Online boundary work tactics: an affordance perspective

Studies of work/life balance have focussed on offline settings, and even though technology is considered as a boundary‐influencing feature, social media have not been the focus. Social technologies challenge the relationship between work and private life in new ways, due to their identified affordances: visibility, persistence, association and editability (Treem and Leonardi, 2012). In this paper, we present the results of a study of social media use (Facebook and Twitter) by employees of non‐governmental organisations (NGOs), and show how, through their affordances, these technologies influence the relationship and boundaries between work and non‐work, increasing visibility and reducing individual privacy. Consequently, we observe boundary work tactics that aim to protect private life from both public and professional scrutiny, in prohibitive, reactive or active ways. Our results call for organisations to develop explicit policies or guidelines for social media use, in both their own interests and those of their employees.     

Paradoxical implications of personal social media use for work

New information and communication technologies can have paradoxical implications: they may be liberating and constraining at the same time. This field study examines the direct implications of personal social media use for work on employees’ autonomy and work pressure, and the indirect effects on exhaustion and work engagement. A total of 364 employees of three large multinationals responded to a web‐based survey. Results demonstrate the presence of a paradox, as social media for work is associated positively with both autonomy and work pressure. SNS use has indirect effects on exhaustion and engagement through autonomy, and on exhaustion through work pressure, but not on engagement through work pressure. Furthermore, one's responsiveness to colleagues’ communication decreases the relation between use and autonomy, although not between use and work pressure. Overall, employees seem more likely to be burdened by the use of social media for work than benefit from it, but managing one's responsiveness can help.     

Hybrid social media: employees’ use of a boundary‐spanning technology

Improved employee collaboration and communication can be facilitated by social technologies that extend within and beyond organisations. These social technologies have increasingly come to be represented by social media sites, which are used to extend workplace relationships across personal and professional boundaries in a hybrid role. This presents opportunities and risks as those boundaries are collapsed. Using boundary management as a theoretical lens, we evaluate the associations of relationship initiation between colleagues at different levels of organisations with employees’ strategies and their well‐being. We also investigate relationships with social media usage, age and propensity to self‐monitor and group employees using cluster analysis. We consider implications of our findings for developing more sophisticated policies, training and guidance for employees on the use of social media as a workplace tool.     

Non‐Standard “Contingent” Employment and Job Satisfaction: A Panel Data Analysis

Contingent forms of employment are usually associated with low‐quality jobs and, by inference, jobs that workers find relatively unsatisfying. This assumption is tested using data from a representative household panel survey covering a country (Australia) with a high incidence of nonstandard employment. Results from the estimation of ordered logit regression models reveal that among males, both casual employees and labor‐hire (agency) workers (but not fixed‐term contract workers) report noticeably lower levels of job satisfaction, though this association diminishes with job tenure. Negative effects for women are mainly restricted to labor‐hire workers.     

Strategic human capital management in the context of cross‐industry and within‐industry mobility frictions

Research Summary: We develop and test a theory examining how frictions that restrict mobility across industries and frictions constraining mobility within an industry can co‐occur to effectively isolate individual human capital, ultimately changing the firm's make‐versus‐buy decision for human capital. Empirically, we demonstrate that when cross‐industry frictions in the form of limited skill transferability and within‐industry frictions in the form of noncompete enforceability are both present, employees exhibit longer tenures, firms hire workers with less initial experience, firms change the amount and nature of training provided, and wages marginally increase. These findings suggest that sufficiently strong and complementary mobility frictions shift the emphasis of firms’ human capital management practices toward internal development of human capital relative to acquisition on the external market. Managerial Summary : In the face of frictions to employee mobility both within and across industries, which we capture empirically using measures of noncompete enforceability and limited skill transferability across industries, firms tend to hire less experienced workers, such workers exhibit longer tenures, and firms invest more in their training, particularly in the development of new skills. Our findings imply that for firms operating under such complementary frictions, better hiring and internal development capabilities are particularly important for performance, while those firms without such capabilities may benefit from considering ways to circumvent the mobility frictions, including moving out of the focal state or lobbying for different noncompete laws.     

Looking Innovative: Exploring the Role of Impression Management in High‐Tech Product Adoption and Use

Although consumer adoption of high‐tech innovations is certainly influenced by the product's functional benefits, can the use of a new product confer social benefits as well? Specifically, can the mere use of an innovative product convey the impression that the user is an innovative person? Impression management (IM) is a well‐established phenomenon in social psychology that refers to the human tendency to monitor, consciously or unconsciously, the efficacy of his or her communication of self to others. This research explores the role that IM motivations, or “looking innovative,” play in consumers' use of new high‐tech products, especially in the workplace—an environment in which innovativeness is clearly valued by employers and, thus, individuals have strong motivations to convey innovativeness as a personal characteristic. Data from both ethnographic and experimental methods demonstrate that (1) the use of new high‐tech products can be a surprisingly effective social signal of one's “tech savvy” and personal innovativeness; (2) this impression even significantly increases positive evaluations of secondary traits such as leadership and professional success; and (3) this effect differs by gender. Intriguingly, stronger benefits accrue for women than for men—a finding that runs counter to the backlash effect typically found in IM research in business settings (i.e., female job evaluations typically suffer after engaging in the same self‐promoting IM strategies that benefit their male counterparts). Further, the data show that, even for professional recruiters, a momentary observation of a job candidate using a new high‐tech product versus a low‐tech equivalent significantly increases the candidate's evaluation and likelihood of being hired.     

The dark side of office designs: towards de‐humanization

Recent research on flexible office designs have shown that open‐plan and/or flex offices may not have the expected effects in terms of employees’ productivity, well‐being, job satisfaction, organizational commitment, and retention. In this article, we propose to consider that the feeling of de‐humanization may explain such dark side of office designs. Adopting a mixed methods approach, we administrated a quantitative survey to 534 employees working in a variety of office designs, and conducted 12 semi‐structured interviews among the respondents to the survey in order to investigate how they experienced their office designs, notably in terms of de‐humanization. Results showed that the three specific office designs under study (i.e. cell, open‐plan, and flex offices) are associated with different levels of de‐humanization and that this feeling of de‐humanization mediates their impact on employees’ job satisfaction, affective organizational commitment, extra‐role performance, psychological strains, and turnover intentions. Interviews’ analysis reveals three main mechanisms in the development of the feeling of de‐humanization in such office designs: a triple feeling of dispossession (of space, voice and professional mastery), a feeling of abandon and an injunction to adopt a modern behaviour.     

The Impact of Innovative Culture on Individual Employees: The Moderating Role of Market Information Sharing

Current innovation literature provides a very limited understanding of the potential impacts of innovative culture on employees. Building on resource‐based view theory, the authors investigate theoretically and empirically how a perceived innovative culture can be a building block for a firm's competitive resource and advantage by creating superior employee‐level outcomes and how a market information‐sharing process may moderate these effects. The authors identify three distinct types of individual‐level outcomes stemming from an innovative culture. The three outcome variables—job satisfaction, organizational dynamism perception, and firm performance perception—reflect employees’ psychological and cognitive reactions to the process of creating organizational innovation and innovative culture. The authors collect survey data from 3960 individual employees in China. Their findings first show that a perceived innovative culture significantly and positively affects employees’ job satisfaction and perceptions of organizational dynamism and firm performance. Moreover, organizational dynamism perception plays an important mediating role among three employee‐level outcomes by converting job satisfaction into firm performance perception. The authors also find support for the direct, positive effect of a perceived market information‐sharing process on job satisfaction but not on perceptions of organizational dynamism and firm performance. Most importantly, their findings on the significant moderating role of a market information‐sharing system contribute to innovation theory by emphasizing the importance of the innovation/marketing interface: bundling market information sharing and innovative culture together enhances employees’ positive attitudes and perceptions. This result also suggests that examining only the direct effects of innovative culture and market information sharing may lead to incorrect conclusions as to how to manage the cultural infusion process: the market information‐sharing process shows only a weak effect on job satisfaction and no effect on perceptions of organizational dynamism or firm performance. Organizational designs should ensure simultaneous consideration of both variables in the cultural transformation process to enhance employees’ derived benefits in the process of creating an innovative culture. We offer a new insight: a perceived market information‐sharing process may strengthen the effect of an innovative culture on employees’ job satisfaction and organizational dynamism perception, while it may weaken the effect of an innovative culture on firm performance perception. This more nuanced view of market information sharing in the cultural infusion process presents new wisdom and calls for further studies in entrepreneurial innovation.     

Whistle‐blowing in the digital era: motives,issues and recommendations

With the ever‐increasing popularity of social media, whistle‐blowing, which generally refers to the disclosure of organisational wrongdoing, has entered a new era. Whistle‐blowing via virtual platforms has transformed not just the channel of disclosure, but also the associated motives, processes and outcomes. The impact on the whistle‐blower, the organisation and the public can often be accelerated and is seen as being more significant than traditional whistle‐blowing through internal means or external dedicated authorities or journalists. Yet systematic research on this changing phenomenon is just emerging, and regulation (e.g. for rewards, safeguards or protection) is lagging behind. In this paper, we specifically examine the impetus, as well as the benefits and drawbacks, of using online channels such as social media, blogging or websites, for whistle‐blowing by both employees and non‐employees, taking into consideration recent case law and development. A number of recommendations are proposed for virtual whistle‐blowers, organisations and governments.     

Incentive Redesign and Collaboration in Organizations: Evidence from a Natural Experiment

Research summary : Separating the individual from the social effects of incentives has been challenging because of the possibility of synergies in team production. We observe a unique natural experiment in a South Korean e‐commerce company in which a switch from pay‐for‐performance to fixed (but different) salaries took place in a staggered and effectively random manner across employees. In this case, social and individual effects perspectives make opposing predictions, enabling a critical test. We find evidence consistent with social effects of incentives, particularly as predicted by goal framing theory. The results have implications for the design of incentives to foster collaboration, organizational learning, and organizational performance. Managerial summary : Managers often neglect the deeper hypothesis behind pay‐for‐performance schemes—that people primarily care about how much they are individually paid. An opposing school of thought contends that incentives have social effects too—that individuals care about not only what they receive but also what their peers receive. It is difficult to say whether individual or social effects would be more salient in a context, without a proper experiment with randomization. We exploit a rare opportunity provided by a company that changed its incentive system in a random order, thus unintentionally creating a natural experiment. The results strongly validate the existence of social effects of incentives, but also make the general case for the opportunity to learn from experimenting with organization design in a systematic manner. Copyright © 2017 John Wiley & Sons, Ltd.     

Union Co‐operation in a Context of Job Insecurity: Negotiated Outcomes from Teamworking

This paper explores the ‘mutual gains’ argument that employees benefit when teamworking is introduced alongside employee involvement in problem‐solving and within a co‐operative industrial relations climate. It reports worker outcomes from negotiations to introduce teamworking across two steelworks. Moderate union branches and employees at one of the works (Scunthorpe) co‐operated with managers in joint problem‐solving teams to redesign work. However, contrary to mutual gains expectations, greater job insecurity at this works coerced union branches to accept teamworking agreements containing extensive demanning and a pay increase for fewer employees. Employees perceived greater job security at the other works (Teesside) and by rejecting joint problem‐solving with managers, militant union branches protected more jobs and extracted higher payment for teamworking. The findings indicate that job insecurity can lead co‐operative unions down a slippery slope of coerced co‐operation restricting employee benefits from teamworking.     

The Part‐Time Job Satisfaction Puzzle: Different Types of Job Discrepancies and the Moderating Effect of Family Importance

Although part‐time employment often appears as a substandard form of employment, evidence that part‐time employees are less satisfied than full‐time employees is ambiguous. To shed more light on this puzzle, I test an extended discrepancy theory framework using data from the German Socio‐Economic Panel. The results help explain previous inconsistent findings: Part‐time employment increases the chances of being underemployed while it reduces the likelihood of working more hours than preferred, and the negative effects of both types of working time mismatches on job satisfaction are similar in size. Furthermore, the importance attributed to family roles mitigates the negative effect of part‐time employment on job satisfaction.     

The web as an information source for sales recruits: Its effectiveness in aiding anticipatory socialization of salespeople

Do firms' web pages contain information that will aid in the proper anticipatory socialization of sales recruits? While most Fortune 100 firms' web pages included general information (e.g., financials, news, product information), few listed industry information or provided an easy contact method for more information. Almost none included video or audio components, sales-specific pieces of information, or candid information about the selling job or the firm. Results of a convenience sample of potential recruits stress the importance of firms conducting primary marketing research in order to discover exactly what their recruits desire in a web page.     

Your Money or Your Life: Changing Job Quality in OECD Countries

Job quality may usefully be thought of as depending on both job values (how much workers care about different job outcomes) and the job outcomes themselves. Here, both cross‐section and panel data are used to examine changes in job quality in OECD countries during the 1990s. Despite rising wages and falling hours of work, overall job satisfaction is either stable or declining. These movements are neither due to changes in the type of workers nor because of changes in their job values. Some pieces of evidence point to stress and hard work as being strong candidates for what has gone wrong with employees’ jobs. We find evidence of increasing inequality in a number of job outcomes. Some groups of workers have done better than others: the young and the highly educated have been insulated against downward movements in job quality, and there is tentative evidence that trade unions may have protected their members against adverse job outcomes.     

Reducing salesperson job stress and unethical intent: The influence of leader-member exchange relationship,socialization and ethical ambiguity

PurposeThe purpose of this paper is to better understand the role of LMX relationship in the business-to-business ethical decision making process. Drawing on leadership and ethical decision making theory, this paper develops and tests a model that examines the relationships among LMX, work-group socialization, ethical ambiguity, job stress and unethical intention in the salesforce.Design/methodology/approachThe sample includes 408 business-to-business salespeople. Structural equation modeling is used to test the study's hypotheses.FindingsFindings suggest that LMX relationship quality directly affects ethical ambiguity, work-group socialization and unethical intent. Work-group socialization is related to ethical ambiguity, which affects job stress. Job stress is positively related to unethical intent.Research implicationsEmpirical tests support six of eight hypotheses and suggest managerial implications and directions for future research.Originality/valueThis paper develops and tests a model that examines the relationships among constructs not previously examined, as they relate to LMX and ethical decision making.     

Making sense of new technology during organisational change

This article examines how employees interpret the use of various social media and web 2.0 technologies by managers of an organisation during a merger process. The article explores the way in which managers use technology to give sense to the merger process, the corresponding sensemaking of employees and also how employees make sense of the use of technology itself. The findings show that new media enables the sharing of emotional sense about organisational processes between managers and employees and places employees with different levels of involvement with the process and at different points in the organisational hierarchy on equal footing. In spite of this, employees view the use of technology negatively and feel mastered by the technology itself. In discussing these unintended consequences of the use of this technology, the article further discusses the paradoxes that emerge from using new technology to give sense during organisational change.     

Employee share ownership and job attitudes: The effects of share sale

Although the association between employee share ownership and job attitudes has been documented in the literature, little attention has been paid to the association with share sale. This study uses discriminant analysis, based on selected job attitudes, to generate a function to distinguish between employees who were or were not shareholders in a large financial institution. The discriminant function was then used to classify those employees who had been shareholders but who had subsequently sold their shares. The evidence indicated that those who had sold their shares had similar job attitudes to existing shareholders and dramatically different job attitudes from those who had never purchased shares. Conjectural insights are offered into the original effect of share purchase on job attitudes.     

Strategic planning as a complex and enabling managerial tool

Research summary : The role of the strategic planning process in the ongoing generation of innovative knowledge is vital to the survival and growth of a firm, especially when technologies and market conditions are rapidly changing. We analyze data from a survey of firms in high‐technology industries to determine whether it is possible to break the commonly experienced trade‐off between strategic planning's positive influence on firm profitability and its negative influence on firm innovation. We draw on Adler and Borys's (1996) conceptualization of bureaucratic process types to identify several firm characteristics that have the potential to affect whether employees perceive strategic planning as enabling to their creative endeavors. We find that contingent effects between strategic planning and the identified firm characteristics exist that can break the trade‐off. Managerial summary : A tension exits in the literature about whether strategic planning hurts or helps innovative activity. Our analysis of data from 227 business units in high‐technology industries indicates that strategic planning is a complex process that can be perceived by employees as enabling or coercive. Our results confirm that strategic planning negatively affects innovative activity but positively affects profitability for average firms. We find, however, controllable firm characteristics—risk‐taking and knowledge‐based reward systems—affect the trade‐off. Given the higher levels of risk‐taking and knowledge‐based reward systems, firms can use strategic planning to achieve both high returns on investment and a high level of innovative activity. Copyright © 2015 John Wiley & Sons, Ltd.     

Why do off‐shored Indian call centre workers want to leave their jobs?

Employee turnover is a major problem in off‐shored Indian call centres. Agents who service Western customers often face hostility and racial abuse because of who they are and where they are located. A substantial part of job‐related training focuses on teaching employees to manage their identity and modify their accent. Based on a sample (n = 211) of Indian call centre workers servicing international customers, we explore these issues and investigate how they affect employee turnover intentions. The study utilises Taylor and Bain's (2005) distinction between factors particular to the Indian context and those more generic to the call centre labour process to better understand the drivers of turnover. We found that a number of distinctive factors including accent modification difficulty, stigma consciousness, racial abuse and perceived favouritism were associated with turnover intentions. The study also revealed that certain job‐related factors related to intentions to leave, including routinisation and poor promotional opportunities.     

Changing requirements and mental workload factors in mobile multi‐locational work

Working in multiple locations creates continuously changing physical, virtual and social settings for mobile employees. This paper shows, by exploring locally and globally moving employees, that changing environments arouse varying perceptions of both well‐being and stress. The identification of mental workload factors is necessary both for working in and managing mobile, multi‐locational work.