Taking a relational perspective on the employment relationship, we examined processes (mediation and moderation) linking high-performance human resource practices and productivity and turnover, two indicators of organizational performance. Multilevel analysis of data from hotels in the People's Republic of China revealed that service-oriented organizational citizenship behavior (OCB) partially mediated the relationships between high-performance human resource practices and both performance indicators. Unemployment rate moderated the service-oriented OCB-turnover relationship, and business strategy (service quality) moderated the service-oriented OCB-productivity relationship. Copyright of the Academy of Management, all rights reserved.

https://www.jstor.org/stable/pdfplus/20159873.pdf

High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective

Trauma and Recovery: The Aftermath of Violence — from Domestic Abuse to Political Terror, Judith Lewis Herman. New York: Basic Books, 1992. 276 pp. $27.00. ISBN 0-465-08765–5.Shattered Assumptions: Toward A New Psychology of Trauma, Ronnie Janoff-Bulman. New York: The Free Press, 1992, 256 pp. $24.95. ISBN 0-02-916015–4.

Trauma and Recovery: The Aftermath of Violence — from Domestic Abuse to Political Terror

Preface Introduction: The Decline of Confidence in Government Joseph S. Nye, Jr. PART ONE: The Scope and Performance of Government The Evolving Scope of Government Ernest R. May Measuring the Performance of Government Derek Bok Fall from Grace: The Public's Loss of Faith in Government Gary Orren PART TWO: The Menu of Explanations Is It Really the Economy Stupid? Robert Z. Lawrence Social and Cultural Causes of Dissatisfaction with U.S. Government Jane Manbridge The Polarization of American Parties and Mistrust of Government David C. King The Politics of Mistrust Richard E. Neustadt PART THREE: Data on Public Attitudes toward Governance Changing Attitudes in America Robert J. Blendon, John M. Benson, Richard Morin, Drew E. Altman, Mollyann Brodie, Mario Brossard, And Matt James Postmaterialist Values and the Erosion of Institutional Authority Ronald Inglehart Public Trust and Democracy in Japan Susan J. Pharr Conclusion: Reflections, Conjectures, and Puzzles Joseph S. Nye, Jr., and Philip D. Zelikow Notes Contributors Index

Why people don't trust government

Assembling Fragments Into a Lens: A Review, Critique, and Proposed Research Agenda for the Organizational Work Climate Literature

Prior findings on the association between top management team (TMT) functional diversity and firm performance have been inconsistent. We consider the moderating effects of internal context (colocation of TMT members) and external context (environmental uncertainty) on the TMT diversity-firm performance relationship. Additionally, we consider both dominant and intrapersonal functional diversity. In our results from 207 U.S. firms in 11 industries, the effects of TMT functional diversity on firm performance become more positive as the proportion of TMT members with offices in the same location increases. The effects of intrapersonal functional diversity also become more positive as environmental uncertainty increases.

Top Management Team Functional Background Diversity and Firm Performance: Examining The Roles of Team Member Colocation and Environmental Uncertainty

Dividends from employee diversity may require intergroup knowledge and information sharing, which in turn may depend on supportive peer relations. Yet little is known about the antecedents of such ...

Diversity and Homophily at Work: Supportive Relations Among White and African-American Peers

Recognizing that current theories of team learning do not apply to short-term action teams, we conceptualize how action teams may learn and test hypotheses regarding the performance-related effects of such learning, the mechanisms mediating such effects, and the conditions governing their magnitude. We operationalized the level of action team learning (ATL) in terms of the regularity and number of role-based, guided team reflexivity experiences of an action team's members. Testing our hypotheses on 250 surgical teams, we find that higher levels of ATL are associated with shorter surgical duration, with this effect mediated by team helping and workload sharing, particularly under conditions of greater team task complexity. Additionally, we find higher levels of ATL to be directly associated with a reduced number of adverse events in low-complexity surgeries. [ABSTRACT FROM AUTHOR]

Can Surgical Teams Ever Learn? The Role of Coordination, Complexity, and Transitivity in Action Team Learning

https://onlinelibrary.wiley.com/doi/pdf/10.1111/apps.12122

Motivated or Demotivated to Be Creative: The Role of Self-Regulatory Focus in Transformational and Transactional Leadership Processes

We adopt an action-research approach to examine the applicability of briefing-debriefing sessions—a team-based, reflexive learning model being used in the IsraelAir Force—to the surgical departments of a major, civilian tertiary center in Israel, and explore the potential impact of such a model on the incidence of preventable adverse events in these departments.Taking into account the similarities and differences between the two team contexts (i.e., surgical team and flight crew), we examine potential barriers to the implementation of such a briefing-debriefing technology in the surgical world, discuss the ways in which such barriers have been largely overcome in the particular case examined, and present the model currently being implemented by the surgical departments in our study.Additionally, based on a grounded theory approach, we generate propositions regarding the way in which briefing-debriefing frameworks might enhance the quality-related outcomes of hospital surgical teams.Wepay particular attention to those aspects of the team-based learning model—such as a focus on status-free transparency and systems-based analysis—intended to promote double- as opposed to simply single-loop learning. ©2007 Wiley Periodicals, Inc.

Briefing‐debriefing: Using a reflexive organizational learning model from the military to enhance the performance of surgical teams

Purpose – The goal of this study is to examine the moderating effect of two group characteristics, group size and group cohesiveness, on the relationship between organizational commitment and transformational leadership, on the one hand, and in‐role and extra role behaviors, on the other. Based on social exchange theory, the main expectation was that the two group characteristics would create different conditions for exchange, influencing the relationship between determinants and outcomes.Design/methodology/approach – The sample was 223 Israeli employees from a variety of occupations (nurses, social workers, physiotherapists, laboratory employees, administrative staff, etc.) working in 31 medical units in two health care organizations (a response rate of 59 percent).Findings – HLM analyses showed strong moderating effects of both group cohesiveness and group size. The findings show that group characteristics strongly affect the nature and direction of the relationship between the examined determinants and...

Dana R. Vashdi

Papers

Diversity and Homophily at Work: Supportive Relations Among White and African-American Peers

Can Surgical Teams Ever Learn? The Role of Coordination, Complexity, and Transitivity in Action Team Learning

Motivated or Demotivated to Be Creative: The Role of Self-Regulatory Focus in Transformational and Transactional Leadership Processes

Briefing‐debriefing: Using a reflexive organizational learning model from the military to enhance the performance of surgical teams

The relationship between social exchange variables, OCB, and performance