Pub Date : 2023-05-24DOI: 10.1177/20413866231177682
Neha Bellamkonda, R. Sheel
Service sector employees often deal with mistreatment in their interactions with the customers. Mistreatment during the service interaction varies in severity and intensity ranging from incivility to bullying. However, the current reviews in this domain focus only on certain aspects of mistreatment, rather than looking at customer mistreatment as a holistic phenomenon encompassing a wide range of behaviors. This review provides a thematic synthesis of the literature on customer mistreatment outcomes on employees, identifies boundary conditions of these relationships as well as explains the underlying mechanisms. The review advances the customer mistreatment literature by providing a conceptual framework to explain how reactions towards mistreatment lead to various employee outcomes. Further, the review highlights significant methodological issues and gaps in the existing literature by organizing the customer mistreatment literature and providing agendas for future research.
{"title":"Reactions and Underlying Mechanisms of Customer Mistreatment: An Integrative Review","authors":"Neha Bellamkonda, R. Sheel","doi":"10.1177/20413866231177682","DOIUrl":"https://doi.org/10.1177/20413866231177682","url":null,"abstract":"Service sector employees often deal with mistreatment in their interactions with the customers. Mistreatment during the service interaction varies in severity and intensity ranging from incivility to bullying. However, the current reviews in this domain focus only on certain aspects of mistreatment, rather than looking at customer mistreatment as a holistic phenomenon encompassing a wide range of behaviors. This review provides a thematic synthesis of the literature on customer mistreatment outcomes on employees, identifies boundary conditions of these relationships as well as explains the underlying mechanisms. The review advances the customer mistreatment literature by providing a conceptual framework to explain how reactions towards mistreatment lead to various employee outcomes. Further, the review highlights significant methodological issues and gaps in the existing literature by organizing the customer mistreatment literature and providing agendas for future research.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":" ","pages":""},"PeriodicalIF":6.1,"publicationDate":"2023-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44455324","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-31DOI: 10.1177/20413866231166151
Sharath Baburaj, G. Marathe
This article explores existential meaning-making from work using the cognitive-experiential self-theory (CEST). To start with, we use the tenets of CEST to elaborate on how the cues from archetype work environments—a realization facilitating work environment (RfWE) and justification facilitating work environment (JfWE)—are interpreted by information-processing systems to imbue meaning in life (MiL) as internal or external manifestations of coherence, purpose, and significance. Next, we explain how individual differences in work centrality and proactive meaning-crafting ability moderate the impact of JfWE, but not of RfWE, on MiL. Finally, we create a nomological network of existential meaning states emerging from the simultaneous presence or absence of RfWE and JfWE. In summary, by applying the information-processing lens of CEST, we develop an integrated model that explains how work drives MiL, elucidates the resultant existential states, and assesses the role of individual differences in meaning-making. Plain Language Summary This article develops an integrated model that outlines how work environments can augur human well-being by fostering a sense of meaning in life (MiL). Based on the cognitive-experiential self-theory (CEST), expounding parallel-competitive processing of information through the working of the experiential and rational system, we explore how the cues from archetype work environments—a realization facilitating work environment (RfWE) and justification facilitating work environment (JfWE)—influence the varied flavors of MiL and meaninglessness in life. We build the argument that RfWE activates the functioning of the experiential system to induce a feeling of internal MiL as internal coherence, internal purpose, and internal value significance. At the same time, JfWE triggers the functioning of the rational system to construct a judgment of external MiL as external coherence, external worthy purpose, and external value significance. However, the interaction between RfWE and JfWE can result in intricate scenarios, including favorable states such as holistic meaning, positive existential feelings, and positive existential narratives. Still, it can also lead individuals into meaninglessness in life through existential fatigue, existential cocoon, or existential futility. Nonetheless, individual differences in work centrality and proactive behavior to craft meaning can act as moderators to alter the intensity of work’s impact on MiL in a JfWE but not in an RfWE.
{"title":"Meaning in life through work: A cognitive-experiential self-theory (CEST) perspective","authors":"Sharath Baburaj, G. Marathe","doi":"10.1177/20413866231166151","DOIUrl":"https://doi.org/10.1177/20413866231166151","url":null,"abstract":"This article explores existential meaning-making from work using the cognitive-experiential self-theory (CEST). To start with, we use the tenets of CEST to elaborate on how the cues from archetype work environments—a realization facilitating work environment (RfWE) and justification facilitating work environment (JfWE)—are interpreted by information-processing systems to imbue meaning in life (MiL) as internal or external manifestations of coherence, purpose, and significance. Next, we explain how individual differences in work centrality and proactive meaning-crafting ability moderate the impact of JfWE, but not of RfWE, on MiL. Finally, we create a nomological network of existential meaning states emerging from the simultaneous presence or absence of RfWE and JfWE. In summary, by applying the information-processing lens of CEST, we develop an integrated model that explains how work drives MiL, elucidates the resultant existential states, and assesses the role of individual differences in meaning-making. Plain Language Summary This article develops an integrated model that outlines how work environments can augur human well-being by fostering a sense of meaning in life (MiL). Based on the cognitive-experiential self-theory (CEST), expounding parallel-competitive processing of information through the working of the experiential and rational system, we explore how the cues from archetype work environments—a realization facilitating work environment (RfWE) and justification facilitating work environment (JfWE)—influence the varied flavors of MiL and meaninglessness in life. We build the argument that RfWE activates the functioning of the experiential system to induce a feeling of internal MiL as internal coherence, internal purpose, and internal value significance. At the same time, JfWE triggers the functioning of the rational system to construct a judgment of external MiL as external coherence, external worthy purpose, and external value significance. However, the interaction between RfWE and JfWE can result in intricate scenarios, including favorable states such as holistic meaning, positive existential feelings, and positive existential narratives. Still, it can also lead individuals into meaninglessness in life through existential fatigue, existential cocoon, or existential futility. Nonetheless, individual differences in work centrality and proactive behavior to craft meaning can act as moderators to alter the intensity of work’s impact on MiL in a JfWE but not in an RfWE.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"13 1","pages":"279 - 314"},"PeriodicalIF":6.1,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43750927","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-07DOI: 10.1177/20413866231153098
F. Emmerling, C. Peus, J. Lobbestael
Due to its devastating consequences, research needs to theoretically and empirically disentangle different sub-types of destructive leadership. Based on concepts derived from aggression research distinguishing re- and proactive aggression, we provide a process model differentiating abusive supervision and exploitative leadership. High versus low arousal negative affect is installed as the central mediating factor determining (1) whether perceived goal-blockage (leadership antecedents) leads to abusive supervision versus exploitative leadership and (2) whether a specific leadership behavior leads to active versus passive follower behavior (leadership consequence). Further, theoretical anchoring of individual and contextual moderators onto the model's process paths is provided and exemplary hypotheses for concrete moderation effects are deduced. Based on the provided process model, we highlight four recommendations to facilitate process-based construct differentiation in future research on destructive leadership. To precisely understand the differences and commonalities in different forms of destructive leadership will ultimately enable custom-tailored inter- and prevention. Plain Language Summary Negative leadership—also named “destructive” leadership—has very bad effects on followers and organizations. There are not just one, but many forms of destructive leadership and it is important to understand where different sub-types come from (i.e., to understand their antecedents) and which specific effect they have (i.e., to understand their consequences). In this paper, we focus on better understanding two forms of destructive leadership, namely abusive supervision and exploitative leadership. These two forms are similar to the two main forms of aggression. Abusive supervision is similar to reactive aggression, an impulsive “hot blooded” form of aggression. Exploitative leadership is similar to proactive aggression, a premeditated “cold blooded” form of aggression. We explain the parallels between the two forms of aggression and the two forms of leadership and provide a model which allows to predict when one versus the other form of leadership occurs and to which follower behavior they lead. An important factor in this model is the physiological characteristic of the emotional reaction to an event (i.e., arousal). An emotional reaction can be high in arousal; for instance, anger is a high arousal negative emotional reaction. On the contrary, boredom, for instance, is a low arousal negative emotional reaction. Dependent on whether both a leader and a follower react to a negative event (e.g., not getting what they want, being treated badly by others) with high or low arousal, their behavior will be different. We explain how this mechanism works and how it can help us to better predict leaders' and followers' behavior. We also outline how individual characteristics of the leader and follower and characteristics of their environment and context interact w
{"title":"The hot and the cold in destructive leadership: Modeling the role of arousal in explaining leader antecedents and follower consequences of abusive supervision versus exploitative leadership","authors":"F. Emmerling, C. Peus, J. Lobbestael","doi":"10.1177/20413866231153098","DOIUrl":"https://doi.org/10.1177/20413866231153098","url":null,"abstract":"Due to its devastating consequences, research needs to theoretically and empirically disentangle different sub-types of destructive leadership. Based on concepts derived from aggression research distinguishing re- and proactive aggression, we provide a process model differentiating abusive supervision and exploitative leadership. High versus low arousal negative affect is installed as the central mediating factor determining (1) whether perceived goal-blockage (leadership antecedents) leads to abusive supervision versus exploitative leadership and (2) whether a specific leadership behavior leads to active versus passive follower behavior (leadership consequence). Further, theoretical anchoring of individual and contextual moderators onto the model's process paths is provided and exemplary hypotheses for concrete moderation effects are deduced. Based on the provided process model, we highlight four recommendations to facilitate process-based construct differentiation in future research on destructive leadership. To precisely understand the differences and commonalities in different forms of destructive leadership will ultimately enable custom-tailored inter- and prevention. Plain Language Summary Negative leadership—also named “destructive” leadership—has very bad effects on followers and organizations. There are not just one, but many forms of destructive leadership and it is important to understand where different sub-types come from (i.e., to understand their antecedents) and which specific effect they have (i.e., to understand their consequences). In this paper, we focus on better understanding two forms of destructive leadership, namely abusive supervision and exploitative leadership. These two forms are similar to the two main forms of aggression. Abusive supervision is similar to reactive aggression, an impulsive “hot blooded” form of aggression. Exploitative leadership is similar to proactive aggression, a premeditated “cold blooded” form of aggression. We explain the parallels between the two forms of aggression and the two forms of leadership and provide a model which allows to predict when one versus the other form of leadership occurs and to which follower behavior they lead. An important factor in this model is the physiological characteristic of the emotional reaction to an event (i.e., arousal). An emotional reaction can be high in arousal; for instance, anger is a high arousal negative emotional reaction. On the contrary, boredom, for instance, is a low arousal negative emotional reaction. Dependent on whether both a leader and a follower react to a negative event (e.g., not getting what they want, being treated badly by others) with high or low arousal, their behavior will be different. We explain how this mechanism works and how it can help us to better predict leaders' and followers' behavior. We also outline how individual characteristics of the leader and follower and characteristics of their environment and context interact w","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"13 1","pages":"237 - 278"},"PeriodicalIF":6.1,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46620233","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-01Epub Date: 2022-11-10DOI: 10.1177/20413866221134972
Christopher W Wiese, Charles Calderwood
In this introduction to the special issue about commuting, we invite readers to consider how this frequently occurring worker activity should be integrated and investigated within the organizational sciences. Commuting is ubiquitous in organizational life. Yet, despite this centrality, it remains one of the most understudied topics in the organizational sciences. This special issue seeks to remedy this oversight by introducing seven articles that review the literature, identify knowledge gaps, theorize through an organization science lens, and provide directions for future research. We introduce these seven articles by discussing how they address three cross-cutting themes (Challenging the Status Quo, Insights into the Commuting Experience, The Future of Commuting). We hope that the work within this special issue informs and inspires organizational scholars to engage in meaningful interdisciplinary research on commuting going forward.
{"title":"Planes, Trains, and Automobiles: Commuting in the 2020s and Beyond.","authors":"Christopher W Wiese, Charles Calderwood","doi":"10.1177/20413866221134972","DOIUrl":"10.1177/20413866221134972","url":null,"abstract":"<p><p>In this introduction to the special issue about commuting, we invite readers to consider how this frequently occurring worker activity should be integrated and investigated within the organizational sciences. Commuting is ubiquitous in organizational life. Yet, despite this centrality, it remains one of the most understudied topics in the organizational sciences. This special issue seeks to remedy this oversight by introducing seven articles that review the literature, identify knowledge gaps, theorize through an organization science lens, and provide directions for future research. We introduce these seven articles by discussing how they address three cross-cutting themes (Challenging the Status Quo, Insights into the Commuting Experience, The Future of Commuting). We hope that the work within this special issue informs and inspires organizational scholars to engage in meaningful interdisciplinary research on commuting going forward.</p>","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"13 1","pages":""},"PeriodicalIF":6.1,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10285682/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9716716","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-31DOI: 10.1177/20413866231153102
Christopher R. Dishop, Nikhil Awasty
Employees often feel that the help they receive at work is inadequate. Whereas previous research explains this empirical finding by referencing stereotypes or poor communication, we suggest an alternative that does not rely on biased agents: disappointment with received help may arise due to self-selection and regression to the mean. Before asking for help, employees assess whether their co-workers have the time and ability to respond. Consistent with regression to the mean, extreme beliefs are often followed by less extreme outcomes. However, employees with inflated beliefs are more likely to ask for help than employees with low or modest beliefs. Therefore, the subset of employees who act will have overly optimistic expectations, expectations that are unlikely to be met once co-workers respond. Apart from challenging conventional wisdom, this article also integrates chance and self-selection perspectives into the ongoing dialogue of help-seeking. Implications for future research, theory, and practice are discussed. This article presents a theory explaining the following empirical regularity: employees often feel let down with the help they receive at work. Prior research explains this effect by referencing errors in communication or cognition. We propose a simple, alternative mechanism, such that cognitive biases or communication mishaps need not be present for the pattern to emerge. Suppose employees ask for help based on a noisy signal of colleague potential—that is, a perception of whether co-workers have the motivation and ability to resolve the issue. Employees who believe potential is high will be more likely to ask for help than employees who believe potential is low. Due to regression to the mean, extreme beliefs will likely be followed by less extreme received help (in either direction). But not every employee asks for help. Only those with sufficiently high beliefs send a request—and it is those employees who have a greater chance of holding inflated assessments. Among those who ask, then, received help will appear underwhelming. Apart from challenging conventional wisdom, this article also integrates chance and self-selection perspectives into the ongoing dialogue of help-seeking. Implications for future research, theory, and practice are discussed.
{"title":"A Noisy Theory of Asking for Help That Explains why Many Feel Underwhelmed With the Help They Receive","authors":"Christopher R. Dishop, Nikhil Awasty","doi":"10.1177/20413866231153102","DOIUrl":"https://doi.org/10.1177/20413866231153102","url":null,"abstract":"Employees often feel that the help they receive at work is inadequate. Whereas previous research explains this empirical finding by referencing stereotypes or poor communication, we suggest an alternative that does not rely on biased agents: disappointment with received help may arise due to self-selection and regression to the mean. Before asking for help, employees assess whether their co-workers have the time and ability to respond. Consistent with regression to the mean, extreme beliefs are often followed by less extreme outcomes. However, employees with inflated beliefs are more likely to ask for help than employees with low or modest beliefs. Therefore, the subset of employees who act will have overly optimistic expectations, expectations that are unlikely to be met once co-workers respond. Apart from challenging conventional wisdom, this article also integrates chance and self-selection perspectives into the ongoing dialogue of help-seeking. Implications for future research, theory, and practice are discussed. This article presents a theory explaining the following empirical regularity: employees often feel let down with the help they receive at work. Prior research explains this effect by referencing errors in communication or cognition. We propose a simple, alternative mechanism, such that cognitive biases or communication mishaps need not be present for the pattern to emerge. Suppose employees ask for help based on a noisy signal of colleague potential—that is, a perception of whether co-workers have the motivation and ability to resolve the issue. Employees who believe potential is high will be more likely to ask for help than employees who believe potential is low. Due to regression to the mean, extreme beliefs will likely be followed by less extreme received help (in either direction). But not every employee asks for help. Only those with sufficiently high beliefs send a request—and it is those employees who have a greater chance of holding inflated assessments. Among those who ask, then, received help will appear underwhelming. Apart from challenging conventional wisdom, this article also integrates chance and self-selection perspectives into the ongoing dialogue of help-seeking. Implications for future research, theory, and practice are discussed.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":" ","pages":""},"PeriodicalIF":6.1,"publicationDate":"2023-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42062579","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-31DOI: 10.1177/20413866221143369
Vignesh R. Murugavel, Roni Reiter‐Palmon
Expanding existing meeting typologies, this paper introduces a model of the team creative process in meetings to better capture and study the full breath of meeting activity that results in creative outcomes. The primary goal of this work is to describe the processes that occur in the team creative process in meetings at the individual and team levels. A multi-level model that depicts the emergence of team creative cognitive processes from individual-level cognitions is presented. The nature of emergence of team creative processes is detailed. Research on creativity and meetings is integrated to better understand how meeting design characteristics influence creative output. This review of research is distilled to provide practical recommendations to best construct meetings to facilitate individual and team creativity. Additionally, the role of related team states in creative processes meetings is outlined. Finally, paths for future research on creativity in meetings are discussed. This article explores how individuals and teams think creatively in meetings. A model of meetings that have goals to produce creative outcomes is presented. The association between individual thinking processes and group thinking processes is presented alongside a discussion of relevant surrounding influences. Research on creative thinking and workplace meetings is used to better understand how meetings can be used to improve creativity. Practical recommendations to improve the production of creative outcomes in meetings are also provided.
{"title":"Integrating workplace meetings and team creative process literature: A multi-level perspective","authors":"Vignesh R. Murugavel, Roni Reiter‐Palmon","doi":"10.1177/20413866221143369","DOIUrl":"https://doi.org/10.1177/20413866221143369","url":null,"abstract":"Expanding existing meeting typologies, this paper introduces a model of the team creative process in meetings to better capture and study the full breath of meeting activity that results in creative outcomes. The primary goal of this work is to describe the processes that occur in the team creative process in meetings at the individual and team levels. A multi-level model that depicts the emergence of team creative cognitive processes from individual-level cognitions is presented. The nature of emergence of team creative processes is detailed. Research on creativity and meetings is integrated to better understand how meeting design characteristics influence creative output. This review of research is distilled to provide practical recommendations to best construct meetings to facilitate individual and team creativity. Additionally, the role of related team states in creative processes meetings is outlined. Finally, paths for future research on creativity in meetings are discussed. This article explores how individuals and teams think creatively in meetings. A model of meetings that have goals to produce creative outcomes is presented. The association between individual thinking processes and group thinking processes is presented alongside a discussion of relevant surrounding influences. Research on creative thinking and workplace meetings is used to better understand how meetings can be used to improve creativity. Practical recommendations to improve the production of creative outcomes in meetings are also provided.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"1 1","pages":""},"PeriodicalIF":6.1,"publicationDate":"2023-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41896577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-31DOI: 10.1177/20413866231153537
J. Wagner
Coordination among the teams of a multiteam system is necessary in order to initiate and maintain inter-team interdependence. In turn, coordinated interdependence is required if the teams in a multiteam system are to work together toward a common outcome and succeed as an organized entity. A literature review indicates that multiteam research has indicated that three basic coordination mechanisms—mutual adjustment, direct supervision, and standardization—are used to coordinate interdependence among teams. The review also reveals that multiteam systems research has seldom examined transitions among inter-team coordination mechanisms and has rarely investigated precipitants that trigger mechanism transitions. In light of this finding, this article describes theorized transitions and identifies precipitant factors likely to stimulate these transitions. It concludes that transitions and precipitants merit significant attention in future multiteam systems research in order to render a more complete understanding of inter-team coordination.
{"title":"Inter-team coordination in multiteam systems: Mechanisms, transitions, and precipitants","authors":"J. Wagner","doi":"10.1177/20413866231153537","DOIUrl":"https://doi.org/10.1177/20413866231153537","url":null,"abstract":"Coordination among the teams of a multiteam system is necessary in order to initiate and maintain inter-team interdependence. In turn, coordinated interdependence is required if the teams in a multiteam system are to work together toward a common outcome and succeed as an organized entity. A literature review indicates that multiteam research has indicated that three basic coordination mechanisms—mutual adjustment, direct supervision, and standardization—are used to coordinate interdependence among teams. The review also reveals that multiteam systems research has seldom examined transitions among inter-team coordination mechanisms and has rarely investigated precipitants that trigger mechanism transitions. In light of this finding, this article describes theorized transitions and identifies precipitant factors likely to stimulate these transitions. It concludes that transitions and precipitants merit significant attention in future multiteam systems research in order to render a more complete understanding of inter-team coordination.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":" ","pages":""},"PeriodicalIF":6.1,"publicationDate":"2023-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47206106","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.17323/2312-5942-2023-13-2-78-99
Abel Desta, Worku Tadesse, Wubshet Mulusem
Purpose. The primary intangible asset of firms and the main factor determining the ircompetitive advantage has emerged as human capital. This paper examined the effect of the selected aspects of human capital management on self-reported employee job performance and the mediating role of employee engagement. Likewise, this study tested the moderation role of perceived organizational support on the human capital management with self-reported employee performance link. Method. This paper is structured on a quantitative approach, with stratified and simple random sampling techniques. The research model analysis method applies structural equation modeling with AMOS to test the hypothesized relationships. Findings. The aspects of human capital management were positively related to self-reported employee job performance. Moreover, employee engagement partially mediates the relationship, and perceived organizational support positively moderates the association between knowledge accessibility, learning capacity, leadership practice, career advancement, and selfreported employee job performance. Conversely, it has an in significant moderation between workforce optimization and employee job performance, optimization and self-reported employee job performance. Implications for practice. This paper has an implication for policy makers, organizational managers, investors in general, and the banking sector in particular in their effort towards creating strategies for matching human capital management strategies, employee engagement, perceived organizational support, and self-reported employee job performance. Thus, aspects of human capital management are the determinant factors of employee engagement and self-reported employee job performance. Moreover, the perception of employees towards organizational support contributes to the relationship.
{"title":"Linking aspects of human capital management, employee engagement, perceived organizational support, and selfreported employee job performance","authors":"Abel Desta, Worku Tadesse, Wubshet Mulusem","doi":"10.17323/2312-5942-2023-13-2-78-99","DOIUrl":"https://doi.org/10.17323/2312-5942-2023-13-2-78-99","url":null,"abstract":"Purpose. The primary intangible asset of firms and the main factor determining the ircompetitive advantage has emerged as human capital. This paper examined the effect of the selected aspects of human capital management on self-reported employee job performance and the mediating role of employee engagement. Likewise, this study tested the moderation role of perceived organizational support on the human capital management with self-reported employee performance link. Method. This paper is structured on a quantitative approach, with stratified and simple random sampling techniques. The research model analysis method applies structural equation modeling with AMOS to test the hypothesized relationships. Findings. The aspects of human capital management were positively related to self-reported employee job performance. Moreover, employee engagement partially mediates the relationship, and perceived organizational support positively moderates the association between knowledge accessibility, learning capacity, leadership practice, career advancement, and selfreported employee job performance. Conversely, it has an in significant moderation between workforce optimization and employee job performance, optimization and self-reported employee job performance. Implications for practice. This paper has an implication for policy makers, organizational managers, investors in general, and the banking sector in particular in their effort towards creating strategies for matching human capital management strategies, employee engagement, perceived organizational support, and self-reported employee job performance. Thus, aspects of human capital management are the determinant factors of employee engagement and self-reported employee job performance. Moreover, the perception of employees towards organizational support contributes to the relationship.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"11 1","pages":""},"PeriodicalIF":6.1,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90185063","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.17323/2312-5942-2023-13-2-193-206
N. Şenbursa, Ali Tehci
Purpose. This research aims to bring to light the relationship between organizational performance perceptions of the employees in the maritime sector, employee satisfaction and internal marketing. Study design. The data obtained through a questionnaire from 357 office workers in aTurkish ship-owner company were tested with the Structural Equation Model using SPSS 24.0 AMOS21.0 statistical package program. The large percentage of the study’s participants are men. However, it can be said that the distribution obtained in the research is in parallel with the ratio of female and male employees in the maritime business. Most of the employees work in the operations department of the company, followed by the management, marketing and logistics departments, respectively. Findings. As a result, it was determined that internal marketing has a positive effect on employees’ perception of organizational performance. In addition, job satisfaction has a mediating role in the effect of internal marketing on organizational performance of employees, also work experience has a moderating role in the impact of internal marketing on organizational performance of employees. Value of the results. In the future this study might be applied to sea farers or other maritime industry employees. Authors expect that this study will shed light on both researchers who study on similar subjects and organizations that would like to expand their horizon in terms of employee relations.
{"title":"Internal marketing and employees’ perception of organizational performance in the maritime organization: The mediator and moderator role of satisfaction and work experience","authors":"N. Şenbursa, Ali Tehci","doi":"10.17323/2312-5942-2023-13-2-193-206","DOIUrl":"https://doi.org/10.17323/2312-5942-2023-13-2-193-206","url":null,"abstract":"Purpose. This research aims to bring to light the relationship between organizational performance perceptions of the employees in the maritime sector, employee satisfaction and internal marketing. Study design. The data obtained through a questionnaire from 357 office workers in aTurkish ship-owner company were tested with the Structural Equation Model using SPSS 24.0 AMOS21.0 statistical package program. The large percentage of the study’s participants are men. However, it can be said that the distribution obtained in the research is in parallel with the ratio of female and male employees in the maritime business. Most of the employees work in the operations department of the company, followed by the management, marketing and logistics departments, respectively. Findings. As a result, it was determined that internal marketing has a positive effect on employees’ perception of organizational performance. In addition, job satisfaction has a mediating role in the effect of internal marketing on organizational performance of employees, also work experience has a moderating role in the impact of internal marketing on organizational performance of employees. Value of the results. In the future this study might be applied to sea farers or other maritime industry employees. Authors expect that this study will shed light on both researchers who study on similar subjects and organizations that would like to expand their horizon in terms of employee relations.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"53 1","pages":""},"PeriodicalIF":6.1,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84955110","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.17323/2312-5942-2023-13-2-174-192
Tatiana Mikhailova, Polina Shlyk, Olesya Gritsko, A. Bordunos, Sofia Kosheleva, Anna Zyrianova
Purpose. The study focuses on issues related to gender inclusion in organizations. It examine show employers can support women in achieving a balance in two domains: work and family. Employees with childcare commitments can perceive the impact of family on work as positive or negative, and this perception might affect their well-being. Following person-environment fit theory, we test the hypothesis that coping strategies can reduce negative consequences and strengthen positive ones. Study design. Women from CIS countries with childcare commitments (N = 200) participated in this survey. The data was collected in close partnership with the SelfMama project. Findings. The results demonstrate thatsuch coping strategies as positive reinterpretation and growth, planning, denial, and attention leads to insignificance of the negative relationship between the negative spillover effect of the family on workand employee well-being, while venting of emotions and behavioral disengagement act in a similar wayin case of low variable value. At the same time, such coping strategies as planning, venting of emotions, denial, and attention, with their high manifestation, strengthened the relationship between the positive spillover effect of the family on work and well-being, while behavioral disengagement moderated in a similar manner at low values. Thus, the following coping strategies with high manifestation are the most effective moderators: planning, denial, and attention in case of their high manifestation, as wellas venting of emotions and behavioral disengagement in case of their low value. Value of results. The observations obtained will allow the management of companies and employees themselves to increase gender inclusion, pointing to more effective coping strategies that can be trained for employees with childcare commitments.
{"title":"The impact of family-to-work spillover on the subjective well-being: role of coping strategies","authors":"Tatiana Mikhailova, Polina Shlyk, Olesya Gritsko, A. Bordunos, Sofia Kosheleva, Anna Zyrianova","doi":"10.17323/2312-5942-2023-13-2-174-192","DOIUrl":"https://doi.org/10.17323/2312-5942-2023-13-2-174-192","url":null,"abstract":"Purpose. The study focuses on issues related to gender inclusion in organizations. It examine show employers can support women in achieving a balance in two domains: work and family. Employees with childcare commitments can perceive the impact of family on work as positive or negative, and this perception might affect their well-being. Following person-environment fit theory, we test the hypothesis that coping strategies can reduce negative consequences and strengthen positive ones. Study design. Women from CIS countries with childcare commitments (N = 200) participated in this survey. The data was collected in close partnership with the SelfMama project. Findings. The results demonstrate thatsuch coping strategies as positive reinterpretation and growth, planning, denial, and attention leads to insignificance of the negative relationship between the negative spillover effect of the family on workand employee well-being, while venting of emotions and behavioral disengagement act in a similar wayin case of low variable value. At the same time, such coping strategies as planning, venting of emotions, denial, and attention, with their high manifestation, strengthened the relationship between the positive spillover effect of the family on work and well-being, while behavioral disengagement moderated in a similar manner at low values. Thus, the following coping strategies with high manifestation are the most effective moderators: planning, denial, and attention in case of their high manifestation, as wellas venting of emotions and behavioral disengagement in case of their low value. Value of results. The observations obtained will allow the management of companies and employees themselves to increase gender inclusion, pointing to more effective coping strategies that can be trained for employees with childcare commitments.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"48 1","pages":""},"PeriodicalIF":6.1,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80160188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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