Employee Perceptions of Job Influence and Organizational Participation Employee Perceptions

An analysis using British matched employer-employee data finds that workers in establishments operating employee participation schemes feel that they have greater influence over their jobs. Schemes involving broader forms of participation, such as representative participation and briefing groups, are shown to be more strongly associated with greater influence than those of a more focused type, such as quality circles and work teams. There is little evidence of a strong positive interaction between these types of schemes.     

The impact of managerial change on team performance in professional sports

Over a quarter-century of match-level data are used to examine the effect of managerial change on team performance in English (association) football, using ordered probit regression. On average, teams that changed their manager within-season are found to under-perform over the following 3 months. Managerial change also increases the variance of the non-systematic component of performance in the short term. The high incidence of within-season managerial change in English football may be a consequence of team owners gambling that an increased variance may help produce an improvement in performance sufficient to stave off the threat of relegation.     

Employee job rights: Foundation considerations

Employee job rights have become a controversial issue, with some courts ruling employees have a fundamental right in retaining their job. Employment at will and assigning the worker a property right to his job are examined from three paradigms of social interaction. An alternative model is presented, and is more consistent with each of the three paradigms. Rick Molz is Assistant Professor of Management at Clarkson University. He was Vice-president of the Hickson Electric Corp. from 1975–1981. His articles have appeared in such journals as The Journal of Business Strategy and Business Horizons.     

Information systems, incentives and the timing of investments

The purpose of this paper is to study the effects of introducing information systems into a model featuring managerial incentive problems and investment opportunities that are mutually exclusive over time. In a principal-agent model in which a manager (agent) has superior information about investment costs, we introduce information systems, the signals from which are available to both the manager and the owner of the investment opportunity, which allow the owner to decrease the manager's informational advantage.We examine (i) the characteristics of the optimal information systems; (ii) the effects of such information systems on the owner's investment and compensation choices and on the value of the investment opportunity to the owner; (iii) the effects of such information systems on the timing of investment; (iv) the effects of such information systems on the overall probability of investment; and (v) when the owner might want to improve the information system at a particular point in time.     

Organizational Citizenship Behavior and Role Breadth: A Meta‐Analytic and Cross‐Cultural Analysis

We provide a meta‐analysis of the empirical literature concerning role breadth, defined as the degree to which employees consider organizational citizenship behavior (OCB) to be an inherent part of their job. Results based on a combined sample size of 9,222 showed: (a) Confucian Asians consider OCB as part of their job to a greater extent than do their Anglo counterparts; (b) affiliative kinds of OCB (e.g., helping, conscientiousness, and courtesy) are more likely to be considered part of one's job than are change‐oriented OCB (e.g., voice, taking charge, and initiative); and (c) OCB‐inclusive role breadth correlates strongly with OCB (r_c = .43). The implications of these findings for human resources practice, such as competency modeling, employee selection and training, organizational rewards, and employee‐employer/supervisor relations, are discussed. © 2013 Wiley Periodicals, Inc.     

How Does High-Frequency Trading Affect Low-Frequency Trading?

High-frequency trading dominates trading in financial markets. How it affects the low-frequency trading, however, is still unclear. Using NASDAQ order book data, the authors investigate this question by categorizing orders as either high or low frequency, and examining several measures. They find that high-frequency trading enhances liquidity by increasing the trade frequency and quantity of low-frequency orders. High-frequency trading also reduces the waiting time of low-frequency limit orders and improves their likelihood of execution. The results indicate that high-frequency trading has a liquidity provision effect and improves the execution quality of low-frequency orders.     

Municipalizing American Waterworks, 1897-1915

We consider three explanations for public ownership: publicinterest, regulation, and a transaction cost interpretation.We employ a large dataset containing information on the municipalacquisition of U.S. private water companies between 1897 and1915. Those data allow us to isolate the effects of high waterrates, water quality, financial difficulties, extensivenessof distribution system, and the like in determining the probabilityof subsequent municipal takeover of companies that were privatein 1897. After controlling for such factors, we find evidenceconsistent with a transaction cost interpretation of municipalacquisition. We find relatively little support for regulation-basedor public interest interpretations. Our evidence indicates thatmunicipalities were unable to credibly precommit to not expropriatingvalue from private water companies once investments were made,resulting in a rational reduction in investment in water provisionby private companies. Local governments, in turn, used thisrational underinvestment as a pretext for municipalizing privatewater companies.     

Information Technology Professionals’ Perceived Organizational Values and Managerial Ethics: An Empirical Study

This paper summarizes the results of an analysis of empirical data on ethical attitudes of professionals and managers in relation to organizational core values in the Information Technology (IT) industry. This study investigates the association between key organizational values as independent variables and the ethical attitudes of IT managers as dependent variables. The study also delves into differences among IT non-managerial professionals, mid-level managers, and upper-level managers in their ethical attitudes and perceptions. Research results indicated that IT professionals from mechanistic organizations were much more likely to report – compared to those from organic organizations – that managers in their corporate environment engage in behaviors considered unethical and that successful managers were more unethical relative to unsuccessful managers. There were significant differences between the upper-level managers and the mid-level managers and between the mid-level managers and the IT non-managerial professionals on certain key ethical issues. This paper discusses the conceptual framework, hypotheses, research methodology, data analysis, implications of the findings, and suggested areas of further research. K. Gregory Jin, D.B.A, is Professor of the MIS Department, Ancell School of Business, Western, Connecticut State University. He has published numerous conference papers, chapters, and articles in such areas as MIS professional ideology and ethics, communication and control, behavioral issues in information systems development, role of IT and human factors in business process reengineering, service learning in database design, systems theory, MIS participant action research strategy, and political factors in IT management. He has more than twenty years of MIS administrative and professional experiences. He holds a D.B.A. in Information Technology Management from George Washington University. He is a member of the Association of Information Technology Professionals and a former member of DSI. Ronald G. Drozdenko, Ph.D., is Professor and Chair of the Marketing Department, Ancell School of Business, Western Connecticut State University. He is also the founding Director of the Center for Business Research at the Ancell School. Dr. Drozdenko has co-directed more than 100 proprietary research projects since 1978 for the marketing and research and development departments of several corporations, including major multinationals. These projects were in the areas of strategic planning, marketing research, product development, direct marketing, and marketing database analysis. Dr. Drozdenko co-authored Optimal Database Marketing: Strategy, Development and Data Mining and also has published professional and academic articles and book chapters. He holds a Ph.D. in Experimental Psychology from the University of Missouri and is a member of the American Marketing Association, the Society for Consumer Psychology, and the Academy of Marketing Sciences. Richard A. Bassett, D.P.S, is an Associate Professor of Management Information Systems at Western Connecticut State University. He was founder and CEO of Bassett Computer Systems, Inc. for 17 years where he was involved with the design and implementation of information systems for hundreds for small and midsized businesses. He has authored several papers and articles in such areas as web-design as a web-master, web-based course design, the security threats and concerns faced by telecommuters, minimal steps required to secure a Local Area Network and the technology decision challenges which growing companies face. He is actively involved with technology endeavors of numerous nonprofit organizations including: The Children’s Center, Bridges of Milford, North Haven Rotary, Communicare, and the Amber Alert System. He holds a D.P.S. in Computing from Pace University.     

Negative evaluation of conservation agriculture: perspectives from African smallholder farmers

Despite more than three decades of promotion, conservation agriculture (CA) has not been widely adopted by smallholder farmer in sub-Saharan Africa. This low rate of adoption reflects substantial negative evaluation of CA by many smallholder farmers, the causes of which have not been adequately explored in an in-depth, qualitative manner. Hence, we implement the Livelihoods Platforms Approach to explore directly with negatively evaluating farmers the reasons why they chose not to implement CA using semi-structured interviews with 35 farmers from 23 communities in 6 African countries. While there are issues with perceived benefit and relevance, the primary driver of negative evaluation of CA was found to be the feasibility of implementation. The required resources to implement CA (financial, physical, human and informational) are limited by community and institutional constraints which appear unlikely to be overcome through interventions targeted at addressing household resources. More positive evaluation of CA by smallholder farmers requires: (1) development of financially viable CA adoption pathways; (2) incorporation of wider livelihood objectives into a CA ‘package’; (3) re-evaluation of current extension policy; and (4) development of CA-complementary agricultural policies. Without addressing these issues, the potential benefits of CA adoption are unlikely to be achieved in African smallholder systems.