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

Identifying Contextual Factors of Employee Satisfaction of Performance Management at a Thai State Enterprise

Although there has been an increase in Performance Management (PM) literature over the years arguing that PM perceptions are likely to be a function of PM process components and contextual factors, the actual relationship between the contextual factors and employee satisfaction of PM remains little explored.  Extending previous research, this study examines relationships between contextual factors and employees’ PM satisfaction.  Derived from the literature, these contextual factors are motivation and empowerment of employees, role conflict, role ambiguity, perceived organisational support, procedural justice and distributive justice.  Seven directional hypotheses are tested accordingly through a series of regression analyses.  This article finds that these contextual factors, with the exception of role conflict, are directly predictive of enhanced employees’ PM satisfaction at the Thai state enterprise

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

Thinking About You: Perspective Taking, Perceived Restraint, and Performance

Conflict often arises when incompatible ideas, values or interests lead to actions that harm others. Increasing people’s willingness to refrain from harming others can play a critical role in preventing conflict and fostering performance. We examine perspective taking as a relational micro-process related to such restraint. We argue that attending to how others appraise events supports restraint in two ways. It motivates people to act with concern and enables them to understand what others view as harmful versus beneficial. Using a matched sample of 147 knowledge workers and 147 of their leaders, we evaluate the impact of appraisal-related perspective taking on leaders’ perceptions of knowledge workers’ restraint and performance

The Influence of Hospitality Leaders’ Relational Transparency on Followers’ Trust and Deviance Behaviors: Mediating Role of Behavioral Integrity

This paper investigates the effect of leader\u27s relational transparency on follower organizational deviance through followers’ perception of leader\u27s behavioral integrity and their trust in leader. Multi-level modeling results from a multisource survey-based field-study with 24 hospitality student project teams (N = 149) show that behavioral integrity mediates the relationship between leader\u27s relational transparency and follower\u27s trust in leader. Furthermore, multi-level path analysis suggests that leader\u27s relational transparency, a team-level construct, exerts a cross-level effect on follower\u27s organizational deviance through the mediating roles of behavioral integrity and follower\u27s trust in leader. The study has yielded theoretical and practical implications that are useful for hospitality leaders. © 201

Employee Empowerment: The Key to Foundation Staff Satisfaction

Although few in numbers, foundation staff are responsible for managing hundreds of billions of dollars in charitable assets. These staff make crucial decisions about how best to allocate those resources to address some of our most pressing domestic and global challenges -- from child welfare to climate change. Given the important goals that foundation staff members are working to achieve, their performance should be a concern not just to those who supervise them, but to all of us. If we accept the argument that staff experiences are connected to performance, then foundation staff perceptions matter greatly. To better understand the experience of foundation staff, the Center for Effective Philanthropy (CEP) surveyed 1,168 staff members at 31 foundations. The surveys were conducted from 2007 to 2011 as part of CEP's Staff Perception Report (SPR) process. Through these surveys, we collect quantitative and qualitative data from respondents. Though our dataset is limited to the 31 foundations that chose to commission an SPR from CEP, it is the largest dataset that exists about foundation staff members' job satisfaction. We have sought, therefore, to analyze it to understand the answers to some basic questions: How satisfied are foundation staff in their jobs? What contributes to their satisfaction? What the data strongly indicate is that leaders set the tone. Their choices -- about a wide range of issues, including communication, delegation of authority, role definition, availability of resources, provision of feedback, recognition of contributions, and opportunities for learning and growth -- shape staff experiences. These dimensions matter far more than the issues that often are the focus of conversations about staff retention and satisfaction, such as pay levels or workload.Also included in this report are case studies of two foundations whose SPR results were particularly strong: The Commonwealth Fund and The Skillman Foundation. These two foundations' staff members rated highly on satisfaction and a host of other dimensions

Leadership Behaviour and Worker Performance in the Nigerian Construction Industry

Leadership is a dynamic process in which an individual influence other to contribute to the achievement of an assigned task. This paper investigates leadership behaviour and its impact on construction workers’ performance in Lagos, Nigeria. Purposive sampling technique was adopted to select 50 site-supervisors and 250 construction-workers involved in simple construction works. An investigation was carried out using a questionnaire survey method. The leadership variables investigated were ranked, regressed and correlated to workers performance. From the primary data analysis, leadership behaviour exhibited by supervisors were found to influence the site workers commitment to achieving the goal of the construction projects. The most exhibited leadership behaviour on the studied construction site is transformational leadership behaviour with an overall mean score of 4.09. There also exists a positive linear correlation of transactional leadership behaviour with construction workers performance. Findings revealed that the adoption of laissez-faire leadership behaviour results in negative correlation with construction workers performance. The study concludes that the success of construction projects depends on the project manager and its employees, therefore leadership qualities is an important skill that everyone in the construction industry should possess as it enhances the timely delivery of construction works

Culture, Wasta and perceptions of performance appraisal in Saudi Arabia

This article explores the relationship between Arabic culture and employees’ perceptions of performance appraisal in a Saudi Arabian company named SACO. Using an interpretive and qualitative methodological framework, the article suggests that Western models of performance appraisal rooted in rationality and objectivity conflict with aspects of Saudi Arabian culture. Specifically, the personal relations implicated in the social practice of Wasta. However, the article also shows how SACO employees are beginning to reject Saudi Arabian cultural norms and adopt alternative values which are linked to notions of organisational justice and individual egalitarianism. These values are compatible with Western models of performance appraisal

Current barriers and possible solutions to effective project team formation and deployment within a large construction organisation

The characteristics of the construction industry present an extremely challenging context for effective human resource management (HRM). The dynamic project-based nature of the industry results in extreme fluctuations in organisations’ workloads and requires teams to form, develop and disband relatively quickly. Thus, the importance of efficient management of employee resourcing activities cannot be understated. This paper reports on the findings of research which explored employee resourcing practices within large UK construction firms. The results suggest that managers currently attempt to carry out some strategic planning with regards to employee resourcing, but that this does not necessarily translate into effective operational practice which simultaneously takes account of organisational, project and individual employee needs. A new approach for more effective employee resourcing decision-making, based on encouraging the involvement of the employees in the deployment process, is put forward as a management tool which informs effective team formation and deployment. However, this will require the acceptance of both decision-support technology and of employee input into what is currently a tacit, management-oriented decision process