he authors tested the generalizability of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment. Measures of affective, continuance, and normative commitment to occupation were developed and used to test hypotheses concerning their differential relations with antecedent and consequence variables. Confirmatory factor analyses conducted on data collected from samples of student and registered nurses revealed that the 3 component measures of occupational commitment were distinguishable from one another and from measures of the 3 components of organizational commitment

Commitment to organizations and occupations: Extension and test of a three-component conceptualization.

This article brings together three current themes in organizational behavior: (1) a renewed interest in assessing person-situation interactional constructs, (2) the quantitative assessment of organizational culture, and (3) the application of “Q-sort,” or template-matching, approaches to assessing person-situation interactions. Using longitudinal data from accountants and M.B.A. students and cross-sectional data from employees of government agencies and public accounting firms, we developed and validated an instrument for assessing person-organization fit, the Organizational Culture Profile (OCP). Results suggest that the dimensionality of individual preferences for organizational cultures and the existence of these cultures are interpretable. Further, person-organization fit predicts job satisfaction and organizational commitment a year after fit was measured and actual turnover after two years. This evidence attests to the importance of understanding the fit between individuals' preferences and organiza...

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People and organizational culture: a profile comparison approach to assessing person-organization fit

The Social Psychology of Organizations.

A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

http://m.timothy-judge.com/JS-JP%20published.pdf

The job satisfaction-job performance relationship: a qualitative and quantitative review.

Emerging economies are low-income, rapid-growth countries using economic liberalization as their primary engine of growth. They fall into two groups: developing countries in Asia, Latin America, Africa, and the Middle East and transition economies in the former Soviet Union and China. Private and public enterprises have had to develop unique strategies to cope with the broad scope and rapidity of economic and political change in emerging economies. This Special Research Forum on Emerging Economies examines strategy formulation and implementation by private and public enterprises in several different regional settings and from three primary theoretical perspectives: institutional theory, transaction cost economics, and the resource-based view of the firm. In this introduction, we show how different theoretical perspectives can provide useful insights into enterprise strategies in emerging economies. We discuss the special methodological as well as empirical challenges associated with doing research in emer...

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Strategy in Emerging Economies

Women and minorities in management.

This article seeks to extend our understanding of congruence of “fit” theory in strategic human resource management (HRM) as a result of developing an organizational life cycle (OLC) model of international HRM (IHRM) for multinational companies (MNCs). International and longitudinal dimensions provide several contributions to congruence theory as it relates to IHRM. First, two additional IHRM-context fits should be considered in strategic human resources. Second, the need for flexibility in strategic IHRM is explored in greater detail. Next, the concepts of fit and flexibility are explored in complement by examining their relationship over the entire OLC. A series of propositions is formulated concerning the relationship of fit and flexibility to organizational effectiveness in MNCs. Finally, new research directions are suggested relating fit to flexibility over the OLC for different organizational and environmental contexts.

Organizational Life Cycles and Strategic International Human Resource Management in Multinational Companies: Implications for Congruence Theory

High-impact learning: Building and diffusing learning capability

Chinese organizations are used in this paper to assess the universality of the macro and micro theories of organization that have been largely developed in North America. The analysis suggests that the theories vary in their degree of applicability to the Chinese context. While some theories, such as population ecology, seem to be clearly inapplicable, others, such as the equity theory of motivation, are more suitable, though they all require significant adjustment before they can be used to study and interpret the structure and processes of Chinese enterprises, and the attitudes and behavior of those employed in them. Making the adjustment, however, is likely to lead to positive developments in organizational theory.

Paradoxes of Organizational Theory and Research: Using the Case of China to Illustrate National Contingency

We highlight linguistic-related challenges in multicultural teams that increase the likelihood of emotional conflict, and also highlight the difficulty of “finding words” in emotional situations because of the nonlinear, fragmented, image-driven qualities of these circumstances. As a result, we question whether team members embroiled in emotional conflict ought to be advised to talk (discuss their feelings with the goal of repairing frayed relationships), whether this meaning of talk is shared by people from culturally different backgrounds, and what conflict management alternatives may exist when talk is not possible or desirable.

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Mary Ann Von Glinow

Papers

Women and minorities in management.

Organizational Life Cycles and Strategic International Human Resource Management in Multinational Companies: Implications for Congruence Theory

High-impact learning: Building and diffusing learning capability

Paradoxes of Organizational Theory and Research: Using the Case of China to Illustrate National Contingency

Can we talk, and should we? Managing Emotional Conflict in Multicultural Teams