Going above and beyond for implementation: the development and validity testing of the Implementation Citizenship Behavior Scale (ICBS).

BackgroundIn line with recent research on the role of the inner context of organizations in implementation effectiveness, this study extends research on organizational citizenship behavior (OCB) to the domain of evidence-based practice (EBP) implementation. OCB encompasses those behaviors that go beyond what is required for a given job that contribute to greater organizational effectiveness. The goal of this study was to develop and test a measure of implementation citizenship behavior (ICB) or those behaviors that employees perform that go above and beyond what is required in order to support EBP implementation.MethodsThe primary participants were 68 supervisors from ten mental health agencies throughout California. Items measuring ICB were developed based on past research on OCB and in consultation with experts on EBP implementation in mental health settings. Supervisors rated 357 of their subordinates on ICB and implementation success. In addition, 292 of the subordinates provided data on self-rated performance, attitudes towards EBPs, work experience, and full-time status. The supervisor sample was randomly split, with half used for exploratory factor analyses and the other half for confirmatory factor analyses. The entire sample of supervisors and subordinates was utilized for analyses assessing the reliability and construct validity of the measure.ResultsExploratory factor analyses supported the proposed two-factor structure of the Implementation Citizenship Behavior Scale (ICBS): (1) Helping Others and (2) Keeping Informed. Confirmatory factor analyses with the other half of the sample supported the factor structure. Additional analyses supported the reliability and construct validity for the ICBS.ConclusionsThe ICBS is a pragmatic brief measure (six items) that captures critical behaviors employees perform to go above and beyond the call of duty to support EBP implementation, including helping their fellow employees on implementation-related activities and keeping informed about issues related to EBP and implementation efforts. The ICBS can be used by researchers to better understand the outcomes of improved organizational support for implementation (i.e., implementation climate) and the proximal predictors of implementation effectiveness. The ICBS can also provide insight for organizations, practitioners, and managers by focusing on key employee behaviors that should increase the probability of implementation success

Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

Since the early 1980’s the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: Level of analysis (individual/ group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four sub-areas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently

People Make the Difference: An Explorative Study on the Relationship between Organizational Practices, Employees’ Resources, and Organizational Behavior Enhancing the Psychology of Sustainability and Sustainable Development

The most recent developments in the field of sustainability science and the emergence of a psychologyofsustainabilityandsustainabledevelopmenthavecontributedtocollectevidencesabout the fact that modern organizations need healthy and motivated employees to survive and to prosper within this fast-moving scenario. In this vein, a confirmation to these evidences came from the abundant research on HEalthy and Resilient Organizations (HERO), showing that when organizations make systematic, planned, and proactive efforts to improve employees’ subjective resources then organizational processes and outcomes benefit in turn. Moving forward from these premises, the presentstudyaimedtoexploretheseassumptionswithinthecontextofsmallandmediumenterprises (SMEs), investigating the relationships among the organizational practices, employees’ subjective resources, and organizational behaviors. Two hundred and thirty-six participants working in SMEs located in the south of Italy took part. They were invited to fill in a questionnaire investigating their perception of organizational resources and practices (autonomy, leadership, communication, organizational mindfulness, and commitment to resilience), of their individual resources (work engagement and psychological capital), and finally, of some organizational outcomes (extra-role behavior). Results showed that psychological capital was a significant mediator of the relationship betweenemployees’perceptionoftheorganizationalresourcesandpracticesandextra-rolebehaviors. Concrete implications of these conclusions in terms of human resource management (HRM) are discussed together with limitations of the study and future developments

Cognitions and emotions - testing the tenets of Fairness Theory

In this study, we test the tenets put forth by Fairness Theory (Folger & Cropanzano, 2001). Fairness Theory argues that perceptions of unfairness are formulated through a cognitive process that evaluates an event in terms of the presence or absence of injury or harm, the commission or omission of discretionary conduct on the part of the entity responsible for the injury or harm, and whether or not an ethical or moral standard was violated by such conduct (termed “Would,” “Could,” and “Should,” respectively). In this paper, we examine the role each of these elements plays in the assessment of fairness. Across two laboratory studies we show that a combination of harm and moral infraction shows the strongest effects on both first- and third-party justice perceptions, anger, and subsequent behaviors, whereas perceived discretion (“Could”) has little effect. Results are interpreted in light of recent research in moral psychology

Leader values as predictors of employee affect and work passion intentions

The purpose of this study was to examine the empirical connection between employee perceptions of their leaders’ values orientation, employee job-specific affect, and the resultant impact these two constructs have on employee work passion intentions. Seven hundred forty-seven respondent surveys were analyzed using structural equation modeling (SEM) to assess the study’s proposed theoretical model. The latent constructs tested included cognition (i.e., perceptions of interpersonal work experience), affect, and intentions. Perceived leader self-concern showed a significant direct correlation with negative job-specific affect as well as a negative relationship with intent to stay. Leader other-orientation showed sizeable, direct, significant correlations with employee positive job-specific affect and resultant work passion intentions such as intent to endorse, intent to perform, intent to stay, intention to use discretionary effort, and intention to be an organizational citizen.Published versio

Going to work ill: a meta-analysis of the correlates of presenteeism and a dual-path model

Interest in presenteeism, attending work while ill, has flourished in light of its consequences for individual well-being and organizational productivity. Our goal was to identify its most significant causes and correlates by quantitatively summarizing the extant research. Additionally, we built an empirical model of some key correlates and compared the etiology of presenteeism versus absenteeism. We used meta-analysis (in total, K = 109 samples, N = 175,965) to investigate the correlates of presenteeism and meta-analytic structural equation modeling to test the empirical model. Salient correlates of working while ill included general ill health, constraints on absenteeism (e.g., strict absence policies, job insecurity), elevated job demands and felt stress, lack of job and personal resources (e.g., low support and low optimism), negative relational experiences (e.g., perceived discrimination), and positive attitudes (satisfaction, engagement, and commitment). Moreover, our dual process model clarified how job demands and job and personal resources elicit presenteeism via both health impairment and motivational paths, and they explained more variation in presenteeism than absenteeism. The study sheds light on the controversial act of presenteeism, uncovering both positive and negative underlying mechanisms. The greater variance explained in presenteeism as opposed to absenteeism underlines the opportunities for researchers to meaningfully investigate the behavior and for organizations to manage it

Using self-definition to predict the influence of procedural justice on organizational, interpersonal, and job/task-oriented citizenship behaviors

An integrative self-definition model is proposed to improve our understanding of how procedural justice affects different outcome modalities in organizational behavior. Specifically, it is examined whether the strength of different levels of self-definition (collective, relational, and individual) each uniquely interact with procedural justice to predict organizational, interpersonal, and job/task-oriented citizenship behaviors, respectively. Results from experimental and (both single and multisource) field data consistently revealed stronger procedural justice effects (1) on organizational-oriented citizenship behavior among those who define themselves strongly in terms of organizational characteristics, (2) on interpersonal-oriented citizenship behavior among those who define themselves strongly in terms of their interpersonal relationships, and (3) on job/task-oriented citizenship behavior among those who define themselves weakly in terms of their distinctiveness or uniqueness. We discuss the relevance of these results with respect to how employees can be motivated most effectively in organizational settings

An Examination of Leadership Theories in Business and Sport Achievement Contexts

This manuscript examines the impact of transformational leadership in multiple contexts, specifically business and competitive sport. An overview of eight major leadership theories discussed date from the 1940s to the present date. These leadership theories include the trait theories, behavioral theories, the path-goal theory, the leader-member exchange theory, authentic leadership, servant leadership, situational leadership, and transformational leadership. Within these contexts, nine studies highlighted the value of transformational leadership. The review contains a variety of large-scale, multi-site, individual studies as well as meta-analyses on a global scale that are all related to transformational leadership. These studies demonstrate how transformational leadership transcends disciplines and exemplify the value of transformational leadership, resulting in higher achievement outcomes