Gainsharing: A few questions,and fewer answers

Gainsharing is an important organization development intervention, yet many of the basic questions have not been answered. This paper addresses these questions by developing a conceptual model and using the model to review the case study literature on gainsharing. The plans varied in terms of structural factors, implementation factors, and situational factors, and a majority were successful. Gainsharing impact was found in five key areas: organizational effectiveness, individual quality of work life, ideas and innovation, labormanagement cooperation, and pay. Relevant research is briefly reviewed and several unanswered questions are identified for future research.     

Building effective organizations: transformational leadership,collectivist orientation,work-related attitudes and withdrawal behaviours in three emerging economies

Abstract

Previous cross-cultural research on transformational leadership has focused mainly on replicating the augmentation effects of transformational leadership over transactional leadership on followers’ attitudes and behaviours. Relatively few studies have systematically examined cultural impacts in moderating the influence of transformational leadership on work-related outcomes taking a cross-cultural perspective. Using a field survey of 577 employees from banking and financial sectors in three emerging economies, namely: China, India and Kenya, we examined the moderating effect of collectivism on the relationships between transformational leadership, work-related attitudes and perceptions of withdrawal behaviours. Our results found support for the moderating effect of collectivism on the relationship between transformational leadership and work-related outcomes, such as facets of job satisfaction, organizational commitment and perceptions of organizational withdrawal behaviours. In addition, our results lend support to the view that transformational leadership might be effective across cultures. The implications of these findings for future research on transformational leadership and cross-cultural research are discussed.     

Macroeconomic shocks, unionized labour markets and central bank disclosure policy: How beneficial is increased transparency?

The paper investigates the implications of disclosure by the central bank to the private sector of information relating to the current realizations of macroeconomic disturbances. In the context of an economy in which the goods market is monopolistically competitive and where wages are set by atomistic unions, we find that greater precision of information provided to wage setters in respect of supply shocks has ambiguous welfare effects, both from the perspective of the social loss function and from the viewpoint of unions who act on the information. An important feature of the model is an externality in union wage setting which implies the outcome of the wage determination process is collectively inefficient.     

Productivity, indexation and macroeconomic outcomes: The implications of goods market competition and wage bargaining structure

One strand of the macroeconomics literature explores the extent to which the indexation of nominal wages to a variable in addition to the price level can improve macroeconomic performance. The present paper contributes to this literature by developing a model in which the nominal wage is indexed not only to the price level but also to productivity. Two key features of the framework are a monopolistically competitive goods market and a unionized labor market in which wages are determined by a finite number of unions. A significant finding is that the multiparameter indexation scheme generally outperforms full-information wage setting.     

The moderating effects of organizational context on the relationship between voluntary turnover and organizational performance: Evidence from Korea

Scholars have suggested that the relationship between voluntary turnover and organizational performance can be moderated by the organizational context in which turnover occurs. However, there are few empirical studies that examine such moderating effects. Using a sample of 161 firms in South Korea, this study investigates how the relationship between voluntary turnover and organizational performance is moderated by three context variables: (1) the degree of organizational usage of employee involvement practices, (2) the degree of organizational investment in employee training and development, and (3) the availability of potential workers. The results demonstrate that employee involvement practices significantly amplify the negative relationship between voluntary turnover and organizational performance, give marginal support for moderation from the availability of potential workers, and provide no support for moderation from the degree of organizational investment in employee training and development. We discuss theoretical and practical implications of this study for enriching our understanding of the relationship between voluntary turnover and organizational performance. © 2012 Wiley Periodicals, Inc.     

Quality of work life: perspectives and directions

The values that quality of work life (QWL) has brought to the workplace are in danger of being lost, say authors Nadler and Lawler; to avert this danger, they debunk several "definitions" of the concept that miss the point, give it a precise definition, and spell out ways to use it successfully. They delineate six factors that they believe separate more successful from less successful QWL efforts. The first success factor is a perception of need--that is, in successful efforts organization members actually perceive a problem. Second, the problem is salient to the organization. Third, a structure for participation is created. Fourth, rewards are provided both for the processes and for the outcomes of QWL activities. Fifth, multiple levels of management are involved. And, finally, QWL involves all organization members in a way that avoids "we-they" rivalries. With these factors in mind, the authors conclude that three major components of QWL efforts must be managed well if they are to succeed: (1) development of projects at different levels; (2) changes in management systems and structure; and (3) changes in senior management behavior--that is, if the QWL effort is to be credible to organization members, there must be some specific, tangible QWL activity in which senior managers participate.