A model for diagnosing organizational behavior

This article has presented a general approach for thinking about organizational functioning and a process for using a model to analyze organizational problems. This particular model is only one way of thinking about organizations; its clearly not the only model, nor can we claim it's definitively the best model. It is one tool, however, that may be useful for structuring the complexity of organizational life and helping managers create, maintain, and develop effective organizations.     

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Using a predictive research design with data collected at three different time points over a four-year period from 277 firms in South Korea, we investigated how and when investment in employee training leads to improved organizational outcomes. The results showed that employee commitment and competence mediated the relationship between training investment and organizational outcomes. The moderated mediation analyses further revealed that the mediated relationship between training investment and organizational outcomes via employee commitment and competence was stronger when the human resources (HR) function within an organization was highly strategically oriented. Based on the results, implications for strategic HR research and practice were provided.     

Management theories linking individual and organizational level analysis in entrepreneurship research

This paper carries out a bibliographical review of the evolution of the individual level research, the new individual approaches and analyzes possible methods for the extension of entrepreneurship research to the organizational level. We also discuss about the suitability of the resource based view and network approaches. We review the management theories and paradigms which are capable of incorporating and linking individual and organizational level studies to the external context where entrepreneurs compete and seek opportunities. In this sense we refer to the resource based view and the network theory as they have been deemed the most adequate to incorporate micro level theories through a convergence of concepts, rather than by a combination or confrontation of ideas. The linking concepts of the individual and firm level theories are presented as an evolution of entrepreneurship research in a specific direction, showing the common ideas shared in the convergent point.     

A classification system for understanding individual differences in temporal orientation among processual researchers and organizational informants

This paper develops a classification system of temporal orientations in an effort to provide processual researchers with a framework for understanding the potential impact of temporal orientations on processual research methods and findings. In developing the classification system four general conceptions of time are reviewed, including physiological, objective, psychological, and socially constructed relative time. Specific dimensions of temporal orientation previously studied are identified, and additional dimensions are offered. It is suggested that temporal concerns are endemic to management and organizational processes, and that differences in temporal orientations among researchers and organizational informants should be considered when conducting processual research.     

Emotion and power (as social influence): Their impact on organizational citizenship and counterproductive individual and organizational behavior

Emotion and power as manifested in forms of social influence have been studied throughout millennia, and have recently enjoyed intense scientific scrutiny. However, their joint effects on important classes of discretionary behaviors in work organizations have not been well elaborated. This paper provides a theoretical framework derived from past research within which these joint effects are described, and offers hypotheses to guide future research. A primary theme is that emotion and social influence, when considered at individual, dyadic and organizational levels, have a reciprocal causal relationship and jointly affect organizational behavior, especially behavior that is largely discretionary, including organizational citizenship and counterproductive work behavior (OCB and CWB), as well as counterproductive organizational behavior (COB).     

The organizational context of human factors engineering

Human factors engineering concerns the design of equipment in accordance with the mental and physical characteristics of operators. Human factors engineers advise design engineers, but the organizational context limits their influence and restricts their perspective. The discussion of organizational context in this paper explains why military and industrial top management personnel are indifferent to good human factors design and shows how the social structure favors the choice of technologies that centralize authority and deskill operators and how it encourages unwarranted attributions of operator error. The role of equipment and system design in shaping cognitive maps and mental models is explored, and the technology-social structure paradigm is questioned.     

Expatriate adjustment as a multifaceted phenomenon: individual and organizational level predictors

A conceptual model is proposed that identifies critical antecedents of expatriate adjustment. Adjustment is conceptualized as the degree of fit between the expatriate manager and the environment, both work and socio-cultural. Adjustment is marked by both reduced conflict and increased effectiveness. As a multidimensional phenomenon, expatriate adjustment can be identified in psychological, socio-cultural and work domains. The model predicts that psychological and socio-cultural adjustment are the most immediate predictors of work adjustment. In this paper, it is asserted that the success of the expatriation process depends not only on the expatriate manager's competencies and skills, but also on organizational (both parent-company and local-unit) support and assistance prior to and during the assignment. Various international human resource management models are utilized to examine the organizational level antecedents of expatriate adjustment. Managerial resourcefulness, acculturation attitudes, personality dimensions and coping strategies are discussed in relation to individual predictors, whereas MNCs' international structure, value orientation, organizational life-cycle, diversity training, strategic planning and socialization are proposed as organizational predictors of expatriate adjustment.     

Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry

The importance of enhancing employee organizational commitment (EOC) is highlighted by the extensive literature revealing its positive impact on employees' job performance, reducing absenteeism and turnover rates, and improving employees' adaptability to organizational change. This study provides an insight into how EOC levels can be enhanced by examining the contextual factors that can influence EOC. Specifically, the study examines the association between cultural, organizational, and demographic factors with the level of EOC in the Australian manufacturing industry. Data were collected by a survey questionnaire from a random sample of 500 managers with the results revealing that two cultural factors (outcome orientation and stability) and three organizational factors (organizational size, perceived organizational support and job satisfaction) were found to be significantly associated with the level of EOC. Further analysis provides a preliminary insight into how to enhance the EOC of specific managers with different cultural and organizational factors found to be associated with the EOC of managers at different levels in the organizational hierarchy. The findings have important implications for practitioners attempting to improve the level of EOC of their employees with the subsequent enhancements in the level of EOC likely to contribute to improvements in productivity and growth in the Australian manufacturing industry.     

An expanded model of the factors affecting the acceptance and effectiveness of electronic human resource management systems

Despite the widespread use of eHR systems, surveys show that there may be a number of problems associated with their design and implementation [CedarCrestone (2007). CedarCrestone 2007–2008 HR systems survey: HR technologies, service delivery approaches, and metrics. Available at www.cedarcrestone.com/research.php. Retrieved July, 2008]. In an effort to overcome these problems we expanded the model of eHR acceptance and effectiveness developed by Stone, Stone-Romero, & Lukaszewski [Stone, D. L., Stone-Romero, E. F., & Lukaszewski, K. (2006). Factors affecting the acceptance and effectiveness of electronic human resource systems. Human Resources Management Review, 16, 229-244]. The expanded model provides a more detailed discussion of the communication processes underlying these systems including the effects of media and message characteristics. In addition, we offer a number of testable hypotheses based on the model that can be used to guide future research on eHR systems.     

The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

Talent management is in need of a theoretical foundation and empirical research at the level of the individual. To address these gaps, the current paper relies on the literature on workforce differentiation and provides a research agenda by introducing perceived organizational justice as a key mediator between talent management practices and differential employee reactions. We discuss employees' varying reactions to talent management on one hand and their underlying perceptions of organizational justice, on the other hand. In particular, we propose that, amongst others, an employee's high potential status serves as an antecedent for different distributive justice perceptions, while procedural interventions and relationship building can provide organizational latitude in shaping employee reactions to talent management. Research methods, challenges, and practical implications are discussed.     

Positioning,similarity and difference: Narratives of individual and organizational identities in an Australian university

This study looks at a large Australian university at a time of reform in the higher education sector to examine how the identities of individuals working within the university, as well as the university itself, were constructed. By examining the narratives that organizational members told, the study shows how academics, senior executives and general staff members constructed identities through different patterns in the interplay of similarity and difference among actors, doings and perceptions, as a result of which positions were ascribed to and taken up by individual and collective actors.     

Bringing Networks In: A model of organizational socialization in the public sector

Abstract

Integrating new employees so that they perform well, fit in well and are committed to the agency is a salient concern for public managers. Organizational socialization is the process by which new employees learn the knowledge, skills and values required to become organizational members. This article develops a model of organizational socialization grounded in newcomer social networks and set within a context of public service identity. Social network theory and methods offer a means for examining and interpreting patterns of interactions between newcomers and organizational members. This article concludes with propositions for future studies of organizational socialization and social networks.     

Entrepreneurship in action: bringing together the individual,organizational and institutional dimensions of entrepreneurial action

There is increasing recognition that entrepreneurship research needs to achieve a better balance between studying to entrepreneurial activities and setting these activities in their wider context. It is important that these good intentions are realized and one way of doing this is to bring together ethnographic research with concepts from sociology and from pragmatist thinking. In this study, field research material is interwoven with a set of key concepts to ensure that balanced attention is paid to issues at the levels of the enterprising individual, the organization and societal institutions. The field research is innovative in combining depth study of several enterprises and their founders with the analysis of broader aspects of ‘entrepreneurship in society’. It achieves this through a process of ‘everyday ethnographic’ observation, reading, conversation and ongoing analysis. In the spirit of a pragmatist conception of social science, the underlying logic of entrepreneurial action is identified. This is a logic which needs to be appreciated by all of those who wish to understand and/or engage with the entrepreneurial dimension of contemporary social and economic life.     

Turning data into donations: A predictive model for individual giving

This paper describes a predictive model developed by the Royal National Institute for Deaf People (RNID) for the evaluation of donor management strategies. The high cost of acquiring new donors means that effective donor management is essential throughout the charity sector. Early RNID analysis of donor behaviour used conventional sector approaches. This led to the development of a predictive model that uses a statistically determined segmentation system for current donors with responses of the donor base described by a Markov model. The model is used primarily to evaluate the expected rate of return of possible campaign strategies, but there are many other ways in which the approach is of value, both to the RNID and to the charity sector as a whole.     

Structural embeddedness and organizational social outcomes in a centrally governed mental health services network

Abstract

This article is an examination of the effects of network involvement, or structural embeddedness, on three organizationally based social outcomes. Specifically, we argue that in centralized, publicly funded networks an organization's structural embeddedness will be related to its trustworthiness, reputation and influence, as rated by other network members. Results from a network survey of a publicly funded health and human service network generally confirm our hypotheses and suggest additional work on the topic.     

Discretionary and transactional human resource practices and employee outcomes: The role of perceived organizational support

Utilizing perceived organizational support (POS) as the mechanism linking HR practices to employee behaviors in the workplace, we examine a broad set of HR practices in order to understand the relative importance of each HR practice (i.e., those that explain incremental variance over other practices) in influencing employee behaviors. We differentiate between discretionary and transactional HR practices to test the discretionary investment requisite of POS theory. The results show that of the eight discretionary practices, only participation and decision making directly influenced the extra‐role behaviors that employees exhibit, and only training and development directly impacted the customer‐oriented behaviors. Furthermore, one of the transactional HR practices was found to have a direct effect on organizational citizenship behavior. Our findings indicate that the performance management process, promotional opportunities, participation, and involvement in decision making affect how employees behave toward the customer and the extra‐role behaviors they exhibit. Furthermore, this occurs through the view employees develop of the organization as a place to work. That is, these four HR practices demonstrate to employees that they are valued, and, in turn, this feeling of being appreciated impacts their commitment to delivering high‐quality service to the customer and going beyond their job responsibilities. Implications for research and practice are discussed. © 2012 Wiley Periodicals, Inc.     

Another look at the role of emotion in the organizational change: A process model

The paper proposes a cognitive–emotional model of organizational change. It is argued that employees' emotions go through four sequential but distinguishable stages in the organizational change process. In the first stage, primary appraisal induces emotions that are high in arousal, mixed in hedonic tones, and are anticipatory. In the second stage, the mixed emotional experiences give way to either positive or negative emotions as a result of the secondary appraisal. The emotional experience then affects employees' coping behaviors in the third stage. In the forth stage, discrete emotions that are evaluative and have distinct action tendencies are induced. Given this changing nature of employees' emotional experiences during the organizational change process, and considering emotions' influence on individuals' attitudes and behaviors, it is suggested that change agents adjust the timing and content of the information communicated in order to promote employee acceptance to change. Implications of this conceptualization are discussed, as are directions for future research.