M. Badri, Mugheer Al Khaili, Guang Yang, Muna Al Bahar, Asma Al Rashdi
Does working time affect workers’ quality of life? We studied this question in the context of the Emirate of Abu Dhabi drawing on the results of its Quality of Life Survey conducted in 2019/2020. The empirical analysis examined the effect of working hours on various elements of the quality of life framework including health, job and income, life satisfaction and happiness, social connections, and mental feelings. Preliminary analysis along with path analysis justified the significance of eight variables: work-life balance, frequency of meeting with friends, happiness, stress, time spent with family, self-assessment of health, satisfaction with income, and difficulty in fulfilling family responsibilities. Path analysis showed direct effect of working hours on four variables: work-life balance, happiness, frequency of meeting with friends, and stress. In addition, the model became significantly less efficient when including variables such as job satisfaction, job security, time spent in sport, sleeping, and leisure. The implications were discussed in the light of international literature and in the context of Abu Dhabi.
{"title":"Examining the Structural Effect of Working Time on Well-Being Evidence from Abu Dhabi","authors":"M. Badri, Mugheer Al Khaili, Guang Yang, Muna Al Bahar, Asma Al Rashdi","doi":"10.2139/ssrn.3819751","DOIUrl":"https://doi.org/10.2139/ssrn.3819751","url":null,"abstract":"Does working time affect workers’ quality of life? We studied this question in the context of the Emirate of Abu Dhabi drawing on the results of its Quality of Life Survey conducted in 2019/2020. The empirical analysis examined the effect of working hours on various elements of the quality of life framework including health, job and income, life satisfaction and happiness, social connections, and mental feelings. Preliminary analysis along with path analysis justified the significance of eight variables: work-life balance, frequency of meeting with friends, happiness, stress, time spent with family, self-assessment of health, satisfaction with income, and difficulty in fulfilling family responsibilities. Path analysis showed direct effect of working hours on four variables: work-life balance, happiness, frequency of meeting with friends, and stress. In addition, the model became significantly less efficient when including variables such as job satisfaction, job security, time spent in sport, sleeping, and leisure. The implications were discussed in the light of international literature and in the context of Abu Dhabi.","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"179 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122927375","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examine the rise of “Guard Labor”—defined as occupations devoted to labor extraction—at the commuting zone level in the United States. Between 1950 and 2017 the share of the labor force employed in guard labor increased from 19.5 percent to 29.4 percent. We explore the local labor market correlates of guard labor and validate several predictions of the labor discipline model, while extending the model to the context of contemporary racial capitalism. The share of the labor force employed in guard labor is positively correlated with the household income Gini coefficient, negatively correlated with the fraction of the labor force in a union, and positively correlated with contemporary measures of local racial animosity. Consistent with the labor discipline model, an increase in the share of the labor force employed in supervisory occupations has a significant negative effect on nonsupervisory wages. JEL Classification: O17, P16, Z13, B51, B52
{"title":"The Rise of Guard Labor in the United States: Evidence from Local Labor Markets","authors":"Luke Petach, Anastasia C. Wilson","doi":"10.2139/ssrn.3948013","DOIUrl":"https://doi.org/10.2139/ssrn.3948013","url":null,"abstract":"We examine the rise of “Guard Labor”—defined as occupations devoted to labor extraction—at the commuting zone level in the United States. Between 1950 and 2017 the share of the labor force employed in guard labor increased from 19.5 percent to 29.4 percent. We explore the local labor market correlates of guard labor and validate several predictions of the labor discipline model, while extending the model to the context of contemporary racial capitalism. The share of the labor force employed in guard labor is positively correlated with the household income Gini coefficient, negatively correlated with the fraction of the labor force in a union, and positively correlated with contemporary measures of local racial animosity. Consistent with the labor discipline model, an increase in the share of the labor force employed in supervisory occupations has a significant negative effect on nonsupervisory wages. JEL Classification: O17, P16, Z13, B51, B52","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"159 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123367974","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Hillol Bala, V. Venkatesh, D. C. Ganster, Arun Rai
PurposeAlthough research has suggested that enterprise system (ES) implementations have major impacts on employee job characteristics and outcomes, there has been limited research that has examined the impacts of ES implementations on interpersonal relationships over time. Building on and extending recent studies that have examined changes in employee job characteristics and outcomes during an ES implementation, this research examined the nature, extent, determinants and outcomes of changes in an important interpersonal relationship construct—coworker exchange (CWX)—following an ES implementation. CWX is considered a critical aspect of employees' job and an important determinant of their success in the workplace. Drawing on social exchange theory (SET), the authors theorize that employees will perceive a change in CWX following an ES implementation.Design/methodology/approachA longitudinal field study over a period of 6 months among 249 employees was conducted. Latent growth modeling was used to analyze the data.FindingsThe authors found that employees' work process characteristics, namely perceived process complexity, perceived process rigidity and perceived process radicalness, significantly explained change, i.e. decline in our case, in CWX during the shakedown phase of an ES implementation. The decreasing trajectory of change in CWX led to declining job performance and job satisfaction.Originality/valueThe role of CWX and its importance in the context of ES implementations is a key novel element of this work.
{"title":"How Does an Enterprise System Implementation Change Interpersonal Relationships in Organizations","authors":"Hillol Bala, V. Venkatesh, D. C. Ganster, Arun Rai","doi":"10.2139/ssrn.3846974","DOIUrl":"https://doi.org/10.2139/ssrn.3846974","url":null,"abstract":"PurposeAlthough research has suggested that enterprise system (ES) implementations have major impacts on employee job characteristics and outcomes, there has been limited research that has examined the impacts of ES implementations on interpersonal relationships over time. Building on and extending recent studies that have examined changes in employee job characteristics and outcomes during an ES implementation, this research examined the nature, extent, determinants and outcomes of changes in an important interpersonal relationship construct—coworker exchange (CWX)—following an ES implementation. CWX is considered a critical aspect of employees' job and an important determinant of their success in the workplace. Drawing on social exchange theory (SET), the authors theorize that employees will perceive a change in CWX following an ES implementation.Design/methodology/approachA longitudinal field study over a period of 6 months among 249 employees was conducted. Latent growth modeling was used to analyze the data.FindingsThe authors found that employees' work process characteristics, namely perceived process complexity, perceived process rigidity and perceived process radicalness, significantly explained change, i.e. decline in our case, in CWX during the shakedown phase of an ES implementation. The decreasing trajectory of change in CWX led to declining job performance and job satisfaction.Originality/valueThe role of CWX and its importance in the context of ES implementations is a key novel element of this work.","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"150 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127507129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
According to social learning theory, role models facilitate the acquisition of moral and other types of behavior. Yet, the question remains whether having had ethical role models influences one's perceptions of one’s ethical leadership and, if so, what kinds of role models are important. Even bigger questions remain do these role models change the thinking pattern on Ethical Standards of Judgment that is crucial in making them an ethical leader. We attempted to answer these questions by proposing a theoretical framework, drawing on Brown & Treviño (2014) conceptualization of role models and ethical leadership nexus, by focusing on the multiple types of ethical role models as antecedents of perceived ethical leadership, while making moral predispositions as mediating a factor. These predispositions are broadly based around two frameworks: consequentialism and formalism (the tendency to assess ethical situations in terms of their consequences to people, or, in terms of their consistent conformity to patterns or rules or some other formal features) Love et. al. (2020). We proposed that these dispositions are shaped by the role models and are instrumental in making a leader ethical. We explored three types of ethical role models: the leader’s childhood role models, career mentors, and top managers. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 307 respondents working in the Pakistani corporate sector and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that Roles models don’t seem to exert any direct effect on ethical leadership (EL), however, career mentors have a positive indirect effect through both Consequentialism and Formalism, meaning these mentors inculcate the ethical predispositions of both Consequentialism and Formalism, and both, in turn, affect EL. Similarly, childhood role models also promote Consequentialist thinking which also has a positive effect on EL. Moreover, Ages also seem to have a positive impact on EL, moreover, it also complements the effect of career mentors on EL, meaning the influence of these mentors on EL are more pronounces in higher Age respondents. We found no effect on top management ethical role models. Implications for research and practice are discussed.
{"title":"Right Is what that Benefits All, or that which Is Morally Correct: An Enquiry on How Ethical Predispositions (Consequentialism Vs Formalism) Influence the effect of Role Models on Ethical Leader","authors":"M. Osama, D. Siddiqui","doi":"10.2139/ssrn.3756685","DOIUrl":"https://doi.org/10.2139/ssrn.3756685","url":null,"abstract":"According to social learning theory, role models facilitate the acquisition of moral and other types of behavior. Yet, the question remains whether having had ethical role models influences one's perceptions of one’s ethical leadership and, if so, what kinds of role models are important. Even bigger questions remain do these role models change the thinking pattern on Ethical Standards of Judgment that is crucial in making them an ethical leader. We attempted to answer these questions by proposing a theoretical framework, drawing on Brown & Treviño (2014) conceptualization of role models and ethical leadership nexus, by focusing on the multiple types of ethical role models as antecedents of perceived ethical leadership, while making moral predispositions as mediating a factor. These predispositions are broadly based around two frameworks: consequentialism and formalism (the tendency to assess ethical situations in terms of their consequences to people, or, in terms of their consistent conformity to patterns or rules or some other formal features) Love et. al. (2020). We proposed that these dispositions are shaped by the role models and are instrumental in making a leader ethical. We explored three types of ethical role models: the leader’s childhood role models, career mentors, and top managers. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 307 respondents working in the Pakistani corporate sector and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that Roles models don’t seem to exert any direct effect on ethical leadership (EL), however, career mentors have a positive indirect effect through both Consequentialism and Formalism, meaning these mentors inculcate the ethical predispositions of both Consequentialism and Formalism, and both, in turn, affect EL. Similarly, childhood role models also promote Consequentialist thinking which also has a positive effect on EL. Moreover, Ages also seem to have a positive impact on EL, moreover, it also complements the effect of career mentors on EL, meaning the influence of these mentors on EL are more pronounces in higher Age respondents. We found no effect on top management ethical role models. Implications for research and practice are discussed.","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123802876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Paternalistic leadership is normally practiced in high power distance and collectivist cultures. These are mostly of eastern origin like in Pakistan. However, its effectiveness in terms of innovation remains inconclusive. We tend to answer this as well as propose a mechanism of how it affects innovation. More specifically, we tend to explore the role of ethical climate, team Identification, and psychological empowerment on the relationship between paternalistic leadership, and innovative behavior. We proposed a theoretical framework, modifying Cheng & Wang (2015) model to incorporate outcomes in form of innovation as well as the mediatory role of psychological empowerment. We hypothesize that paternalistic leadership is characterized by 1. Authoritarian, 2. Benevolent, and 3. Moral Leadership styles inculcate a positive ethical climate, as well as psychological empowerment among their subordinates. These factors would lead towards Team Identification, and further improves Innovative Behavior. We classified Ethical Climate into 1. Egoism on one end, and 2. Benevolence, and 3. Principled on another end. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 314 subordinate employees and analyzed using confirmatory factor analysis and structured equation modeling. Results suggested that all forms of paternal leadership namely Authoritarian, Benevolent, and moral leadership seem to positively enforce two positive forms of ethical climate i.e. Benevolent, and Principle at the same time. They also seem to positively affect Psychological Empowerment. Moral leadership seems to negatively impact the Egoistic climate as expected, however; the authoritarian form seems to positively enforce egoism. The principle, and egoistic climate as well as Psychological Empowerment seems to positively affect team identification. However, the egoistic climate seems to curb innovative behavior. Whereas principled and Psychological Empowerment seems to promote it. The benevolent climate didn’t seem to affect either team identification or innovation. Benevolent, and moral leadership also seems to directly and positively impact Team Identification. Benevolent leadership also seems to have a direct positive effect on innovation, which is also impacted by Team Identification. Hence, the finding suggested that egoism positively mediates the impact of moral leadership on innovation but negatively mediates its effect on team identification. Similarly, it negatively meditates the effect of authoritarian leadership on innovation, but positively moderate team identification. Principled climate as well as Psychological empowerment, positively mediate the effect of all three forms of paternal leadership on both innovation and team identification, as well as on innovation through second-order mediation of team identification. The major findings, theoretical contributions, and limitations were discussed.
{"title":"Paternalistic Leadership and Followers’ Innovative Behavior in Pakistan: The mediatory role of Ethical Climate, Psychological Empowerment and Team Identification","authors":"Muhammad Ashfaq, D. Siddiqui","doi":"10.2139/ssrn.3756973","DOIUrl":"https://doi.org/10.2139/ssrn.3756973","url":null,"abstract":"Paternalistic leadership is normally practiced in high power distance and collectivist cultures. These are mostly of eastern origin like in Pakistan. However, its effectiveness in terms of innovation remains inconclusive. We tend to answer this as well as propose a mechanism of how it affects innovation. More specifically, we tend to explore the role of ethical climate, team Identification, and psychological empowerment on the relationship between paternalistic leadership, and innovative behavior. We proposed a theoretical framework, modifying Cheng & Wang (2015) model to incorporate outcomes in form of innovation as well as the mediatory role of psychological empowerment. We hypothesize that paternalistic leadership is characterized by 1. Authoritarian, 2. Benevolent, and 3. Moral Leadership styles inculcate a positive ethical climate, as well as psychological empowerment among their subordinates. These factors would lead towards Team Identification, and further improves Innovative Behavior. We classified Ethical Climate into 1. Egoism on one end, and 2. Benevolence, and 3. Principled on another end. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 314 subordinate employees and analyzed using confirmatory factor analysis and structured equation modeling. Results suggested that all forms of paternal leadership namely Authoritarian, Benevolent, and moral leadership seem to positively enforce two positive forms of ethical climate i.e. Benevolent, and Principle at the same time. They also seem to positively affect Psychological Empowerment. Moral leadership seems to negatively impact the Egoistic climate as expected, however; the authoritarian form seems to positively enforce egoism. The principle, and egoistic climate as well as Psychological Empowerment seems to positively affect team identification. However, the egoistic climate seems to curb innovative behavior. Whereas principled and Psychological Empowerment seems to promote it. The benevolent climate didn’t seem to affect either team identification or innovation. Benevolent, and moral leadership also seems to directly and positively impact Team Identification. Benevolent leadership also seems to have a direct positive effect on innovation, which is also impacted by Team Identification. Hence, the finding suggested that egoism positively mediates the impact of moral leadership on innovation but negatively mediates its effect on team identification. Similarly, it negatively meditates the effect of authoritarian leadership on innovation, but positively moderate team identification. Principled climate as well as Psychological empowerment, positively mediate the effect of all three forms of paternal leadership on both innovation and team identification, as well as on innovation through second-order mediation of team identification. The major findings, theoretical contributions, and limitations were discussed.","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"121 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131052763","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Self-sacrifice involves forgoing self-interest and taking on personal costs for the benefit of Others. Leader self-sacrifice communicates the leader’s commitment to the collective and therefore helps elicit positive leadership perceptions. We argue that this would enhance the character of social relationships within an organization, the resource known as Organizational social capital (OSC). Drawing on the social exchange theory, we further argue that self-sacrificial leadership through OSC results in positive outcomes in terms of creativity, efficiency, and Organizational Citizenship Behavior (OCB), whereas curbs Counter productivity behavior. Hence, we proposed a theoretical framework modifying Mostafa & Bottomley (2020) model and combining it with the theory of (Fikret S¨ozbilir,2017) to include other outcomes like Organizational Efficiency (OE) and Organizational Creativity (OC), besides OCB, and Counter productivity behavior (CPB). Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 300 employees and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that self-sacrificial leadership (SSL) has a direct and positive impact on Organizational Efficiency, creativity, and on the contrary, Counter productivity behavior. It also positively impacts organizational social capital, OSC, in turn, has a positive impact on creativity OCB, and efficiency, whereas a significant negative effect on Counter productivity behavior. Hence, OSC seems to have a positive meditation effect on the relationship of SSL on Creativity, efficiency, and OCB. At the same time, it negatively mediates SSL and CPB nexus. Overall, the findings suggest that self-sacrificial leaders are more likely to achieve desirable employee behaviors by improving the quality of social relationships among employees.
{"title":"Effect of Self-Sacrificial Leadership on Organizational Creativity, Efficiency, Counter productivity, and Citizenship Behavior in Pakistan: The Role of Organizational Social Capital","authors":"Shahwar Najeeb, D. Siddiqui","doi":"10.2139/ssrn.3755242","DOIUrl":"https://doi.org/10.2139/ssrn.3755242","url":null,"abstract":"Self-sacrifice involves forgoing self-interest and taking on personal costs for the benefit of Others. Leader self-sacrifice communicates the leader’s commitment to the collective and therefore helps elicit positive leadership perceptions. We argue that this would enhance the character of social relationships within an organization, the resource known as Organizational social capital (OSC). Drawing on the social exchange theory, we further argue that self-sacrificial leadership through OSC results in positive outcomes in terms of creativity, efficiency, and Organizational Citizenship Behavior (OCB), whereas curbs Counter productivity behavior. Hence, we proposed a theoretical framework modifying Mostafa & Bottomley (2020) model and combining it with the theory of (Fikret S¨ozbilir,2017) to include other outcomes like Organizational Efficiency (OE) and Organizational Creativity (OC), besides OCB, and Counter productivity behavior (CPB). Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 300 employees and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that self-sacrificial leadership (SSL) has a direct and positive impact on Organizational Efficiency, creativity, and on the contrary, Counter productivity behavior. It also positively impacts organizational social capital, OSC, in turn, has a positive impact on creativity OCB, and efficiency, whereas a significant negative effect on Counter productivity behavior. Hence, OSC seems to have a positive meditation effect on the relationship of SSL on Creativity, efficiency, and OCB. At the same time, it negatively mediates SSL and CPB nexus. Overall, the findings suggest that self-sacrificial leaders are more likely to achieve desirable employee behaviors by improving the quality of social relationships among employees.","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114886492","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The current paper aims to explore the association between rewards and employee performance in the Oman banking sector. This study evaluates data of 500 bank employees across 18 listed banks in the Sultanate of Oman. A theoretical framework is discussed to assess the effects of rewards on employee performance. According to this literature review, it is proven that rewards influence employee performance. Güngör’s (2011) study shows that organizations develop reward strategies to motivate and increase employee performance. Salah (2016) proves that rewards have a strong influence on employee performance, and he further states that incentives encourage employees to work with purpose and increase organizational performance. The outcomes are examined using factor analysis, structural equation modeling, and multivariate analysis of variance. The results of this study provide critical insights into how companies can adopt effective reward management to sustain and compete in the dynamic business landscape and modulate performance management in Omani banks. Overall, a statistically significant association between the rewards system and employee performance in Oman’s listed banks is established in this study. The study further underscores the need to design and evolve employee-centric policies to get optimum performance. It also offers guideposts for managers and policy planners working in the Middle East countries’ banking sector to develop holistic policies to succeed in stiff, cut-throat competition and ensure participatory management for best performance. Herein, extrinsic and intrinsic rewards are studied concerning their impact on the performance matrix. A proper insightful reward management system may lead to optimum performance, better outcomes, and a robust financial plan
{"title":"Association Between Rewards and Employee Performance: An Empirical Research on Omani Banks","authors":"Mythili Kolluru","doi":"10.2139/ssrn.3744849","DOIUrl":"https://doi.org/10.2139/ssrn.3744849","url":null,"abstract":"The current paper aims to explore the association between rewards and employee performance in the Oman banking sector. This study evaluates data of 500 bank employees across 18 listed banks in the Sultanate of Oman. A theoretical framework is discussed to assess the effects of rewards on employee performance. According to this literature review, it is proven that rewards influence employee performance. Güngör’s (2011) study shows that organizations develop reward strategies to motivate and increase employee performance. Salah (2016) proves that rewards have a strong influence on employee performance, and he further states that incentives encourage employees to work with purpose and increase organizational performance. The outcomes are examined using factor analysis, structural equation modeling, and multivariate analysis of variance. The results of this study provide critical insights into how companies can adopt effective reward management to sustain and compete in the dynamic business landscape and modulate performance management in Omani banks. Overall, a statistically significant association between the rewards system and employee performance in Oman’s listed banks is established in this study. The study further underscores the need to design and evolve employee-centric policies to get optimum performance. It also offers guideposts for managers and policy planners working in the Middle East countries’ banking sector to develop holistic policies to succeed in stiff, cut-throat competition and ensure participatory management for best performance. Herein, extrinsic and intrinsic rewards are studied concerning their impact on the performance matrix. A proper insightful reward management system may lead to optimum performance, better outcomes, and a robust financial plan","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124495438","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Evan DeFilippis, Stephen Michael Impink, Madison Singell, Jeffrey T. Polzer, R. Sadun
We explore the impact of COVID-19 on employee's digital communication patterns through an event study of lockdowns in 16 large metropolitan areas in North America, Europe and the Middle East. Using de- identified, aggregated meeting and email meta-data from 3,143,270 users, we find, compared to pre- pandemic levels, increases in the number of meetings per person (+12.9 percent) and the number of attendees per meeting (+13.5 percent), but decreases in the average length of meetings (-20.1 percent). Collectively, the net effect is that people spent less time in meetings per day (-11.5 percent) in the post- lockdown period. We also find significant and durable increases in length of the average workday (+8.2 percent, or +48.5 minutes), along with short-term increases in email activity. These findings provide insight from a novel dataset into how the nature of work has changed for a large sample of knowledge workers. We discuss these changes in light of the ongoing challenges faced by organizations and workers struggling to adapt and perform in the face of a global pandemic.
{"title":"Collaborating During Coronavirus: The Impact of Covid-19 on the Nature of Work","authors":"Evan DeFilippis, Stephen Michael Impink, Madison Singell, Jeffrey T. Polzer, R. Sadun","doi":"10.2139/ssrn.3654470","DOIUrl":"https://doi.org/10.2139/ssrn.3654470","url":null,"abstract":"We explore the impact of COVID-19 on employee's digital communication patterns through an event study of lockdowns in 16 large metropolitan areas in North America, Europe and the Middle East. Using de- identified, aggregated meeting and email meta-data from 3,143,270 users, we find, compared to pre- pandemic levels, increases in the number of meetings per person (+12.9 percent) and the number of attendees per meeting (+13.5 percent), but decreases in the average length of meetings (-20.1 percent). Collectively, the net effect is that people spent less time in meetings per day (-11.5 percent) in the post- lockdown period. We also find significant and durable increases in length of the average workday (+8.2 percent, or +48.5 minutes), along with short-term increases in email activity. These findings provide insight from a novel dataset into how the nature of work has changed for a large sample of knowledge workers. We discuss these changes in light of the ongoing challenges faced by organizations and workers struggling to adapt and perform in the face of a global pandemic.","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"105 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130886385","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper reviews studies conducted in naturally-occurring work environments or in the laboratory on the impact of performance feedback provision and peer effects on individuals’ performance. First, it discusses to which extent feedback on absolute performance affects individuals’ effort for cognitive or motivational reasons, and how evaluations can be distorted strategically. Second, this paper highlights the positive and negative effects of feedback on relative performance and rank on individuals’ productivity and persistence, but also on the occurrence of anti-social behavior. Relative feedback stimulates effort by informing on the marginal return or the marginal cost of effort, and by activating behavioral forces even in the absence of monetary incentives. These behavioral mechanisms relate to self-esteem, status concerns, competitive preferences and social learning. Relative feedback sometimes discourages or distorts effort, notably if people collude or are disappointment averse. In addition to incentive schemes and social preferences, the management of self-confidence affects the way relative feedback impacts productivity. Third, the paper addresses the question of the identification of peer effects on employees’ performance, their size, their direction and their heterogeneity along the hierarchy. The mechanisms behind peer effects include conformism, social pressure, rivalry, social learning and distributional preferences, depending on the presence of payoff externalities or technological and organizational externalities.
{"title":"Performance Feedback and Peer Effects: A Review","authors":"M. Villeval","doi":"10.2139/ssrn.3550667","DOIUrl":"https://doi.org/10.2139/ssrn.3550667","url":null,"abstract":"This paper reviews studies conducted in naturally-occurring work environments or in the laboratory on the impact of performance feedback provision and peer effects on individuals’ performance. First, it discusses to which extent feedback on absolute performance affects individuals’ effort for cognitive or motivational reasons, and how evaluations can be distorted strategically. Second, this paper highlights the positive and negative effects of feedback on relative performance and rank on individuals’ productivity and persistence, but also on the occurrence of anti-social behavior. Relative feedback stimulates effort by informing on the marginal return or the marginal cost of effort, and by activating behavioral forces even in the absence of monetary incentives. These behavioral mechanisms relate to self-esteem, status concerns, competitive preferences and social learning. Relative feedback sometimes discourages or distorts effort, notably if people collude or are disappointment averse. In addition to incentive schemes and social preferences, the management of self-confidence affects the way relative feedback impacts productivity. Third, the paper addresses the question of the identification of peer effects on employees’ performance, their size, their direction and their heterogeneity along the hierarchy. The mechanisms behind peer effects include conformism, social pressure, rivalry, social learning and distributional preferences, depending on the presence of payoff externalities or technological and organizational externalities.","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116372323","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
What factors drive the scaling up of firms in entrepreneurial ecosystems? We address this question by investigating whether startup founders’ within-ecosystem social ties explain firms’ relative success. We develop a novel database of startup companies and their founders in two markets (fintech and lawtech) and three locations (London, New York City, and San Francisco Bay Area), resulting in six ecosystems. We find that ecosystems with denser social ties experience faster growth and earlier timing for external funding. Within each ecosystem, startup founders with denser social ties achieve faster growth and earlier external funding. Thus, social ties are key metrics indicative of social capital, that can be captured at the ecosystem and individual levels. We suggest different ways in which these metrics can be computed and may be applied in a robust manner to all startups and ecosystems, with utility for entrepreneurs, investors, and policy makers.
{"title":"Scaling Up Firms in Entrepreneurial Ecosystems: Fintech and Lawtech Ecosystems Compared","authors":"M. Sako, Matthias Qian, M. Verhagen, R. Parnham","doi":"10.2139/ssrn.3520533","DOIUrl":"https://doi.org/10.2139/ssrn.3520533","url":null,"abstract":"What factors drive the scaling up of firms in entrepreneurial ecosystems? We address this question by investigating whether startup founders’ within-ecosystem social ties explain firms’ relative success. We develop a novel database of startup companies and their founders in two markets (fintech and lawtech) and three locations (London, New York City, and San Francisco Bay Area), resulting in six ecosystems. We find that ecosystems with denser social ties experience faster growth and earlier timing for external funding. Within each ecosystem, startup founders with denser social ties achieve faster growth and earlier external funding. Thus, social ties are key metrics indicative of social capital, that can be captured at the ecosystem and individual levels. We suggest different ways in which these metrics can be computed and may be applied in a robust manner to all startups and ecosystems, with utility for entrepreneurs, investors, and policy makers.","PeriodicalId":267169,"journal":{"name":"Industrial & Organizational Psychology eJournal","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125622101","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：