Showing papers on "Organizational effectiveness published in 2020"

Organizational behavior : securing competitive advantage

Abstract: Part 1: Introduction 1. Organization Behavior 2. Management & Managers Part 2: Micro Organizational Behavior 3. Managing Diversity 4. Perception, Decision Making, and Creativity 5. Work Motivation and Performance 6. Satisfaction and Stress Part 3: Meso Organizational Behavior 7. Efficiency, Motivation, and Quality in Work Design 8. Interdependence and Role Relationships 9. Group Dynamics and Team Effectiveness 10. Leadership of Groups and Organizations Part 4: Macro Organizational Behavior 11. Power, Politics, & Conflict 12. Structuring the Organization 13. Technology, Environment, & Organization Design 14. Culture, Change, & Organization Development Part 5: Conclusion 15. International Organizational Behavior 16. Critical Evidence Based Management: Critical Thinking and Continuous Learning

"Multiple dimensions of human resource development and organizational performance": Corrigendum.

Abstract: Summary Building on strategic human resource management literature, this study investigates the effects of various human resource development (HRD) dimensions on organizational performance. We identify four distinct dimensions of HRD that reflect either quantitative or qualitative approaches from either managerial or employee perspectives. Furthermore, we propose that HRD affects organizational performance by shaping employee outcomes, a prevailing but rarely tested assumption. Multi-source data collected from 207 manufacturing companies at three time points over a 5-year period largely support our theoretical propositions. A series of structural path analyses confirm that HRD improves employee commitment and competence, which in turn determine the financial performance of the organization. The quantitative dimensions of HRD (resource investment in HRD) predict only employee commitment. By contrast, the qualitative dimensions of HRD (management support for, and perceived benefits of, HRD) enhance both employee commitment and competence. Our analysis also demonstrates synergistic interactions between the quantitative and qualitative dimensions of HRD in predicting employee outcomes. This study elaborates the distinct values of different dimensions of HRD and highlights the significance of employee outcomes as the mediating mechanism between HRD and firm performance. Copyright © 2014 John Wiley & Sons, Ltd.

Transformational leadership, knowledge sharing, organizational climate and learning: an empirical study

Abstract: This study examined the relationships among transformational leadership, organizational climate, employees' knowledge-sharing behavior and organizational learning.,Data were collected from 282 responses from multiple companies in South Korea. Descriptive statistics and correlations were provided. The structural equation modeling was primarily used to test the proposed hypotheses and model comparisons.,The results indicated direct effects of transformational leadership on organizational climate, knowledge-sharing and organizational learning. In addition, organizational climate was positively related to knowledge-sharing behavior. Finally, knowledge-sharing behavior was found to affect organizational learning and to be a mediator in linking transformational leadership and organizational learning.,This study contributes to the literature on the role of leader’s support to enhance employees' outcomes related to knowledge and learning. By investing different antecedents of organizational learning, this study will help scholars and professionals pay more attention to organizational learning, its process and outcomes, which can promote organizational effectiveness and next outcomes from organizational learning.,Organizations need to pay continuous attention to maintaining and strengthening employees’ knowledge-sharing behavior and learning, which is positively influenced by organizational efforts (i.e. leader’s support and supportive organizational climate).,The significance of this study is that the findings add to the academic work on organizational learning by empirically examining how leadership and organizational climate factors influence knowledge and learning outcomes and through which mechanisms.

Work and Organizational Behaviour

Abstract: PART I: WORK AND ORGANIZATIONAL BEHAVIOUR Capitalism and Organizational Behaviour The Social Nature of Work Studying Work and Organizations PART II: INDIVIDUALS AND WORK Personality and Identity Perception and Emotion Learning and Innovation Motivation at Work Gender, Race, Disability and Class PART III: GROUPS AND SOCIAL INTERACTION Groups and Teams PART IV: ORGANIZATIONAL CHANGE, PROCESSES AND PERFORMANCE Organizational Design Technology in Work Organizations Organizational Culture Leadership and Change Communications Decision Making and Ethics Power, Politics and Conflict Human Resource Management

Performance Appraisal on Employees' Motivation: A Comprehensive Analysis.

Abstract: Several analysis studies have been carried out with a view to providing valuable knowledge into the existing research outline of the performance appraisal and employee motivation. The current study systematically reviews and synthesizes the performance appraisal and employee motivation aiming to provide a comprehensive analysis of 27 articles from 2015 to 2020. The research will aim to establish the impact of performance appraisal fairness on the employees’ motivation in an organization. To achieve its objective, the study will adopt descriptive research. It will be informed of a survey, and there will be a sample selection to make the process economical. This shows that there will be a use of different techniques of information collection since the data to be collected a primary data. There will be interviewing of the sample size, and their responses will be noted down. The presence of the researcher may influence some people, and this necessitates the use of questionnaires for the respondents to fill on their own. In addition, most of the analyzed studies were conducted in Malaysia, China, Pakistan, and India. Besides, most of the analyzed studies were frequently conducted in job satisfaction and performance context, employee motivation followed by organizational effectiveness context. To that end, the findings of this review study provide an insight into the current trend of how performance appraisal affects employee’s motivation.

The interaction between the human resources motivation and the commitment to the organization

Abstract: Achieving positive production and economic results in the businesses is no longer a product of the efforts of an organic circle of people, but a result of the activity of the members of the entire organization.Thus, the issue of employee motivation and commitment to the business entity becomes one of the basic prerequisites for the organizational efficiency and success. The lack of motivation and attachment to the goals of the company lead to increased staff turnover and reduced efficiency. This makes the investment of training, qualification and professional development of the human resources meaningless. The aforementioned necessitates the study and analysis of the main factors, which determine the people’s behavior at work, their motivation and involvement in the business entity.The purpose of this research is to investigate the relationship between the motivation of human resources and their commitment to the business organization. Establishing the interaction between the different determinants is essential in practical terms, as it allows one to predict the appearance of a certain attitude or behavior in the presence of the others.

Organizational Socialization Learning, Organizational Career Growth, and Work Outcomes: A Moderated Mediation Model:

Abstract: The current study aimed at examining a moderated mediation model based on the theoretical framework of organizational socialization. In particular, the mediating effect of organizational career gro...

Gradual Drifts, Abrupt Shocks: From Relationship Fractures to Relational Resilience

Abstract: Although high-quality work relationships are essential for organizational effectiveness and employee well-being, they often fracture in the course of organizational life. To better understand how w...

The Influence of Transformational Leadership, Interpersonal Communication, and Organizational Conflict On Organizational Effectiveness

Abstract: This study investigated whether the effect correlation exists between the Transformational Leadership, Interpersonal Communication, Organizational Conflict and Organizational Effectiveness in dayah in Aceh. Data were collected by questionnaires by 90 teachers in 3 pesantren, analysis using Path Analysis. The study found that the transformational leadership was most frequently employed, followed by the interpersonal communication, and then organizational conflict. The study found a positive effect transformational leadership, interpersonal communication and organizational conflict towards organizational effectiveness. Finally, organizational effectiveness differed according to leadership and communication factors. Suggestions from this research are there is a need to develop the organizational effectiveness by attitude, motivation and technology in utilizing existing resources in the pesantren, dayah program and unit program. Findings of this study also open a new area of research on dayah principalship, performance, and effectiveness in the Aceh Government.

Does Training, Job Autonomy and Career Planning Predict Employees’ Adaptive Performance?:

Abstract: Despite the importance of adaptive performance towards enhancing organizational effectiveness, the role of organizational human resource management (HRM) practices as predictors of adaptive perform...

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

Abstract: Team innovation is an important factor for organizational effectiveness. However, fostering innovation in teams remains a major challenge for team leaders. In particular, we still have an incomplete understanding of (1) the effects of team‐centric leadership and (2) the role of teamwork for the relationship between leadership and innovation and learning. Integrating team‐centric transformational leadership and the teamwork quality (TWQ) model with frameworks for team innovation, the current study addresses this issue. Specifically, we investigated TWQ as a team‐level mediator of the relationship between team‐centric transformational leadership, team innovation, and individual members’ learning. We tested our hypotheses using lagged, multi‐source data from a sample of 79 scientific teams. Our findings show that team‐centric transformational leadership is positively related to both team innovation and individual members' learning. Furthermore, the positive relationship between team‐centric transformational leadership and learning is mediated by specific aspects of TWQ. Our study helps to clarify the processes underlying the effects of team‐centric leadership on innovation and learning.

Engaging employees through effective performance management: an empirical examination

Abstract: Performance management systems (PMS) are integral to an organization's human resource management but research is ambivalent on their positive impact and the mechanism through which they influence employee behavior. This study fills this gap by positing work engagement as a mediator in the relationship between perceptions of PMS effectiveness, employee job satisfaction and turnover intentions.,The study uses a survey-based design. Data were collected from 322 employees in India attending a management development program at a premier business school. Partial least squares–based structure equation modeling package ADANCO was used for data analysis.,Positive perception of PMS effectiveness was found to enhance employee work engagement. This increased job satisfaction and reduced turnover intentions among employees. Thus, work engagement mediated the relationship between PMS perceptions and job satisfaction and turnover intentions.,The results suggest that organizations need to focus on three characteristics of PMS, namely its distinctiveness, consistency and consensus. These characteristics determine the effectiveness of PMS in engaging employees and influencing their job satisfaction and turnover intentions.,Prior studies on performance management have largely been limited to aspects of justice and focused disproportionately on the appraisal aspect of performance management. This study takes a systems view of performance management and addresses prior shortcomings by examining the role of clarity and horizontal fit between PMS practices in determining employee engagement. The study also provides much needed empirical support to theoretical studies which have argued that PMS is a driver of engagement in organizations (Gruman and Saks, 2011; Mone and London, 2014).

Intra-Organizational and inter-organizational resource allocation in two-stage network systems

Abstract: There are organizational systems, such as bank branches and two-stage supply chains, which are composed of multiple parallel two-stage structures. Resource allocation in these systems is to maximize the benefit of the overall organization from a global viewpoint. In this study, we consider two types of systems at an organizational level: a centralized organizational system treating the whole two-stage production process as a basic unit, and a decentralized organizational system including two sub-organizations (groups) treating one of the two-stage production processes as a basic unit. We propose intra-organizational and inter-organizational resource allocation plans for two different organizational systems, respectively. Specially, two modes of free intermediate resource allocation (Free IRA) and fixed intermediate resource allocation (Fixed IRA) are discussed for the decentralized organizational system. The proposed allocation plans are based on two-stage data envelopment analysis models with bi-level formulations, in which the upper-level model is to maximize the entire organizational effectiveness (total outputs minus total inputs) by determining the optimized input resources and output targets while the lower-level model is concerned with efficiency constraints of all decision-making units simultaneously. The developed methods are illustrated by an application to a real-world problem with 17 city bank branches.

Motivation factors affecting the job attitude of medical doctors and the organizational performance of public hospitals in Warsaw, Poland

Abstract: This paper examines the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals. This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg’s motivation theory and to measure the level of organizational performance of hospitals by using the McKinsey model. A survey was conducted among physicians (n = 249) with either surgical (operative) or nonsurgical (conservative) specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the chosen job motivation factors and organizational effectiveness was determined using Spearman’s rank correlation. Furthermore, 95% confidence intervals were calculated. The independent samples t-test was used to confirm statistically significant differences between the independent groups. Normality of the data was tested by the Kolmogorov–Smirnov test. The survey revealed that motivation factors related to “quality and style of supervision” have the highest effect on the organizational performance of hospitals (Spearman’s rank correlation coefficient = 0.490; p < 0.001), whereas “performance feedback” has the lowest effect on organizational performance according to the surveyed healthcare professionals (54% of physicians). The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a potential role model) in order to establish specific rules on how to share performance feedback with individual physicians. The present study contributes to literature on human resource management in the healthcare sector and highlights the importance of nonfinancial aspects in improving the organizational performance of hospitals.

Probing the Effects of Transformational Leadership on Employees’ Job Satisfaction With Interaction of Organizational Learning Culture:

Abstract: The purpose of this study is to explore how various dimensions of leadership style are being used to measure organizational effectiveness Job satisfaction is one of the essential indicators used t

Employee voice behavior as a critical factor for organizational sustainability in the telecommunications industry.

Abstract: Organizational effectiveness is contingent upon employees' contributions; however, the role of employee voice behavior as a critical component of employees' contribution to the organization has not been sufficiently acknowledged. Based on proactive behavior theory, we present a model to investigate employee voice behavior as an underlying mechanism in the relationship between supervisor delegation and perceived workplace inclusion. Using the SEM (structural equation modeling) method, we test our model's hypotheses with data from 271 employee-supervisor questionnaires administered in state-owned enterprises in the telecommunications industry. The results show that supervisor delegation is positively related to employees' promotive and prohibitive voice behavior. Promotive voice significantly influences perceived workplace inclusion, but prohibitive voice behavior was not found to have any impact on perceived workplace inclusion. Moreover, both dimensions of voice behavior, i.e., promotive and prohibitive voice behavior, significantly mediate the relationship between supervisor delegation and perceived workplace inclusion.

The structural relationship between organizational justice and organizational citizenship behavior in university faculty in China: the mediating effect of organizational commitment

Abstract: The present study focuses on the relationship between university faculty members’ organizational citizenship behavior (OCB), affective organizational commitment, and organizational justice. OCB can be simply defined as extra-role behavior not prescribed in formal organizational rules or job descriptions that promotes organizational effectiveness. This study examined two dimensions of OCB at a university: OCB toward the organization and OCB toward individuals. Data were collected through a questionnaire returned by 257 university faculty members from one major university in Shandong Province, China. The results show a positive association in all three types of organizational justice: distributive, procedural, and interactional justice. Affective organizational commitment is the most influential predictor for university faculty members’ OCB. Since human resources (HR) conditions at Chinese universities are relatively unknown, these findings and implications can give valuable insights for educational policy makers, university administrators, and HR-related practitioners in China.

The moderating effect of supervisor–subordinate guanxi on the relationship between transformational leadership and organizational effectiveness

Abstract: This study explores the association between transformational leadership and organizational effectiveness, measured in terms of organizational commitment, job satisfaction, and turnover intentions. ...

Layoffs and Downsizing Implications for the Leadership Role of Human Resources

Abstract: Downsizing or laying off employees is usually the strategically planned elimination of large numbers of personnel or workforce to enhance organizational effectiveness and economic outlook. Downsizing has some temporary or immediate advantages such as boosting profits, avoiding bankruptcy, creating new relationships, re-organization, and getting rid of “deadwood” or disengaged employees. The disadvantages of layoffs or downsizing in an organization can include reduced skilled workers and low morale, as the employees experience mixed emotions, dismay, stress, guilt, or even envy. In addition, layoffs can reduce existing employees’ satisfaction and commitment to the organization, which can result into lower performance. Human resources (HR) professionals and managers must effectively manage the impact of layoffs on people. The immediate financial hardship of a layoff could affect both the physical and psychological well-being of an individual worker, while also causing bankruptcy, depression, and more severe illnesses. Layoffs could result into long-term impacts since unemployment can last up to six months or longer. There might also be experiences of hopelessness when laid off employees are having difficulty finding new employment. This article provides an overview of layoffs as well as their impact on employees. In addition, the paper explains the role of HR personnel throughout layoffs, which are to ensure that the organization is able to enhance its overall effectiveness. In their role as project managers who are leading the layoff process, human resources professionals must focus on the legal, ethical, and socially responsible implementation of transitioning people and the organizational culture. Furthermore, managers can introduce new technologies or robots to reduce the need for large numbers of employees in the future, and they might consider changing location of the business or organization to be closer to the relevant material resources while better serving customers.

An Empirical Assessment of Organizational Commitment and Job Performance: Vietnam Small and Medium-Sized Enterprises

Abstract: Research on employee commitment to the organization is necessary for human resource management, and the result is applied in practice to improve organizational effectiveness The aim of the present study is to explore factors affecting organizational commitment at the small and medium-sized enterprises (SMEs) in Vietnam Besides, the relationship between organizational commitment and job performance is examined as well The research was conducted on a sample consisting of 67 white-collar workers and 260 blue-collar workers at SMEs A total of 327 valid complete questionnaires were input into SPSS 20 database for processing to provide evidence The research model and hypotheses were tested using the technique of the hierarchical multiple regression analysis The research results revealed that income, reward and welfare, direct manager, working environment, coworker, and promotion opportunity tended to associate positively with organizational commitment Besides, the finding also showed that, when the employee has a high organizational commitment, it would lead to high job performance The main findings of this study provided some managerial implications for SMEs, in general, and managers, in particular It implies that Vietnam’s small and medium-sized enterprises should improve these six factors to retain employees as well as enhance their job performance

Performance appraisal, justice and organizational effectiveness: a comparison between two universities

Abstract: The purpose of this paper is to identify how the design of a performance appraisal system (PAS) affects the perceived justice of academic employees (AE) about their performance appraisal (PA) and how this is associated with organizational effectiveness in terms of organizational leadership (OL).,The study subjects are two economic faculties of two Estonian public universities. The data for the study were collected using the PA Survey with a total of 82 AEs, OL Capability Questionnaire with a total of 72 AEs and the organizations' documents to analyze PAS. Assessment and analysis of the data included: the measurement of PAS design; the measurement of perceived justice from PA; the measurement of organizational leadership capability; analysis of the results gained from studying perceived justice from different PAS designs and organizational effectiveness in terms of OL.,Ultimately, the study reveals that PAS design affects academic employees' perception of distributive justice and organizational external effectiveness in terms of OL but does not affect academic employees' perception of procedural justice and organizational internal effectiveness in terms of OL.,This study suggests that organizational effectiveness depends on perceived justice of employees from the design of PAS. However, the results of this study are valid in the arrangements of academic jobs in universities and in similar or close context of Estonian culture.,This paper demonstrates the role of PAS design in conditions of intellectual job arrangement in universities with its influence on organizational effectiveness in the context of OL.

The Influence of Effective Leadership and Organizational Trust to Teacher’s Work Motivation and Organizational Commitment

Abstract: This study aims to determine how the influence of organizational leadership and organizational effectiveness on work motivation and organizational commitment of teachers. This research was conducted at a private high school in Rawamangun Village, Pulo Gadung Subdistrict, East Jakarta. In this study using a saturated sample technique that is the entire population used as a sample, namely 115 respondents. The Partial Least Square Structural Equation Modeling (PLS-SEM) method was chosen as a statistical analysis technique. The results showed that the effectiveness of leadership and organizational trust had a direct positive effect on work motivation. The effectiveness of organizational leadership and trust has a direct positive effect on organizational commitment. Leadership effectiveness has a direct positive effect on organizational trust and work motivation has a direct positive effect on organizational commitment. The output of this research is that it can provide input for the school in determining policies specifically in determining the position requirements or the recruitment of school principals so that it is expected to increase the confidence, work motivation and commitment of teachers in school organizations.

Attitudes of managers in the Iraqi Kurdistan region private banks towards the impact of knowledge management on organizational effectiveness

Abstract: Article history: Received: October 9, 2019 Received in revised format: November 25 2019 Accepted: December 27, 2019 Available online: December 27, 2019 This study aims to identify the impact of knowledge management through its dimensions; namely knowledge creation, storage knowledge, knowledge sharing, knowledge application and technology knowledge on organizational effectiveness based on the managers’ attitudes in private banks in the Erbil city in Kurdistan region, Iraq. To achieve the study objectives, a questionnaire was constructed consisting of (40) questions distributed to a sample of (80) managers and supervisors, (76) of which were returned, while (69) were valid for statistical analysis. The main objective of this study is to design a default model and test in the study field in order to understand how managers can successfully implement the knowledge management to achieve the organizational effectiveness. The study found that knowledge management had an impact on organizational effectiveness according to the study samples perspectives. Based on the results, the study presents a set of recommendations regarding the knowledge management which most importantly the private banks should adopt in a logical sequence. This could contribute in achieving an organizational environment supportive of enabling an environment to the practice of radical changes. © 2020 by the authors; licensee Growing Science, Canada

Exploring the link between management training and organizational performance in the small business context

Abstract: This study aims to explore the impact of management training on organizational performance in the small business context to evaluate whether formal management learning interventions bring organizational benefits to small enterprises.,A qualitative approach was adopted consisting of 100 interviews with small firm owners/managers and employees working in 50 Greek small enterprises operating in the manufacturing and services sectors. Participant firms consisted of 25 small enterprises (9 manufacturing firms and 16 firms in the services sector) whose owners/managers have completed various formal training interventions (i.e. accredited seminars and workshops, business and management courses, etc.,) and 25 small enterprises (16 manufacturing firms and 9 firms in the services sector) whose owners/managers have not completed any sort of formal business training and have never attended formal management courses.,The findings revealed that management training in small businesses had a positive impact on organizational performance. In particular, those respondents that completed formal training interventions argued that their firms achieved increased profitability during 2017 and 2018; improved staff productivity; very low staff turnover rate; and enhanced staff satisfaction and motivation compared with the less-trained owners of small firms in the same sector. The participants pointed out that their formal education in business and management has enabled them to realize the importance of employee learning and job design for staff motivation, whereas it has helped them to manage change more effectively.,The present findings have major implications for practitioners (i.e. small firm owners/managers), as they point to a positive link between management training and organizational performance, thus encouraging them to invest in their self-development.,The existing evidence around the impact of management training on firm performance has been based mostly on quantitative research in large organizations. However, the available empirical studies fail to explore in-depth how formal management training can help smaller enterprises achieve improved organizational performance. Against this background, the present study sheds new light on this area.

The little engine that could: the impact of psychological empowerment on organizational citizenship behavior

Abstract: The study examines the relationships between the dimensions of psychological empowerment and organizational citizenship behavior (OCB). The purpose is to identify specific dimensions of psychological empowerment that are linked to above average or “beyond the expected” citizenship behaviors.,A theoretical basis for a linkage between the four dimensions of psychological empowerment and dimensions of OCB was developed. Using a sample of 137 participants, these theoretical relationships were tested with hierarchical linear multiple regressions.,There are differential relationships between the dimensions of psychological empowerment and the dimensions of OCB. The OCB dimensions of contentiousness, altruism and obedience are linked to the psychological empowerment dimension of meaning: conscientiousness is also linked to competency.,The study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.,The study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.,This paper reports the first known study of the relationships between Spreitzer's psychological empowerment dimensions and OCB. The value is the identification of manipulable relationships that can explain actual empowerment and provide pragmatic guidance for managers to increase empowerment and thus hopefully organizational effectiveness.

Exploring knowledge dimensions for improving performance in organizations

Abstract: The purpose of this study is to investigate the influence of organizational knowledge on organizational performance.,A survey of 66 managerial cadre employees of firms in Nigeria’s telecommunications industry made up the population for this study. The research study is descriptive in nature and it adopted a qualitative research design. Data were analysed using thematic analysis.,The study revealed that organizational knowledge dimensions such as individual-tacit, individual-explicit, group-tacit and group-explicit knowledge are essential to achieving organizational objectives and higher levels of performance. However, it is obvious that telecommunication firms in Nigeria are still laid back in their efforts to become aware of specific knowledge management strategies, especially with the adoption of specific information technology facilities that could achieve this goal.,Although organizational knowledge has been argued as a vital means of enhancing organizational competitiveness, most discussions in existing literature have been limited by a technology-based perspective of organizational knowledge. As a result, human cognitive skills have largely been expunged in relation to organizational knowledge discourse. Based on a conceptualization of organizational knowledge from a perspective that combine people and technology, this research proposes four dimensions of organizational knowledge that can be linked to performance.

Emotion Regulation, Positive Affect, and Promotive Voice Behavior at Work.

Abstract: Promotive voice is an essential behavior in today's organizations to facilitate improvements and make constructive changes in the way that work is conducted. Expanding previous research on the individual drivers of voice behavior in organizations, and drawing on theory about emotion regulation, I propose that speaking out with ideas at work is a function of employee emotion regulation and positive affect. Accordingly, results of a weekly diary study, conducted with professionals from diverse organizations and industries, showed that employees using emotion regulation strategies to improve their feelings increase the experience of positive affect at work, while behaviors oriented to worsen their own feelings were negatively related to the same outcome. Positive affect, in turn, increases the likelihood of promotive voice behavior. These results contribute to the voice behavior literature by showing that emotion regulation is an individual factor that participates in the construction of positive affective experiences, which is in turn conducive to speaking out with ideas for improvements and changes at work. Furthermore, these findings inform organizational practitioners about the value of training emotion regulation strategies to improve organizational effectiveness.

Taking peers into account: Adoption and effects of high-investment human resource systems.

Abstract: Strategic human resource management (HRM) research considers HRM systems a potential source of competitive advantage due to their positive effects on performance outcomes. However, previous research has not paid enough attention to how peer companies' use of HRM systems is associated with the adoption and the effects of HRM systems of a focal company. Specifically, drawing upon the institutional theory, we propose that a focal company's adoption of high-investment human resource systems (HIHRS) will be positively related to the level of HIHRS used in its peer companies. We also argue that the extent to which a focal company's HIHRS use is associated with organizational outcomes is contingent on the adoption of HIHRS in peer companies. Using a sample of 912 publicly traded companies in the U.S. stock market from 2002 to 2015, we found a positive relationship between the average HIHRS use of peer companies in the previous year and the change in focal company's HIHRS use. We also found that a focal company's HIHRS use is more likely to enhance financial performance (e.g., sales growth and profit growth) when the adoption of HIHRS is low in peer companies. However, HIHRS use is more positively related to employer certifications received by a focal company when the adoption of HIHRS is high in peer companies. These findings suggest that peer companies play an important role in understanding the adoption and the effects of HIHRS use of a focal company. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Ineffective Organizational Responses to Workers’ Secondary Traumatic Stress: A Case Study of the Effects of an Unhealthy Organizational Culture

Abstract: Organizations play a vital role in preventing or ameliorating secondary traumatic stress (STS) among helping professionals. This qualitative case study investigated one organization’s response to w...