A review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes?

In this paper, we review the growing literature on perceived diversity in teams. We aim to clarify the construct of perceived diversity and organize the findings in this emergent line of research. To do so, we develop a framework integrating research emerging on perceived diversity from across several different research fields. We propose that the nature of perceived diversity and its effects can be best understood by identifying the focal point of the diversity perceptions being studied: perceptions of self‐to‐team dissimilarity, of subgroup splits, and of group heterogeneity. Our review concludes that perceived self‐to‐team dissimilarity and perceived subgroup splits mostly have been linked to negative effects for individuals and groups, whereas perceived group heterogeneity has been shown to exert both positive and negative effects on group outcomes. Our review also draws attention to the problem that research on perceived diversity varies not only in definitions and conceptualizations, but also in the methodological approaches towards operationalizing perceived diversity. We conclude by discussing potential areas for future research. Copyright © 2014 John Wiley & Sons, Ltd.     

What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange

Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd.     

市场,企业,安全

在我们许多工矿企业的安全工作总结或经验材料中,都把领导重视列为搞好安全工作的最主要的条件。(其实,在我们国家搞哪项工作又能缺少这一条呢?) 我们各级领导机关发出的关于搞好安全生产的指示中,也同样要求各级领导要重视、要亲自抓等等。 在许多经验总结或文章中,还总结出或拟定出如何才算领导重视的标准或条件。     

那山,那水,那群人

在世界文化与自然遗产地,国家5A级风景名胜区武夷山脚下,驻扎着这样一支队伍,他们身着"火焰蓝",用赤诚和热血守护着这片绿水青山,他们披挂 "红战袍",在"火魔"肆虐时勇往直前抗争到底。它就是福建省森林消防总队南平支队武夷山大队。该大队自组建以来一直担负着保卫着武夷山市森林防火、保卫森林资源、处置各类自然灾害等多样化任务。从鲜为人知到誉满武夷,一茬茬指战员艰苦创业、接续奋斗,在丹山碧水间续写着开拓进取的壮丽篇章。     

国防,民防,时时防

<正>2013年的9月21日是我国第十三个全民国防教育日,上海市也在这天组织开展了人民防空警报试鸣。在之前的9月18日,我们这些在校的中小学生也已经开展了紧急疏散的演习。事实上,当灾难来临时,紧急的疏散是很重要的。也就是说,这些平时的演习也应当受到人们的重视。当然,在演习之前,各部门首先会做好一系列的准备工作。例如,打开安全出口的门,清空在安全出口门前堆放的垃圾或者是楼道内的垃圾,同时也会向每家每户传达演习的时间,做好充分的准备。但是,如果真正的灾难来临时,是没有那么多"准备"工作可做的。那时候,在没有这些"准备"的情况下,人们必定会乱了阵脚从而无法安全地逃生,导致重大的伤亡与损失。     

The consequences of (not) seeing eye-to-eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

This study seeks to advance our understanding of the leadership consequences that may ensue when supervisors and their teams have similar versus differing orientations toward the past. Integrating a leader–team fit perspective with functional leadership theory, we cast incongruence between supervisor and team past temporal focus as a key antecedent of supervisors' active (i.e., task-oriented and relationship-oriented) and passive (i.e., laissez-faire) leadership behaviors toward the team. We tested our hypotheses in a team-level study that included a field sample of 84 supervisors and their teams using polynomial regression and response surface analyses. Results illustrated that supervisors demonstrated more task-oriented and relationship-oriented leadership when supervisors' and their team's past temporal focus were incongruent rather than aligned. Furthermore, in situations of supervisor–team congruence, supervisors engaged in less task-oriented and relationship-oriented leadership and more laissez-faire leadership with higher (rather than lower) levels of supervisor and team past temporal focus. In sum, these findings support a complex (mis)fit model such that supervisors' attention to the past may hinder their productive leadership behaviors in some team contexts but not in others. Hence, this research advances a novel, multiple-stakeholder perspective on the role of both supervisors' and their team's past temporal focus for important leadership behaviors.     

洋的,土的,大的,小的

<正>福喜的名字表达着朴实的本土化诚意,讨了"福兮"的口彩,却没走出"祸之所伏"的怪圈。当然,福喜,这名字是土的,这公司是洋的,这规模是大的,这格局是小的。福喜事发,将福喜领进中国的最亲密伙伴麦当劳大叔,全面暂停双方握手合作的关系。这一个"暂"字可以理解为再退一步的缓,不过,毕竟,麦当劳哪怕因巧妇难为无米之炊,"暂"变饮品店,也确实是松开了手。福喜事件一声惊雷,境内洋快餐们为独善其身而绞尽脑汁,但对网下的中国并没有太了不     

抓落实,抓落实,还是抓落实!

本次福建省安全生产工作会议和全省安监局长会议,提得最多和最突出的就是如何抓好安全生产的落实工作,要贯彻落实全国安全生产工作会议和国务院《决定》及全省安全生产工作会议的精神,要实现2004年我省安全生产工作的总体要求、奋斗目标,就一定要在抓落实上狠下功夫。     

抓落实,抓落实,还是抓落实!

(本刊讯)本次福建省安全生产工作会议和全省安监局长会议,提得最多和最突出的就是如何抓好安全生产的落实工作,要贯彻落实全国安全生产工作会议和国务院<决定>及全省安全生产工作会议的精神,要实现2004年我省安全生产工作的总体要求、奋斗目标,就一定要在抓落实上狠下功夫.     

2021年,新开局,新希望

作为“十四五”规划和第二个一百年奋斗目标的开局之年,2021年将开始重装启航。在过去的5年里,我国不论是经济、文化还是其它方面都得到了巨大的发展,科技技术水平也在日益提高。对于安防行业来说,人工智能技术的应用已经成为推动智能安防发展的一块关键踏板。     

三抓,两管,一奖惩

3.2 标工程是我局三公司与联邦德国崔柏林公司联合中标的项目,采用“联合结构”气压下施工的φ350cm的地下顶管工程。由于该技术在国内尚属首次运用,工艺新、程序复杂、对工人素质要求高、且在上海市交通要道,高峰车流量达每小时两千多辆的中山北路下施工,所以安全工作,不容置否地摆在了十分重要的位置。自开工以来,在全体职工的共同努力下,取得了一定的成