Using 456 supervisor-employee dyads from four organizations, this study examined how employees use one proactive behavior, feedback seeking, as a strategy to enhance their creative performance. As ...hypothesized, employees' cognitive style and perceived organizational support for creativity affected two patterns of feedback seeking: the propensity to inquire for feedback and the propensity to monitor the environment for indirect feedback. Feedback inquiry related to supervisor ratings of employee creative performance. These results highlight the importance of employees' self-regulatory behaviors in the creative process and show that feedback seeking is not only a strategy that facilitates individual adaptation, but also a resource for achieving creative outcomes.
Based on the theoretical framework of newcomer sensemaking this study examines factors associated with changes in newcomers' psychological contract perceptions during the socialization process. More ...specifically, two mechanisms are addressed that could explain changes in newcomers' perceptions of the promises they have exchanged with their employer: (1) unilateral adaptation of perceived promises to reality and (2) adaptation of perceived promises as a function of the reciprocity norm. To test our hypotheses, a four-wave longitudinal study among 333 new hires has been conducted, covering the first year of their employment relationship. Results show that changes in newcomers' perceptions of the promises they have made to their employer are affected by their perceptions of their own contributions as well as by their perceptions of inducements received from their employer. Changes in newcomers' perceptions of employer promises are affected by their perceptions of employer inducements received, but the impact of perceived employee contributions is less clear. The data provide limited support for the idea that the adaptation of perceived promises to perceived inducements and contributions occurs to a stronger extent during the encounter stage than during the acquisition stage of socialization.
This article explores the relationship between organizational career management and career self-management and addresses the impact on employee outcomes. Within six large organizations, a sample of ...491 employees reported on their career self-management initiatives, on their expectations towards organizational career support, and on their commitment and career success. This was complemented by information from their supervisors on career management support offered by HR and line management to these employees. Results show that individuals who take more initiatives to manage their career expect more career support from their employer. Career self-management positively impacts affective commitment and perceived career success, while organizational career management is positively related with affective commitment and career progress. Career self-management moderates the relationship of organizational career management with affective commitment and subjective career success.
Purpose - The purpose of this study is two-fold. The first is to relate the negative image of older workers to stereotype threat and to propose that effective retention management should start by ...replacing this negative image. The second is to assess the needs, perceptions and preferences of older workers regarding their career-ending.Design methodology approach - A total of 266 employer questionnaires and 1,290 older worker questionnaires identified the employers' perceptions of older workers and the career-ending needs and preferences of older workers.Findings - The results provide indirect support for the hypothesis that the negative image of older workers forms a self-fulfilling prophecy due to the mechanisms of stereotype threat. Furthermore, the results indicate that job involvement plays a crucial role in the preference for retirement or to keep on working.Research limitations implications - Stereotype threat promises to be very important when it comes to career-ending measures for older workers. However, the empirical design of the study limits the possibility of drawing direct inferences about the effects of stereotype threat on older workers.Practical implications - Measures and policies aimed at prolonging the participation of older workers at the labor market should be tailored to the specific needs, perceptions and preferences of older workers.Originality value - The concept of stereotype threat has never been connected with the perceptions of older workers. Further, the assessment of the needs, perceptions and preferences related to the career-ending of older workers has never before been examined in a European study.
HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and ...leader-member exchange (LMX). We tested whether this joint role is essential to when LMX leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of LMX with psychological empowerment is stronger when the employment relationship is consistent with LMX quality. Results indicated that psychological empowerment mediates the relationship between LMX and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and LMX. Nevertheless, the findings also suggest that resources from LMX compensate for employment relationships with low resources. Our findings contribute to scholars' understanding of the joint role of HRM systems and leader behaviors.
Purpose
The purpose of this paper is to contribute to the field’s understanding of how to raise individual innovation. Specifically, the authors aim to contribute to an understanding of the interplay ...of job characteristics and intrinsic motivation for individual innovation.
Design/methodology/approach
The study uses time-lagged survey data of a public service organization in Belgium. The analyses are based on more than 80 jobs and more than 1,000 employees. Hierarchical linear modeling was adopted to test cross-level hypotheses.
Findings
Innovation requirements influence individual innovation efforts by psychologically empowering employees, but the extent to which psychological empowerment translates into individual innovation depends on job complexity.
Originality/value
A more nuanced understanding is developed of when innovation requirements empower individual innovation, by acknowledging the role of job complexity in this relationship. The current findings contribute to a multilevel integrative understanding of the interplay of the job context and intrinsic motivation.
Cultural intelligence (CQ) is an important construct attracting growing attention in academic literature and describing cross-cultural competencies. To date, researchers have only partially tested ...the relationship between CQ and its dependent variables, such as performance. In this study, the relationship between CQ and communication effectiveness and job satisfaction is measured in a sample of 225 Chinese managers working for foreign multinational enterprises in China. The results show that CQ plays an important role in reducing anxiety and influencing both communication effectiveness and job satisfaction positively. Another outcome is the unexpected influence of anxiety on job satisfaction but not on communication effectiveness. These findings contribute to the development of theory with regard to the CQ construct.
Previous studies have indicated positive and negative effects of lean production on employees’ perceived work characteristics and job attitudes. The most detrimental consequence of lean production is ...a decrease in the perceived job autonomy of workshop employees. To reduce these negative consequences, we propose human resource practices for integration with lean production. Drawing on the job characteristics model, we hypothesized that the implementation of lean production combined with human resource practices would enhance perceived job autonomy, job satisfaction, and operational performance. To evaluate our hypotheses, we used an experimental design consisting of a simulation game that mimics a manufacturing company. We implemented lean production combined with human resource practices in this simulated company. The results indicated a significant increase in perceived job autonomy, job satisfaction, and operational performance. Moreover, the results revealed a positive relationship between job satisfaction and operational performance.
In this study, we invoke a social identity and job resources perspective to investigate the impact of an organization's internal and external employer brand images on employee absenteeism. ...Specifically, using workforce samples of 56 Belgian companies (n = 12670) and a second independent study sample (n = 4461), we assess the relative importance of the internal employer brand image (i.e. employee perceptions) and the external employer brand image (i.e. non-employee perceptions) in predicting the absenteeism rate in these organizations. Results show that corporate absenteeism decreases as internal (employee) views and external (non-employee) views of the organization decline. Results further show that the external employer brand image may be a more important driver of absenteeism than the internal employer brand image. Such results highlight that an organization's external image may be a strong antecedent of important internal organizational behavior outcomes.
Internationally, human resource practice is committed to competency-based HRM. HR practitioners and management consultants expect the outcomes of competency-based HRM to include improved employee and ...organizational performance. However, research indicates that a commitment to the use of competency-based HRM does not automatically guarantee these outcomes. Therefore, HR practitioners have called for academic work to enhance our understanding of the process of effective competency-based HRM. This paper addresses this call by systematically reviewing the existing body of evidence. The conducted systematic review indicated that the effectiveness of competency-based HR depends on the degree of several types of alignment. More specifically, we first identified four crucial types of alignment in this process: (1) vertical alignment, (2) internal alignment, (3) alignment of line managers, and (4) alignment of employees. Subsequently, based on these drivers of effectiveness and drawing from the HRM literature, we developed a process model of competency-based HRM. This process model interlinks the identified types of alignment and acknowledges the conditions in which this process occurs. PUBLICATION ABSTRACT
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