International Journal of Organization Theory and Behavior最新文献

{"title":"Perceived work–life balance and organizational talent management: mediating role of employer branding","authors":"K. Maurya, Manisha Agarwal, D. Srivastava","doi":"10.1108/ijotb-12-2019-0151","DOIUrl":"https://doi.org/10.1108/ijotb-12-2019-0151","url":null,"abstract":"PurposeThis paper aims to examine the effect of perceived work–life balance on the perceived level of employer branding attraction valueand organizational talent management. Accordingly, the structural model is developed that delineates the interactions among these and explores the mediating effect of employer branding attraction value between the relationship of work–life balance and organizational talent management.Design/methodology/approachThis study is based on survey results and review of literature in terms of their implications for the proposed framework. Data have been collected by convenience incidental sampling from middle-level executives working in different information and technology (IT) companies. The model and posited hypotheses were tested through structural equation modeling analysis.FindingsPerceived work–life balance was found to be positive and significantly predicted the employer branding attraction value and organizational talent management. The study also showed that there exists a significant and positive correlation between employer branding attraction value and perceived organizational talent management. Further, employer branding attraction value found to be a mediating construct between the relationship of work–life balance and organizational talent management.Research limitations/implicationsThe present study will add insight into the human resource practitioners to design cost-effective and prolonged popular practices in order to meet the employees work and personal expectations under the organizational association. The research investigated issue within focused IT sector employees to understand and solve the issues generated with changing factors in an organizational environment such as increasing women participation, duel earning couple, and maintaining the difference between various categories of employees at the practice level.Social implicationsThe study has value at both the scholarly and practice level. At a scholarly level, the research investigated an important contemporary issue at both level individual as well as organizational level. In practice if organization implements people friendly work-life balance policies, then this will be surely be helpful in organizational productivity in form of talent management and employer branding and further this will improve the personal and professional performance of most elementary component of developing society.Originality/valueWork–life balance much more depends upon employees' perception, but so far the study has neglected the impact of this perception on other organizational attributes maintained under human resource management. Changes in demographic characteristics and interchangeable role of the youth population in organizations and society as well thrive for the newer approach to deal with the personal and professional aspects of the employees.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-12-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-12-2019-0151","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42487747","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}

{"title":"Satisfaction with work and person–environment fit: are there intergenerational differences? An examination through person–job, person–group and person–supervisor fit","authors":"Andrée-Anne Deschênes","doi":"10.1108/ijotb-02-2020-0025","DOIUrl":"https://doi.org/10.1108/ijotb-02-2020-0025","url":null,"abstract":"PurposeThrough three dimensions of person–environment (PE) fit, namely person–job (PJ) fit, person–group (PG) fit and person–supervisor (PS) fit, this paper examines generational differences on which dimension is more important to explain Baby Boomers', Generation X's and Generation Y's satisfaction with work.Design/methodology/approachGathered from a sample of 1,065 employees in the province of Québec, Canada, data were analyzed through one-way ANOVA and structural equation modeling.FindingsThe findings suggest that Generation X scored lower on satisfaction with work, that there is a difference in the level of PG fit and PS fit between the generations, and that PJ fit explains satisfaction with work for all generations, while PG fit is significant only for Generation Y employees.Practical implicationsThis paper sheds light on the importance for practitioners, when implementing human resource (HR) policies and strategies aiming to increase satisfaction with work, of prioritizing PJ fit and to consider PG fit for Generation Y members.Originality/valueThis research provides a meaningful contribution to current knowledge on generational diversity in the workplace and its impact on managerial practices by examining different levels of satisfaction with work and of PJ, PG and PS fit for three generations and the importance of each type of fit in explaining satisfaction with work for theses generations.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-02-2020-0025","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42742485","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}

{"title":"Mental simulation and the individual preference effect","authors":"Dawn H. Nicholson, Tim Hopthrow, Georgina Randsley de Moura","doi":"10.1108/ijotb-05-2020-0063","DOIUrl":"https://doi.org/10.1108/ijotb-05-2020-0063","url":null,"abstract":"PurposeThe “Individual Preference Effect” (IPE: Faulmüller et al., 2010; Greitemeyer and Schulz-Hardt, 2003; Greitemeyer et al., 2003), a form of confirmation bias, is an important barrier to achieving improved group decision-making outcomes in hidden profile tasks. Group members remain committed to their individual preferences and are unable to disconfirm their initial suboptimal selection decisions, even when presented with full information enabling them to correct them, and even if the accompanying group processes are perfectly conducted. This paper examines whether a mental simulation can overcome the IPE.Design/methodology/approachTwo experimental studies examine the effect of a mental simulation intervention in attenuating the IPE and improving decision quality in an online individual hidden profile task.FindingsIndividuals undertaking a mental simulation achieved higher decision quality than those in a control condition and experienced a greater reduction in confidence in the suboptimal solution.Research limitations/implicationsResults suggest a role for mental simulation in overcoming the IPE. The test environment is an online individual decision-making task, and broader application to group decision-making is not tested.Practical implicationsSince mental simulation is something we all do, it should easily generalise to an organisational setting to improve decision outcomes.Originality/valueTo the authors' knowledge, no study has examined whether mental simulation can attenuate the IPE.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"126 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79525377","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}

{"title":"Countering a masculinity contest culture at work: the moderating role of organizational justice","authors":"Angela L. Workman-Stark","doi":"10.1108/ijotb-11-2019-0132","DOIUrl":"https://doi.org/10.1108/ijotb-11-2019-0132","url":null,"abstract":"PurposeThe purpose of this study is to test whether organizational justice (i.e. fair treatment) can mitigate the harmful effects of a “masculinity contest culture (MCC)” (i.e. norms, rituals and belief systems valorizing social dominance, work above other parts of life, physical strength and the avoidance of weakness).Design/methodology/approachThrough an analysis of secondary survey data collected from a Canadian police organization (N = 488), this study tested the moderating effects of organizational justice on the relationship between employee perceptions of their workplace as a masculinity contest, and a negative outcome variable, harassment.FindingsThe results of this study suggest that a MCC was significantly related to harassment, which in turn contributed to lower psychological wellbeing and increased turnover intentions. Independently, organizational justice moderated the effect of a MCC on harassment, suggesting that harassment is less prevalent in the workplace when there is a greater focus on treating all employees fairly.Originality/valueDespite the increase in both scholarly and practitioner interest in the effects of organizational cultures in which employees seek to maintain their own status at all costs, there has been little research examining the interactions of these harmful workplace cultures and the factors that might counter them. To the best of the author's knowledge, this is one of the rare studies to investigate possible interventions for harmful workplace cultures.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-11-2019-0132","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47381860","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}

{"title":"Financial ratio analysis of law firm's strategy and job satisfaction","authors":"Seonghee Han, K. Song, Eunyoung Whang","doi":"10.1108/ijotb-01-2020-0009","DOIUrl":"https://doi.org/10.1108/ijotb-01-2020-0009","url":null,"abstract":"Job satisfaction along with a work–life balance of attorneys in law firms has become an important issue to the legal industry. This paper examines the relationship between strategic positioning of law firms and the job satisfaction of their associates.,Using 1,108 firm year observations of US law firms from 2007 to 2016, this paper examines how a firm's strategic positioning affects the job satisfaction of its associates. The strategic positioning is measured with two financial ratios derived from modified DuPont analysis: revenue per lawyer (RPL) and leverage (LEV). To compare the level of associates' job satisfaction depending on law firms' RPL and LEV, this paper uses t-tests. In addition, this paper adopts OLS regression and simultaneous equations to examine the relation between law firms' strategic positioning and their associates' job satisfaction.,This paper shows that associates in the law firms with a high LEV strategy have lower job satisfaction because these firms provide a more demanding work environment than in the firms with a high RPL strategy.,This paper first documents empirical evidence that a firm's strategic positioning significantly influences job satisfaction of its employees, using data on the legal industry which is human-capital-intensive and is considered one of the sectors that provide the most notorious work environments.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"24 1","pages":"24-40"},"PeriodicalIF":0.0,"publicationDate":"2020-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-01-2020-0009","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42511158","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}

{"title":"The trouble with secrets: pay secrecy, satisfaction and climate","authors":"N. Neale","doi":"10.1108/ijotb-07-2019-0090","DOIUrl":"https://doi.org/10.1108/ijotb-07-2019-0090","url":null,"abstract":"Research addressing the impact of tacit and explicit pay secrecy policies on organizational climates is fairly limited. While researchers desire to explain the impact of such policies on individuals' pay satisfaction, a direct effect has not been supported. This study seeks to better explain how these policies are related to ethical climates and pay satisfaction.,This study draws on ethical climate theory to show the influence of ethical climate types on job satisfaction and a moderating effect of explicit and tacit pay secrecy policies on this relationship. This is accomplished through designing this study by using existing scales from the literature in a survey methodology. A pilot study of 246 undergraduate students was used to validate the measures. Then, a sample of 217 adults was obtained to test the proposed relationships. Linear regression is employed to analyze the data and to test the existence of direct and moderating effects.,The five empirically tested ethical climates each have a direct effect on pay satisfaction. Explicit pay secrecy policies has a positive moderating effect on the relationship between rules, law and code ethical climates, and pay satisfaction. Tacit pay secrecy policies moderate the relationship between caring, rules, law and code, and independence ethical climates and pay satisfaction.,The findings strengthen the literature by demonstrating a stronger relationship between ethical climates and pay satisfaction. While some of the moderating effects were significant, others were not. This was surprising, but present avenues to further test ethical climate theory and the impact of pay secrecy policies.,This study presents practical implications for managers. Understanding how these policies may be viewed differently, depending on the type of climate that is experienced within an organization may help managers evaluate using them. Trying to protect employees or the organization itself by enacting these polices may backfire and create additional problems. Managers may want to evaluate the manner that they communicate these polices through formal or informal means, depending on the type of climate experienced within the workplace.,This study is the first to examine the influence of explicit and tacit pay secrecy policies on the relationship between ethical climates and employees' satisfaction with pay. It leads to a number of directions for further research that may continue to build upon this study in order to further advance scholarly understanding of the importance of ethical climates and pay secrecy policies.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-07-2019-0090","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43544234","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}

{"title":"The listening hermeneutic of public servants: building on the implicit","authors":"M. Elías, Justin T. Piccorelli","doi":"10.1108/ijotb-10-2019-0115","DOIUrl":"https://doi.org/10.1108/ijotb-10-2019-0115","url":null,"abstract":"PurposeThe purpose of this paper is to examine the concept of phenomenological or attuned listening and explore its implications for deliberative governance. Drawing on examples from urban planning and city administration, we make a case for listening as a hermeneutic phenomenological practice of crucial importance for public organizations.Design/methodology/approachThis research relies on interpretive phenomenology, critical reflection, and political theory. Through the examination of case studies, we show that attuned or phenomenological listening contributes to greater participatory processes in organizations and to democratic governance processes, more generally.FindingsBy enhancing both collaborative endeavors and discretionary action, phenomenological listening acknowledges the unpredictable, dynamic and political aspects of organizations. Finally, it helps transform the latter into spaces where democratic and accountable action can take place.Practical implicationsThis perspective encourages public deliberation and attentive listening for practitioners to make decisions on the spot that are sensitive to people’s needs.Originality/valueEmbodied and attuned listening fosters reflection-in-action, as well as a reasoned pathway toward public accountability and deliberative democracy.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"12 6 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82631495","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}

{"title":"The effects of organizational justice dimensions on facets of job engagement","authors":"S. Deepa","doi":"10.1108/ijotb-05-2019-0066","DOIUrl":"https://doi.org/10.1108/ijotb-05-2019-0066","url":null,"abstract":"This study aims to examine the relationship between four dimensions of organizational justice (distributive, procedural, interpersonal and informational) and the three facets of job engagement (physical, cognitive and emotional).,A cross-sectional approach was used to survey a sample of 281 professionals in information technology who resided in the southern part of India and varied on experience, age and gender. Data was analyzed by employing the partial least squares structural equation modeling (PLS-SEM) approach.,The result emphasizes the individual role of each justice dimension on three job engagement facets, which suggests that all four dimensions of organizational justice have positive effects on physical, cognitive and emotional job engagement.,The current study contributes to the literature by examining all three job engagement dimensions and provides evidence that distributive, procedural, interpersonal and informational justices are significant predictors of physical, cognitive and emotional job engagement.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-05-2019-0066","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44340172","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}

{"title":"The little engine that could: the impact of psychological empowerment on organizational citizenship behavior","authors":"D. Turnipseed, E. Vandewaa","doi":"10.1108/ijotb-06-2019-0077","DOIUrl":"https://doi.org/10.1108/ijotb-06-2019-0077","url":null,"abstract":"PurposeThe study examines the relationships between the dimensions of psychological empowerment and organizational citizenship behavior (OCB). The purpose is to identify specific dimensions of psychological empowerment that are linked to above average or “beyond the expected” citizenship behaviors.Design/methodology/approachA theoretical basis for a linkage between the four dimensions of psychological empowerment and dimensions of OCB was developed. Using a sample of 137 participants, these theoretical relationships were tested with hierarchical linear multiple regressions.FindingsThere are differential relationships between the dimensions of psychological empowerment and the dimensions of OCB. The OCB dimensions of contentiousness, altruism and obedience are linked to the psychological empowerment dimension of meaning: conscientiousness is also linked to competency.Research limitations/implicationsThe study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.Practical implicationsThe study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.Originality/valueThis paper reports the first known study of the relationships between Spreitzer's psychological empowerment dimensions and OCB. The value is the identification of manipulable relationships that can explain actual empowerment and provide pragmatic guidance for managers to increase empowerment and thus hopefully organizational effectiveness.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"17 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85142613","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}

{"title":"Authentic leadership and citizenship behavior","authors":"Ivy A. Kyei-Poku, Ying Yang","doi":"10.1108/ijotb-08-2018-0091","DOIUrl":"https://doi.org/10.1108/ijotb-08-2018-0091","url":null,"abstract":"The purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.,The authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).,PROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.,Empirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"23 1","pages":"245-258"},"PeriodicalIF":0.0,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-08-2018-0091","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41581629","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}