Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support

This article examines how employee perceptions of supervisory and organizational support for work–life balance, in addition to the number of work–life balance programmes available, predict a number of work–life balance outcomes including role conflict, job satisfaction, family satisfaction and turnover intentions in a sample of large private and public sector organizations in Ireland. The attitudes of HR managers towards work–life balance programmes are also explored. To account for the nested structure of the data, analyses were conducted using hierarchical linear modelling. We found that perceptions of work–life supportiveness as measured at the HR manager and immediate supervisor levels affect employee uptake of work–life programmes, employee work–life balance outcomes and turnover intentions.     

Exploring the antecedents of municipal managers’ attitudes towards citizen participation

Meaningful and representative citizen participation depends greatly on administrators’ attitudes. This study examines antecedents of municipal managers’ attitudes towards citizen participation based on their perceptions of its likely contributions and costs. Using data from two American states – New Jersey and Pennsylvania – the research found that a manager’s professional identity and knowledge of successful peer group practices involving citizens influenced both perceptions. In addition, the research found that institutional factors such as red tape and city council diversity influenced a manager’s perceptions about the cost of citizen involvement. Theoretical and practical implications of these findings are discussed.     

The effect of human resource practices on perceived organizational support in the People’s Republic of China

Using a sample of workers and managers employed by a hotel located in Southeastern People’s Republic of China, we investigated the relationship between various human resource management practices and the perceived organizational support (POS) experienced by the employees. We then investigated the effects of POS on employee satisfaction. Our data suggest that hiring practices, training, and compensation practices predict POS. These results are consistent with previous research. We also found that POS influences worker satisfaction and acts as a mediator between select HR practices and satisfaction. This study contributes to the literature by replicating Western-based findings with a Chinese sample and illustrating that the attitudes of Chinese employees can be influenced through the use of HR practices.     

Line managers’ AMO to manage employees’ performance: the route to effective and satisfying performance management

Abstract

Performance management systems are used to increase employees’ performance with the ultimate aim of increasing organizational performance. Organizations rely on line managers to implement performance management systems and to engage in a continuous process of goal-setting, feedback, coaching and performance appraisal with their employees. Drawing on the AMO theory, we predict that the effectiveness of performance management implementation will be a function of three factors. First, line managers should have the Ability to enact the activities that are involved in performance management. Secondly, they should be Motivated to perform these activities. Thirdly, line managers should have sufficient Opportunity to fulfill these activities on top of the demands from other organizational. If not, they could experience role conflict. We developed several cross-level hypotheses. The data came from 71 line managers and 318 employees working in Flemish education. Hierarchical linear modelling found that line managers’ AMO to implement performance management systems was positively related to employees’ satisfaction with the system. These relationships were mediated by employees’ perceptions that the performance management system is strong. A strong system signals that its features are salient across employees and that the system is clear and understood. This study has several theoretical and practical implications.     

Managing organizational entry in China: the roles of newcomer–supervisor exchange,incumbent support,and perceived insider status

The socialization literature has long recognized the important role of perceived insider status in facilitating newcomer adjustment, but knowledge on how to cultivate this desirable psychological state is limited. This study examines newcomer–supervisor exchange as an antecedent of perceived insider status of newcomers, which in turn facilitates their social adjustment and task mastery during organizational entry. We also explore incumbent support as a boundary condition for these effects. We conducted a survey study on 320 new employees and 92 supervisors in China. This study revealed that newcomer–supervisor exchange was related positively to newcomers’ perceived insider status, and perceived insider status mediated the positive relationships of newcomer–supervisor exchange with social adjustment and task mastery. In addition, incumbent support moderated the positive relationship between newcomer–supervisor exchange and perceived insider status, as well as the positive mediated relationships of newcomer–supervisor exchange with social adjustment and task mastery through perceived insider status. Specifically, these relationships were weaker when incumbent support was higher. Theoretical and practical implications were discussed.     

The impact of organizational and leader–member support on expatriate commitment

Using data from expatriates at MNC subsidiaries in China, this paper investigates the relationships between parent company and local subsidiary perceived organizational support (POS), leader–member exchange (LMX) and affective commitment of expatriates. The study examines the moderating effect of LMX in the relationships between both parent company and local subsidiary POS and affective commitment. Results support the relationships between both parent company and local subsidiary POS, LMX and the expatriate affective commitment, and the moderating effect of LMX in the relationships between parent company POS and affective commitment.     

To change or not to change–antecedents and outcomes of strategic renewal in SMEs

Companies need to constantly renew themselves to remain competitive in rapidly changing market environments, regardless of their size or age. Even though strategic renewal is a crucial factor for sustainable success of organizations, it is only an emergent area in literature. This article examines potential antecedents of strategic renewal and impact on firm performance. Based on 104 companies’ responses to a structured questionnaire, the empirical findings demonstrate that strategic renewal positively impacts firm performance, and that entrepreneurial orientation and organizational learning are antecedents. From a practical managerial viewpoint, our results suggest that firms following a strategic renewal approach can increase the long-term success of their organizations: Firms that are entrepreneurially oriented and willing to learn can successfully manage strategic renewal.     

Four ‘domains’ of career success: how managers in Nigeria evaluate career outcomes

Using an exploratory qualitative approach based on in-depth interviews with 38 junior and middle managers, and informed by institutional theory, this article explores how Nigerian managers conceptualise career success. Results indicate that in contrast to some Western-based research, managers prioritise ‘objective’ (e.g. achieving financial stability) over ‘subjective’ (e.g. achieving work–life balance) career outcomes. Results also indicate that the well-applied dichotomy between objective and subjective measures is insufficient to capture the complexities and nuances observed in the Nigeria context. We thus propose four ‘domains’ of career success to include personal and relational dimensions in addition to the subjective/objective criteria. This we argue is a more comprehensive, integrative and contextually sensitive ‘frame’ for the analysis of career outcomes. Our findings suggest that scholars and multinational companies interested in expanding their operations to emerging economies need to incorporate these factors into their conceptualisations and management practices.     

Strategic stances and programme performance: assessing outcomes of the US states’ delivery of the child support enforcement programme

Since being added as an amendment to the Social Security Act of 1975, the US child support enforcement (CSE) programme has provided services to both Temporary Assistance for Needy Families (TANF) and non-TANF families under the name of reducing expenditures on welfare programmes and securing children’s rights to be protected by their parents. The federal government mandates that states collect five performance measures in the CSE programme: (1) paternity establishment, (2) support order establishment, (3) current collection, (4) arrearage collection, and (5) cost-effectiveness. Implementing federal programmes does not give states full discretion, but there exists room for states to exercise discretion in developing their own strategies to effectively deliver services and improve performance. In this paper, using Miles and Snow’s strategic dimensions (1978) and Boyne and Walker’s later studies (2004), states’ strategic stances are categorized into Analyser, Prospector, and Defender, and the effects of states’ strategic stance and their internal implementation factors on the CSE performance are examined using models estimated with ordinary least square (OLS) regression and seemingly unrelated regression (SUR). The strategy classification is widely studied in private organizations, but it has relevance to current public organizations that seek to achieve improvement in performance. The results of the cross-sectional OLS and SUR models suggest that states having an Analyser stance have a positive relationship to two performance indicators (arrearage collection and Cost-Effectiveness) of the CSE programme, and states with Prospector and Defender stances are particularly significant in predicting high paternity establishment in the CSE programme, but no other performance indicator. Past performance is one of the strongest predictors of all five-performance indicators of the CSE programme. State internal implementation factors show mixed impacts in terms of significance and direction on the performance indicators of all the five models.     

Lessening the difference is more – the relationship between diversity management and the perceived organizational climate for gay men and lesbians

With a growing number of European companies following a variety of diversity management strategies, the number of companies including the ‘sexual orientation’ dimension in their diversity programs is increasing. Partially explained by the lack of research on that topic, most companies apply the risk-minimizing strategy of copying actions implemented by companies which have already done more in that field. In this context, this paper aims to provide more profound evidence for evaluating the interrelation between sexual orientation diversity management and the perceived organizational climate for gay and lesbian employees. Study 1 compares Deutsche Bank, Commerzbank and a German equivalent, showing that companies including ‘sexual orientation’ in their diversity programs can be associated with a more supportive organizational climate for gay men and lesbians. Applying a Heideggerian theoretical framework, Study 2 compares regression models based on a sample of 1308 gay men and lesbians working in Germany. It is shown that those organizational practices that lessen the difference between homosexuality and heterosexuality within the organization are more strongly related to positive psychological climates than those practices that accentuate the difference. Equalization of heterosexual and homosexual partnerships, internal thematization of homosexuality and gay marketing are associated with positive climate perceptions; LGBT networks and mentoring are not.     

Creating space for play/invention – concepts of space and organizational entrepreneurship

This paper focuses on how one can relate management thinking/practices to entrepreneurial processes in the context of formal organization. In order to do this we develop a number of related ‘spatial concepts’ providing us with the possibility of describing entrepreneurship as a ‘creation and use of space for play/innovation’. Using concepts of space, the managerial and the entrepreneurial dimensions and perspectives on organizing creativity become highly visible in the case studied. This is a field study (within the ethnographic tradition) focusing on an organizational transformation of a former public authority into a competitive limited company. A distinction between managerialism and ‘entrepreneurship as event’ is proposed as conceptually fruitful as well as useful for discussing recommendations to managers for how to handle entrepreneurial processes. A minimal and contextual role for management is suggested when aspiring to support the creations of space for play/invention, for example, for entrepreneurship as forms of organizational creativity.     

Type A behaviour at work – an empirical study of Taiwanese managers and entrepreneurs

Bortner's Type A Behaviour Questionnaires were used to explore the work behaviour of Chinese managers and entrepreneurs in Taiwan and to investigate how that behaviour was influenced by occupation, age and gender. One hundred and seventeen subjects participated in the study, of which 45 were also interviewed. The mean score on the questionnaire was 74.68, the median (74) and the mode (76) within a scoring range of 0–140. Eighty-four subjects registered scores of 80 or less (Type B behaviour) and 33 came within the mid-range of 81–120. None of the subjects registered scores of 121–40 (Type A behaviour). The highest score of 113 was registered by a female bank vice-president and the lowest (47) by a male manager working in a charitable organization and about to retire. The results are discussed within the context of Chinese cultural traditional and parenting practices, the unique characteristics of Taiwan's recent history and the subjects' career experience.     

Exploring the antecedents of born-global companies’ international development

In recent years the emergence of so-called born-global firms -firms which start their international activities from their start up- has challenged traditional theoretical assumptions about the incremental process of internationalization, giving birth to the development of a new stream of studies. In order to give a contribution to this area of studies, the purpose of this paper is to empirically test a model to explain how well some factors are able to explain the level of international development of born global companies. A mail survey was conducted within a sample of born-global Italian companies, belonging to the most representative industries for the Italian economy (metal products and machinery equipment; furniture; chemicals and food). Findings support the validity of a model including five significant predictors: uncertainty and dynamism in the firm’s industry, operating in niche-based industries, markets’ and segments’ knowledge held by the founder/managers, product innovation and firms’ innovativeness, access to networks. Findings are discussed and managerial implications are drawn.     

Effects of performance measurement system inconsistency on managers’ role clarity and well-being

In this paper we explore the impact of PMS inconsistency on managerial role clarity and well-being. In addition, we investigate if problems with PMS inconsistency can be dealt with by convincing superiors to loosen their control reactions to variances, giving managers job autonomy and providing managers with support from superiors, peers and staff functions. Based on survey responses from 799 managers in one public sector organization and 187 managers in one private sector organization we conclude that PMS inconsistency has negative effects on managers’ role clarity and well-being. This situation does not improve if superiors practice loose control; on the contrary, it seems to make managers’ work situation worse. Job autonomy and support appear to be better coping methods since they have direct positive impacts on managers’ role clarity and well-being that counteracts the negative effects of PMS inconsistency.     

The organizational infrastructure of continuous improvement – an empirical analysis

To pursue constant incremental improvements, firms must develop the dynamic capability of continuous improvement (CI). Research suggests that an organizational infrastructure is necessary to sustain CI capability. Although there have been some attempts to delineate a comprehensive model for CI infrastructure, empirical investigation is still underdeveloped. The present study explores key dimensions of the organizational infrastructure—strategic alignment, teamwork for problem solving, and goals management systems. We analyze their effects on CI capability by using a database of 266 firms. We identify the variables that underlie the organizational infrastructure through exploratory and confirmatory factor analysis of measurement items, and then we perform a structural equation model linking the infrastructure to CI capability. Our findings suggest that strategic alignment and teamwork for problem solving affect CI capability. This study contributes to the operationalization of the organizational infrastructure and to the understanding of how it affects CI capability in operations management contexts.     

The influence of entrepreneurs’ immigrant status and time on the perceived likelihood of exporting

We contribute in this paper to the scant literature on the factors and conditions influencing the development of different perceptions of potential international opportunities for immigrant and native entrepreneurs in the pre-internationalization phase. Specifically, we investigate what factors influence the perceived likelihood entrepreneurs have of exporting. Building on entrepreneurial intentions and opportunity-based entrepreneurial processes, we propose a cognitive account of perceived likelihood of exporting based on entrepreneurs’ perceptions of the desirability and feasibility of export opportunities. We investigate how the immigrant status (i.e., individual characteristics) and time (i.e., contextual factors) influence the relationship between the desirability and feasibility of exporting, and entrepreneurs’ perceived likelihood of exporting. We employ an experimental design on a matched-pair sample of 108 native and immigrant entrepreneurs in domestic technology-based firms. The results are a unique account of the cognitive antecedents of the perceived likelihood of exporting under different temporal conditions, comparing immigrant and native entrepreneurs. We discuss theoretical and practical implications.

     

Troubling some assumptions: A response to “The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda”

This Commentary is a response to the paper by Gelens, Dries, Hofmans, & Pepermans in this Special Issue on the development of a theoretical framework for talent management. The authors' central argument and hypotheses remain essentially untroubled here as this Commentary instead problematizes a central assumption of their paper which is commonly taken for granted in the talent literature—i.e., that talent is in shortage. In addition, suggestions for theory development are given and a more critical approach to the assumptions upon which talent management is based is advocated.     

What are the antecedents of women’s entrepreneurial orientation?

This study seeks to identify the antecedents of women’s entrepreneurial orientation (EO) and exploring what possible relationships that may exist between them. The research focuses on women entrepreneurs and non-entrepreneurs in a quantitative perspective whose methodology consisted of the collection of primary data through a survey distributed to women in Portugal. After structural equation modelling was applied, the results suggested that recognition of opportunities influences EO. This influence is expressed both directly and indirectly through training in management and entrepreneurial skills. These findings led to the conclusion that policies promoting training for community members, in general, need to be rethought and policies need to emphasise training in management that enhances entrepreneurial skills, thereby increasing the proliferation of entrepreneurship. Entrepreneurship education and training should be promoted from basic education onwards in order to develop entrepreneurial skills from an early age. Prior to this study, the relationships between opportunity recognition, management training and entrepreneurial skills have never been studied in relation to women.     

Is expatriation good for my career? The impact of expatriate assignments on perceived and actual career outcomes

This study examines the impact of expatriate assignments on career growth and the external marketability of US employees of a large professional services firm. We use survey and archival data to compare expatriates currently overseas, repatriates, and domestic US employees on compensation, recent promotions, and external recruiting contacts. We then examine how actual pay, promotions, and external recruiting influences anticipated salary growth within the firm and external employment opportunities. We find that despite little or no impact on their current careers, employees with overseas work experience perceived greater internal and external opportunities than domestic US employees. Implications for managers and researchers are discussed.     

Depletion or expansion? Understanding the effects of support policy use on employee work and family outcomes

Past research on the effects of employees' use of work–family support policies tends to draw on a depletion perspective suggesting that using these policies may reduce work–family conflict. The emphasis on depletion fails to consider the expansion perspective that assumes that using work resources may enrich family functioning. Using a sample of 113 matched employee–supervisor pairs and a 1‐month separation between predictor and criterion measurement, we found support for the expansion rather than the depletion perspective. Specifically, the relationships between support policy use and employee job satisfaction and family efficacy (but not organisational citizenship behaviour) were mediated by work‐to‐family enrichment; these effects were realised only for employees with high levels of family identity. In contrast, no support was found for family‐to‐work conflict as a mediator of the model.