Pub Date : 2023-03-01DOI: 10.1177/10596011231162498
Ivana Vranjes, Yannick Griep, M. Fortin, G. Notelaers
When employees share and compete for resources through their daily interactions, friction is likely to occur. Such friction can become a breeding ground for interpersonal workplace mistreatment, which is characterized by interpersonal actions that cause severe harm to persons who are motivated to avoid such harm (Pearson, Andersson, & Wegner 2001). Most employees encounter some manifestations of workplace mistreatment throughout their career (Barling, Dupré, & Kelloway 2009), and this mistreatment carries tremendous costs for individuals as well as the organization, including increased stress and reduced performance (for a review, see Dhanani & LaPalme, 2019). It is therefore not surprising that scholars have increasingly become interested in interpersonal mistreatment topics spanning across multiple disciplines and covering an array of constructs, including incivility (e.g., Cortina, Hershcovis, & Clancy 2022), injustice and unfairness (e.g., Fortin, Cropanzano, Cugueró-Escofet, Nadisic, & Van Wagoner 2020), bullying (e.g., Notelaers et al., 2019b), cyberbullying (Vranjes, Baillien, Erreygers, Vandebosch, & De Witte 2021), harassment (e.g., Hershcovis, Vranjes, Berdahl, & Cortina 2021), and organizational and interpersonal deviance (Griep & Vantilborgh, 2018). The proliferation of interpersonal workplace mistreatment research has helped us to better understand individual and contextual antecedents as well as consequences of workplace mistreatment. For instance, previous research found that a stressful work environment leads to mistreatment (for a metaanalysis, see Bowling & Beehr, 2006), especially for people who lack selfregulatory capabilities (McAllister & Perrewe, 2018). This in turn can lead to a plethora of negative outcomes, including reduced employee and organizational wellbeing and performance (for a review, see Dhanani & LaPalme, 2019).
{"title":"Dynamic and Multi-Party Approaches to Interpersonal Workplace Mistreatment Research","authors":"Ivana Vranjes, Yannick Griep, M. Fortin, G. Notelaers","doi":"10.1177/10596011231162498","DOIUrl":"https://doi.org/10.1177/10596011231162498","url":null,"abstract":"When employees share and compete for resources through their daily interactions, friction is likely to occur. Such friction can become a breeding ground for interpersonal workplace mistreatment, which is characterized by interpersonal actions that cause severe harm to persons who are motivated to avoid such harm (Pearson, Andersson, & Wegner 2001). Most employees encounter some manifestations of workplace mistreatment throughout their career (Barling, Dupré, & Kelloway 2009), and this mistreatment carries tremendous costs for individuals as well as the organization, including increased stress and reduced performance (for a review, see Dhanani & LaPalme, 2019). It is therefore not surprising that scholars have increasingly become interested in interpersonal mistreatment topics spanning across multiple disciplines and covering an array of constructs, including incivility (e.g., Cortina, Hershcovis, & Clancy 2022), injustice and unfairness (e.g., Fortin, Cropanzano, Cugueró-Escofet, Nadisic, & Van Wagoner 2020), bullying (e.g., Notelaers et al., 2019b), cyberbullying (Vranjes, Baillien, Erreygers, Vandebosch, & De Witte 2021), harassment (e.g., Hershcovis, Vranjes, Berdahl, & Cortina 2021), and organizational and interpersonal deviance (Griep & Vantilborgh, 2018). The proliferation of interpersonal workplace mistreatment research has helped us to better understand individual and contextual antecedents as well as consequences of workplace mistreatment. For instance, previous research found that a stressful work environment leads to mistreatment (for a metaanalysis, see Bowling & Beehr, 2006), especially for people who lack selfregulatory capabilities (McAllister & Perrewe, 2018). This in turn can lead to a plethora of negative outcomes, including reduced employee and organizational wellbeing and performance (for a review, see Dhanani & LaPalme, 2019).","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"995 - 1013"},"PeriodicalIF":4.8,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49633467","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-23DOI: 10.1177/10596011221151006
Eric D. Heggestad, E. Nicole Voss, A. Toth, Roxanne L. Ross, G. Banks, A. Canevello
Business leaders and HR professionals have long recognized the importance of social skills for effective organizational functioning, particularly in roles requiring high levels of interpersonal interaction. Accordingly, organizational science scholars have produced a large amount of research that can be organized under the broad heading of social skills. Yet, three key issues in the literature are hampering progress: (1) the lack of a well-accepted articulation of the social skills phenomenon, what it is and what it is not; (2) conceptual redundancy and conflation among the set of social skills-related concepts (e.g., individual differences, skills, behavior, evaluations, etc.), and (3) full consideration of the importance of social behavior in understanding social skills. We propose solutions for understanding social skills that begin to resolve these issues and help strengthen future empirical research. Specifically, we present two distinct, but related, conceptualizations of social skills: social skills enactment and social skills reputation. We then offer a theoretically grounded perspective, the Social Skills Framework, which incorporates these conceptualizations of social skills, provides a structure into which existing social skills concepts can be integrated and evaluated for conceptual clarity, and centers social behavior. After describing the framework, we offer a research agenda that focuses on refining the framework and investigating key issues related to the two conceptualizations of social skills.
{"title":"Two Meanings of “Social Skills”: Proposing an Integrative Social Skills Framework","authors":"Eric D. Heggestad, E. Nicole Voss, A. Toth, Roxanne L. Ross, G. Banks, A. Canevello","doi":"10.1177/10596011221151006","DOIUrl":"https://doi.org/10.1177/10596011221151006","url":null,"abstract":"Business leaders and HR professionals have long recognized the importance of social skills for effective organizational functioning, particularly in roles requiring high levels of interpersonal interaction. Accordingly, organizational science scholars have produced a large amount of research that can be organized under the broad heading of social skills. Yet, three key issues in the literature are hampering progress: (1) the lack of a well-accepted articulation of the social skills phenomenon, what it is and what it is not; (2) conceptual redundancy and conflation among the set of social skills-related concepts (e.g., individual differences, skills, behavior, evaluations, etc.), and (3) full consideration of the importance of social behavior in understanding social skills. We propose solutions for understanding social skills that begin to resolve these issues and help strengthen future empirical research. Specifically, we present two distinct, but related, conceptualizations of social skills: social skills enactment and social skills reputation. We then offer a theoretically grounded perspective, the Social Skills Framework, which incorporates these conceptualizations of social skills, provides a structure into which existing social skills concepts can be integrated and evaluated for conceptual clarity, and centers social behavior. After describing the framework, we offer a research agenda that focuses on refining the framework and investigating key issues related to the two conceptualizations of social skills.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"361 - 404"},"PeriodicalIF":4.8,"publicationDate":"2023-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45143160","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-22DOI: 10.1177/10596011231151747
Yeonjeong Kim, T. Cohen, A. Panter
This study examined responses from more than one thousand employed adults across the United States to shed light on the causal directions and temporal dynamics between, on the one hand, the hostile social situations employees face at work (i.e., workplace mistreatment) and, on the other hand, the harmful behaviors that employees enact at work. Using autoregressive cross-lagged panel analyses on a 12-wave longitudinal dataset, we show that employees’ bad behaviors at work (e.g., sabotage, theft, abuse of coworkers) are both a cause and a consequence of experiencing mistreatment from colleagues and supervisors (e.g., ostracism, everyday discrimination, abusive supervision). We investigate the temporal aspects of this reciprocal relationship and find that deviance-to-mistreatment and mistreatment-to-deviance effects both occur over a 1-week time horizon. Moreover, this reciprocal relationship continued across the 12 weeks of the study, and its magnitude neither intensified nor diminished over this time period. Finally, we investigated the role of moral character evaluations in the reciprocal mistreatment-deviance relationship. Our results revealed that individuals whose moral character is more positively regarded by coworkers (i.e., those evaluated as higher in honesty-humility) are less penalized by others in response to their deviance. We discuss theoretical and managerial implications of these results for mitigating deviance and mistreatment in organizations.
{"title":"Workplace Mistreatment and Employee Deviance: An Investigation of the Reciprocal Relationship Between Hostile Work Environments and Harmful Work Behaviors","authors":"Yeonjeong Kim, T. Cohen, A. Panter","doi":"10.1177/10596011231151747","DOIUrl":"https://doi.org/10.1177/10596011231151747","url":null,"abstract":"This study examined responses from more than one thousand employed adults across the United States to shed light on the causal directions and temporal dynamics between, on the one hand, the hostile social situations employees face at work (i.e., workplace mistreatment) and, on the other hand, the harmful behaviors that employees enact at work. Using autoregressive cross-lagged panel analyses on a 12-wave longitudinal dataset, we show that employees’ bad behaviors at work (e.g., sabotage, theft, abuse of coworkers) are both a cause and a consequence of experiencing mistreatment from colleagues and supervisors (e.g., ostracism, everyday discrimination, abusive supervision). We investigate the temporal aspects of this reciprocal relationship and find that deviance-to-mistreatment and mistreatment-to-deviance effects both occur over a 1-week time horizon. Moreover, this reciprocal relationship continued across the 12 weeks of the study, and its magnitude neither intensified nor diminished over this time period. Finally, we investigated the role of moral character evaluations in the reciprocal mistreatment-deviance relationship. Our results revealed that individuals whose moral character is more positively regarded by coworkers (i.e., those evaluated as higher in honesty-humility) are less penalized by others in response to their deviance. We discuss theoretical and managerial implications of these results for mitigating deviance and mistreatment in organizations.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"1173 - 1202"},"PeriodicalIF":4.8,"publicationDate":"2023-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42846380","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-06DOI: 10.1177/10596011221143263
Ivana Vranjes, T. V. Elst, Yannick Griep, H. De Witte, Elfi Baillien
In this study, we investigated whether and how perpetrators of bullying become targets themselves. Building on the notion of bullying as an escalation process and the Conservation of Resources Theory, we hypothesized that following enactment of bullying, people would experience increased relationship conflicts with colleagues, diminishing their sense of control and making them more likely to become exposed to bullying themselves. We tested this idea using longitudinal sequential mediated Structural Equation Modelling in a sample of 1420 Belgian workers. Our results confirmed that enactment of bullying lead to more exposure to bullying 18 months later. Relationship conflicts partially mediated this effect, meaning that bullying enactment can lead to increased tensions with others at work, increasing one’s vulnerability to bullying exposure. Although perceived control also mediated the enactment-exposure relationship, relationship conflicts did not lead to perceived loss of control, suggesting a missing link in this relationship. Furthermore, the effect from perceived control to exposure to bullying was small and did not replicate in post-hoc analyses. Our findings suggest that people may experience a backlash from others in their work environment following engagement in bullying behavior at work and invite further exploration of the processes that may account for this relationship.
{"title":"What Goes Around Comes Around: How Perpetrators of Workplace Bullying Become Targets Themselves","authors":"Ivana Vranjes, T. V. Elst, Yannick Griep, H. De Witte, Elfi Baillien","doi":"10.1177/10596011221143263","DOIUrl":"https://doi.org/10.1177/10596011221143263","url":null,"abstract":"In this study, we investigated whether and how perpetrators of bullying become targets themselves. Building on the notion of bullying as an escalation process and the Conservation of Resources Theory, we hypothesized that following enactment of bullying, people would experience increased relationship conflicts with colleagues, diminishing their sense of control and making them more likely to become exposed to bullying themselves. We tested this idea using longitudinal sequential mediated Structural Equation Modelling in a sample of 1420 Belgian workers. Our results confirmed that enactment of bullying lead to more exposure to bullying 18 months later. Relationship conflicts partially mediated this effect, meaning that bullying enactment can lead to increased tensions with others at work, increasing one’s vulnerability to bullying exposure. Although perceived control also mediated the enactment-exposure relationship, relationship conflicts did not lead to perceived loss of control, suggesting a missing link in this relationship. Furthermore, the effect from perceived control to exposure to bullying was small and did not replicate in post-hoc analyses. Our findings suggest that people may experience a backlash from others in their work environment following engagement in bullying behavior at work and invite further exploration of the processes that may account for this relationship.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"1135 - 1172"},"PeriodicalIF":4.8,"publicationDate":"2022-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44068721","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-31DOI: 10.1177/10596011221134426
Florian E. Klonek, Fabiola H. Gerpott, Lisa Handke
When competing for scarce resources, groups can behave aggressively toward one another. Realistic conflict theory suggests that intergroup hostility internally ties groups together, thus improving intragroup functioning. In contrast, conflict spillover theory suggests that aggressive behaviors between groups can permeate to the intragroup level and thus worsen intragroup functioning. We reconcile these two opposite perspectives by introducing the relative group size as a moderator that determines when and how targeted verbal aggression from one group harms or improves intragroup functioning in the targeted group. We tested our hypotheses using a sample of in-situ observations of transcribed plenary discussions in the German national parliament and compared intergroup targeted verbal aggression by distinguishing targeted verbal aggression from two social groups (i.e., a new populist smaller party vs. a larger group of veteran parliament members). We measured targeted verbal aggression as a form of hostile intergroup behavior from each social group using computerized text analyses. We analyzed intragroup functioning using a measure of verbal mimicry. Our results show support for our hypotheses. We discuss theoretical and practical implications for the verbal aggression and intergroup relations literature.
{"title":"When Groups of Different Sizes Collide: Effects of Targeted Verbal Aggression on Intragroup Functioning","authors":"Florian E. Klonek, Fabiola H. Gerpott, Lisa Handke","doi":"10.1177/10596011221134426","DOIUrl":"https://doi.org/10.1177/10596011221134426","url":null,"abstract":"When competing for scarce resources, groups can behave aggressively toward one another. Realistic conflict theory suggests that intergroup hostility internally ties groups together, thus improving intragroup functioning. In contrast, conflict spillover theory suggests that aggressive behaviors between groups can permeate to the intragroup level and thus worsen intragroup functioning. We reconcile these two opposite perspectives by introducing the relative group size as a moderator that determines when and how targeted verbal aggression from one group harms or improves intragroup functioning in the targeted group. We tested our hypotheses using a sample of in-situ observations of transcribed plenary discussions in the German national parliament and compared intergroup targeted verbal aggression by distinguishing targeted verbal aggression from two social groups (i.e., a new populist smaller party vs. a larger group of veteran parliament members). We measured targeted verbal aggression as a form of hostile intergroup behavior from each social group using computerized text analyses. We analyzed intragroup functioning using a measure of verbal mimicry. Our results show support for our hypotheses. We discuss theoretical and practical implications for the verbal aggression and intergroup relations literature.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"1203 - 1244"},"PeriodicalIF":4.8,"publicationDate":"2022-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44021782","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-20DOI: 10.1177/10596011221133583
M. Khan, Mirit K. Grabarski, Muhammad Ali, Stephen Buckmaster
Neurodiversity has historically been dismissed and undervalued in management and organizational studies literature. In recent times, there has been a recognition in practitioner forums about the benefits associated with neurodiversity, triggering recruitment drives to hire neurodivergent individuals. However, lack of theoretical frameworks and empirical research on workplace neurodiversity is undermining practice. We address this gap by presenting a multistage theoretical framework of managing neurodiversity premised on (a) creating a neurodiverse workplace through reconfiguring recruitment and selection; (b) fostering an inclusive workplace through careful implementation of development and engagement practices and management of perceptions of reverse discrimination; and (c) capitalizing on the benefits of an inclusive workplace, enhanced by equitable supervision, to achieve improved employee and organizational outcomes. This paper enriches the literature on managing workplace neurodiversity by offering deeper insights into barriers to employment, inclusion in the workplace, and positive outcomes of employment. Our proposed framework, derived by an integration of theories, will help managers effectively manage neurodiversity in the workplace, addressing the associated challenges. Finally, this paper lays a foundation for future research to advance knowledge on managing neurodiversity in organizations.
{"title":"Insights into Creating and Managing an Inclusive Neurodiverse Workplace for Positive Outcomes: A Multistaged Theoretical Framework","authors":"M. Khan, Mirit K. Grabarski, Muhammad Ali, Stephen Buckmaster","doi":"10.1177/10596011221133583","DOIUrl":"https://doi.org/10.1177/10596011221133583","url":null,"abstract":"Neurodiversity has historically been dismissed and undervalued in management and organizational studies literature. In recent times, there has been a recognition in practitioner forums about the benefits associated with neurodiversity, triggering recruitment drives to hire neurodivergent individuals. However, lack of theoretical frameworks and empirical research on workplace neurodiversity is undermining practice. We address this gap by presenting a multistage theoretical framework of managing neurodiversity premised on (a) creating a neurodiverse workplace through reconfiguring recruitment and selection; (b) fostering an inclusive workplace through careful implementation of development and engagement practices and management of perceptions of reverse discrimination; and (c) capitalizing on the benefits of an inclusive workplace, enhanced by equitable supervision, to achieve improved employee and organizational outcomes. This paper enriches the literature on managing workplace neurodiversity by offering deeper insights into barriers to employment, inclusion in the workplace, and positive outcomes of employment. Our proposed framework, derived by an integration of theories, will help managers effectively manage neurodiversity in the workplace, addressing the associated challenges. Finally, this paper lays a foundation for future research to advance knowledge on managing neurodiversity in organizations.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"1339 - 1386"},"PeriodicalIF":4.8,"publicationDate":"2022-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49156392","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-01DOI: 10.1177/10596011221097807
Darryl B. Rice
The title of this GOMusing is “The Word On The Street: Science Is Not Advocacy, But Publishing Research Is” and the goal of this GOMusing is to challenge us to re-examine our assumptions about a topic and spark debate around the phrase “science is not advocacy.” While I agree science is not advocacy, I make an argument about how the process of publishing research in peer-reviewed journals is an act of advocacy. I accomplish this by explaining five way researchers engage in advocacy. Specifically, (1) we advocate that our study’s shortcomings are common limitations rather than fatal flaws, (2) we advocate for our research methodology of choice, (3) we advocate for using best practices in our research designs and methods, (4) we advocate for our theoretical framework of choice, and (5) we advocate for a better peer-review process.
{"title":"The Word on the Street: Science Is Not Advocacy, but Publishing Research Is","authors":"Darryl B. Rice","doi":"10.1177/10596011221097807","DOIUrl":"https://doi.org/10.1177/10596011221097807","url":null,"abstract":"The title of this GOMusing is “The Word On The Street: Science Is Not Advocacy, But Publishing Research Is” and the goal of this GOMusing is to challenge us to re-examine our assumptions about a topic and spark debate around the phrase “science is not advocacy.” While I agree science is not advocacy, I make an argument about how the process of publishing research in peer-reviewed journals is an act of advocacy. I accomplish this by explaining five way researchers engage in advocacy. Specifically, (1) we advocate that our study’s shortcomings are common limitations rather than fatal flaws, (2) we advocate for our research methodology of choice, (3) we advocate for using best practices in our research designs and methods, (4) we advocate for our theoretical framework of choice, and (5) we advocate for a better peer-review process.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"952 - 962"},"PeriodicalIF":4.8,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47877499","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-01DOI: 10.1177/10596011221120376
Jie Shen, J. Dumont, Xin Deng
Green human resource management (green HRM) refers to a set of HRM practices that organizations adopt to improve employee workplace green performance. While the effect of perceived green HRM on employee workplace green performance has received some empirical support, its relationship with employee non-green workplace outcomes remains unexplored and, therefore, unknown. This research tests an integrative moderated-mediation model related to the relationship between perceived green HRM and non-green workplace outcomes including employee task performance, organizational citizenship behavior toward the organization (OCBO) and intention to quit, and the underlying mechanisms. Analyses of the multisourced data reveal that perceived green HRM influences these three non-green employee workplace outcomes through a motivational social and psychological process (i.e., organizational identification). Perceived organizational support (POS) moderates the effect of perceived green HRM on organizational identification and the indirect effect of perceived green HRM on the three employee workplace outcomes, via the mediation of 1Shenzhen University, China 2University of South Australia, Adelaide, Australia Corresponding Author: Jie Shen, Shenzhen International Business School, Shenzhen University, Shenzhen, Guangdong, China. Email: Shen1000@hotmail.com 664610 GOMXXX10.1177/1059601116664610Group & Organization ManagementShen et al. research-article2016 RETRACTED: Employees’ Stakeholder Perspectives Perceptions of Green HRM and Non-Green Employee Work Outcomes: The Social Identity and
绿色人力资源管理是指组织为提高员工工作场所的绿色绩效而采取的一套人力资源管理实践。虽然感知绿色人力资源管理对员工工作场所绿色绩效的影响已经得到了一些实证支持，但它与员工非绿色工作场所结果的关系仍有待探索，因此是未知的。本研究测试了一个综合调节中介模型，该模型与感知的绿色人力资源管理和非绿色工作场所结果之间的关系有关，包括员工任务绩效、组织公民对组织的行为（OCBO）和辞职意向，以及潜在机制。对多源数据的分析表明，感知到的绿色人力资源管理通过动机社会和心理过程（即组织认同）影响这三种非绿色员工的工作场所结果。感知组织支持（POS）调节感知绿色人力资源管理对组织认同的影响，以及感知绿色人力资本管理对三种员工工作场所结果的间接影响，中国广东深圳。电子邮件：Shen1000@hotmail.com664610 GOMXXX10.1177/1059601116664610集团与组织管理Shen et al.research-article2016 RETRACTED:员工利益相关者对绿色人力资源管理和非绿色员工工作成果的看法：社会认同和
{"title":"Retraction Notice","authors":"Jie Shen, J. Dumont, Xin Deng","doi":"10.1177/10596011221120376","DOIUrl":"https://doi.org/10.1177/10596011221120376","url":null,"abstract":"Green human resource management (green HRM) refers to a set of HRM practices that organizations adopt to improve employee workplace green performance. While the effect of perceived green HRM on employee workplace green performance has received some empirical support, its relationship with employee non-green workplace outcomes remains unexplored and, therefore, unknown. This research tests an integrative moderated-mediation model related to the relationship between perceived green HRM and non-green workplace outcomes including employee task performance, organizational citizenship behavior toward the organization (OCBO) and intention to quit, and the underlying mechanisms. Analyses of the multisourced data reveal that perceived green HRM influences these three non-green employee workplace outcomes through a motivational social and psychological process (i.e., organizational identification). Perceived organizational support (POS) moderates the effect of perceived green HRM on organizational identification and the indirect effect of perceived green HRM on the three employee workplace outcomes, via the mediation of 1Shenzhen University, China 2University of South Australia, Adelaide, Australia Corresponding Author: Jie Shen, Shenzhen International Business School, Shenzhen University, Shenzhen, Guangdong, China. Email: Shen1000@hotmail.com 664610 GOMXXX10.1177/1059601116664610Group & Organization ManagementShen et al. research-article2016 RETRACTED: Employees’ Stakeholder Perspectives Perceptions of Green HRM and Non-Green Employee Work Outcomes: The Social Identity and","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"1089 - 1089"},"PeriodicalIF":4.8,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43068852","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-01DOI: 10.1177/10596011221121709
Yannick Griep
{"title":"Riddle Me This: What Does the COVID-19 Crisis, Helping Behavior, Temporality, Work Interruptions, and the Gig Economy Have in Common? They Are GOM's 2021 Best Papers!","authors":"Yannick Griep","doi":"10.1177/10596011221121709","DOIUrl":"10.1177/10596011221121709","url":null,"abstract":"","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"1082-1088"},"PeriodicalIF":4.8,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9393402/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65902529","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-28DOI: 10.1177/10596011221130570
Dana L. Haggard, Kanu Priya
Consistent with the goals of a GOMusing to “refresh” readers’ minds about a topic, challenge readers to re-examine their assumptions about a topic, and/or spark a needed debate about a topic, we (1) provide a refresher on abusive supervision and the severity of its consequences, (2) acknowledge the wealth of research on its antecedents and moderators while highlighting the lack of applied research on successful interventions, and (3) encourage new research perspectives and methods to move the field forward. Our ultimate goal is to galvanize scholars to use existing knowledge as a basis to develop, test, and validate successful prevention and intervention strategies for organizations and individuals to deal with abusive supervision. As you might suspect from the title, we also hope to do all this with a bit of humor and a lot of compassion.
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