Showing papers in "Journal of Managerial Psychology in 2002"

The “what”, “why” and “how” of spirituality in the workplace

Abstract: While the attention to workplace spirituality is growing, there is debate as to what exactly this term “spirituality” means. There seems to be multiple views of workplace spirituality. It could be argued that there are different definitions for the meaning of “spirituality” due to the very strong personal nature of the word itself. We argue that this multiple view of spirituality is a positive thing for organizations if managers attempt to understand differing spiritual views and also encourage all views within an organization. In this paper, we summarize the different perspectives of spirituality, discuss the benefits of encouraging spirituality within organizations, and examine different perspectives of implementing a spirituality‐based culture within firms.

The revised self‐leadership questionnaire: Testing a hierarchical factor structure for self‐leadership

Abstract: Despite the popularity and potential of self‐leadership strategies in modern organizations, no acceptably valid and reliable self‐leadership assessment scale has heretofore been developed. The present study tests the reliability and construct validity of a revised self‐leadership measurement scale created on the basis of existing measures of self‐leadership. Results from an exploratory factor analysis (EFA) demonstrate significantly better reliability and factor stability for the revised scale in comparison to existing instruments. Further, results from a confirmatory factor analysis (CFA) utilizing structural equation modeling techniques demonstrate superior fit for a higher order factor model of self‐leadership, thus providing evidence that the revised scale is measuring self‐leadership in a way that is harmonious with self‐leadership theory. Based on these results, the revised scale appears to be a reasonably reliable and valid instrument for the measurement of self‐leadership skills, behaviors, and cognitions. Implications for future empirical self‐leadership research are discussed.

A caveat on using single‐item versus multiple‐item scales

Abstract: Single‐item measures are quick and easy to use; however, methodologists advocate the use of multiple‐item measures. Recently, this stringent viewpoint has been challenged. Using the classical formula for the correction for attenuation and job satisfaction data, they demonstrated that meaningful reliability estimates can be calculated for single‐item measures. This study examined this approach using “belief in a just world” data from two instruments. The findings provide qualified support for single‐item measures when the underlying constructs are homogeneous, but these findings are not strong enough to challenge the view that multiple‐item measures are needed to measure relatively complex constructs reliably. Practitioners and researchers should be wary of single‐item measures.

Linking emotional intelligence, spirituality and workplace performance: Definitions, models and ideas for research

Abstract: Despite a reluctance on the part of organizational researchers to deal with the subjects of emotions or spirituality, recent researchers have begun to argue for the importance of exploring their relationship to workplace performance. Recent research, for example, has shown a positive relationship between emotional intelligence and workplace success. Similarly, it appears that spirituality is related to workplace performance or effectiveness. This paper explores the impacts of emotional intelligence and spirituality on workplace effectiveness, presents several theoretical models examining possible linkages among these variables, and, finally, presents several ideas for future research deriving from the models.

Spirituality and leadership praxis

Abstract: Spirituality is a long‐neglected dimension in the leadership issue as it is in the psychological contract implicit in work organizations. Traditionally rooted in religion, there are wider spiritualities that the organizational actor can draw upon and a burgeoning literature on personal meaning and transformative leadership. This paper reviews leadership praxis from the frames of wider spiritualities, links spirituality search with contemporary managerialist practices and surveys the breadth of, and commonalities within, varied philosophic positions with regard to the spiritual search.

Job satisfaction as a mediator of the relationship between role stressors and organizational commitment: A study from an Arabic cultural perspective

Abstract: This paper investigates the potential mediating role of job satisfaction between role stressors, namely role conflict and role ambiguity as sources of stress, on the one hand, and various facets of organizational commitment, namely affective, continuance and normative, on the other. A sample of 361 employees in a number of organizations in the United Arab Emirates was used. Path analysis revealed that role ambiguity directly and negatively influences both affective and normative commitments. Results also revealed that job satisfaction directly and positively influences affective and normative commitments and negatively influences continuance commitment‐low perceived alternatives. Results further suggest that both role conflict and role ambiguity directly and negatively influence job satisfaction. It was also found that job satisfaction mediates the influences of role conflict and role ambiguity on various facets of organizational commitment, except continuance commitment‐high personal sacrifice. Implications, future lines of research and limitations are discussed.

A spiritual perspective on learning in the workplace

Abstract: The growing focus on learning as being key to organisational success has raised the level of debate amongst practitioners and academics alike as to just what learning is Consideration of spiritual ideologies offers the opportunity to reflect upon such areas as: complexity and connectivity, the meaning and purpose of work, individual identity and sensemaking, community and collaborative behaviour, dialogue, moral leadership and wisdom Our spiritual capacity provides a deep foundation from which to explore and question our ontological assumptions This paper locates the position of spirituality in the learning debate; examines the relationship between who we are, our being, with what we do, our doing; and implies that organisational performance can be improved by attendance to the spiritual richness of humanity

Dimensions of work satisfaction as predictors of commitment type

Abstract: This study of hospital nurses (n = 154) examined the influence of dimensions of work satisfaction on types of organizational commitment. Significant results were found for the two affective commitment types tested but not for the instrumental type evaluated. The results indicate that satisfaction with professional status was a significant predictor of moral commitment. Dissatisfaction with organizational policies, autonomy, and professional status were significant predictors of alienative commitment. None of the dimensions of work satisfaction were predictors of calculative commitment. The results of this study suggest that understanding how various factors impact the nature and the form of an individual’s organizational commitment is worth the effort. If managers do not know what causes an attitude to take on a particular form, they cannot accurately predict what behavior might follow.

Job satisfaction and organizational citizenship behaviour: A study of Australian human‐service professionals

Abstract: The purpose of this study was to examine the role of organizational citizenship behaviour as a component of job performance. Participants comprised 41 human‐service workers, who completed a job satisfaction questionnaire and were rated for their organizational citizenship, as well as being measured on three discretionary organizational participant behaviours. Job satisfaction correlated significantly with organizational citizenship and participation behaviours (correlations ranged from +0.40 to +0.67). Findings were consistent with the view that satisfaction may not be reflected in productivity but is evident in discretionary involvement in the workplace. Implications for monitoring and managing a wide range of employee behaviours are outlined.

Coming out of the closet: negotiating spiritual expression in the workplace

Abstract: Current spirit at work literature often assumes spirituality needs to be introduced to the workplace. This paper offers an additional perspective, arguing that spirituality is already present, as many individuals have spiritual beliefs but struggle to articulate or enact these beliefs at work. Exploratory narrative research revealed frequent references to a lack of safety in expressing spirituality at work. The question is why and how do individuals silence their spiritual expression. This paper explores this question and presents a model that captures the ongoing experiential nature of spirituality and proposes that decisions about spiritual expression in the workplace are complex meshes of stimulus, decision‐making and action cycles (SDAs) that are embedded in the individual’s sensemaking, interpersonal relationships and group dynamics. Findings are explained through different theoretical lenses such as diversity management, social identity theory, social penetration theory and affective sensemaking theory.

Affective organizational commitment of workers in Chinese joint ventures

Abstract: This study examines the factors affecting joint venture employees’ affective commitment in the Peoples’ Republic of China Three theoretical frameworks (ie the justice framework, the job security framework and the trust framework) are employed to study the antecedents and the consequence of workers’ affective commitment The proposed mediation model includes: distributive justice, procedural justice and perceived job security as the antecedents of affective commitment; trust in organization as the mediator; and turnover intention as the outcome variable The results supported this mediation model It has been found that trust in organization mediates the relationships between distributive justice, procedural justice, perceived job security and affective commitment In addition, perceived job security and affective commitment have significant effects on the turnover intention of workers Finally, the theoretical and practical implications of the present study are discussed

Intragroup interdependence and effectiveness: Review and proposed directions for theory and practice

Abstract: This paper reviews the empirical research dealing with two types of intragroup interdependence at both the group and individual levels of analysis. Based on this review we identify directions for further research, including attention to levels‐of‐analysis issues, the effects of interdependence over time, and the development of prescriptive theory. The paper ends with the description of a theory‐based intervention framework, intended as a tool for choosing the appropriate intervention in work teams and for stimulating the development of such a prescriptive theory.

Power distance as a moderator of the relationship between justice and employee outcomes in a sample of Chinese employees

Abstract: Power distance was tested as a moderator of the relationship between justice concerns and employee outcomes in a sample of employees in the People’s Republic of China. Two hypotheses were developed based on the quality of authority‐member relations prescribed by the relational model of authority in groups. In two‐way interactions, higher power distance combined with procedural justice to predict employee outcomes, whereas lower power distance combined with distributive justice.

Organizations, management and psychoanalysis: an overview

Abstract: An overview is presented of some basic psychoanalytic insights into organisations that collectively reinforce the reasons why management studies should concern itself with psychoanalysis. The paper highlights the different psychoanalytically informed approaches that have been adopted thus far in the organisation literature and then raises some issues related to those who seek to use psychoanalytically informed insight to make interventions and manage organisation dynamics.

Does privatization affect corporate culture and employee wellbeing

Abstract: This article analyses how privatization influences corporate culture and employee wellbeing in the privatized companies. We hypothesized that the change process initiated with privatization and preparation for privatization would lead to a change in corporate culture and also to an increase in employees’ perceptions of occupational stress and symptoms of mental and physical ill health, as well as a decrease in job satisfaction. In the long term, these symptoms should be reversed. The study was carried out in three companies, one of them with two data collections, which allowed for a cross‐sectional analysis and a quasi‐longitudinal one. The two types of analyses supported most of the hypotheses. In general, corporate culture changed towards a greater emphasis on performance and people orientation and on organizational integration. Occupational stress was found to be higher and job satisfaction lower before privatization. Mental and physical ill health, however, were found to be higher in the companies that had already been privatized for some time.

Antecedents to boundary‐spanner perceived organizational support

Abstract: Owing to their growing numbers and importance, both managers and researchers are increasingly concerned with the work experiences of boundary‐spanning employees. Employee perceptions of organizational support (POS) may be particularly relevant to this crucial employee group. Thus reports a study of the relations between two individual‐level and two organizational‐level antecedents to boundary‐spanner POS. The results indicate that employee gender, amount of formal organizational recognition received, and the quality of task‐related training are associated with POS. However, type of employee pay plan is not. Concludes with a discussion of these findings and their implications for effectively managing boundary‐spanning employee POS.

Research note: Italian validation of the team climate inventory: a measure of team climate for innovation

Abstract: Innovation has long been an area of interest to social scientists, and particularly to psychologists working in organisational settings. The team climate inventory (TCI) is a facet‐specific measure of team climate for innovation that provides a picture of the level and quality of teamwork in a unit using a series of Likert scales. This paper describes its Italian validation in 585 working group members employed in health‐related and other contexts. The data were evaluated by means of factorial analysis (including an analysis of the internal consistency of the scales) and Pearson’s product moment correlations. The results show the internal consistency of the scales and the satisfactory factorial structure of the inventory, despite some variations in the factorial structure mainly due to cultural differences and the specific nature of Italian organisational systems.

Italian validation of the team climate inventory: a measure of team climate for innovation

Abstract: Innovation has long been an area of interest to social scientists, and particularly to psychologists working in organisational settings. The team climate inventory (TCI) is a facet-specific measure of team climate for innovation that provides a picture of the level and quality of teamwork in a unit using a series of Likert scales. This paper describes its Italian validation in 585 working group members employed in health-related and other contexts. The data were evaluated by means of factorial analysis (including an analysis of the internal consistency of the scales) and Pearson’s product moment correlations. The results show the internal consistency of the scales and the satisfactory factorial structure of the inventory, despite some variations in the factorial structure mainly due to cultural differences and the specific nature of Italian organisational systems.

Cultural values in relation to equity sensitivity within and across cultures

Abstract: Organizations are faced with the challenge of developing effective reward systems for a diverse workforce within a society, as well as across different cultures for global operations. Equity theory is a major process motivational model concerned with such reward systems, and equity sensitivity provides important modifications to this model. The present research examines the relation of equity sensitivity to culturally related values. Positive relationships with equity sensitivity are found for collectivism, femininity, power distance and uncertainty avoidance for a diverse sample within the USA and for collectivism and femininity for a sample from Taiwan.

Moderators of the openness to experience‐performance relationship

Abstract: Contrary to expectation, the relationship between openness to experience and performance has been non‐significant in prior research. We proposed and ultimately demonstrated, using a sample of 114 financial services employees, that other personality variables – including extroversion and emotional stability – moderate this relationship and help to account for prior findings. Implications for research and practice are addressed.

The “Belbin” team role inventory: reinterpreting reliability estimates

Abstract: Previous research into the reliability of the “Belbin” team role self‐perception inventory has concluded that internal consistency reliability is poor, raising concerns about the validity of the inventory as a selection and development tool This paper argues that, in overcoming the problem of unequal scale lengths between respondents, researchers have tampered with the true error variance contained within item response sets, leading to a misapplication of Cronbach’s alpha in this case Using weighted average inter‐item correlation coefficients in a formula unrelated to scale length, alternative estimates of the internal consistency reliability of the TRSPI’s scales are derived For a large data set (n=5,003), results show that the internal consistency of item responses is better than previous research suggests and tends towards the boundary at which internal consistency is considered acceptable in social and psychological research

Can codes of ethics really produce consistent behaviours

Abstract: The paper investigates the effectiveness of codes of ethics to influence the behaviour of employees. Vignettes are not part of the methodology as the core data come from the direct observations of behaviours reported by 25 top managers and 545 employees from eight large Australian enterprises. One aim of the research is to measure the consistency of the observed behavioural patterns among employees and to investigate the possible association of high consistency with particular ethics strategies. The research models are based on medians and tallies of percentage frequencies of behavioural patterns. Two matters of importance are concluded from the investigation. First, there is no discernible association between the consistency ratings of the enterprises and their particular strategies in ethics. Second, the analysis suggests that the strongest ethical culture affecting behaviour in the respondents comes from an external, shared source.

The meaning of money: The money ethic endorsement and work‐related attitudes in Taiwan, the USA and the UK

Abstract: This study compared people’s endorsement of the money ethic across three countries: Taiwan, the USA and the UK. Exploratory factor analysis results for the whole sample suggested that the six‐item money ethic scale had three independent factors, low cross‐loading, and low inter‐factor correlations. Confirmatory factor analysis was performed for the whole sample and for each group. There was a good fit between the six‐item MES model and the data for the US sample and a poor fit for the Chinese sample, the UK sample, and the whole sample. For the whole sample, regression results showed that those who scored high on factor budget tended to have high self‐esteem, display organizational citizenship behavior (OCB)‐altruism, have low strain, and are female. Factor evil was positively related to OCB‐compliance and negatively related to OCB‐altruism. American men considered money as their success, British men considered money as evil. British women claimed that they budget their money carefully. Results are discussed in light of cultural differences and the rapidly expanding literature on the psychology of money beliefs and behaviors.

Endorsement of the money ethic, income, and life satisfaction

Abstract: The present study investigated the money ethic scale among full‐time employees, part‐time employed students, and non‐employed university students. Confirmatory factor analyses results showed that there was a good fit between the three‐factor model and research data for full‐time employees and non‐employed students and a weaker fit for part‐time employees and the whole sample. Further, factors success and evil were predictors of income for full‐time employees. Money attitudes were not related to pay satisfaction. Factor budget was associated with life satisfaction for full‐time employees and non‐employed students. Full‐time employees in this sample tended to be older, male, and have higher education than part‐time employees and students. Non‐employed students tended to have higher life satisfaction, lower protestant work ethic, less type A behavior pattern, and think more strongly that money does not represent their success, that they budget money carefully, and that money is not evil than part‐time employees.

Board assessments of managerial performance: An analysis of attribution processes

Abstract: One of the primary responsibilities of a board of directors is to assess management practices and to make sure that the organization is being run in a fashion that is consistent with the interests of shareholders. This responsibility becomes especially important when the firm is performing suboptimally. The current paper integrates corporate governance theory with attribution theory to examine the processes by which board members attribute poor firm performance to either external or internal causes. A framework is presented that suggests that inside directors and outside directors differ significantly in the constraints they face and in the ultimate attributions they make. Facing primarily social constraints, such as loyalty to the CEO and fear of retaliation, inside directors are more likely to consistently attribute poor performance to industry or environmental factors, as opposed to top management. Facing primarily cognitive constraints, outside directors will use specific informational cues to attribute poor performance either to industry/environmental factors or to top management. Implications and suggestions for future research are provided.

The innovating self: exploring self among a group of technological innovators

Abstract: This paper explores the relevance of the concept of self in the process of independent technological innovation. In‐depth interviews were conducted with technological innovators from start‐up firms in IT, biotech and advanced services concerning the subjective and social forms of engagement in the innovation process. Emerging factors in the interview data revealed aspects pertaining to the innovator’s reflexive self‐conception, innovator ego‐involvement in the venture, forms of commitment and control, personal and social stakes, and various self‐oriented cognitive strategies. It is argued that the self‐concept allows the innovator to come into view as a social and subjective being who is involved in reflexive activities such as dynamic role‐taking, “is” vs “ought” reflections and social negotiations.

Key roles of the leadership landscape

Abstract: A framework is developed, and validated, that provides an insight into the role of leadership in transforming a loose group into an effective team. In this context a loose group is defined as a number of individuals brought together to achieve a task, but with no further development undertaken. An effective team, by contrast, is one in which development of a supportive social structure has occurred, with each individual adapting his behaviour to optimise his personal contribution to the team. Four distinct leadership “key roles” are identified: legitimate, social, task, and macro, which lead to the identification of critical leadership issues that limit the speed with which loose groups transform into effective teams. This in turn enables specific recommendations to be made to assist individuals within a team to identify the key role they occupy, the importance of that key role relative to the others and the behaviours most appropriate to it. In the current research program the organisation studied was a multinational engineering company, engaged in the design, development and manufacture of rotating turbomachinery.

Do managers cope productively?: A comparison between Australian middle level managers and adults in the general community

Abstract: This study investigates the relationship between workplace context and how people cope with their concerns. It does so by examining the coping behaviour of a group of 137 Australian middle managers within one organisation and 236 community‐based adults, none of whom were managers. In general, the managers, irrespective of gender and age, are more likely to respond to their general concerns by applying themselves and engaging in problem solving. They are less likely to engage in non‐productive strategies like worry, letting off steam and wishful thinking. Whether those selected as managers are people who use different coping strategies to others, or whether immersion in the corporate climate leads to development of specific coping strategies, is discussed.

Who goes? Who cares? Who stays? Who wants to?:The role of contingent workers and corporate layoff practices

Abstract: Traditional employment practices since the Second World War had usually ensured job security for a company’s workforce. However, the increasingly competitive environment and the restructuring of companies in the 1980s and 1990s have made this practice impossible to continue; therefore, layoffs have become a fact of life for employees in an increasing number of industries. The purpose of this study was to examine attitudes in two employment environments, one in which temporary workers were used to shield permanent employees from layoffs and another in which layoff decisions were made without regard to permanent or temporary status. Specifically, examination was made of the relationships among perceived organizational support (POS), organizational commitment, and intention to quit, and the relative levels of these variables across two environments and the two classes of workers. It was found that, as expected, the relationships among the commitment variables and intention to quit were similar within both environments. Also, as expected, levels of commitment in the “shield” environment were higher than in the “layoff” environment; and POS was higher among temporary employees in the “shield” environment than among permanent workers in the “layoff” environment. A particularly interesting finding was that, in the “layoff” environment, POS among temporary workers was higher than among permanent workers.

“The Rule of Benedict” and its relevance to the world of work

Abstract: The Rule of Benedict is over 1,500 years old. In spite of its antiquity, what relevance does it have to the modern world of work? When Benedict complied his rule he envisaged a spiritual community, cut off from the world, that would pray, work and be economically sustainable. He had little idea that this “little rule for beginners” would become one of the most important documents in Western civilisation. Neither did he realise that he was laying the foundations for one of the oldest “multi‐national” organisations in existence today. This paper examines what has kept this spiritual “global community” alive and its relevance to the workplace.