrichment practices associated with teamwork. Analyses of aggregated company data supported these propositions and provided evidence for a complex mediational path between teamwork and job satisfaction. Implications for implementing teamwork in organizations are discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

Does job insecurity threaten who you are? Introducing a social identity perspective to explain well‐being and performance consequences of job insecurity

This paper introduces a social identity perspective to job insecurity research. Worrying about becoming jobless, we argue, is detrimental because it implies an anticipated membership of a negatively evaluated group—the group of unemployed people. Job insecurity hence threatens a person's social identity as an employed person. This in turn will affect well‐being and job performance. A three‐wave survey study amongst 377 British employees supports this perspective. Persons who felt higher levels of job insecurity were more likely to report a weaker social identity as an employed person. This effect was found to be stable over time and also held against a test of reverse causality. Furthermore, social identity as an employed person influenced well‐being and in‐role job performance and mediated the effect of job insecurity on these two variables over time. Different to the expectations, social identity as an employed person and organisational proactivity were not connected. The findings deliver interesting evidence for the role of social identity as an employed person in the relationships between job insecurity and its consequences. Theoretically, this perspective illustrates the individual and group‐related nature of job insecurity and offers a novel way of connecting work situations with individual well‐being, behaviour and attitudes. Copyright © 2017 John Wiley & Sons, Ltd.     

Diagnosis of safety culture in safety management audits

Based on the sociotechnical systems approach, an understanding of safety culture as deeply rooted assumptions about the interplay of people, technology, and organization in their relation to safety is presented. As a complement to audit methods aimed at assessing formal safety management, a questionnaire was developed which allows some indications of these assumptions to be captured by providing data on perceptions regarding operational safety, safety and design strategies, and personal job needs. Analyzing response patterns of different occupational, hierarchical, and organizational groups within a company in combination with formal audit results and the communicative validation of both in a feedback meeting can help the auditors as well as the members of the company to gain a deeper understanding of safety management and safety culture in that company. Results from seven audits in petrochemical plants are presented and discussed with respect to the validity and practicability of the chosen approach.     

A test of job security's direct and mediated effects on withdrawal cognitions

Two field studies were undertaken to investigate the nature of the relationships between job security, job satisfaction, organizational commitment, and withdrawal cognitions. Study 1 was conducted in an organization immediately following its acquisition by another company (N=137). Study 2 was conducted in an organization that had experienced a number of layoffs and expected more in the future (N=188). Covariance structure analysis was used to test for direct, complete mediating, and partial mediating effects. Study 2 was used to cross-validate the findings from study 1. Results from both studies provide strong support for the proposition that job satisfaction and organizational commitment mediate the effects of job security on withdrawal cognitions. The two studies diverge when explicating the nature of the relations between job security, satisfaction, and commitment. Study 1 suggests job satisfaction completely mediates the effects of job security on commitment. Study 2 suggests that both satisfaction and commitment mediate the relationship between job security and withdrawal cognitions. Contextual differences that may have contributed to these findings are discussed. © 1997 by John Wiley & Sons, Ltd.