Abusive supervision and deviance behaviors in the hospitality industry: The role of intrinsic motivation and core self-evaluation

Workplace deviance poses a significant challenge in the hospitality and tourism industries. Based on conservation of resources theory, we develop a model proposing relationships between abusive supervision and frontline employees' deviant behaviors via their intrinsic motivation and core self-evaluation. We validate it with two surveys targeting 200 and 600 hotel frontline employees. Results confirm the detrimental impacts of abusive supervision on frontline employees’ deviant behaviors and the helpful mediating and moderating impacts of their intrinsic motivation and core self-evaluation. Courses of action are proposed to reduce the various human and financial costs at the individual, organizational, social and societal levels.     

Confronting indifference toward truth: Dealing with workplace bullshit

Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.     

Can a workplace have an attitude problem? Workplace effects on employee attitudes and organizational performance

Using the employee opinion survey responses from several thousand employees working in 193 branches of a major U.S. bank, we consider whether there is a distinctive workplace component to employee attitudes despite the common set of corporate human resource management practices that cover all the branches. Several different empirical tests consistently point to the existence of a systematic branch-specific component to employee attitudes. “Branch effects” can also explain why a significant positive cross-sectional correlation between branch-level employee attitudes and branch sales performance is not observed in longitudinal fixed-effects sales models. The results of our empirical tests concerning the determinants of employee attitudes and the determinants of branch sales are consistent with an interpretation that workplace-specific factors lead to better outcomes for both employees and the bank, and that these factors are more likely to be some aspect of the branches' internal operations rather than some characteristic of the external market of the branch.     

The effects of labour costs and workplace constraints on foreign direct investment among highly industrialized countries

Drawing on economic propositions underlying theories of foreign direct investment and organizational propositions underlying international human resource management strategic decision making, the theoretical model developed herein integrates two distinct but interrelated strategic HRM assessments. In deciding where to invest, multinational companies (MNCs) assess both (1) the net comparative labour cost advantages associated with alternative host-country IR systems and (2) the comparative flexibility afforded them by alternative IR systems to either transfer or create preferred HRM strategies abroad. The results of the present study indicate that, on average, MNCs from the major investor countries of the world give substantial weight to differences in national IR systems in deciding how much to invest across alternative high-skill, highwage countries. In particular, the evidence indicates that MNCs have invested more in countries with higher skills, lower compensation costs and lesser government and collective bargaining constraints on MNCs' flexibility to set the terms and conditions of employment or otherwise deploy preferred HRM practices abroad.     

Workplace innovation,employment relations and HRM: two electronics companies in South Korea

Analysing two electronics companies (unionized LG Electronics and non-union Samsung SDI) in Korea, the present paper investigates the impact of union status on workplace innovations and the effects of workplace innovations on organizational performance. Both case firms are considered highly innovative, model companies in terms of their sophisticated human resource management (HRM) and cooperative employment relations (ER). We first provide a conceptual framework and generate three propositions. The framework is composed of three main components: input, organizational system and output. The major findings include: (1) the adoption of high performance work organizations (HPWO) is highly dependent upon top management and union/employee representatives; (2) the two case firms adopted two different production modes (a team production mode in LG Electronics and a lean production mode in Samsung SDI); and (3) alignment among organizational design and work processes, ER systems and HRM systems would lead to high organizational performance. We also discuss the transferability of HPWO to other cultural settings in a universalism-contingency context.     

The adoption of high performance work practices in small businesses: the influence of markets,business characteristics and HR expertise

This paper explores the extent to which the adoption of high performance work practices (HPWPs) in UK small businesses with less than 50 employees is associated with the nature of the market in which the business operates, its business characteristics and its access to HR expertise. Drawing on data from the 2004 Workplace Employment Relations Survey, the analysis suggests that, where market-related factors are concerned, the uptake of HPWPs is higher in small businesses that require a highly skilled workforce but is unrelated to either the degree of market competition or the presence of large dominant customers. In terms of access to HR expertise, the analysis finds greater use of HPWPs in small businesses that have contact with external sources of HR advice via membership of business advisory networks or Investors in People (IiP) recognition. However, uptake is unrelated to the presence of personnel/HR specialists. Overall, the findings suggest that rather than depicting employment practices in small businesses as the inevitable consequence of market circumstances, encouraging greater small business involvement with business advisory networks and IiP may have the potential to increase the adoption of HPWPs in the sector.     

The Effects of Employee Attitudes on Workplace Charitable Donations

ABSTRACT

The objectives of this paper are to examine the effects of employee attitudes toward the employer on workplace monetary donations at two levels: (1) to see if there is a significant difference between the attitudes of employees who make workplace contributions and those who do not; and (2) to examine whether awareness of employer charitable contributions moderate the relationship between employee attitudes and donating behavior. Employee attitudes include organizational commitment and job satisfaction. The research questions are examined in the context of workplace contributions made to a regional branch of United Way. The results indicate that organizational commitment scores exhibited by employees who made workplace contributions, and who were aware that their employer was also making corporate donations were significantly higher than the commitment for employees who did not make workplace contributions. No significant relationships were found for job satisfaction.     

Human resource strategies,workplace reform and industrial restructuring in Australia and New Zealand

In recent years, Australia and New Zealand have pursued two different routes of labour market reform. New Zealand opted for a radical experiment in the deregulation of industrial relations and other areas. Australia pursued a co-operative and co-ordinated approach to reform within the centralized arbitral system. Both reform initiatives were designed to stimulate improvements in organizational performance and cost competitiveness. In this paper, we argue that there are three main types of strategies that management can use to reduce labour cost and improve performance: productivity-enhancement, costminimization and work-intensification strategies. We argue that the former is a long-term sustainable strategy whereas the latter two are negative short-term strategies that may have deleterious longer-term effects. This paper reports the results of a cross-national survey in New Zealand and Australia into the extent of adoption of these management strategies. The results are presented by industry, employment size, mode of operation and countries as a whole. The research findings indicate that New Zealand's decentralization has encouraged a higher degree of employer experimentation with both positive and negative workplace change strategies, especially in the private sector. Australia's more centralized system limited the use of cost-minimization strategies but not productivity-enhancing strategies in the public and not-for-profit sector. The research found evidence of work intensification in both countries.     

精神型领导影响员工创造力的跨层次效应研究

创造力对组织发展和员工成长具有重要意义。分析了精神型领导在个体层次通过精神智力、在组织层次通过工作场所精神性影响创造力的作用效果及内在机理。通过对192对主管-员工问卷数据的跨层次统计分析发现,精神型领导正向影响创造力、精神智力和工作场所精神性,精神智力在精神型领导对员工创造力的正向影响中具有部分中介作用,工作场所精神性在精神型领导影响员工创造力的过程中具有跨层次中介效应。这对提高精神型领导的领导效能,激发企业员工创造力具有重要启示。     

差序氛围感知如何影响员工知识破坏行为：一个被调节的双中介模型

中国组织情境中的差序氛围会对员工知识行为形成潜移默化的影响。基于社会信息加工理论和归因理论，采用Boostrap、结构方程模型等方法对两个时点的699份问卷进行实证分析，探讨在中国文化情境下员工差序氛围感知与知识破坏之间的相关性以及存在的被调节的双重中介作用。研究结果表明，差序氛围感知与知识破坏负相关；内部人身份认知、职场妒忌分别在差序氛围感知与知识破坏之间发挥中介作用，并且恶意归因会增强差序氛围感知对内部人身份认知的负面影响与职场妒忌的正面影响，同时，增强差序氛围感知通过内部人身份认知、职场妒忌的中介作用进而对知识破坏的影响。上述发现有利于了解氛围感知影响员工知识破坏行为的内在机理，启示管理者采取针对性行为与措施，促进组织内部知识资源流动。