Improving internal service: identifying the roles of employee proficiency, adaptivity and proactivity

Purpose: The purpose of this study was to determine the roles of employee proficiency, adaptivity and proactivity in predicting different aspects of internal service. Design/methodology/approach: Managers evaluated 142 professional employees on proficiency, adaptivity and proactivity and about six weeks later 2–3 internal customers evaluated each of the employees on dimensions of internal service, namely reliability (i.e. performing dependably and accurately), assurance (i.e. knowledge, courtesy, and the ability to inspire trust and confidence), responsiveness (i.e. willingness to help customers and provide prompt service) and empathy (i.e. caring and providing individualized attention). Findings: Employee proficiency and proactivity were the main predictors of delivering reliable services. Employee proficiency was the main predictor for creating a sense of assurance. Employee adaptivity was the main predictor of being viewed as responsive. Employee proactivity was the main predictor for establishing a sense of empathy. Practical implications: In a given situation, some aspects of internal service will be more important than others. The results will enable organizations to improve internal service in a more effective and efficient manner by developing interventions that are targeted at the specific dimension of interest. Originality/value: The authors identified the types of employee behaviors that are likely to be most effective in impacting different aspects of internal service

Understanding the assessment center process: Where are we now?

B

High Commitment Work System and Innovative Work Behavior: The Mediating Role of Knowledge Sharing

In this modern and competitive era, organizations for their endurance and success rely on the innovative ideas. For today’s managers it becomes imperative to look for those ways and means through which they could innovate and this research is very much highlighting the said aspect. This study empirically examines and explores the impact of high commitment work system on innovative work behavior and addresses the role of knowledge sharing as a mediator. Basically, it provides a mechanism through which high commitment work system fosters innovative work behavior in telecommunication sector companies of Pakistan. Using the findings of this research, telecommunication companies, particularly mobile network companies can transform and bring novelty in their services to proliferate in a competitive market. All the established relationships are theoretically explained, empirically tested and supported through literature review. Results revealed that all three variables of the study exhibit positive relationship. All four established hypotheses are accepted and the relationship between high commitment work system and innovative work behavior partially mediated by knowledge sharing behavior

Patient Safety in the Cardiac Operating Room: Human Factors and Teamwork: A Scientific Study from the American Heart Association

The cardiac surgical operating room (OR) is a complex environment in which highly trained subspecialists interact with each other using sophisticated equipment to care for patients with severe cardiac disease and significant comorbidities. Thousands of patient lives have been saved or significantly improved with the advent of modern cardiac surgery. Indeed, both mortality and morbidity for coronary artery bypass surgery have decreased during the past decade. Nonetheless, the highly skilled and dedicated personnel in cardiac ORs are human and will make errors. Refined techniques, advanced technologies, and enhanced coordination of care have led to significant improvements in cardiac surgery outcomes

INTRAGROUP FORCES AND INTERGROUP CONFLICT RESOLUTION

Abstract not availabl

Doing the Right Thing in the Workplace: Responsibility in the Face of Accountability

Changing trends and the nature of the work force dictate increased personal responsibility by employees and expanded use of self-management practices. Nevertheless, organizations also feel the need to maintain external control. We propose a progressive view of accountability theory which can resolve the dilemma of how internal and external control can effectively coexist. Success of accountability forces is determined primarily by the relationship between the principal (party to whom one is accountable) and the agent (employee). The agent’s felt responsibility is enhanced to the extent that accountability leads to the structuring of expectations, the agent’s perceptions of the task or activity as significant, and the agent’s perception of control over the situation. Propositions that may be used to guide future research are offered throughout the article

A Field Study of the Relationship Between the Organizational Feedback Environment and Performance

This field study used the Job Feedback Survey (Herold & Parsons, 1985) and performance data gathered from multiple sources to examine the relationship between the perceived organizational feedback environment and performance. Regression analyses indicated that, while holding the other feedback variables constant, feedback from supervisory and organizational sources was related to reported job performance while feedback from peers and self was not. Most of the unique variance in performance explained by feedback was also accounted for by feedback from organizational and supervisory sources. Negative expressions from organizational/supervisory sources (e.g., the supervisor expressing anger, the company communicating dissatisfaction with poor performance) were related to lower performance, and positive job changes initiated by these sources (e.g., increasing responsibility, assignment to special jobs) were related to higher performance. Higher performers did not receive more feedback than lower performers but did receive more total positive feedback. Supplemental issues, possible explanations, and implications of the findings are discussed