The Age Context of Performance Evaluation Decisions

Organizational demography contends that demographic characteristics of individuals, examined at individual, dyadic, group, and organizational levels of analysis, exert significant effects on organizational processes. The purpose of this paper was to test the contextual effects created by the interaction of work group age composition and supervisor age on supervisor evaluations of subordinate performance. Two competing models of age demography were tested. The similarity model predicts that supervisors similar in age to the work group they supervise will issue generally higher performance ratings. The dissimilarity model developed in this paper predicts the opposite. Support was indicated for the dissimilarity model. Implications of the results are discussed

Abusive supervision and employee deviance : a multifoci justice perspective

In order to address the influence of unethical leader behaviors in the form of abusive supervision on subordinates’ retaliatory responses, we meta-analytically examined the impact of abusive supervision on subordinate deviance, inclusive of the role of justice and power distance. Specifically, we investigated the mediating role of supervisory- and organizationally focused justice and the moderating role of power distance as one model explaining why and when abusive supervision is related to subordinate deviance toward supervisors and organizations. With 79 independent sample studies (N = 22,021), we found that abusive supervision was more strongly related to supervisory-focused justice, compared to organizationally focused justice perceptions, and both types of justice perceptions were related to target-similar deviance (deviance toward the supervisor and organization, respectively). Finally, our results showed that the negative implications of abusive supervision were stronger in lower power distance cultures compared to higher power distance cultures.http://link.springer.com/journal/105512020-09-20hj2020Human Resource Managemen

Will a Good Citizen Actively Support Organizational Change? Investigation of Psychological Processes Underlying Active Change Support

The present study investigated motivational factors of employees active change support (ACS). It also investigated good citizens response to the change by highlighting convergence and divergence of motivational factors between ACS and traditional extra-role behavior. The findings based on 166 staff responses and 346 supervisor assessments in a hospital that recently implemented a sharedgovernance structure suggest that active change support is a result of an active thinking process that involves perception of potential benefit from change but not necessarily the consequence of conventional predictors of extra-role behaviors (i.e., positive attitudes). The findings also suggest that good citizens are not necessarily the supporters of organizational change and that in actuality they confront motivational dilemma especially when they hold high quality relationship with their employer because they are reluctant to challenge the status quo

Perceived managerial and leadership effectiveness in a Korean context: An indigenous qualitative study

Multinational corporations (MNCs) across the world have sent an increasing number of managers abroad to leverage unprecedented opportunities in the era of globalization. However, their failure rate has been above 33% for decades, resulting in substantial costs (Puck, Kittler, & Wright, 2008). One of the primary reasons for this failure is a lack of understanding of the national and organizational cultures within the host countries (Festing & Maletzky, 2011). For example, while a number of MNCs have entered the Korean market, several such as Yahoo, Motorola, and Walmart have failed and withdrawn due to the companies’ lack of adjustment to the Korean cultural context (Choe, 2006; Woo, 2013). In spite of the significance of culturally embedded practices, most researchers who have explored management and leadership in Asian countries, whether they were Western or indigenous researchers, have implemented studies using extant Western management and leadership theories derived within the Western cultural context (Leung, 2007; Tsui, 2006). Numerous scholars have claimed that this could be problematic because the findings of such studies may not be applicable to non-Western countries (Li, 2012; Liden & Antonakis, 2009), and may fail to provide insights and understanding of novel contexts or to reveal indigenous aspects of management and leadership (Tsui, 2007). Consequently, there have been increasing calls for indigenous management and leadership research within Asian countries (see Li et al., 2014; Lyles, 2009; Tsui, 2004; Wolfgramm, Spiller, & Voyageur, 2014). Over the past 30 years, managerial effectiveness and leadership effectiveness have been substantially neglected areas of management research (Noordegraaf & Stewart, 2000; Yukl, Gordon, & Taber, 2002). In addition, there has been little agreement on what specific behaviors distinguish effective managers from ineffective ones. Furthermore, more research is needed to examine the managerial and leadership behaviors that are critical for shaping the performance of individuals, groups and organizations (see Borman & Brush, 1993; Cammock, Nilakant & Dakin, 1995; Mumford, 2011; Noordegraaf & Stewart, 2000; Yukl et al., 2002). While most of the research related to managerial and leadership effectiveness has been conducted in the U.S., the few notable non-U.S. studies include that of Cammock et al. (1995) in New Zealand who developed a behavioral lay model of managerial effectiveness using the repertory grid technique. Another notable exception is the cumulative series of perceived managerial and leadership effectiveness studies conducted by Hamlin with various indigenous co-researchers in Western and non-Western countries (see Hamlin & Patel, 2012; Ruiz, Wang, & Hamlin, 2013) using Flanagan’s (1954) critical incident technique (CIT)

Linking Influence Centrality and Employee Outcomes: The Effects of Trust Centrality

We theorized and tested the underlying mechanism by which influence centrality (i.e., central position in interpersonal influence networks) relates to employee outcomes (i.e., job performance and organizational citizenship behaviors). Based on a sample of 595 employee-supervisor pairs from 25 organizations, results revealed a positive relationship between influence centrality and employee outcomes. In addition, influence centrality was indirectly associated with employee outcomes via psychological empowerment. Furthermore, the relationship between influence centrality and empowerment was moderated by trust centrality (i.e., central position in interpersonal trust networks), such that the relationship was positive when trust centrality was high, but not significant when trust centrality was low

A human resources view on servant leadership

Substantial research has emerged that has clearly demonstrated the positive benefits of human resource management practices that are supportive of employee growth and well-being. Immediate leaders play a critical role in enacting these practices. Servant leadership is especially well aligned to employee-focused human resources management (HRM) practices. Thus, this chapter integrates servant leadership theory with human resources management. In order to provide a detailed integration of servant leadership with HRM, the alignment of specific servant leader dimensions with corresponding HRM practices and outcomes for individuals and groups is examined alongside human resources policies and practices which facilitate or impact servant leadership dimensions. This provides a framework for examining servant leadership at the dimension level along with an exploration of how those dimensions interact with organizational decisions to produce and promote desired outcomes

Flexibility i-deals: How much is ideal?

Purpose – This paper aimed to explore the relationship between flexibility i-deals and employee attitudes. The authors developed theory and tested a non-linear model between i-deals and perceived organizational support (POS), and career satisfaction. Design/methodology/approach – Hierarchical linear modeling using multisource data collected in a field study from 207 employees and 39 managers supported the hypotheses. Findings – Consistent with the proposed non-linear model, low and high levels of flexibility i-deals were associated with high POS and career satisfaction. At moderate levels of i-deals, employee attitudes were lower. Research limitations/implications – Though non-linear relationships are unlikely to result from multi source common method data, the cross-sectional study design limits the authors from claiming causality between the variables of interest. This study is an important step towards elucidating the complex nature of relationship between flexibility i-deals and employee outcomes. Practical implications – Organizations must heed the needs of employees who seek accommodations in their work schedule. However, organizations should be cognizant of the associated implications at different levels of flexibility granted. Social implications – I-deals partly satisfied employees’ need for affiliation by strengthening their emotional bonds with the organization (i.e. POS). I-deals also enhanced employees’ career satisfaction which is an important component of self-actualization. By meeting employees’ higher order needs i-deals have the potential to create a workplace that provides overall wellbeing rather than just a living. Originality/value – This is the first study to investigate non-linear relationships between flexibility i-deals and employee attitudes

Servant leadership: development of a multidimensional measure and multilevel assessment

Servant leadership stresses personal integrity and serving others, including employees, customers, and communities. This article focuses on a servant leadership measure that was created by identifying 9 dimensions. Relevant items were then developed and subjected to factor analysis with a sample of 298 students, resulting in a 7-factor solution. Using an organizational sample of 182 individuals, we verified this 7-factor model with confirmatory factor analysis (CFA). We further validated our 28-item servant leadership scale by regressing outcomes on the servant leadership dimensions, controlling for transformational leadership and leader–member exchange (LMX) in a multi-level hierarchical linear modeling (HLM) analysis. The results suggest that servant leadership is a multidimensional construct and at the individual level makes a unique contribution beyond transformational leadership and LMX in explaining community citizenship behaviors, in-role performance, and organizational commitment. No between-leader (group-level) differences were found in the outcomes variables