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Organizational Outcomes (organizational + outcome)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	75%

Selected Abstracts

PAY SATISFACTION AND ORGANIZATIONAL OUTCOMES

PERSONNEL PSYCHOLOGY, Issue 3 2005
STEVEN C. CURRALL
Using multi level and multi method data, we investigated the relationship between pay satisfaction and outcomes at the organizational level of analysis. Individual-level survey data on pay satisfaction (including satisfaction with pay level, satisfaction with pay structure, satisfaction with pay raises, and benefits) were collected from 6,394 public school teachers. Organizational-level outcome data, both survey and archival, were collected from the 117 public school districts employing these teachers. With respect to its influence on organizational outcomes, pay satisfaction was positively related to school district-level academic performance and negatively related to average teacher intention to quit. We also explored the relationship between district-level union satisfaction and pay satisfaction, which was found to be positive. We discuss implications of our findings for for-profit companies that are knowledge based and human capital intensive (e.g., the service sector) and address possible future directions for research on pay satisfaction. [source]

Conceptualizing Corporate Entrepreneurship Strategy

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2009
R. Duane Ireland
Our knowledge of corporate entrepreneurship (CE) continues to expand. However, this knowledge remains quite fragmented and non-cumulative. Herein, we conceptualize CE strategy as a useful focal point for integrating and synthesizing key elements within CE's intellectual domain. The components of our CE strategy model include (1) the antecedents of CE strategy (i.e., individual entrepreneurial cognitions of the organization's members and external environmental conditions that invite entrepreneurial activity), (2) the elements of CE strategy (i.e., top management's entrepreneurial strategic vision for the firm, organizational architectures that encourage entrepreneurial processes and behavior, and the generic forms of entrepreneurial process that are reflected in entrepreneurial behavior), and (3) the outcomes of CE strategy (i.e., organizational outcomes resulting from entrepreneurial actions, including the development of competitive capability and strategic repositioning). We discuss how our model contributes to the CE literature, distinguish our model from prior models, and identify challenges future CE research should address. [source]

Antecedents and outcomes of workplace incivility: Implications for human resource development research and practice

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2009
Thomas G. Reio Jr.
This cross-sectional, correlational study (N = 402) examined the relationships among select demographics, workplace adaptation, employee affect, and incivility and physical health and job satisfaction. The paper-and-pencil survey battery consisted of nine scales. The hypotheses were tested through correlational, factor analytic, and hierarchical regression analytic procedures. Younger males engaged more frequently in uncivil behavior. After statistically controlling for the demographic variables, high negative affect and low degree of establishing relationships with coworkers and supervisors (adaptation) predicted more incivility. For the physical health model, establishing relationships with coworkers and positive affect positively contributed to perceived physical health, while organizational incivility negatively contributed to the dependent variable. As for the job satisfaction model, establishing relationships with coworkers and supervisors and positive affect positively predicted satisfaction, whereas negative affect and incivility made negative contributions to the regression equation. In all cases, the magnitude of effect ranged from medium to large, supporting the theoretical, empirical, and practical relevance of understanding the detrimental effects of uncivil behaviors on organizational outcomes. HRD researchers and professionals are highlighted as possible means for reducing uncivil workplace behaviors and improving organizational performance. [source]

A meta-analysis of the non-monetary effects of employee health management programs

HUMAN RESOURCE MANAGEMENT, Issue 1 2003
Timothy DeGroot
This study was undertaken to review the literature on employee health management programs (EHMPs). We explored the history and characteristics of systematic organizational efforts to improve workforce health and well-being. We believe that a historical perspective provides some insight into the economic, political, and social factors that have influenced the trend toward organizationally sanctioned health-promotion efforts. Further, we investigated the likely effects of these programs on valued-behavioral organizational outcomes such as employee performance, employee satisfaction, absenteeism, and voluntary turnover. Our findings show that voluntary general-focus programs are unrelated to job performance, and voluntary programs are negatively related to absenteeism, but effects on absenteeism wane when the program is not voluntary. Moreover, EHMPs are minimally related to job satisfaction and slightly related to turnover. These results, examining behavioral outcomes of EHMPs, question the ability of EHMPs to provide desired behavioral changes in employees, changes that organizations seek to maximize such as increased performance. Are EHMPs more than just socially acceptable programs that help individuals with health problems? © 2003 Wiley Periodicals, Inc. [source]

Boredom in the workplace: More than monotonous tasks

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 4 2009
Lia Loukidou
Boredom is an emotional state that has a long history in organizational research. Despite recent changes in technology and the organization of work, boredom remains a part of the experience of work. The available evidence indicates that boredom is associated mainly with negative individual and organizational outcomes. The authors organize the review of the antecedents of boredom around four major themes in the literature: boredom in relation to jobs; individual differences; social context; and goals and coping. The authors conclude that the major challenge for researchers is to provide an integrative account of boredom which subsumes multiple areas of research, and that one most promising avenue for future research requires further attention to boredom in relation to coping processes, pursuit and attainment of personal goals. [source]

Teamworking and organizational performance: A review of survey-based research

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2008
Anne Delarue
This paper presents a review of recent survey-based research looking at the contribution of teamwork to organizational performance. In particular, it focuses on empirical studies in which both teamwork and performance are directly measured in a quantitative way. The paper begins by identifying four interrelated dimensions of teamwork effectiveness: attitudinal, behavioural, operational and financial. The first two represent transmission mechanisms by which organizational performance can be improved. The latter two provide direct measures of organizational outcomes. The review shows that teamworking has a positive impact on all four dimensions of performance. It also reveals that, when teamwork is combined with structural change, performance can be further enhanced. The paper concludes by highlighting some important research gaps that future studies could address. [source]

A conscious-authentic leadership approach in the workplace: Leading from within

JOURNAL OF LEADERSHIP STUDIES, Issue 1 2008
Robert E. Hofman Jr.
This study combines components of the relatively nascent concepts of conscious leadership and authentic leadership. It is a synopsis of a recent empirical study comparing two groups of companies and their respective CEOs. Each group is comprised of three companies. Group I is led by CEOs who use a conscious-authentic leadership approach in the workplace. They infuse their personal values, beliefs, and relational leadership behavior into the policies, practices, and employee programs within their respective organizations to achieve specific organizational outcomes. Group II CEOs do not use this leadership approach. The companies selected for study were categorized by disinterested third parties in the business community. This study explores the perceptions of the employees of both groups and the impact of the conscious-authentic leadership model on organizational behavior and specific organizational outcomes in the workplace. The organizational outcomes tested in this study are voluntary employee-withdrawal behavior and absenteeism during the period 2003,2005. An employee questionnaire was administered to the employees of both groups to measure organizational behavior. The same questionnaire was administered to the CEOs to determine their level of self-awareness and their sense of the reality of the human condition within their respective organization. A separate leadership questionnaire was administered to the CEOs for a self-assessment of personal attributes and leadership style. The findings provide a working definition of conscious-authentic leadership behavior and a working model of the components of this approach as implemented by Group I CEOs in the workplace. [source]

The nurse executive: challenges for the 21st century

JOURNAL OF NURSING MANAGEMENT, Issue 1 2000
BAPPSCI(NSQ), DEPAPPSCI, M. Fedoruk MHA
Aim The aim of this paper is to examine the challenges facing the nurse executive in the 21st century by questioning the traditional attributions of leadership to the nurse executive role. Background Historically, the leadership role in nursing has been assumed by the nurse executive. The predominantly female character of nursing, however, has ensured that demonstrations of leadership amongst nurses have been infrequent and compatible with prevailing male-defined ideologies. Examples of this include career restructuring and educational reforms in Australia. Findings This paper found that the apparent lack of leadership in nursing was able to be traced back to early management theories which categorized leadership as a function of management. Conclusions If nurses are to assume leadership positions in the health care system of the 21st century, nurse leaders will have to let go of traditional managerial practices and behaviours. In the emerging health care system of the new century, nurse executive practices will focus on achieving change rather than predictability in organizational outcomes. [source]

Darwinism, behavioral genetics, and organizational behavior: a review and agenda for future research

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 2 2006
Remus Ilies
In this article, a case is made for the importance of evolutionary processes and behavioral genetics for organizational behavior. First, we present scientific arguments connecting evolutionary biology and psychology, Darwinian theories, behavioral genetics, and individual differences. Second, we provide a review of behavioral genetics research on constructs relevant to organizational behavior, such as cognitive ability, personality, work attitudes, and leadership. Third, we discuss mechanisms explaining genetic influences on organizational outcomes such as attitudes and leadership. Finally, current issues in behavioral genetics research in general and their implications for organizational behavior are discussed. We also discuss issues specific to conducting research on genetic effects influencing constructs from the organizational realm, and offer suggestions for future research. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Latent errors and adverse organizational consequences: a conceptualization

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2003
Rangaraj Ramanujam
We develop the concept of latent errors,uncorrected deviations from procedures and policies that have no direct adverse consequences,and examine the complex relationships between organizational antecedents, latent errors, and adverse consequences. Latent errors, with varying levels of frequency, are present in all organizations whereas extreme adverse outcomes are rare. Thus, all organizations become potential objects of study in research on errors. Latent errors enable the design of ex ante studies of errors that avoid sampling on the dependent variable. The basic elements of our framework focus on two critical linkages. First is the role of antecedent factors such as incentives and goals in contributing to the presence of latent errors. Second, we explore how positive and negative feedback systems and external triggers link an acceleration of latent errors with adverse organizational outcomes. We also discuss how variations in context (e.g., whether work activities are co-located or distributed) may affect these factors. Implications for research on high-reliability organizations are discussed. Copyright © 2003 John Wiley & Sons, Ltd. [source]

The impact of a large-scale traumatic event on individual and organizational outcomes: exploring employee and company reactions to September 11, 2001

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2002
Kristin Byron
Much of the literature on stress and organizational outcomes has focused on organizational factors and has ignored extraorganizational stressors that lead to perceived stress. However, research in other fields and recent studies in management suggests that acute-extraorganizational stressors, such as traumatic events, may have potentially negative and costly implications for organizations. This study tests a theoretical model of traumatic stress and considers the relationship between strain from an acute-extraorganizational stressor, the terrorist attack on September 11, 2001, and absenteeism. Using a sample of 108 MBA and MPA students, this study suggests that strain caused by an acute-extraorganizational stressor can have important consequences for organizations. Namely, employees who report more strain from a traumatic life event are more likely to be absent from work in the weeks following the event. Copyright © 2002 John Wiley & Sons, Ltd. [source]

The Influence of Anger Expressions on Outcomes in Organizations

NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 3 2009
Donald E. Gibson
Abstract Anger can lead to positive organizational outcomes. Anger is an important emotion in negotiations and organizations create situations that promote anger, yet little research has examined the conditions under which anger expressions can lead to positive outcomes in organizations. We analyzed 129 anger episodes across six organizations. In these episodes we link the form of anger expression, characteristics of the expresser, and the organizational norms surrounding anger expressions with the valence of individual, relationship, and organizational outcomes. We find that outcomes are better when anger expressions are of low intensity, expressed verbally rather than in a physical way, and expressed in settings where anger expressions are normatively appropriate. Compared to expressions of anger by men, expressions of anger by women are associated with less positive organizational outcomes. [source]

Leadership within Australian voluntary sport organization boards

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2006
Russell Hoye
This article applies leader-member exchange theory to the study of dyadic relationships between leaders (board chairs and paid executives) and members (volunteer board members) within the boards of Australian voluntary sport organizations. The article specifically examines leader-member exchanges within a sample of six Queensland State sport organizations and their relationship with board performance. It was found that leadership within voluntary sport organization boards emanates from either board chairs or executives and that when the individuals fulfilling these roles are able to develop a mature working relationship, the board's ability to perform is enhanced. These findings extend our understanding of the importance of leadership roles held by volunteers and paid professionals for the achievement of organizational outcomes. [source]

CONTINGENCIES IN THE EFFECTS OF PAY RANGE ON ORGANIZATIONAL EFFECTIVENESS

PERSONNEL PSYCHOLOGY, Issue 3 2009
SVEN KEPES
The degree of pay spread can influence many organizational level outcomes (e.g., workforce productivity and organizational performance), but empirical studies are inconsistent about the directionality of the effect. We argue that it is not simply the width of the pay range but also the factors responsible for the width that explain the effects of the pay range on employee and organizational outcomes. We expect that when wider pay ranges are attributable to the use of performance-based pay, the effects of the pay range on performance are positive, but narrower pay ranges attributable to performance-based pay reduce this effect substantially. By contrast, wider pay ranges attributable to politically based pay should have negative effects on performance, and this effect should be weakened when the pay ranges are narrower. Data from a sample of motor carriers generally support our predictions. Although wider pay ranges have positive effects, the results reveal a complex pattern of relationships among the basis of pay allocations and pay range width on the one hand and workforce productivity and organizational performance on the other. Implications for future compensation and strategic human resource management research are discussed. [source]

AN INVESTIGATION OF THE RELATIONSHIP BETWEEN SAFETY CLIMATE AND MEDICATION ERRORS AS WELL AS OTHER NURSE AND PATIENT OUTCOMES

PERSONNEL PSYCHOLOGY, Issue 4 2006
DAVID A. HOFMANN
Safety climate has been shown to be associated with a number of important organizational outcomes. In this study, we take a broad view of safety climate,one that includes not only the development and adherence to safety protocols, but also open and constructive responses to errors,and investigate correlates within the health care industry. Drawing on a random, national sample of hospitals, the results revealed that safety climate predicted medication errors, nurse back injuries, urinary tract infections, patient satisfaction, patient perceptions of nurse responsiveness, and nurse satisfaction. As hypothesized, the relationship between safety climate and both medication errors and back injuries was moderated by the complexity of the patient conditions on the unit. Specifically, the effect of the overall safety climate of the unit was accentuated when dealing with more complex patient conditions. [source]

PAY SATISFACTION AND ORGANIZATIONAL OUTCOMES

FROM EXPERIENCE: Creating Synergy between Marketing and Research and Development,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2004
Gail L. Rein
The tensions between marketing and research and development (R&D) are so common that we have come to accept them as the way organizations are. If we remain resigned like this, how will we ever reap some of the benefits that can accrue from these groups working better together? If we can improve the working relationships between marketing and R&D, researchers promise a variety of desirable organizational outcomes, such as cycle-time reduction and new product success. This article describes in detail the changes that a Fortune 500 company made to its product development process to foster synergy between marketing and R&D. The modified process formalized the roles of marketing and R&D at both the front and back ends of the product development process, increasing productive interaction between the groups. The company found that at the front end, marketing and R&D needed to work together (1) to clarify the market requirements implicit in the market attack plan and (2) to develop a technical strategy that responded to the market requirements and that consequently implemented the market attack plan. At the back end, the groups needed to work together (3) to formulate the value messages used to market the company's products. The synergy created between marketing and R&D through the new process is credited for enabling the company to compete successfully in a market it never before had entered. [source]

Economic Liberalization and the Antecedents of Top Management Teams: Evidence From Turkish ,Big' Business

BRITISH JOURNAL OF MANAGEMENT, Issue 3 2006
Sibel Yamak
There has been an increased interest in the last two decades in top management teams (TMTs) of business firms. Much of the research, however, has been US-based and concerned primarily with TMT effects on organizational outcomes. The present study aims to expand this literature by examining the antecedents of top team composition in the context of macro-level economic change in a late-industrializing country. The post-1980 trade and market reforms in Turkey provided the empirical setting. Drawing upon the literatures on TMT and chief executive characteristics together with punctuated equilibrium models of change and institutional theory, the article develops the argument that which firm-level factors affect which attributes of TMT formations varies across the early and late stages of economic liberalization. Results of the empirical investigation of 71 of the largest industrial firms in Turkey broadly supported the hypotheses derived from this premise. In the early stages of economic liberalization the average age and average organizational tenure of TMTs were related to the export orientation of firms, whereas in later stages, firm performance became a major predictor of these team attributes. Educational background characteristics of teams appeared to be under stronger institutional pressures, altering in different ways in the face of macro-level change. [source]