Moving on out: when are employees willing to follow their organization during corporate relocation?

This research examines the willingness of employees to follow their organization when the entire business unit is geographically relocating. The site for the study was a large government defense agency moving from a major U.S. northeastern metropolitan area to a rural area south of Washington, D.C. The study participants were 380 employees who were deciding within the next 6 months if they would relocate, too. Attachment to the present community, attachment to the current organization, and availability of job market alternatives are the factors most significantly associated with willingness to move during corporate relocation. © 1998 John Wiley & Sons, Ltd.     

When can culturally diverse teams be more creative? The role of leaders' benevolent paternalism

The current research examines the conditions under which cross‐cultural teams can realize their creative potential—a consequence of their cultural diversity. We propose that in more culturally diverse teams, team members are less open when communicating with each other, which impairs the team's ability to elaborate on the information contributed by different members, ultimately limiting team creativity. We further theorize that leaders' benevolent paternalism, a leadership style that is particularly prevalent in East Asian contexts, can reduce the negative consequence of intercultural diversity on intercultural communication openness. On the basis of multiwave, multisource data from 48 culturally diverse teams in China, we found that perceived intercultural diversity is negatively related to intercultural communication openness, which, in turn, is positively related to information elaboration, and ultimately, team creativity. Leader benevolent paternalism attenuates the negative relationship between intercultural diversity and intercultural communication openness. These findings enrich the literature on intercultural diversity by calling attention to communication‐related obstacles.     

When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy

The present study identified creative role identity and job autonomy as two moderators that influence the relationship between benevolent leadership, a leadership style that prevails in paternalistic contexts, and creativity. Using 167 dyads of supervisor and subordinate as a sample, we found that both creative role identity and job autonomy have significant moderating effects: When each moderator is high, the positive relationship between benevolent leadership and creativity is stronger; when each moderator is low, this relationship is weaker. Our results suggest that the effect of benevolent leadership upon creativity is dependent on the coexistence of important individual and contextual factors. Copyright © 2009 John Wiley & Sons, Ltd.     

When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice

Two studies were conducted to address the potential nonlinear relationship between emotional exhaustion and voice. Study 1 developed and tested a model rooted in conservation of resources theory in which responses to emotional exhaustion are determined by individual‐level and group‐level conditions that influence the perceived safety and efficacy of voice and drive prohibitive voice behaviors by giving rise to either resource‐conservation‐based or resource‐acquisition‐based motivation. Specifically, there was a curvilinear (U‐shaped) relationship between emotional exhaustion and prohibitive voice under conditions of (i) high job security and (ii) high interactional justice climate, but a linearly negative relationship when these resources were low. Study 2 replicated and extended these findings to include an empirical examination of these effects on promotive versus prohibitive voice. Results confirmed the findings of Study 1, provided evidence of differences in the nomological networks of promotive and prohibitive voice, and indicated that prohibitive voice is more salient to the experience of high emotional strain. Implications of the findings and areas for future research are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations

The present study examines the effects of training and development on organizational innovation. We specifically suggest that the training and development investments of an organization affect its innovative performance by promoting various learning practices. We empirically tested our hypothesis by using time‐lagged, multi‐source data collected from 260 Korean companies that represent diverse industries. Our analysis showed that corporate expenditure for internal training predicts interpersonal and organizational learning practices, which, in turn, increase innovative performance. The data also revealed that the positive relationship between interpersonal and organizational learning practices and innovative performance is stronger within organizations that have stronger innovative climates. By contrast, investment in employee development through financial support for education outside an organization poses a significant negative effect on its innovative performance and no significant effect on learning practices. The present study provides a plausible explanation for a mechanism through which the investment of an organization in employees enhances its innovative performance. Copyright © 2013 The Authors. Journal of Organizational Behavior published by John Wiley & Sons, Ltd.     

Underwater LNG release: Does a pool form on the water surface? What are the characteristics of the vapor released?

One of the scenarios of concern in assessing the safety issues related to transportation of LNG in a marine environment (ship or underwater pipeline) is the release of LNG underwater. This scenario has not been given the same level of scientific attention in the literature compared to surface releases and assessment of consequences therefrom. This paper addresses questions like, (1) does an LNG spill underwater form a pool on the water surface and subsequently evaporate like an LNG spill “on the surface” producing cold, heavier than air vapors?, and (2) what is the range of expected temperatures of the vapor, generated by LNG release due to heat transfer within the water column, when it emanates from the water surface?Very limited data from two field tests of LNG underwater release are reviewed. Also presented are the results from tests conducted in other related industries (metal casting, nuclear fission and fusion, chemical processing, and alternative fuel vehicles) where a hot (or cold) liquid is injected into a bulk cold (or hot) liquid at different depths.A mathematical model is described which calculates the temperature of vapor emanating at the water surface, and the liquid fraction of released LNG that surfaces, if any, to form a pool on the water surface. The model includes such variables as the LNG release rate, diameter of the jet at release, depth of release and water body temperature. Results obtained from the model for postulated release conditions are presented. Comparison of predicted results with available LNG underwater release test data is also provided.     

One,two or three dimensions of work engagement? Testing the factorial validity of the Utrecht Work Engagement Scale on a sample of Polish employees

Work engagement, as conceptualized by the Utrecht Work Engagement Scale (UWES), is a work-related positive state of mind that is characterized by vigour, dedication and absorption; however, it still remains unclear how many dimensions work engagement comprises. This study tested the factorial validity of 11 different UWES factorial models that are available in the literature using a confirmatory factor analysis approach on a large sample of multi-occupational Polish employees (N?=?1420). The two-factor UWES-6, comprising vigour and dedication, was found to be reliable and remained invariant across samples drawn from four different organizational positions. It also presented a better fit than the three-factor UWES-9, which is a scale used as a standard in contemporary research on work engagement. The findings suggest that the three-factor UWES-9 might not be an optimal measure of work engagement in Poland.     

The influence of a real job on upper limb performance in motor skill tests: which abilities are transferred?

To investigate whether the specificities of real jobs create distinctions in the performance of workers in different motor tests for the upper limbs, 24 participants were divided into two groups according to their specific job: fine and repetitive tasks and general tasks. Both groups reproduced tasks related to aiming movements, handling and strength of the upper limbs. There were no significant differences between groups in the dexterity and performance of aiming movements. However, the general tasks group had higher grip strength than the repetitive tasks group, demonstrating differences according to job specificity. The results suggest that a particular motor skill in a specific job cannot improve performance in other tasks with the same motor requirements. The transfer of the fine and gross motor skills from previous experience in a job-specific task is the basis for allocating training and guidance to workers.     

Who gets the benefit of the doubt? The impact of causal reasoning depth on how violations of gender stereotypes are evaluated

A large body of research demonstrates that women encounter severe penalties for violating gender stereotypes. In this paper, we explore the conditions under which the reverse is true—when being subject to a stereotype can actually benefit a woman compared to a man who is not subject to the same stereotype. In particular, we suggest that in situations of causal ambiguity—uncertainty about the reasons that a behavior occurred—differences in how men and women are evaluated will be moderated by the extent to which observers engage in a low or a high level of deliberative causal reasoning. In 3 experimental studies, participants were asked to make judgments about an employee who violated a female gender stereotype by failing to provide help to a coworker when asked to do so, but the reasons for this behavior were unclear. When participants were prompted to engage in deliberative causal reasoning, women were evaluated more positively than men, but not in the absence of such a prompt. Moreover, when participants did engage in deliberative causal reasoning, the more positive evaluations of women compared to men were driven by participants' beliefs that women's behavior was due more to situational constraints than the same behavior by men.