Investigating the Underlying Structure of the Citizenship Performance Domain

The purpose of this research was to delineate the conceptual organization of the contextual or citizenship performance domain. Similarity data were generated through the inductive content sorting of citizenship performance behavior (CPBs) categories and analyzed via exploratory factor analysis, multidimensional scaling (MDS), and a subsequent cluster analysis associated with the MDS. The current research resulted in a hierarchical integrated model providing a structural framework for this domain. When this framework is applied to a number of previously developed theoretical or empirically derived models, it appears to capture the constructs associated with the models, identifies similar constructs between the models and clarifies the relationships between our model and these previously developed models. Overall, the proposed integrated model has the potential to provide a much-needed framework to represent the underlying structure of the citizenship performance domain. However, models at different levels of specificity are likely to be useful for different applications.     

Is coworker feedback more important than supervisor feedback for increasing innovative behavior?

A growing body of research explores human resource management practices that encourage employees to innovate. In this study, we examine the links between different sources of feedback (supervisor and coworker) and employees’ innovative behavior. Drawing on social exchange theory and the job demands‐resources theory, we first propose that work engagement and psychological contract breach mediate the relationship between supervisor feedback and employees’ innovative behavior. Second, we propose a moderated mediation model in which coworker feedback attenuates the relationships between supervisor feedback and employees’ innovative behavior through the mediating mechanisms of both work engagement and psychological contract breach. Using three waves of multisource data from 300 Chinese employees and their 64 supervisors, we found a dual‐mediation pathway by which employees’ work engagement and perceptions of psychological contract breach mediate the influence of supervisor feedback on innovative behavior. Our results also show that coworker feedback can be used to supplement the lack of supervisor feedback when required. Organizations are advised to ensure that employees obtain regular feedback from multiple sources because such feedback can promote employees’ work engagement and perceptions that the organization is upholding its side of the psychological contract, which fosters employees’ innovative behavior.     

The dynamic adjustment of environment, strategy, structure, and resources on firm performance

Under the uncertainty of external environment, how do the firms exploit resources, adjust organizational structures, and adopted proper strategies to gain the better performance is an important issue. Many theories have been proposed to explain this phenomenon. Structure-conduct-performance model suggest that industry structure influences the firm behavior and determines the performance of individual firms and of the industry as a whole. Strategy-structure-performance model suggest that strategy must dictate organizational structure, which in turn influences performance. The environmental perspective considers external environments. Resource-Based View suggests that management must focus on the values of resources to generate sustained competitive advantages and to improve performance. Dynamic adjustment among environment, strategy, structure, and resources can become primary causes of the firm performance. The purpose of this paper is to clarify the gaps between different theories and to complement the existing theories. This paper confirmed the measurement of the constructs first and competing models were used to examine dynamic adjustment among constructs and the relationships to firm performance. The results demonstrated that most of the relationships among constructs were supported and support the dynamic adjustment of the constructs. When facing uncertain environments, firms tend to use competition strategies as well as cooperation strategies; firms tend to formalize organizational structures and to amass resources. Firms which conduct cooperation strategies and possess more resources will attain better performance levels than those that do not. As to the theoretical models, the structure-conduct-performance model and the environmental perspective were supported. Practitioners should recognize the importance of the industrial and environmental factors.     

Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.     

High‐Performance Work Systems and Teachers’ Work Performance: The Mediating Role of Quality of Working Life

This article examines the role of quality of working life (QWL) in the relationships between high‐performance work systems (HPWSs) and employee in‐role performance and extra‐role behavior. Using the data from 1,051 teachers and their immediate supervisors in 63 Chinese schools, we performed multilevel analysis to test meso‐mediation models. The results showed that HPWSs directly and indirectly influence teachers’ in‐role performance and extra‐role behavior through the mediation of QWL. These findings demonstrate that QWL is an important conduit of the relationships between HPWSs and employee work behaviors. The article concludes by discussing the implications for management and future research. © 2014 Wiley Periodicals, Inc.     

Partial information and volatility in a two-bloc world

This paper examines the effects of partial information on volatility and on the design of simple feedback rules in a rational expectations context. Previous studies have investigated these effects using small analytical models. Here we employ an empirical two-bloc model derived from the OECD Interlink model. The main conclusions are that when current asset prices are observed, but GDP is observed with a delay, then the effect on volatility is small, compared to the full information case. Likewise the choice of simple feedback rules is little affected, although a non-optimal use of information in their design may lead to a deterioration in performance.     

Impact mechanism of supervisor developmental feedback on employee workplace learning

Based on the mental simulation duality, this paper adopts the expected successful performance and self-goal setting as mediating variables and takes the dual system theory. This paper constructs a chain mediating model in which supervisor developmental feedback affects employee workplace learning. A study of 449 samples proves that supervisor developmental feedback can significantly improve employee workplace learning; expected successful performance and self-goal setting are significant independent mediating variables in the positive impact of supervisor developmental feedback on employee workplace learning; the supervisor developmental feedback promotes self-goal setting through expected successful performance and then positively affects employee workplace learning.     

Feedback frequency and appraisal reactions: a meta-analytic test of moderators

Abstract

Performance appraisals provide employees with feedback that helps them improve subsequent performance, with acceptance of feedback as a key precondition to improve performance. In this study, we use the due process model of performance feedback to better understand predictors of favorable employee reactions to performance appraisal. The due process model views knowledge of performance standards and frequent feedback as aspects of adequate notice in performance appraisal, and as key predictors of favorable appraisal reactions. Empirical findings to date, however, have been inconsistent on this issue. Feedback frequency has not been consistently related to appraisal reactions in primary studies, suggesting the potential for moderator effects. We therefore meta-analyzed the relationships between knowledge of performance standards and feedback frequency with appraisal reactions through the due process lens with performance rating favorability and knowledge of performance standards as moderators. Our findings suggest prior inconsistent results could be partly explained by the moderating effects of performance rating favorability and knowledge of performance standards on the relationship between feedback frequency and appraisal reactions. We discuss the implications of our results for theory, research and practice.     

Feedback orientation: A meta-analysis

Feedback orientation reflects an individual difference in one's receptivity to feedback. We present the results of a meta-analysis of the feedback orientation literature. Based on k = 46 independent samples, representing n = 12,478 workers, meta-analytic results suggest that feedback orientation is positively related to learning goal orientation (r_c = 0.39), job satisfaction (r_c = 0.33), work performance (r_c = 0.35), and feedback seeking (r_c = 0.43). Meta-analytic regression and dominance analysis was used to tease apart how related informal feedback constructs (i.e., feedback seeking, feedback environment, & feedback orientation) aid in the prediction of outcomes, above and beyond two established predictors of job attitudes and work performance: role clarity and leader-member exchange. We also present an interactive exploratory data analysis tool to aid in developing future research questions regarding the connection between informal feedback constructs and work outcomes.     

Competency Models at Work: The Value of Perceived Relevance and Fair Rewards for Employee Outcomes

The purpose of this study was to generate empirical knowledge on how employees perceive and respond to competency models at work. A cross‐sectional survey of 278 employees in four Norwegian organizations showed that competency models perceived as strategically and personally relevant and fairly rewarded were positively related to supervisor‐rated work effort and organizational citizenship behavior (OCB) and self‐rated “employability” outcomes. Exchange relationships mediated the link between competency model perceptions and work effort and OCB. Social exchange relationships marginally mediated the link between competency model perceptions and employees' openness to job‐related changes and engagement in activities aimed at improving one's employability. © 2013 Wiley Periodicals, Inc.     

The Dynamic Production Axioms and System Dynamics Behaviors: The Foundation for Future Integration

Realistically, organizational and/or system performance is dynamic and non-linear. However, in the efficiency literature, system performance is frequently evaluated considering linear combinations of the input/output variables and without explicitly taking into account the causes of efficiency behavior nor the dynamic behavior of systems. Policy decisions based on these results may be sub-optimized because the non-linear relationships among variables, causal relationships, and feedback mechanisms are ignored.This research takes the initial step of evaluating system performance in a dynamic environment, by relating the factors that effect system performance to the policies that govern it. To accomplish this, this paper extends the concepts of the static production axioms into a dynamic realm, where inputs are not instantaneously converted into outputs. The relationships of these new dynamic production axioms to the basic behaviors associated with system dynamics structures are explored.     

The influence of performance feedback frequency and affective commitment on the sunk cost effect

The purpose of this study is to explore how combined effect of feedback frequency of investment performance and manager's affective commitment on reduction of the sunk cost effect. To this end, we designed an experimental questionnaire to collect data from production managers of electronics manufacturing companies listed on Taiwanese stock markets and used a hierarchical regression model to examine the relationships among variables. The results from 336 samples showed that just considering performance feedback frequency or affective commitment does not necessarily reduce the sunk cost effect. Only high feedback frequency jointed with high affective commitment can suppress the willingness of manager to continue a disadvantageous investment project.     

Team trust over time: Modeling reciprocal and contextual influences in action teams

Team trust is increasingly being recognized as important for team performance, but little is currently understood about how it develops and evolves over the course of a team's lifespan. Because trust and related team constructs are inherently dynamic, this represents a critical gap in the literature that needs to be addressed before team trust can be fully understood and effectively facilitated in practice. Of particular relevance to these gaps are action teams – those that come together to perform under time-constrained, yet often high-stakes conditions. While scholars have begun to explore how trust develops in these contexts, little is understood about how it evolves over time. As such, we propose a theoretical model of team trust in action teams that incorporates its dynamic nature, models the reciprocal relationship between team trust and team performance, delineates unique mediating pathways based on the team's progression in the multiphasic performance cycle, and considers the role of moderating influences that may strengthen or attenuate the impact of performance feedback on subsequent team trust. Specific research implications are discussed, providing a rich foundation for future empirical studies, and ultimately, the generation of evidence-based interventions for facilitating trust as teams cycle through multiple performance episodes over time.     

Relationships among open innovation,innovative performance,government support and firm size: Comparing Brazilian firms embracing different levels of radicalism in innovation

This work extends knowledge concerning the relationships among open innovation, innovative performance and government support for innovation within Brazilian firms. Data were obtained from two different firm samples (Sample A, on incremental innovation, and Sample B, on radical innovation). The main research results are as follows. First, in considering government support for innovation, Sample B, based on radical innovation, played a superior and stronger role than Sample A. Secondly, for both samples, the cooperation of external firms has a positive effect on firms’ innovative performance, which was positively controlled by the size of the firms. Thirdly, in general, radical innovation requires synergy and a more intense focus regarding the constructs considered therein. This work also adds value in methodological terms, as this is the first research to have tested different models of samples with different levels of radicalism in innovation.     

Erratum to ‘Inventory record inaccuracy: Causes and labor effects’

Inventory record inaccuracy (IRI) is a pervasive problem in retailing and causes non-trivial profit loss. In response to retailers’ interest in identifying antecedents and consequences of IRI, we present a study that comprises multiple modeling initiatives. We first develop a dynamic simulation model to compare and contrast impacts of different operational errors in a continuous (Q, R) inventory system through a full-factorial experimental design. While backroom and shelf shrinkage are found to be predominant drivers of IRI, the other three errors related to recording and shelving have negligible impacts on IRI. Next, we empirically assess the relationships between labor availability and IRI using longitudinal data from five stores in a global retail chain. After deriving a robust measure of IRI through Bayesian computation and estimating panel data models, we find strong evidence that full-time labor reduces IRI whereas part-time labor fails to alleviate it. Further, we articulate the reinforcing relationships between labor and IRI by formally assessing the gain of the feedback loop based on our empirical findings and analyzing immediate, intermediate, and long-term impacts of IRI on labor availability. The feedback modeling effort not only integrates findings from simulation and econometric analysis but also structurally explores the impacts of current practices. We conclude by discussing implications of our findings for practitioners and researchers.     

High‐performance work systems and creativity implementation: the role of psychological capital and psychological safety

Unimplemented creative ideas are potentially wasted opportunities for organisations. Although it is largely understood how to encourage creativity among employees, how to ensure this creativity is implemented remains underexplored. The objective of the current study is to identify the underlying mechanisms that explain the relationship between high‐performance work systems and creativity implementation. Drawing from the job demands–resources model, we explore a model of psychological capital and psychological safety as mediators in the relationship between high‐performance work systems and creativity implementation. Based on 505 employee survey responses, the findings show support for the mediating relationships, highlighting the importance of psychological mechanisms. The study has important implications for HRM, uncovering how people management practices can encourage creativity implementation in the workplace.     

Inventory record inaccuracy: Causes and labor effects

Inventory record inaccuracy (IRI) is a pervasive problem in retailing and causes non-trivial profit loss. In response to retailers’ interest in identifying antecedents and consequences of IRI, we present a study that comprises multiple modeling initiatives. We first develop a dynamic simulation model to compare and contrast impacts of different operational errors in a continuous (Q, R) inventory system through a full-factorial experimental design. While backroom and shelf shrinkage are found to be predominant drivers of IRI, the other three errors related to recording and shelving have negligible impacts on IRI. Next, we empirically assess the relationships between labor availability and IRI using longitudinal data from five stores in a global retail chain. After deriving a robust measure of IRI through Bayesian computation and estimating panel data models, we find strong evidence that full-time labor reduces IRI whereas part-time labor fails to alleviate it. Further, we articulate the reinforcing relationships between labor and IRI by formally assessing the gain of the feedback loop based on our empirical findings and analyzing immediate, intermediate, and long-term impacts of IRI on labor availability. The feedback modeling effort not only integrates findings from simulation and econometric analysis but also structurally explores the impacts of current practices. We conclude by discussing implications of our findings for practitioners and researchers.     

The effects of virtualness on teamwork behavioral components: The role of shared mental models

Virtual teams are an essential part of work organizations. They help organizations utilize skills and expertise regardless of where they are located. The virtual team literature suggests that these teams often experience process losses compared to their face-to-face counterparts. In this paper we propose that as virtualness increases, a team's shared mental models become more complex; this limits the effectiveness of particular teamwork behaviors: mutual performance monitoring, backup behavior and adaptation. We identify specific factors that are reflected in increased mental model complexity of virtual teams. Further we examine the moderating role that the accuracy and similarity of these shared mental models as well as the level of virtualness has on the relation between complexity and teamwork behaviors. Finally, we examine the effects of training inventions on mental model accuracy. To this end, we review the existing literature to develop a model and specific propositions.     

Robbing Peter to pay Paul: Feedback environments and enacted priorities in response to competing task demands

In this article, we present a model of how the feedback that surrounds performers as they do their work affects their attention and effort allocation in multiple goal situations. Differences in the frequency, specificity, and source of feedback for the multiple goals that performers hold are posited to affect attention and effort allocations. By differentially allocating their efforts in response to the feedback environment, performers often enact priorities that may or may not match the assigned priorities of the organization. These attention and effort allocations are posited to affect relative performance on the goals performers hold (or are assigned). Practical implications for performance management in organizations are addressed.