How Do I-Deals Influence Client Satisfaction? The Role of Exhaustion, Collective Commitment, and Age Diversity

This paper introduces a multi-level perspective on the relationships of idiosyncratic deals (i-deals) with organizational outcomes (i.e., client satisfaction) and investigates how and under which conditions these relationships manifest. Based on contagion theory, we proposed that the positive effects of i-deals will spill over within organizational units (indicated by reduced emotional exhaustion and enhanced collective commitment), which leads to increased customer satisfaction. Moreover, it was postulated that the effects of i-deals would be more prominent in units with high age diversity, as i-deals are more important in units where people's work-related needs are more heterogeneous due to the higher diversity in employee age. A study among 19,780 employees and 17,500 clients of a German public service organization showed support for the contagion model and showed that i-deals were negatively related to individual emotional exhaustion and subsequently positively to collective commitment within units and client satisfaction measured six months later. Emotional exhaustion and collective commitment mediated the relationships between i-deals and client satisfaction. Finally, we found that the relationships between i-deals and emotional exhaustion and client satisfaction were more strongly negative in units with high age diversity rather than in units with low age diversity, indicating the benefits of i-deals within units with high age diversity to reduce emotional exhaustion and enhance client satisfaction

Resolution, Relief, And Resignation:A Qualitative Study Of Responses To Misfit At Work

Research has portrayed person–environment (PE) fit as a pleasant condition resulting from people being attracted to and selected into compatible work environments; yet, our study reveals that creating and maintaining a sense of fit frequently involves an effortful, dynamic set of strategies. We used a two-phase, qualitative design to allow employees to report how they become aware of and experience misfit, and what they do in response. To address these questions, we conducted interviews with 81 individuals sampled from diverse industries and occupations. Through their descriptions, we identified three broad responses to the experience of misfit: resolution, relief, and resignation. Within these approaches, we identified distinct strategies for responding to misfit. We present a model of how participants used these strategies, often in combination, and develop propositions regarding their effectiveness at reducing strain associated with misfit. These results expand PE fit theory by providing new insight into how individuals experience and react to misfit—portraying them as active, motivated creators of their own fit experience at work

Contemplating workplace change

Drawing on topical life histories of physicians in a particularly volatile public health sector environment, we build theory around the contemplation of workplace change. Overall, our study provides evidence as to why single or multiple independent factors, such as pay or job structure, may fail to predict or explain individual decisions to stay in or change workplaces. Instead, the contemplation process we argue is a complex, evolutionary, and context-dependent one that requires individualized interventions. Our findings reveal the prevalence of episodic context-self fit assessments prompted by triggering stimuli, two mechanisms by which thought processes evolved (reinforcement and recalibration), and four characteristic story lines that explain why the thought processes manifested as they did (exploring opportunities, solving problems, reconciling incongruence, and escaping situations). Based on our findings, we encourage practitioners to regularly engage in story-listening and dialogic conversations to better understand, and potentially affect the evolving socially constructed realities of staff members

Cortical Modulation of the Transient Visual Response at Thalamic Level: A TMS Study

The transient visual response of feline dorsal lateral geniculate nucleus (dLGN) cells was studied under control conditions and during the application of repetitive transcranial magnetic stimulation at 1 Hz (rTMS@1Hz) on the primary visual cortex (V1). The results show that rTMS@1Hz modulates the firing mode of Y cells, inducing an increase in burst spikes and a decrease in tonic firing. On the other hand, rTMS@1Hz modifies the spatiotemporal characteristics of receptive fields of X cells, inducing a delay and a decrease of the peak response, and a change of the surround/center amplitude ratio of RF profiles. These results indicate that V1 controls the activity of the visual thalamus in a different way in the X and Y pathways, and that this feedback control is consistent with functional roles associated with each cell type