Gender differences in organizational justice predicting the key employee outcomes of organizational commitment, job satisfaction and turnover intention

All four types of organizational justice &ndash; distributive, procedural, interpersonal and informational &ndash; were included in this study of gender differences. Both male and female respondents perceived the distributive-procedural justice and interpersonal-informational justice pairings similarly and weakly. Females consistently discriminated more clearly across the pairings, however. The effect of the four justices was also found to be gender-dependent. Males&rsquo; perception of distributive justice directly predicted their turnover intentions and commitment to the organization, while females&rsquo; perception of distributive justice predicted only job satisfaction. Males&rsquo; perceptions of procedural and information justice both predicted job satisfaction. Females&rsquo; informational justice perceptions predicted job satisfaction and commitment to the organization. The paper contributes to the literature by presenting results from all four justice types and the simultaneous use of the three outcomes of job satisfaction, organizational commitment and intention to quit. Overall, the males had a diffuse set of relationships between the justice types and the outcomes, whereas the relationships between the justice types andthe outcomes for females tended more to follow a limited number of pathways. The study was validated with data collected on two separate occasions.<br /

Key behavioural and cognitive employee outcomes : a social exchange model

This paper serves to integrate social exchange with organisational justice and performance theory. Social exchange relationships are represented by employees&rsquo; perceptions of workplace inequity and evaluated using justice rules. Employees are expected to have in-role and extra-role behavioural responses and cognitive responses to inequity. It is theorised that behavioural and cognitive responses are moderated by the employee&rsquo;s perceptions of organisational justice. Much employee performance, commitment, engagement, retention and turnover may be explained by this comprehensive model.<br /

Convergent interviewing : a qualitative diagnostic technique for researchers

Purpose &ndash; This paper aims to widen knowledge of and explore how convergent interviewing can be used to identify key issues within an organization.Design/methodology/approach &ndash; This paper introduces the convergent interviewing technique and describes the method of selecting the interview subjects. The construction of a round of interviews is explained. The content of the interviews is described and the particular probing nature of the questions demanded by the convergent interview process is explained. The ways to analyze the full set of interviews for groupings or categories is also described. The case study example of a broad research question about influences on work behaviors in a local government council is used to illustrate the convergent interviewing technique.Findings &ndash; The key issues revealed by using the technique can be subsequently used for a variety of research and consulting purposes and settings. Convergent interviewing is an effective research method, which conserves resources.Originality/value &ndash; Convergent interviewing enables researchers to determine the most important and/or key issues within a population rather than a full list of issues in an organization or barriers to change in a particular organizational context. <br /

Using organizational justice to predict in-role and extra-role performance works in different ways for men relative to women

Distributive, procedural, interpersonal and informational justices were included in this study of gender differences in in-role and extra-role behavior. Distributive justice predicted performance, organizational commitment and OCB for men but only performance and job satisfaction for women. Procedural justice predicted job satisfaction for men and did not predict any outcomes for women. Informational justice predicted job satisfaction for both male and female respondents. Informational justice predicted female but not male organizational commitment and in-role performance. Interpersonal justice predicted male but not female organizational citizenship behavior. The study demonstrates important distinctions between the four organizational justice types and how men and women respond differently to those distinctions. The differences in the drivers of in-role performance between men and women may also have practical implications for managers. For example, distributive justice was a direct in-role performance driver for both genders, but informational justice provides an incremental direct effect for women.<br /

Combine Your “Will” and “Able”: Career Adaptability’s Influence on Performance

Adaptivity and adaptability are two key elements representing one’s “willingness” and “ability,” respectively, in the career construction theory (CCT) framework. On the basis of CCT and complemented by the visual of resources in the conservation of resources theory, this study combines career issues and performance and examines the joint effect of adaptivity and adaptability on career self-management which will lead to improved performance. Using a sample of Chinese employees (N = 232), the study first examines the mediating role that career self-management plays between career adaptability and performance and then tests the moderating role of proactive personality. Results show career adaptability positively predicts performance, with this relationship partially mediated by career self-management. The positive effect of career adaptability on career self-management is stronger among those who are more proactive than less proactive. Further, the indirect effect of career adaptability on performance is stronger among proactive employees than those with lower levels of proactive personality. These findings provide implications for both theories and practices

Chronic VEGF Blockade Worsens Glomerular Injury in the Remnant Kidney Model

VEGF inhibition can promote renal vascular and parenchymal injury, causing proteinuria, hypertension and thrombotic microangiopathy. The mechanisms underlying these side effects are unclear. We investigated the renal effects of the administration, during 45 days, of sunitinib (Su), a VEGF receptor inhibitor, to rats with 5/6 renal ablation (Nx). Adult male Munich-Wistar rats were distributed among groups S+V, sham-operated rats receiving vehicle only; S+Su, S rats given Su, 4 mg/kg/day; Nx+V, Nx rats receiving V; and Nx+Su, Nx rats receiving Su. Su caused no change in Group S. Seven and 45 days after renal ablation, renal cortical interstitium was expanded, in association with rarefaction of peritubular capillaries. Su did not worsen hypertension, proteinuria or interstitial expansion, nor did it affect capillary rarefaction, suggesting little angiogenic activity in this model. Nx animals exhibited glomerulosclerosis (GS), which was aggravated by Su. This effect could not be explained by podocyte damage, nor could it be ascribed to tuft hypertrophy or hyperplasia. GS may have derived from organization of capillary microthrombi, frequently observed in Group Nx+Su. Treatment with Su did not reduce the fractional glomerular endothelial area, suggesting functional rather than structural cell injury. Chronic VEGF inhibition has little effect on normal rats, but can affect glomerular endothelium when renal damage is already present

Organisational justice distinctions impact differently for men and women on in-role and extra-role performance

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Perceived evidence use: Measurement and construct validation of managerial evidence use as perceived by subordinates.

Despite the promise of evidence-based management as a practice for improving decisions and their outcomes in organizations, little empirical study exists on the effects of evidence use in the workplace. The present research develops a scale to assess subordinate perceptions of managerial evidence use in decision making and provides empirical evidence of the relationships this measure has with established workplace and organizational phenomena. First, scale development studies in four samples, including a field site and MBA courses with students employed full time, show that perceived evidence use can be measured reliably and is distinct from other leadership measures. Second, a cross-sectional study of 308 employees in 18 aged care homes demonstrates a positive relationship between employee perceptions of managerial evidence use and commonly used measures of leader member exchange, trust in supervisor, work-based learning, and organizational performance ratings, and a negative relationship with employee distress. These results suggest implications for leadership and management practices in contemporary, information-rich environments and novel insights into how employees can be affected by managerial evidence use

Publishing quality and quantity productivity of Australian Associate Professors in the HR field

Although it is long known that academics must “publish or perish”, there is little information available on actual academic publishing standards. This descriptive study reports the quantity and quality of journal publications of 40 Australian Associate Professors in the field of human resources, industrial relations and organisational behaviour. Analysis of 569 papers indicate those academics have an average 14.23 journal articles, of which 6.2% are in journals ranked A*, 23.4% are in A journals, 26.4% in B, 30.4% are in C ranked journals and 13.4% were in journals not ranked. Findings indicate considerable differences in quantity and quality of journal papers by Associate Professors, with a disproportionate contribution to top ranked journals by Group of Eight academics.15 page(s

Third year student decision making on postgraduate study intentions

This study examined the effect of a single semester of study on intentions to undertake postgraduate study. The study was conducted over two years using approximately 120 students enrolled in a third year Behaviour in Organisations university course at a research intensive university. Students demonstrated no statistically significant change in their postgraduate study destination intentions over the period of the semester, despite encouragement from faculty. Students neither changed their preferences for the type of masters course in which they intended to enrol, nor did they change the degree to which they intended to study either a combined masters/PhD or research-only PhD degree. Implications for future research and for developing a better understanding of this under-researched area are discussed.17 page(s