Purpose Drawing on social learning theory, the purpose of this study is to examine the relationship between team cohesion and employee adaptive performance directly and through employee ...ambidexterity. The study also investigates the moderating role of team empowerment climate in the relationship between team cohesion and employee adaptive performance. Design/methodology/approach Time-lagged data were collected in two waves from a sample of 212 employees from 43 teams working in software houses in Pakistan. R (lavaan package) was used to analyze the multilevel framework. Findings The findings reveal that both team cohesion and employee ambidexterity positively relate to employee adaptive performance. Moreover, employee ambidexterity mediates the cross-level relationship between team cohesion and employee adaptive performance. The results also support that team empowerment climate (a contextual boundary condition) moderates the direct relationship between team cohesion and employee adaptive performance. Originality/value The primary novelty of this study lies in developing and examining a holistic conceptual framework for a multilevel model in the software industry that incorporates team cohesion (level 2) as an antecedent, employee ambidexterity (level 1) as an underlying mechanism, employee adaptive performance (level 1) as an outcome and team empowerment climate as a boundary condition (level 2).
What drives or delivers engaged people? Employers need to focus on creating the right conditions. Employers can't impose engagement: people need to choose to engage themselves. In The Velvet ...Revolution at Work, the follow-up to his best-selling The CEO: Chief Engagement Officer, John Smythe explains that the essential ingredient of the right conditions is a culture of distributed leadership which enables people at work to liberate their creativity to deliver surprisingly good results for their institution and themselves. Using models, examples and anecdotes from his client research he goes on to demonstrate exactly how to design an engagement process; one that is integrated with your business strategy and that is sustainable.
Contents: Foreword; Introduction; Part I What is the Velvet Revolution at Work?: The velvet revolution at work - why now? Defining employee engagement; Introducing the primary levers and supporting enablers of engagement. Part II Strategy Delivered through People: Delivering Strategy and Change through Participative Interventions that Engage the Right People: Getting started and negotiating business outcomes; Your default approach to engagement: enabler or disabler?; Negotiating who should be engaged: the power of the peach; Designing and running engagement interventions that deliver fast commercial and cultural results; Sustaining the benefits of an engagement intervention; Creative dynamics that liberate breakthrough ideas. Part III Beyond the Intervention: the Engaged Organization: The evidence, Jerome Reback; Helping leaders at every level to engage their people - capability, Jerome Reback; Brand needs engaged employees to deliver the customer promise; The impact of employee engagement on internal communication; Digital technology needs the right culture to be an enabler of engagement, John Smythe with Ben Hart and Max Waldron; Objections to employee engagement; Epilogue: employee engagement: social movement or fleeting fad?; References; Index.
John Smythe, a founding partner of the Engage for Change consultancy, specialises in organisational communication and engagement. He was an organisational fellow with McKinsey, undertaking research into employee engagement, and has held senior public affairs posts for three American corporations: Occidental Oil, Bechtel Corporation and Marathon Oil. After leaving SmytheDorwardLambert in 2003, a consultancy acknowledged to be the thought leader in organisational communication, McKinsey and Company invited him to take a visiting organisational fellow role, undertaking research among sixty corporations and institutions in Europe and North America into current approaches in engaging leaders and employees in driving strategy and change. The research is available from Engage for Change. Earlier John was behind a start up in the same field called Wolff Olins/Smythe (1985-1989). He published (with Colette Dorward and Jerome Reback, fellow founders of SmytheDorwardLambert) Corporate Reputation, The New Strategic Asset in 1989. John is author of The CEO - Chief Engagement Officer: Turning Hierarchy Upside Down to Drive Performance (Gower, 2007).
This study examines relationships among high-performance work systems (HPWS), job control, employee anxiety, role overload, and turnover intentions. Building on theory that challenges the rhetoric ...versus reality of HPWS, the authors explore a potential “dark side” of HPWS that suggests that HPWS, which are aimed at creating a competitive advantage for organizations, do so at the expense of workers, thus resulting in negative consequences for individual employees. However, the authors argue that these consequences may be tempered when HPWS are also implemented with a sufficient amount of job control, or discretion given to employees in determining how to implement job responsibilities. The authors draw on job demands–control theory and the stress literatures to hypothesize moderated-mediation relationships relating the interaction of HPWS utilization and job control to anxiety and role overload, with subsequent effects on turnover intentions. The authors examine these relationships in a multilevel sample of 1,592 government workers nested in 87 departments from the country of Wales. Results support their hypotheses, which highlight several negative consequences when HPWS are implemented with low levels of job control. They discuss their findings in light of the critique in the literature toward the utilization of HPWS in organizations and offer suggestions for future research directions.
The authors investigate the employee features that, alongside overall voice expression, affect supervisors' voice recognition. Drawing primarily from status characteristics and network position ...theories, the authors propose and find in a study of 693 employees from 89 different credit union units that supervisors are more likely to credit those reporting the same amount of voice if the employees have higher ascribed or assigned (by the organization) status-cued by demographic variables such as majority ethnicity and full-time work hours. Further, supervisors are more likely to recognize voice from employees who have higher achieved status-cued by their centrality in informal social structures. The authors also find that even when certain groups of lower status employees speak up more, they cannot compensate for the negative effect of their demographic membership on voice recognition by their boss. The authors underscore how recognition of employee voice by supervisors matters for employees. It carries (mediates) the effects of voice expression and status onto performance evaluations 1 year later, which means that demographic differences in the assignment of credit for voice can serve as an implicit pathway for discrimination.
In four studies, I examine the motives for employee silence. In Study 1, I examine open-ended survey responses to determine the nature and scope of silence motives. Study 2 develops measures of these ...motives and explores their factor structure. Study 3 refines the measures and provides confirmatory evidence of factor structure. Study 4 examines relationships between the new measures and related factors (employee voice, psychological safety, neuroticism, extraversion). Results indicate that six dimensions of silence motives (ineffectual, relational, defensive, diffident, disengaged, and deviant) emerged from the data, which can be reliably measured and provide incremental value for understanding and assessing employee silence.
The future of employee development Dachner, Alison M.; Ellingson, Jill E.; Noe, Raymond A. ...
Human resource management review,
06/2021, Volume:
31, Issue:
2
Journal Article
Peer reviewed
Open access
A series of trends shaping the current workplace has changed the nature of human capital development practice to be more employee-driven. However, existing development research does not fully account ...for this shift and the anticipated benefits of employee-driven development. In this review we reflect on the current state of the employee development literature and propose a new, broader conceptualization of employee development characterized by a partnership between the employer and employee. In doing so, we offer three recommendations for how research needs to evolve to align employee development scholarship with current practices: (1) incorporate proactivity in the definition of employee development, (2) update the context for learning, and, (3) think differently about how human capital is valued. We suggest ways in which theory can be extended for increasing our understanding of several commonly used employee-driven development methods. Finally, we provide future research questions and practical suggestions based on our new conceptualization of employee development.
•This research:•Highlights the mismatch between employee development theory and practice.•Identifies factors that have changed the way development is occurring in practice.•Offers a broader, contemporary perspective of employee development.•Provides recommendations for how employee development theory should evolve.•Details examples of employee-driven development.•Establishes ideas for future research on employee development.
We provide empirical evidence on the positive effect of non-executive employee stock options on corporate innovation. The positive effect is more pronounced when employees are more important for ...innovation, when free-riding among employees is weaker, when options are granted broadly to most employees, when the average expiration period of options is longer, and when employee stock ownership is lower. Further analysis reveals that employee stock options foster innovation mainly through the risk-taking incentive, rather than the performance-based incentive created by stock options.
What would an alternative to contemporary capitalism look like? In this book, Geert Reuten sets out a detailed design of a democratic society organised in worker cooperatives, followed by an equally ...detailed democratic transition to it, thereby making a convincing case. In Reuten’s design, Workers constitute the single economic class. However, unlike in capitalism, there is no class that owns the means of production. The legal structure of worker cooperatives is such that workers have full rights to the fruits of the cooperative without owning it, and yet the state does not own the cooperatives either. Interestingly, worker councils in the economic and state domains vote on all economically relevant matters. In Reuten’s work, the free choice of occupation and of specific consumer goods is even larger than in capitalism.
This paper reports the results from a controlled field experiment designed to investigate the causal effect of unannounced, public recognition on employee performance. We hired more than 300 ...employees to work on a three-hour data-entry task. In a random sample of work groups, workers unexpectedly received recognition after two hours of work. We find that recognition increases subsequent performance substantially, and particularly when recognition is exclusively provided to the best performers. Remarkably, workers who did not receive recognition are mainly responsible for this performance increase. Our results are consistent with workers having a preference for conformity and being reciprocal at the same time.
Data, as supplemental material, are available at
http://dx.doi.org/10.1287/mnsc.2015.2291
.
This paper was accepted by John List, behavioral economics
.
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