High-involvement management was introduced as a means of overcoming economic crises, but it has been argued that the inevitability of cost-cutting measures when organizations face such crises would ...undermine its efficacy. This article first presents theories of why tensions may exist between high-involvement management and actions typically taken by management during recessions, such as wage and employment freezes. It then reports research aimed at testing whether the performance effects of high-involvement management were lower in organizations where management took such actions to combat the post-2008 recession, due to their adverse effects on employees’ job satisfaction and well-being—and even whether high-involvement management still had a performance premium after the recession. Using data from Britain’s Workplace Employment Relations Survey of 2011, the research shows that both dimensions of high-involvement management—role- and organizational-involvement management—continued to be positively associated with economic performance as the economy came out of recession. Recessionary actions were negatively related to both employee job satisfaction and well-being, while job satisfaction mediated the relationship between role-involvement management and economic performance, which is consistent with mutual-gains theory. However, recessionary action reduced the positive effect that role-involvement management had on job satisfaction and well-being and thus may have reduced its positive performance effects. In the case of organizational-involvement management, it reduced the level of job dissatisfaction and ill-being, suggesting that it may provide workers with more information and greater certainty about the future.
Recent debates in healthcare have emphasized the need for more respectful and responsive services that meet patients’ preferences. These debates centre on patient experience, one of the most critical ...factors for measuring healthcare performance. In exploring the relevance of patient experience key questions need answers: what can managers or supervisors do to help improve the quality of healthcare? What is the role of employees? Addressing these questions, this study examines whether perceived supervisor support (PSS) promotes patient experience through a serial mediation involving perceived organizational support (POS), and positive employee outcomes such as engagement, involvement and advocacy. Using two-wave data from the British National Health Service, we show that PSS is strongly associated with POS, which in turn improves engagement, involvement and advocacy among employees. PSS also has a positive indirect influence on patient experience through POS and advocacy; but the indirect paths involving engagement and involvement are not supported. We offer useful guidance on how healthcare employers can support employees towards improving the quality of services rendered to patients.
Organisations are becoming increasingly aware of the importance of employees in gaining and maintaining competitive advantage. The happy worker-productive worker thesis suggests that workers who ...experience high levels of well-being also perform well and vice versa; however, organisations need to know how to ensure such happy and productive workers. The present review and meta-analysis identifies workplace resources at the individual, the group, the leader, and the organisational levels that are related to both employee well-being and organisational performance. We examine which types of resources are most important in predicting both employee well-being and performance. We identified 84 quantitative studies published in print and online from 2003 to November 2015. Resources at either of the four levels were related to both employee well-being and performance. We found no significant differences in employee well-being and organisational performance between the four levels of workplace resources, suggesting that interventions may focus on any of these levels. Cross-sectional studies showed stronger relationships with well-being and performance than longitudinal studies. Studies using objective performance ratings provided weaker relationships between resources and performance than self-rated and leader/third-party-rated studies.
Bottom-line mentality (BLM) describes a one-dimensional frame of mind revolving around bottom-line pursuits, which pervades most organizations today. But how does working with high BLM supervisors ...affect employees’ functioning both at work and at home? Guided by this question, we draw on social information processing theory and insights from the person–environment fit literature for a nuanced understanding of the effects of supervisor BLM. Using data from two field studies conducted in China (340 employees) and the United States (174 employees), we find that supervisor BLM increases employee perceptions of a competitive climate that ultimately increases employee thriving at work and insomnia outside work. We further find that employee trait competitiveness moderated the indirect relationship (via perceived competitive climate) between supervisor BLM and thriving at work but not for insomnia; employees high (versus low) in trait competitiveness were found to thrive at work under the competitive climate stimulated by high BLM supervisors. Taken together, our findings highlight the need for organizational leaders to be cautious of being too narrowly focused on bottom-line outcomes and aware of the wider implications of BLM on different domains of their employees’ lives.
This study uses organizational support theory to examine how health care employees’ perceptions of teamwork influence patient satisfaction through a serial mediation involving employee well-being and ...intention to remain. The study also examines the extent to which the training that employees receive might enhance these relationships. Hypothesized assumptions are tested by multilevel analysis using data from 66,930 employees nested within 162 organizations from the British National Health Service (NHS). Our findings indicate that teamwork has a positive indirect association with patient satisfaction through employee well-being (i.e., job satisfaction and work engagement) and intention to remain, in sequence. The strength of this indirect relationship is also enhanced by training provided to employees by the organization.
Human Relations has long welcomed different types of reviews – systematic reviews, meta-analyses, conceptual reviews, narrative reviews, historical reviews – and critical essays that are original, ...innovative, of high-quality and contribute to theory building in the social sciences. The main purpose of this essay is to sketch out our current broad expectations for reviews and essays as a guide for authors and reviewers. As Editors of the journal, we do not wish to be overly prescriptive. After all, reviews may be integrative and focus on synthesis and integration to generate new concepts, frameworks and perspectives, or they may be more problematizing and contribute by identifying problematics, tensions and contradictions in a literature. Furthermore, consonant with its heritage, Human Relations invites scholarship from all research traditions across the social sciences that focus on social relations at work. It is a pluralistic, heterodox journal that will continue to publish a range of reviews and critical essays so long as authors have clear objectives and contribute meaningfully to the field. This will generally involve writing reviews and essays that seek to maximize what we see and are sufficiently complex to deal adequately with the richness and variety of the literatures and ideas considered.
Extending existing bottom-line mentality (BLM) perspectives, we provide a new theoretical account of how supervisors’ perceptions of top management BLM influence supervisors’ servant leadership (SL) ...behavior. Using role theory, we propose that these perceptions inhibit supervisors’ SL behavior by reducing their SL role conceptualization or the extent to which supervisors consider SL part of their work responsibility. Further, given that the process underlying the relationship between perceived top management BLM and supervisor SL behavior may be explained by social learning theory and human adaptive capacity perspectives, we examine the incremental validity of supervisor SL role conceptualization versus supervisor BLM and empathy as mediating mechanisms. We also propose low perspective-taking among supervisors as a boundary condition that exacerbates the negative effect of perceived top management BLM on SL role conceptualization, which then results in less servant leader behavior. Data from two multiwave field studies in China and the United Kingdom provided some support for our hypotheses. Across unique cultural contexts, our findings highlight the value of a role theory perspective in understanding perceptions of top management BLM. We discuss critical theoretical and practical implications of these findings and avenues for subsequent research.
With the recent COVID-19 pandemic, among other crises (e.g., Russia–Ukraine conflicts and recession projections) threatening organizations’ financial conditions across the globe, supervisors may not ...only encounter challenges such as job cuts that test their ethical leadership, but also experience financial insecurity themselves. However, our knowledge of why and when supervisors’ ethical leadership behaviors may be affected in such a situation remains quite limited. In this research, we draw on uncertainty management theory (UMT) to examine the potential influence of financial insecurity on ethical leadership. Specifically, we suggest that financial insecurity triggers anxiety in supervisors, which inhibits their demonstration of ethical leadership. We also propose organizational pay fairness as a boundary condition for this process, such that supervisors who perceive their pay as fair are less susceptible to the anxiety resulting from financial insecurity than those who perceive their pay as unfair. Results from two multi-source, multi-wave studies supported our hypothesized model. We conclude by discussing the theoretical and practical implications of our findings.
The recession following the 2008 financial crisis brought major changes to employees’ experiences at work. We investigate the adverse effects of two of such changes: perceived organizational distress ...and job deterioration. We also examine the extent to which institutions at national level (employment protection legislation and collective bargaining coverage) and at workplace level (employment contract and union membership) may act as buffers against these effects. Using data from 21 European countries, we show that recessionary changes were associated with reduced psychological well-being and greater levels of work–nonwork interference.
This article explores the relationships between three dimensions of contingent pay – performance‐related pay, profit‐related pay and employee share‐ownership – and positive employee attitudes (job ...satisfaction, employee commitment and trust in management). The article also examines a conflicting argument that contingent pay may intensify work, and this can detract from its positive impact on employee attitudes. Of the three contingent pay dimensions, only performance‐related pay had direct positive relationships with all three employee attitudes. Profit‐related pay and employee share‐ownership had a mix of negative and no significant direct relationships with employee attitudes, but profit‐related pay showed U‐shaped curvilinear relationships with all three employee attitudes. The results also indicated that performance‐related pay is associated with work intensification, and this offsets some of its positive impact on employee attitudes.
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