Respect in Organizations: Feeling Valued as “We” and “Me”

Research suggests that organizational members highly prize respect but rarely report adequately receiving it. However, there is a lack of theory in organizational behavior regarding what respect actually is and why members prize it. We argue that there are two distinct types of respect: generalized respect is the sense that “we” are all valued in this organization, and particularized respect is the sense that the organization values “me” for particular attributes, behaviors, and achievements. We build a theoretical model of respect, positing antecedents of generalized respect from the sender’s perspective (prestige of social category, climate for generalized respect) and proposed criteria for the evaluation of particularized respect (role, organizational member, and character prototypicality), which is then enacted by the sender and perceived by the receiver. We also articulate how these two types of respect fulfill the receiver’s needs for belonging and status, which facilitates the self-related outcomes of organization-based self-esteem, organizational and role identification, and psychological safety. Finally, we consider generalized and personalized respect jointly and present four combinations of the two types of respect. We argue that the discrepancy between organizational members’ desired and received respect is partially attributable to the challenge of simultaneously enacting or receiving respect for both the “we” and the “me.

“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations

Despite recognizing the importance of personal identification in organizations, researchers have rarely explored its dynamics. We define personal identification as perceived oneness with another individual, where one defines oneself in terms of the other. While many scholars have found that personal identification is associated with helpful effects, others have found it harmful. To resolve this contradiction, we distinguish between three paths to personal identification—threat-focused, opportunity-focused, and closeness-focused paths—and articulate a model that includes each. We examine the contextual features, how individuals’ identities are constructed, and the likely outcomes that follow in the three paths. We conclude with a discussion of how the threat-, opportunity-, and closeness-focused personal identification processes potentially blend, as well as implications for future research and practice

Seeing More than Orange: Organizational Respect and Positive Identity Transformation in a Prison Context

This paper develops grounded theory on how receiving respect at work enables individuals to engage in positive identity transformation and the resulting personal and work-related outcomes. A company that employs inmates at a state prison to perform professional business-to-business marketing services provided a unique context for data collection. Our data indicate that inmates experienced respect in two distinct ways, generalized and particularized, which initiated an identity decoupling process that allowed them to distinguish between their inmate identity and their desired future selves and to construct transitional identities that facilitated positive change. The social context of the organization provided opportunities for personal and social identities to be claimed, respected, and granted, producing social validation and enabling individuals to feel secure in their transitional identities. We find that security in personal identities produces primarily performance-related outcomes, whereas security in the company identity produces primarily well-being-related outcomes. Further, these two types of security together foster an integration of seemingly incompatible identities—”identity holism”—as employees progress toward becoming their desired selves. Our work suggests that organizations can play a generative role in improving the lives of their members through respect-based processes

Institutionalized Affect in Organizations:Not an Oxymoron

Can affective states – emotions, moods, and sentiments – become institutionalized in an organization such that they become “objective” factors that are exterior to any one person and resistant to change? We argue that the answer is yes, through intertwined top-down and bottom-up processes that shape an organization’s (or subunit’s) affective climate and affective culture, resulting in a dynamic equilibrium. The top-down processes include leadership, attraction-selection-attrition, and socialization, coupled with the physical, task, and social context, while the bottom-up process of emergence occurs via affective events, appraisal, affective sharing, and affect schemas. We also consider how identification with the organization (or subunit) enhances the likelihood of institutionalized affect. We conclude that institutionalized affect in organizations is far from an oxymoron

Work-life Events Theory: Making Sense of Shock Events in Dual-Earner Couples

Dual-earner couples are increasingly prevalent and encounter demands arising from each partner’s commitment to various work and life domains. Unfortunately, there has been little theoretical progress in explaining how dual-earner couples navigate work-life shock events, which we define as disruptive, novel, and critical events that require investment of a couple’s resources. Drawing from identity and sensemaking theories, we develop a theory of work-life shock events to explain how dual-earner couples perceive and respond to these events. We theorize that partners initially make sense of the event as individuals and then engage in couple-level sensemaking. We argue that each individual’s shock intensity perceptions are shaped by the shock event’s characteristics and the identity factors of role salience hierarchy and future self. A subsequent couple-level process of sensemaking ensues, influenced by the salience of the originating domain and partner role, as well as relational identity factors. Couple-level shock intensity perceptions result in the couple’s decision regarding resource investment in the shock event’s originating domain. We discuss implications for future research and for organizations

Ambivalence in Organizations: A Multilevel Approach

The experience of simultaneously positive and negative orientations toward a person, goal, task, idea, and such appears to be quite common in organizations, but it is poorly understood. We develop a multilevel perspective on ambivalence in organizations that demonstrates how this phenomenon is integral to certain cognitive and emotional processes and important outcomes. Specifically, we discuss the organizational triggers of ambivalence and the cognitive and emotional mechanisms through which ambivalence diffuses between the individual and collective levels of analysis. We offer an integrative framework of major responses to highly intense ambivalence (avoidance, domination, compromise, and holism) that is applicable to actors at the individual and collective levels. The positive and negative outcomes associated with each response, and the conditions under which each is most effective, are explored. Although ambivalence is uncomfortable for actors, it has the potential to foster growth in the actor as well as highly adaptive and effective behavior

Meeting the cultural and service needs of Arabic international students by using QFD

Quality has become an important factor in global competition for many reasons. Intensive global competition and the demand for better quality by customers has led organizations to realize the benefits of providing quality products and services in order to successfully compete and survive. Higher education institutions are one example of these organisations. Higher education institutions work in an intensive competitive environment worldwide driven by increasing demands for learning by local and international students. As a result, the managers of these sectors have realized that improving the quality of services is important for achieving customer satisfaction which can help survival in an internationally competitive market. To do this, it is necessary for organizations to know their customers and identify their requirements. To this end, many higher education institutions have adopted principles of total quality management (TQM) to improve their education quality which leads to better performance through involvement of every department to achieve excellence in business. This chapter considers the importance of measuring quality in order to assist universities to proactively manage the design and improvement of the social and academic experiences of postgraduate international students, and plan management decision-making processes to deliver high-quality services in a globalized business of provision of higher education. Higher education institutions must operate effectively and efficiently and be able to deliver quality programs, by seeking to better understand the needs of their customers to be competitive in this market space

Portraying the nature of corruption: Using an explorative case-study design

What is the nature of corruption in Western democracies? To answer this research question, the authors study 10 Dutch corruption cases in depth, looking at confidential criminal files. The cases allow them to sketch a general profile of a corruption case. The authors offer nine propositions to portray the nature of corruption. They conclude that corruption usually takes place within enduring relationships, that the process of becoming corrupt can be characterized as a slippery slope, and that important motives for corruption, aside from material gain, include friendship or love, status, and the desire to impress others. The explorative multiple case study methodology helps to expand our understanding of the way in which officials become corrupt. © 2008 The American Society for Public Administration