Examining the Influence of Organizational Culture on Employees\u27 Ethical Behavior in Public Sector Organizations

Much of the literature on organizational ethics attribute unethical behavior in the workplace as originating from greed, inadequate ethics training, lax ethics laws, and lenient disciplinary actions when ethical lapses do occur. While this perception advances a cogent argument, it does not examine the entire concept of unethical behavior, because it does not consider the organizational culture which clearly guides employees\u27 ethical behavior and decision making in the organization. In this study, a basic interpretative qualitative research design was employed utilizing semi-structured interviews to investigate how organizational cultural systems, member interactions, leadership role modeling and training interventions influence employees\u27 ethical behavior in the workplace. Purposeful sampling was utilized in selecting a public sector organization with a record of ethics reforms and participants comprising of senior managers, middle level managers and lower level employees. The data analysis uncovered five seminal themes, which resulted in three major conclusions. The conclusions derived from the findings indicate that cultural systems of organizations such as code of ethics, authority, norms and peer behavior are pivotal in influencing employees\u27 ethical behavior at the workplace. Second, the group dynamics in the organization\u27s culture such as member interactions, leader\u27s role modeling and training interventions are vital to encouraging and making significant changes in employees\u27 ethical behavior. Third, external cultural factors such as religiosity and parental guidance in terms of values-based upbringing actively enhances and fosters ethical behavior among some employees in the workplace. Suggestions for research and practice in the field of HRD are also offered

Short-term trajectories of workplace bullying and its impact on strain: A latent class growth modeling approach

The aim of this weekly diary study was (a) to identify trajectories of workplace bullying over time and (b) to examine the association of each cluster with strain indicators (i.e., insomnia and anxiety/depression). A sample of 286 employees during 4 weeks of data was used (N occasions = 1,144). Results of latent class growth modeling showed that 3 trajectories could be identified: a nonbullying trajectory, which comprised 90.9% of the sample; an inverted U trajectory; and a delayed increase bullying trajectory; the latter two each had 4.2% of the participants. We found a significant interaction between time and trajectories when predicting insomnia and anxiety/depression, with each strain showing a differential pattern with each trajectory. It seems that the negative effects on insomnia are long-lasting and remain after bullying has already decreased. In the case of anxiety and depression, when bullying decreases strain indicators also decrease. In this study, by examining trajectories of bullying at work over time and their associations with strain, we provide new insights into the temporal dynamics of workplace bullying

Spanish validation of the Shorter Version of the Workplace Incivility Scale: An employment status invariant measure

Workplace Incivility (WI) occurs worldwide and has negative consequences on individuals and organizations. Valid and comprehensive instruments have been used, specifically in English speaking countries, to measure sucadverse process at work, but it is not available a validated instrument for research carried out in Spanish speaking countries. In this study we aim to test the psychometric properties of the Matthews and Ritter’s four-item Workplace Incivility Scale (2016) with Spanish workers (N = 407) from different sectors. Participants’ mean age was 38.73 (SD = 10.45) years old and the percentage of female employees was 59.2%. Confirmatory factor analysis using AMOS 19.0 was carried out, presenting a good fit. The internal consistency, convergent and concurrent validity of the scale were examined. Results show good scale reliability and expected high correlations with social undermining. Moreover, the scale related to propensity to leave a job, job satisfaction, and psychological well-being in the expected way. After configural invariance across groups was established, testing for metric invariance and scalar invariance was performed. Considering Δχ2 and ΔCFI tests for two nested models, the 4-item scale was invariant when the employment status is considered (permanent vs. temporal, full-time vs. part-time, and supervisor vs. non-supervisors). Overall, our findings showed good psychometric properties of the shorter version of the WIS in Spain. Theoretical and practical implications of this study are discussed.Ministerio de Economía y Competitividad de España PSI2015-64894-PFundação para a Ciência e a Tecnologia (FCT) Portugal SFRH/BPD/121748/201

ILR Research in Progress 2011-12

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.Research_in_Progress_2011_12.pdf: 46 downloads, before Oct. 1, 2020

Improving social corporate responsibility : the case of bullying behavior

This article highlights moral harassment at the workplace as a form of corruption in organizations. This form of corruption has cost organizations billions of dollars each year. A theoretical model is presented in this paper, which explains the main factors that affect bullying processes impact on organizations. Suggestions are provided in this paper, as tools to eliminate bullying within the workplace

Job satisfaction in hotel employess: a systematic review of the literature

Hotel employees' job satisfaction is very important to their performance. In a systematic review of the previous literature on hotel employees, it was found that the most studied variable was job satisfaction; there were no other systematic reviews on the topic. In this review, performed in the Web of Knowledge, Web of Science (Social Sciences Index Expanded, Social Sciences Citation Index, Medline), and Science Direct between 2000 and 2014, 51 studies were found.These studies indicated that satisfaction is crucial to the financial performance and prosperity of hotels and acts a mediator in customer satisfaction. Contributing to greater satisfaction are factors such as greater autonomy and independence, greater power of decision making, flexible schedules, better working conditions, and training. The factors that promote dissatisfaction are wages and reduced benefits. The studies also indicated that a higher level of job satisfaction can have a direct impact on increasing the financial performance of the hotel. The implications of this study for hoteliers and directors relates to the creation of adequate working conditions to increase job satisfaction and provide hotel employees with a greater sense of subjective well-being

What Lies Beneath: How Paranoid Cognition Explains the Relations Between Transgender Employees\u27 Perceptions of Discrimination at Work and their Job Attitudes and Wellbeing

With the recent public gender transitions of celebrities like Caitlin Jenner, greater visibility of transgender characters on television (e.g., Transparent), and controversial laws enacted in some U.S. states and cities banning transgender employees from accessing bathrooms that align with their gender identities, issues of gender expression have been thrust into the national spotlight. In order to promote greater awareness and acceptance of transgender people, greater knowledge of their life experiences is needed. Adding to a small, but growing, body of research on the work experiences of transgender individuals, the goal of the present study is to examine the cognitive processes that shape these individuals\u27 experiences in the workplace. Drawing on existing theory and research on paranoia, we examine the role of paranoid cognition, defined by hypervigilance, rumination, and sinister attributional tendencies, in explaining the relations between transgender employees\u27 perceptions of workplace discrimination and their job attitudes and psychological wellbeing. Our findings suggest that perceptions of transgender discrimination in the workplace are positively related to paranoid cognition at work; paranoid cognition is positively related to transgender employees\u27 turnover intentions and emotional exhaustion and negatively related to their job satisfaction; and paranoid cognition at work mediates the relations between perceptions of discrimination and each of these outcomes. We conclude by discussing the implications of our results, as well as avenues for future research on the work experiences of transgender employees

How authentic leadership promotes individual creativity: The mediating role of affective commitment

This study sought to provide a more comprehensive understanding of how authentic leadership can affect employees’ individual creativity through affective commitment’s mediating role. The sample included 177 leader-follower dyads from 26 private, small and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each follower’s level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employees’ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadership’s influence on individual creativity but also other psychosocial and personal variables’ effects on that relationship.info:eu-repo/semantics/publishedVersio

Missing Links: Referrer Behavior and Job Segregation

The importance of networks in labor markets is well-known, and their job segregating effects in organizations taken as granted. Conventional wisdom attributes this segregation to the homophilous nature of contact networks, and leaves little role for organizational influences. But employee referrals are necessarily initiated within a firm by employee referrers subject to organizational policies. We build theory regarding the role of referrers in the segregating effects of network recruitment. Using mathematical and computational models, we investigate how empirically-documented referrer behaviors affect job segregation. We show that referrer behaviors can segregate jobs beyond the effects of homophilous network recruitment. Further, and contrary to past understandings, we show that referrer behaviors can also mitigate most if not all of the segregating effects of network recruitment. Although largely neglected in previous labor market network scholarship, referrers are the missing links revealing opportunities for organizations to influence the effects of network recruitment

Energy’s Role in the Extraversion (Dis)advantage: How Energy Ties and Task Conflict Help Clarify the Relationship Between Extraversion and Proactive Performance

While academic and practitioner literatures have proposed that extraverts are at an advantage in team-based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project-based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team-based work