Is there a link between how a firm manages its internal and external stakeholders? More specifically, are firms that give employees stock ownership and more say in running the enterprise more likely ...to engage with external stakeholders? This study seeks to answer these questions by elaborating on mechanisms that link employees to external stakeholders, such as the community, suppliers, and the environment. It tests these relationships using a sample of 347 private, mostly small-to-medium size firms, which completed a stakeholder impact assessment organized by the non-profit B Lab. The results support the hypotheses that both employee ownership and employee involvement are positively associated with external stakeholder engagement. Further, we found that certification plays a role, as employee ownership contributes to external stakeholder engagement only in certified B Corporations, and not in firms that merely completed the B Lab Impact assessment. Our findings have import for stakeholder engagement frameworks, as we show that there is interplay between internal employee stakeholders and external stakeholders that may be important to overall firm-stakeholder management.
This study investigates whether crafting of job demands and resources relates positively to extra-role behavior (i.e. contextual performance and creativity) through work engagement and flourishing. ...We collected data from 294 employees and their supervisors regarding employees' contextual performance and creativity. Results show that seeking resources had a positive indirect relationship with contextual performance through work engagement, and with creativity through work engagement and flourishing. Reducing demands had negative indirect relationships with both contextual performance and creativity through work engagement. We conclude that particularly seeking resources has important implications for extra-role behavior and discuss the practical implications of these findings.
•Work engagement shows stronger associations with supervisor-rated extra-role behavior than flourishing.•Job crafting both favorably and unfavorably affects work engagement and flourishing.•Seeking resources favorably affects contextual performance and creativity through work engagement.•Reducing demands unfavorably affects contextual performance and creativity through work engagement.
Despite extensive scholarly research and organizational interest in employee turnover, there remains a gap between science and practice in this area. This article bridges this gap and replaces ...several misconceptions about turnover with guidelines for evidence-based retention management strategies focused on shared understanding of turnover, knowledge of cause-and-effect relationships, and the ability to adapt this knowledge and apply it to disparate contexts. We provide new tools such as an illustration of the relative strength of turnover predictors, a summary of evidence-based HR strategies for managing turnover, and a new framework for implementing evidence-based retention strategies. We conclude with a research agenda to build on this evidence-based understanding.
Despite a growing body of research on employee voice—defined as the discretionary communication of ideas, suggestions, or opinions intended to improve organizational or unit functioning—the effects ...of shared or collective-level cognitions have received scant attention. There has also been relatively little research on voice within work groups. Our goal in this study was to address these important gaps by focusing on the effects of group-level beliefs about voice (i.e., group voice climate) on individual voice behavior within work groups. We conducted a cross-level investigation of voice behavior within 42 groups of engineers from a large chemical company. Consistent with our hypotheses, group voice climate was highly predictive of voice and explained variance beyond the effects of individual-level identification and satisfaction, and procedural justice climate. Also consistent with predictions, the effect of identification on voice was stronger in groups with favorable voice climates. These findings provide evidence that voice is shaped not just by individual attitudes and perceptions of the work context, as past research has shown, but also by group-level beliefs. The results also highlight the importance of broadening our conceptual models of voice to include shared cognitions and of conducting additional cross-level research on voice.
The idea-driven organization Robinson, Alan G; Schroeder, Dean M
2014., 2014, 2014-05-01, 2014-03-31, c2014
eBook
In their much-anticipated sequel to the bestseller Ideas Are Free (over 50,000 copies sold), Alan Robinson and Dean Schroeder explain that employee ideas are no longer a "nice-to-have" but rather the ...very lifeblood of competitiveness, culture, and strategy. Their new book shows how to align every part of the organization around generating and implementing ideas at the front line.
This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: (1) developing higher levels of ...employee trust in leaders and (2) demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees' trust in leaders and surface acting significantly mediated the relationships between ethical leadership and employee burnout, deviant behavior and task performance. We discuss the theoretical and practical implications of our findings for understanding how ethical leaders influence employees' attitudes and behavior.
This study examines why and when employees might respond to job insecurity by engaging in workplace deviance and developing intentions to leave-2 activities that are costly for organizations. Drawing ...on social exchange theory and the theory of moral disengagement, we propose that job insecurity increases workplace deviance and intentions to leave by encouraging employees to morally disengage. We further propose that the strength of the positive association between job insecurity, moral disengagement, and these outcomes is contingent upon 2 aspects of the situation-employees' perceived employment opportunities outside the organization and the quality of the exchange relationship they have developed with their supervisors (leader-member exchange, or LMX). Two time-lagged studies of Chinese workers provide support for the hypothesized 1st-stage moderated mediation model. Specifically, the indirect effect of job insecurity on organizational and interpersonal deviance and intentions to leave via moral disengagement was positive and significant when individuals had more employment opportunities or when LMX was lower but not when they had fewer employment opportunities or when LMX was higher.
Based on the Means-End Chain Theory, this paper tested the relationship between Employee perception of CSR and its effects on firms' internal outcomes (Employee Performance and Employee Corporate ...Identification) with Employee perceived Quality of Work Life (QWL) and Employee Work Motivation patterns (Intrinsic and Extrinsic) as intermediating variables in the relationship. The paper then uses structural equation model to analyse data on 235 employees from the best rural banks registered with the Bank of Ghana and listed on the Ghana Club 100. The findings show that: (1). Employees' perception of CSR relates positively to their performance and corporate identification. (2). Perceived extrinsic motives for CSR by intrinsically motivated employees weakened the positive link between their perceptions of CSR and performance. (3). A partial mediation of QWL in the relationships between perceptions of CSR, performance and corporate identification was identified. Implications for theory and practice are discussed accordingly.
Although authoritarian leadership is viewed pejoratively in the literature, in general it is not strongly related to important follower outcomes. We argue that relationships between authoritarian ...leadership and individual employee outcomes are mediated by perceived insider status, yet in different ways depending on work unit power distance climate and individual role breadth self-efficacy. Results from technology company employees in China largely supported our hypothesized model. We observed negative indirect effects of authoritarian leadership on job performance, affective organizational commitment, and intention to stay among employees in units with relatively low endorsement of power distance, whereas the indirect relationships were not significant among employees in relatively high power distance units. These conditional indirect effects of authoritarian leadership on performance and intention to stay were significantly stronger among employees with relatively high role breadth self-efficacy. We discuss how the model and findings promote understanding of how, and under what circumstances, authoritarian leadership may influence followers' performance and psychological connections to their organizations.
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