4,157 research outputs found

    Customer value co-creation behavior : scale development and validation

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    This investigation reports a series of four studies leading to the development and validation of a customer value co-creation behavior scale. The scale comprises two dimensions: customer participation behavior and customer citizenship behavior, with each dimension having four components. The elements of customer participation behavior include information seeking, information sharing, responsible behavior, and personal interaction, whereas the aspects of customer citizenship behavior are feedback, advocacy, helping, and tolerance. The scale is multidimensional and hierarchical, and it exhibits internal consistency reliability, construct validity, and nomological validity. This study also shows that customer participation behavior and customer citizenship behavior exhibit different patterns of antecedents and consequences

    Research and Applications of the Processes of Performance Appraisal: A Bibliography of Recent Literature, 1981-1989

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    [Excerpt] There have been several recent reviews of different subtopics within the general performance appraisal literature. The reader of these reviews will find, however, that the accompanying citations may be of limited utility for one or more reasons. For example, the reference sections of these reviews are usually composed of citations which support a specific theory or practical approach to the evaluation of human performance. Consequently, the citation lists for these reviews are, as they must be, highly selective and do not include works that may have only a peripheral relationship to a given reviewer\u27s target concerns. Another problem is that the citations are out of date. That is, review articles frequently contain many citations that are fifteen or more years old. The generation of new studies and knowledge in this field occurs very rapidly. This creates a need for additional reference information solely devoted to identifying the wealth of new research, ideas, and writing that is changing the field

    Psychological Influences on Referent Choice*

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    This article discusses the psychological influences on referent selection. The nature of contemporary work environments, ones characterized by instability and uncertainty, may create increased needs on the part of individuals for comparative information. Individuals use social comparisons for managing both uncertainty and environmental change, and for making critical decisions about one\u27s job. Most literature on referent selection can be categorized along two basic schema: identification of the types of referents that exist and examination of the outcomes that result from referent selection. Studies have identified a multitude of potential referents, primarily drawn from the outcomes being examined, including pay referents, referents linked with one\u27s occupation, education, age and job, and referents derived from an employee\u27s social network

    "Type change" : the perceived structure of organizational change events

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    Sustainable development and global prosperity hinge substantially on healthy, progressive organizations. The liability of change, which manifests in the dismal success rates of large scale organizational change initiatives, however threatens the advancement of this agenda. While the reasons for this are complex, a starting point for reversing this trend is a greater understanding of the phenomenon of organizational change, which is reified and enacted at the level of the individual employee. The current study empirically explored the under researched area of 'types of change', which influences employee perceptions and responses and which ultimately holds the key to organizational adaptation. Several structural dimensions were extracted from the 663 respondents' perceptions of change events, which suggest a more considered but also a potentially more effective approach to dealing with organizational change

    The Impact of Inclusive Leadership on Employee Well-being: The Mediating Role of Organizational Trust

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    In recent years, people pay more and more attention to employees' work experience and mental health, especially employee well-being. Leadership style is one of the factors that affect employee well-being. Recently, there have been more and more researches on inclusive leadership in China. However, the research on the relationship between inclusive leadership and employee well-being in China is still in its infancy, and the mechanism between the two still needs to be further studied.This paper investigates the mediating effect of organizational trust on the relationship between inclusive leadership and employee well-being by using a questionnaire survey of Chinese workers. Based on a survey of 153 participants, the results show that organizational trust can mediate the positive impact of inclusive leadership on employee well-being. At the same time, after the addition of organizational trust as an intermediate variable, the study found that the establishment of organizational trust has a driving effect on improving employee well-being

    The Influence of Perceived Insider Status on New Employee Engagement

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    This study from the perspective of new employees' perceived insider status, study on the influence mechanism of perceived insider status on engagement, and introduce psychological capital as intermediary variable. It focuses on the subject of new employees who begin to work within 3 years. Finally, 278 valid questionnaires were collected. Through empirical analysis, the research hypothesis is well verified, and the conclusion is drawn. The conclusions of this study include: (1) perceived insider status can affect new employees’ engagement; (2) psychological capital can affect new employees’ engagement; (3) perceived insider status can affect new employees’ psychological capital; (4) psychological capital plays an intermediary role in the relationship between perceived insider status and new employees’ engagement. At last, we propose the suggestion to strengthen new employees’ engagement, making the research can be effectively applied to the practice of enterprise management

    Human Resource management, Institutionalisation and Organisational Performance

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    The relationship between Human Resource Management (HRM) and firm performance has been a hotly debated topic over the last decade, especially in the United States (e.g. Osterman, 1994; Huselid, 1995; MacDuffie, 1995). The question arises whether the domination of USA oriented models, however appropriate they might be for, say, the USA, hold in other for example more institutionalised contexts. Now we have the opportunity to study recent empirical data on the effectiveness of human resource management in the Netherlands, using Control versus Commitment HR Theory (Walton, 1985; Arthur, 1994) in combination with New Institutionalism (Dimaggio and Powell, 1983). We were able to include three different Dutch sectors/branches of industry i.e. Health care, Local Government and Tourism. Empirical results suggest that the effect of HRM is lower in highly institutionalised sectors (hospitals and local governments) than in a less institutionalised sector like hotels.HRM;performance;institutionalism;hospitals & local governments;hotels

    The complex emotion of commitment: do organizations really understand it?

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    The most important factor in achieving the goals of any organization is to improve the emotional intelligence of the employees which will support to have a better organizational climate and culture ultimately leading to the success of both the individual and the organization. Emotional intelligence is meaningfully related to personnel's emotional commitment, continued commitment and normative commitment. People with high emotional intelligence experience more career success and organizational commitment. These people tend to have attitudes consistent with commitment to expand. It is recommended that the hiring and promotion of employees to discuss emotional intelligence and using it to promote affective and normative commitment and organizational effectiveness and performance, resulting be taken into consideration administrators
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