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Employee Perceptions (employee + perception)
Selected AbstractsCross-national Similarities and Differences in Employee Perceptions of Issues in the Work EnvironmentPERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2006David Ripley This exploratory study examines cross-national similarities and differences in employee perceptions of issues in the work environment in 17 organizational work settings in seven Asia-Pacific countries; Australia, Malaysia, New Zealand, Singapore, South Korea, Taiwan, and the United States. Employees at these 17 sites indicated their degree of agreement with statements about 60 work environment issues which previous research has shown impact performance. Resulting data were compared using coefficients of concordance as described by Gibbons (1971) at three levels of analysis. Analysis indicated that differences and similarities in responses did not reflect those one would expect to find based on previous well-known research concerning cultural differences in those same countries (Hall, 1976; Hofstede, 1980, 2001). This suggests that relying primarily on national cultural differences is not a sufficient guide for the design of performance improvement interventions in various countries and that other context factors need to be taken into account. Possible hypotheses for future research are offered. [source] Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational PerformancePUBLIC ADMINISTRATION REVIEW, Issue 1 2010Sungjoo Choi Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity. [source] Serving two organizations: Exploring the employment relationship of contracted employeesHUMAN RESOURCE MANAGEMENT, Issue 4 2006Jacqueline A-M Coyle-Shapiro Although growth has occurred in contract employment arrangements both in the public and private sectors, scant research has been conducted on the organizations and employees affected by these arrangements. This study examines the employment relationship of long-term contracted employees using a social exchange framework. Specifically, we examine the effects of employee perceptions of organizational support from contracting and client organizations on their (a) affective commitment to each organization and (b) service-oriented citizenship behavior. We also examine whether felt obligation toward each organization mediates this relationship. Our sample consists of 99 long-term contracted employees working for four contracting organizations that provide services to the public on behalf of a municipal government. Results indicate that the antecedents of affective commitment are similar for the client and contracting organization. Employee perceptions of client organizational supportiveness were positively related to felt obligation and commitment to the client organization. Client felt obligation mediated the effects of client perceived organizational support (POS) on the participation dimension of citizenship behavior. Our study provides additional support for the generalizability of social exchange processes to nontraditional employment relationships. Implications for managing long-term contracted employees are discussed. © 2006 Wiley Periodicals, Inc. [source] Employee perceptions and their influence on training effectivenessHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2003Amalia Santos Studies of the benefits of human resource development (HRD) for organisations have assumed a direct connection between training strategy and a hierarchy of performance outcomes: learning, behavioural change and performance improvement. The influence of workplace practices and employees' experiences on training effectiveness has received little attention. This study investigates evaluation strategies designed to elicit greater training effectiveness, and explores the influence of trainees' perceptions and work environment factors on this. Drawing on detailed case study findings, the authors highlight the importance of management practices, trainees' perceptions of the work environment and systems of reward in explaining behaviour change after training. [source] A Compositional Analysis of the Organizational Climate-Performance Relation: Public Schools as OrganizationsJOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 8 2006James Griffith The present study examined specific aspects of organizational climate related to job satisfaction, employee turnover, and organizational performance in public elementary schools. Survey data were obtained from school staff and students and from school district archives. Hypotheses tested included: (1) Employee perceptions of organizational climate and job satisfaction, when aggregated to an organizational level, would represent group-level constructs; (2) Employee perceptions of positive organizational climate would be associated with higher levels of job satisfaction and organizational performance and with lower levels of employee turnover; (3) Relations of organizational climate to organizational performance and to employee turnover would be mediated by employee job satisfaction; and (4) Employee perceptions of positive organizational climate and job satisfaction would be associated with less achievement disparity between minority and non-minority students. Study results supported all but one hypothesis. There was no evidence for the mediating effects of job satisfaction on relations of organizational climate to organizational performance and to employee turnover. Results were consistent with the broader organizational literature, which has shown the importance of orderly work environments, collegial relations, and supportive leaders for effectively functioning groups and organizations. [source] Job satisfaction and employee perception of the learning environment in the health care management industryJOURNAL OF LEADERSHIP STUDIES, Issue 4 2008Ernest W. Brewer This study examines the relationship between job satisfaction and perception of the learning environment of administrative employees and differences in job satisfaction in terms of age, education, ethnicity, gender, location, marital status, position classification, and years of service. A total of 261 administrative employees of a national health care management organization participated in the survey. Major findings of this study revealed significant differences in some subcategories of job satisfaction and perceptions of learning environment in the respondents' ethnicity, age, and office location. Significant relationships were also found between job satisfaction, the perceived learning environment, and facets of the learning environment. [source] An Exploration of How the Employee,Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes*JOURNAL OF MANAGEMENT STUDIES, Issue 1 2008Bård Kuvaas abstract The purpose of the present study was to examine whether and how the quality of the employee,organization relationship (EOR) influences the relationship between employee perception of developmental human resource (HR) practices and employee outcomes. Analyses of 593 employees representing 64 local savings banks in Norway showed that four indicators of the EOR (perceived organizational support, affective organizational commitment, and procedural and interactional justice) moderated the relationship between perception of developmental HR practices and individual work performance. A strong and direct negative relationship was found between perception of developmental HR practices and turnover intention, but perceived procedural and interactional justice moderated this linkage. No support was found for a mediating role of the EOR indicators in the relationship between perception of developmental HR practices and employee outcomes. Implications and directions for future research are discussed. [source] Measuring and managing engagement in a cross-cultural workforce: New insights for global companiesGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2006Paul Sanchez Should a company take a global or local approach to building engagement in its worldwide workforce? Research by Mercer Human Resource Consulting finds that country norms for drivers of engagement, as well as for other employee perceptions about their work and their employers, differ noticeably from region to region,and not in ways that might be expected. But a core set of drivers is emerging globally. This should help multinational companies distinguish between global and local engagement issues, design a manageable global engagement strategy and initiatives, and tailor implementation to meet the needs and preferences of the local workforce. © 2006 Wiley Periodicals, Inc. [source] The strength of HR practices in India and their effects on employee career success, performance, and potentialHUMAN RESOURCE MANAGEMENT, Issue 3 2010Stephen A. Stumpf Abstract This study explores the role of HR practices for individual and organizational success via a survey of 4,811 employees from 32 units of 28 companies operating in India. We report on employee perceptions of the effectiveness of three specific human resource practices within their firms and the relationship of these practices to career success, performance, and potential. Companies operating in India appear to be creating strong human resource climates based on structured HR practices in performance management, professional development, and normalized performance ratings. The perceived effectiveness of these HR practices influences employees' perceptions of career success and, to a lesser extent, organizationally rated performance and potential. We report differences in perceptions of HR practices among national, international, and global companies and among the industries of information technology (IT), manufacturing, and services. The relationship to perceived HR practices and outcomes was partially contingent on firm geographic scope and industry sector. Implications for research and practice are discussed. © 2010 Wiley Periodicals, Inc. [source] Employer-supported volunteering benefits: Gift exchange among employers, employees, and volunteer organizationsHUMAN RESOURCE MANAGEMENT, Issue 2 2009Jonathan E. Booth Abstract Using gift exchange theory to explain the growing trend of employers offering employer-supported volunteering (ESV) benefits, this article discusses the creation of exchange relationships between the employer and employee and between the volunteer organization and employee. Hypotheses derived from the employee's perspective are tested with a nationally representative sample of volunteers (n=3,658). Findings suggest that ESV benefits are positively related to hours volunteered by the employee. Volunteer hours predict employee perceptions of skill acquisition, and such perceptions are positively related to perceptions of job success and employer recognition. We discuss the implications of these findings for business, employees, and volunteer organizations, with an emphasis on human resource management policy and practice. © 2009 Wiley Periodicals, Inc. [source] Serving two organizations: Exploring the employment relationship of contracted employeesHUMAN RESOURCE MANAGEMENT, Issue 4 2006Jacqueline A-M Coyle-Shapiro Although growth has occurred in contract employment arrangements both in the public and private sectors, scant research has been conducted on the organizations and employees affected by these arrangements. This study examines the employment relationship of long-term contracted employees using a social exchange framework. Specifically, we examine the effects of employee perceptions of organizational support from contracting and client organizations on their (a) affective commitment to each organization and (b) service-oriented citizenship behavior. We also examine whether felt obligation toward each organization mediates this relationship. Our sample consists of 99 long-term contracted employees working for four contracting organizations that provide services to the public on behalf of a municipal government. Results indicate that the antecedents of affective commitment are similar for the client and contracting organization. Employee perceptions of client organizational supportiveness were positively related to felt obligation and commitment to the client organization. Client felt obligation mediated the effects of client perceived organizational support (POS) on the participation dimension of citizenship behavior. Our study provides additional support for the generalizability of social exchange processes to nontraditional employment relationships. Implications for managing long-term contracted employees are discussed. © 2006 Wiley Periodicals, Inc. [source] Embedding employee involvement and participation at workHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2006Annette Cox Most quantitative studies analysing the nature and impact of employee involvement and participation (EIP) have used data that differentiate between its absence and presence. However, the application of EIP practices varies substantially, and impact may depend on how embedded EIP is at workplace level. Developing the concept of ,embeddedness' as a combination of measures of the breadth and depth of EIP practices, we use WERS98 to examine the impact of EIP on employee perceptions. Our results show support for propositions that greater breadth and depth of EIP practices are associated with higher levels of organisational commitment and job satisfaction. [source] Worker voice, managerial response and labour productivity: an empirical investigationINDUSTRIAL RELATIONS JOURNAL, Issue 5 2006Alex Bryson ABSTRACT This article investigates the relationship between worker voice practices, employee perceptions of managerial responsiveness and labour productivity. It argues that managerial responsiveness is a critical but under-investigated variable in the study of the relationship between worker voice, human resource management and performance. Our results suggest that managerial responsiveness to worker voice does lead to superior labour productivity. However, this relationship is only found in non-union workplaces and there is little relationship between formal voice regime and productivity. One important implication of this finding is that more responsive management will result in improved productivity, so policy interventions should focus on how to motivate managers to become more responsive to their employees. [source] The interactive effects of procedural justice and exchange ideology on supervisor-rated commitmentJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2001L. A. Witt Matched data collected from 143 employees and their immediate supervisors of a private sector organization indicated that employee perceptions of procedural justice were only related to supervisor-rated affective commitment among employees with a strong exchange ideology. That is, individuals motivated by a fair exchange exhibited fewer affective commitment behaviors when they viewed the environment as unfair than when they perceived it to be fair. Individuals comparatively indifferent to a fair exchange did not alter their affective commitment behaviors regardless of the level of perceived environmental fairness. These results illustrate the importance of considering individual differences in exchange ideology when attempting to alter the work environment for the purpose of increasing commitment. Implications for research and management practice are presented. Copyright © 2001 John Wiley & Sons, Ltd. [source] Cross-national Similarities and Differences in Employee Perceptions of Issues in the Work EnvironmentPERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2006David Ripley This exploratory study examines cross-national similarities and differences in employee perceptions of issues in the work environment in 17 organizational work settings in seven Asia-Pacific countries; Australia, Malaysia, New Zealand, Singapore, South Korea, Taiwan, and the United States. Employees at these 17 sites indicated their degree of agreement with statements about 60 work environment issues which previous research has shown impact performance. Resulting data were compared using coefficients of concordance as described by Gibbons (1971) at three levels of analysis. Analysis indicated that differences and similarities in responses did not reflect those one would expect to find based on previous well-known research concerning cultural differences in those same countries (Hall, 1976; Hofstede, 1980, 2001). This suggests that relying primarily on national cultural differences is not a sufficient guide for the design of performance improvement interventions in various countries and that other context factors need to be taken into account. Possible hypotheses for future research are offered. [source] When Changing from Merit Pay to Variable/Bonus Pay: What Do Employees Want?PERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2004Jeremy B. Fox ABSTRACT This study examines potential responses to a change in an employee reward system from permanent merit pay increases to one-time bonus payments. Removing long term risks associated with escalating pay is an increasingly common compensation strategy. Often overlooked, however, are employee perceptions of reward fairness under such conditions of change. Receiving lump sum payments in lieu of permanent merit pay increase may de-motivate employees. There has been little or no research conducted on this topic. In this study, using samples of practicing HR managers and university students, an equity questionnaire gathered data on the perceived equivalence between a permanent merit pay increase and what might be demanded by employees as a single payment in its replacement. An analysis of the data collected indicate an approximate 1:2 ratio is needed, such that a proposed lump-sum payment of $2400 would be perceived as a fair replacement for a permanent merit pay allocation of $1200 per year. Our research indicates that this 1:2 ratio holds for both high and low job satisfaction levels. [source] Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational PerformancePUBLIC ADMINISTRATION REVIEW, Issue 1 2010Sungjoo Choi Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity. [source] The social construction of fairness: social influence and sense making in organizationsJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 1 2002Kai Lamertz This paper explores how the social relationships employees have with peers and managers are associated with perceptions of organizational justice. These relationships are theoretically modelled as the conduits for social comparison, social cues, and social identification, which are sources of sense making about fairness ,in the eyes of the beholder.' It is argued that perceptions of procedural and interactional justice are affected by this type of social information processing because: (1) uncertainty exists about organizational procedures; (2) norms of interpersonal treatment vary between organizational cultures; and (3) interpersonal relationships symbolize membership in the organization. A structural equations model of data from workers in a telecommunications company showed that an employee's perceptions of both procedural and interactional fairness were significantly associated with the interactional fairness perceptions of a peer. In addition, employees' social capital, conceived as the number of relationships with managers, was positively associated with perceptions of interactional fairness. In the structural model, both procedural and interactional justice were themselves significant predictors of satisfaction with managerial maintenance of the employment relationship. The discussion highlights the key role which the fairness of interpersonal treatment appears to play in the formation of justice judgements. Copyright © 2001 John Wiley & Sons, Ltd. [source] Risk Segmentation Related to the Offering of a Consumer-Directed Health Plan: A Case Study of Humana Inc.HEALTH SERVICES RESEARCH, Issue 4p2 2004Laura A. Tollen Objective. To determine whether the offering of a consumer-directed health plan (CDHP) is likely to cause risk segmentation in an employer group. Study Setting and Data Source. The study population comprises the approximately 10,000 people (employees and dependents) enrolled as members of the employee health benefit program of Humana Inc. at its headquarters in Louisville, Kentucky, during the benefit years starting July 1, 2000, and July 1, 2001. This analysis is based on primary collection of claims, enrollment, and employment data for those employees and dependents. Study Design. This is a case study of the experience of a single employer in offering two consumer-directed health plan options ("Coverage First 1" and "Coverage First 2") to its employees. We assessed the risk profile of those choosing the Coverage First plans and those remaining in more traditional health maintenance organization (HMO) and preferred provider organization (PPO) coverage. Risk was measured using prior claims (in dollars per member per month), prior utilization (admissions/1,000; average length of stay; prescriptions/1,000; physician office visit services/1,000), a pharmacy-based risk assessment tool (developed by Ingenix), and demographics. Data Collection/Extraction Methods. Complete claims and administrative data were provided by Humana Inc. for the two-year study period. Unique identifiers enabled us to track subscribers' individual enrollment and utilization over this period. Principal Findings. Based on demographic data alone, there did not appear to be a difference in the risk profiles of those choosing versus not choosing Coverage First. However, based on prior claims and prior use data, it appeared that those who chose Coverage First were healthier than those electing to remain in more traditional coverage. For each of five services, prior-year usage by people who subsequently enrolled in Coverage First 1 (CF1) was below 60 percent of the average for the whole group. Hospital and maternity admissions per thousand were less than 30 percent of the overall average; length of stay per hospital admission, physician office services per thousand, and prescriptions per thousand were all between 50 and 60 percent of the overall average. Coverage First 2 (CF2) subscribers' prior use of services was somewhat higher than CF1 subscribers', but it was still below average in every category. As with prior use, prior claims data indicated that Coverage First subscribers were healthier than average, with prior total claims less than 50 percent of average. Conclusions. In this case, the offering of high-deductible or consumer-directed health plan options alongside more traditional options caused risk segmentation within an employer group. The extent to which these findings are applicable to other cases will depend on many factors, including the employer premium contribution policies and employees' perception of the value of the various plan options. Further research is needed to determine whether risk segmentation will worsen in future years for this employer and if so, whether it will cause premiums for more traditional health plans to increase. [source] Representation at Suncorp , what do the employees want?HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2006Paul J. Gollan It is apparent from existing research that little is known about the effectiveness of non-union employee representation (NER) voice arrangements in Australian firms. This article examines both the non-union Suncorp-Metway Employee Council (SMEC) and union voice arrangements at an Australian financial services firm, Suncorp, and assesses their effectiveness in representing the needs of employees. This study is unique because it is one of the few examples of dual representation channels at a single firm. Overall the findings suggest that the effectiveness of union and NER arrangements is dependent on the union and NER voice channels being perceived by the workforce as both representative and able to act effectively or independently. However, while trade unions may provide greater voice than non-union arrangements, the strength of voice is dependent on the legitimacy and effectiveness of trade unions in representing employees' interests at the workplace. The findings also suggest that the marginalisation strategy used by the union in excluding SMEC from its industrial campaigns, coupled with employees' perception of a lack of effective union voice, could impact negatively on the influence that unions may have on management decision-making. This could also be perceived by employees as an inappropriate response by the union to management substitution strategies. As a consequence, any changes to industrial relations policy or trade union strategies regarding NER should be considered in the light of these findings. [source] Strategic Human Resource Practices: Introducing Alternatives for Organizational Performance Improvement in the Public SectorPUBLIC ADMINISTRATION REVIEW, Issue 1 2010Jungin Kim Can public sector organizations increase productivity through competition in spite of inherent limitations, such as budget constraints? This study addresses that question by examining the impact of four factors that contribute to employees' expectations regarding competitive work environments on organizational performance in terms of overall quality of work and client satisfaction. The four factors measured include rewards for merit such as salary and benefits, opportunities, organizational rules, and the capacity to deal with risks as perceived by employees. Using data on public and nonprofit sector employees, expectations for merit rewards were positively related to employees' perception of organizational performance when the conditions of performance-based organizational rules and risk-taking behaviors were also satisfied. Moreover, employees' perceptions of organizational performance tended to increase when they felt that organizational rules were oriented toward performance plus organizational members and top leaders exhibited greater risk-taking behaviors. However, no correlation was evident between employees' expectations of opportunities and perceived organizational performance. [source] Location, Location, Location: Does Place of Work Really Matter?BRITISH JOURNAL OF MANAGEMENT, Issue 2009Tom Redman This paper examines the work attitudes of home- and office-based workers. A review of the existing literature finds both pessimistic and optimistic accounts of the impact of homeworking on employee attitudes and behaviours. Drawing on a survey of 749 managerial and professional employees in knowledge-intensive industries, the study finds more support for the optimistic perspective. The findings suggest that homeworking is positively associated with employee well-being and a more balanced work,home relationship. There is no evidence that organizational citizenship behaviours are reduced by homeworking but there is some support for homeworking undermining employees' perception of the organization as supporting their careers and personal development. [source] The strength of HR practices in India and their effects on employee career success, performance, and potentialHUMAN RESOURCE MANAGEMENT, Issue 3 2010Stephen A. Stumpf Abstract This study explores the role of HR practices for individual and organizational success via a survey of 4,811 employees from 32 units of 28 companies operating in India. We report on employee perceptions of the effectiveness of three specific human resource practices within their firms and the relationship of these practices to career success, performance, and potential. Companies operating in India appear to be creating strong human resource climates based on structured HR practices in performance management, professional development, and normalized performance ratings. The perceived effectiveness of these HR practices influences employees' perceptions of career success and, to a lesser extent, organizationally rated performance and potential. We report differences in perceptions of HR practices among national, international, and global companies and among the industries of information technology (IT), manufacturing, and services. The relationship to perceived HR practices and outcomes was partially contingent on firm geographic scope and industry sector. Implications for research and practice are discussed. © 2010 Wiley Periodicals, Inc. [source] Balancing Work and Family: The Role of High-Commitment EnvironmentsINDUSTRIAL RELATIONS, Issue 2 2003Peter Berg Recently, researchers have begun to recognize that the nature of jobs, the workplace environment, and more generally, the culture of the workplace can have a significant impact on the ability of workers to balance their work and family lives. This article examines the effect of high-performance work practices, job characteristics, and the work environment on workers' views about whether the company helps them balance work and family. Using data from a survey of workers across three manufacturing industries, we show that a high-commitment environment,characterized by high-performance work practices, intrinsically rewarding jobs, and understanding supervisors,positively influences employees' perceptions that the company is helping them achieve this balance. This article reinforces the view that helping workers balance work and family responsibilities is not just a matter of benefits and formal family-friendly policies. Rather, it also depends on the characteristics of jobs within the business enterprise. [source] Perceptions and experience of workplace bullying in five different working populationsAGGRESSIVE BEHAVIOR, Issue 6 2003Dawn Jennifer Abstract Whilst aggression in the workplace has been systematically studied in recent years, research into workplace bullying per se still remains quite limited. In this article, we report the findings from an investigation into employees' perceptions of social and organizational work conditions and experiences of bullying at work. Six-hundred-seventy-seven employees from five different working populations (managers, teachers, technicians, call centre operators, and engineers) completed the Workplace Relationships Questionnaire (WRQ). This paper presents the results of the analysis, linking the experiences of bullying and perceptions of social and organizational work conditions. The present findings predictably identify victims and non-bullied participants, and also indicate the existence of a new category of employee affected by the problem of bullying; bullied/non-victims. Bullied/non-victims may provide crucial insights into the ways that company practices and policies impact negatively on the whole workforce. Aggr. Behav. 29:489,496, 2003. © 2003 Wiley-Liss, Inc. [source] The mediating role of overall fairness and the moderating role of trust certainty in justice,criteria relationships: the formation and use of fairness heuristics in the workplaceJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2009David A. Jones Theory suggests that perceptions of overall fairness play an important role in the justice judgment process, yet overall fairness is insufficiently studied. We derived hypotheses from fairness heuristic theory, which proposes that perceptions of overall fairness are influenced by different types of justice, are more proximal predictors of responses than specific justice types, and are used to infer trust when trust certainty is low. Results from Study 1 (N,=,1340) showed that employees' perceptions of overall fairness in relation to a senior management team mediated the relationships between specific types of justice and employee outcomes (e.g., affective commitment). In Study 2 (N,=,881), these mediated effects were replicated and trust certainty moderated the effect of overall fairness on trust as hypothesized. Study 2 also showed that, relative to procedural and informational justice, distributive and interpersonal justice had stronger effects on overall fairness. To explore how the organizational context may have influenced these findings, we performed qualitative analyses in Study 3 (N,=,268). Results suggested that, consistent with the quantitative findings from Study 2, some types of justice were more salient than others. We discuss the implications of our findings for theory, research, and practice. Copyright © 2008 John Wiley & Sons, Ltd. [source] Work-life benefits and positive organizational behavior: is there a connection?JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 2 2008Lori Muse Focusing on the employee well-being component of positive organizational behavior (POB), this study explores the relationship between organization provided benefit programs and POB. Specifically, we ask the question: are employees' use and perceived value of a work-life benefit package associated with their positive attitudes and behaviors in the workplace? Grounded in social exchange theory and the norm of reciprocity, we develop and estimate a model identifying differential relationships of benefit use and perceived benefit value with employee attitudinal and performance outcomes. Employing the multigroup method, the hypothesized model was fit to the data of two dissimilar organizations. Results support our hypothesis that providing work-life benefits employees use and/or value is part of a positive exchange between the employee and employer. This exchange is positively related to employees' feelings of perceived organizational support and affective commitment to the organization and reciprocation in the form of higher levels of task and contextual performance behaviors. Results also revealed that employees' perceptions of benefit program value play a critical role regardless of actual program use in influencing attitudes and behavior. Our findings emphasize the importance of valuing employees and investing in their well-being inside as well as outside the workplace. Copyright © 2008 John Wiley & Sons, Ltd. [source] Strategic Human Resource Practices: Introducing Alternatives for Organizational Performance Improvement in the Public SectorPUBLIC ADMINISTRATION REVIEW, Issue 1 2010Jungin Kim Can public sector organizations increase productivity through competition in spite of inherent limitations, such as budget constraints? This study addresses that question by examining the impact of four factors that contribute to employees' expectations regarding competitive work environments on organizational performance in terms of overall quality of work and client satisfaction. The four factors measured include rewards for merit such as salary and benefits, opportunities, organizational rules, and the capacity to deal with risks as perceived by employees. Using data on public and nonprofit sector employees, expectations for merit rewards were positively related to employees' perception of organizational performance when the conditions of performance-based organizational rules and risk-taking behaviors were also satisfied. Moreover, employees' perceptions of organizational performance tended to increase when they felt that organizational rules were oriented toward performance plus organizational members and top leaders exhibited greater risk-taking behaviors. However, no correlation was evident between employees' expectations of opportunities and perceived organizational performance. [source] The Tides of Reform Revisited: Patterns in Making Government Work, 1945,2002PUBLIC ADMINISTRATION REVIEW, Issue 1 2006Paul C. Light The past six decades have witnessed acceleration in both the number and variety of major administrative reform statutes enacted by Congress. This increase can be explained partly by the increased involvement of Congress, a parallel decrease in activity and resistance by the presidency, and heightened public distrust toward government. At least part of the variation in the tides or philosophies of reform involves a "field of dreams" effect in which the creation of new governmental structure during the 1940s, 1950s, and 1960s generated increased interest in process reforms. However, part of the acceleration and variety of reform appears to be related to the lack of hard evidence of what actually works in improving government performance. Measured by federal employees' perceptions of organizational performance, what matters most is not whether organizations were reformed in the past, but whether organizations need reform in the future and can provide essential resources for achieving their mission. [source] Leeway for the Loyal: A Model of Employee DiscretionBRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 1 2008Francis Green This article examines the factors underlying task discretion from an economist's perspective. It argues that the key axis for understanding discretion is the trade-off between the positive effects of discretion on potential output per employee and the negative effects of greater leeway on work effort. In empirical analysis using matched employer,employee data, it is shown that discretion is strongly affected by the level of employee commitment. In addition, discretion is generally greater in high-skilled jobs, although not without exceptions, and lower where employees are under-skilled. Homeworking and flexitime policies raise employee discretion. The impact of teamworking is mixed. In about half of cases team members do not jointly decide about work matters, and the net effect of teams on task discretion in these cases is negative. In other cases, where team members do decide matters jointly, the impact is found to be neutral according to employees' perceptions, or positive according to managers' perceptions. There are also significant and substantial unobserved establishment-level factors which affect task discretion. [source] | ||||||||||||||||||||||||||||