12 research outputs found
Recommended from our members
Legitimacy: An analysis of three Hungarian-West European collaborations
DRAWING ON A LONGITUDINAL comparative analysis of
three Hungarian-Western European partnerships, it is argued
that insight into the different assumptions foreigners o~en bring
to their cooperative arrangements can be gained by framing such
contacts as clashes in systems of legitimacy. Focusing on which
partners' actions are viewed as desirable or appropriate in their
respective social settings helps to illuminate the role of social support
in maintaining behavior, as well as the ways assumptions are
sustained and changed. These ideas are illustrated by differences
between the Hungarian managers and their Western European
partners in their approaches to managing authorities, and by an
analysis of how Hungarian managers and government officials
have maintained their familiar modes of operating despite the
change from communism to capitalism
Recommended from our members
Insufficient Bureaucracy: Trust and Commitment in Particularistic Organizations
Many employees in the world are evaluated and rewarded at work based on who they are ("particularism") rather than based on impersonal judgments of their performance ("universalism"). Yet the field of organizational behavior has been virtually silent on how employees react to workplaces dominated by particularism. In an effort to understand the role of particularistic organizational practices, several ideas from comparative institutions theories are applied to questions of organizational behavior, and the model is tested in samples of large manufacturing and service organizations in the United States and Hungary. It was found that employees in a modernist political system (United States) did echo social scientists' claims by reporting that their employers' personnel practices were comparatively more universalistic than those in organizations operating in a neotraditional polity (Hungary). This perception of differences in personnel practices mediated the relationship between political system and employees' trust in one another, their perceptions of coworker shirking, and their organizational commitment
Recommended from our members
Legitimacy: An analysis of three Hungarian-West European collaborations
DRAWING ON A LONGITUDINAL comparative analysis of
three Hungarian-Western European partnerships, it is argued
that insight into the different assumptions foreigners o~en bring
to their cooperative arrangements can be gained by framing such
contacts as clashes in systems of legitimacy. Focusing on which
partners' actions are viewed as desirable or appropriate in their
respective social settings helps to illuminate the role of social support
in maintaining behavior, as well as the ways assumptions are
sustained and changed. These ideas are illustrated by differences
between the Hungarian managers and their Western European
partners in their approaches to managing authorities, and by an
analysis of how Hungarian managers and government officials
have maintained their familiar modes of operating despite the
change from communism to capitalism
Recommended from our members
Procedural justice as modernism: Placing industrial/organisational psychology in context
Recommended from our members
Procedural justice as modernism: Placing industrial/organisational psychology in context
Recommended from our members
Insufficient Bureaucracy: Trust and Commitment in Particularistic Organizations
Many employees in the world are evaluated and rewarded at work based on who they are ("particularism") rather than based on impersonal judgments of their performance ("universalism"). Yet the field of organizational behavior has been virtually silent on how employees react to workplaces dominated by particularism. In an effort to understand the role of particularistic organizational practices, several ideas from comparative institutions theories are applied to questions of organizational behavior, and the model is tested in samples of large manufacturing and service organizations in the United States and Hungary. It was found that employees in a modernist political system (United States) did echo social scientists' claims by reporting that their employers' personnel practices were comparatively more universalistic than those in organizations operating in a neotraditional polity (Hungary). This perception of differences in personnel practices mediated the relationship between political system and employees' trust in one another, their perceptions of coworker shirking, and their organizational commitment
Recommended from our members
Person-based reward systems: Reward practices in reform-communist organizations
Executives from capitalist countries are rushing to form joint ventures with
enterprises in the former communist countries of Central and Eastern
Europe. Yet, what do these executives really know about the management
practices and working relationships in these enterprises? While numerous
newsletters and professional news weeklies can provide detailed analyses
of the political and legal environment for business, they provide only
partial, but vivid, anecdotes about what happens inside these enterprises.
Into this analytic vacuum have come untested assumptions, such as 'Employees do not work hard because they have no financial incentive'
Recommended from our members
Personâbased reward systems: A theory of organizational reward practices in reformâcommunist organizations
A type of organizational reward system based on personal power is described and partially tested. The theory, developed from observations of Hungarian organizations, is grounded in theories of procedural justice and learned helplessness. Personâbased organizational reward systems are characterized by highly valued rewards combined with personalistic criteria for reward distribution. Such organizational reward systems were hypothesized to lead to employee perceptions of organizational unfairness; negative evaluations of others; anxiety; and perceptions of self, collegial and organizational inefficacy. These hypotheses were supported in tests in a sample of three Hungarian stateâowned organizations classified as having personâbased systems and five nonâpersonâbased organizations (two Hungarian privatelyâowned companies, one American stateâowned and two American privatelyâowned organizations). In addition, several behavioral effects of personâbased reward systems were proposed: they foster bargaining behavior, withholding of information, avoidance of collaborative tasks, ingratiation and noncompliance with rules. Copyright © 1994 John Wiley & Sons, Ltd
Recommended from our members
Person-based reward systems: Reward practices in reform-communist organizations
Executives from capitalist countries are rushing to form joint ventures with
enterprises in the former communist countries of Central and Eastern
Europe. Yet, what do these executives really know about the management
practices and working relationships in these enterprises? While numerous
newsletters and professional news weeklies can provide detailed analyses
of the political and legal environment for business, they provide only
partial, but vivid, anecdotes about what happens inside these enterprises.
Into this analytic vacuum have come untested assumptions, such as 'Employees do not work hard because they have no financial incentive'