Exploring Touch as a Positive Workplace Behavior

Whereas most research has focused on the negative aspects of touch in the workplace (i.e. sexual harassment), this study focuses upon the positive use of touch. In an effort to explain individual differences in the use of workplace touch, three sequential studies are used to introduce the concepts of workplace touch self-efficacy and workplace touch initiation anxiety. In Study 1 we develop scales to assess the constructs. Study 2 provides an initial examination of the construct validity of the measures developed in Study 1. Results of Study 3 indicate that supervisor reports of touch self-efficacy and physiological touch anxiety are related to subordinate reports of supervisor touch. Additionally, results show that supervisor use of touch is related to several indicators of supervisor social effectiveness. Finally, sex of the supervisor appears to play a role in workplace touch as female supervisors report less touch anxiety, greater touch self-efficacy and more use of touch than male supervisors

Improving Individual Learning for Trainees with Low Conscientiousness

Purpose – The purpose of this paper is to examine the role of situational factors in improving learning for trainees with low conscientiousness. Design/methodology/approach – A sample of 117 employees completed a survey questionnaire in the context of a training intervention. Perceptions of conscientiousness, legitimacy, and accountability were used to predict employee learning in a training context. Moderated multiple regression was used to test the hypotheses. Findings – Results support interactions of conscientiousness and perceived accountability to predict learning such that learners who are low in conscientiousness showed higher levels of learning when perceived accountability was considered strong than when perceived accountability was considered weak. There was no support for the proposed interaction of conscientiousness and perceived legitimacy to predict learning. Practical implications – Results support the view that organizations should implement formal controls to increase perceived accountability and improve learning. Trainees with low conscientiousness had higher levels of learning in situations with strong accountability perceptions. Originality/value – The study is one of the few to evaluate perceived accountability in a field study, whereas most previous research has evaluated this concept in lab experiments. Therefore, the findings support the wide range of perceived accountability that exists in most organizations. The results imply the need for more accountability controls within an organization to increase learning in a training context

Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research

New key evidence on common method variance (CMV) has been generated in the last decade (including quantitative and qualitative reviews, and simulations) to estimate its real validity threat, and evaluate the post hoc techniques to detect and correct for its effects. This work looks at the new evidence, and reviews all HRM‐related empirical articles published in the last 10 years in six major journals. The following primary conclusions are drawn. First, adoption of new knowledge about CMV by the empirical literature has been uneven. Second, published research in these journals indicates few incidences of meaningful distortion of estimates due to CMV, even when post hoc tests are used to detect it. Third, these findings in the empirical literature mirror the conclusions of reviews and simulations of the last 10 years, which indicate that the probability of significant distortion of estimates because of CMV is very limited

Computer self-efficacy and motivation to learn in a self-directed online course

Despite the increased use of new learning technologies, there is still much to be learned about the role of learner characteristics in online learning. The purpose of this study was to examine how subjects' characteristics normally associated with effective training (i.e., initial motivation to learn and self-efficacy) related to learning in a self-directed online course. From an analysis of 190 respondents, computer and Internet usage prior to the start of class were positively related to individuals' computer self-efficacy and computer self-efficacy was positively related to learning. However, contrary to expectations, computer self-efficacy was not related to initial motivation to learn and motivation to learn was not related to learning in the class. Post hoc analysis of qualitative data enabled a rich explanation of the findings, including an evaluation of the unexpected relationships among the variables of interest and the nature of self-directed courses in virtual learning environments

The Benefits of Staffing and Paying More: The Effects of Staffing Levels and Wage Practices for Registered Nurses on Hospitals’ Average Length of Stay

With health care costs rising, increased attention has been paid to the human resource practices of hospitals. This chapter examines the effects that staffing levels and wages of registered nurses have on hospitals\u27 average lengths of stay. Based on data from 352 California hospitals, we show that both increased staffing levels and wage rates relate to decreased average lengths of stay. Furthermore, based on our most complete and accurate models, it appears that wage may be more effective for improving the average lengths of stay than would increasing the quantity of RNs. The results of this chapter have a number of implications for human resource practices of RNs and for future research on health care management practices

A Tale of Three Perspectives: Examining Post Hoc Statistical Techniques for Detection and Corrections of Common Method Variance

Many researchers who use same-source data face concerns about common method variance (CMV). Although post hoc statistical detection and correction techniques for CMV have been proposed, there is a lack of empirical evidence regarding their efficacy. Because of disagreement among scholars regarding the likelihood and nature of CMV in self-report data, the current study evaluates three post hoc strategies and the strategy of doing nothing within three sets of assumptions about CMV: that CMV does not exist, that CMV exists and has equal effects across constructs, and that CMV exists and has unequal effects across constructs. The implications of using each strategy within each of the three assumptions are examined empirically using 691,200 simulated data sets varying factors such as the amount of true variance and the amount and nature of CMV modeled. Based on analyses of these data, potential benefits and likely risks of using the different techniques are detailed

Will the Real Correlation Please Stand Up? An Examination of the Effectiveness of Statistical Corrections for Common Method Variance Using Data Simulation

A concern of researchers is the risk of measurement error due to common method variance (CMV) when using self-reported data. The present study addresses this concern by empirically comparing four techniques for correcting CMV. Eighteen simulated datasets, with varying degrees of method variance, group agreement, and reliability, were analyzed. Based on these analyses, benefits and drawbacks of correcting CMV using the different techniques are detailed. Recommendations for using the different techniques are also provided

Linking Authentic Leadership To Subordinate Behaviors

Purpose: The purpose of this paper is to examine how authentic leadership influences employees’ workplace behavior through three intermediate mechanisms. Design/methodology/approach: The cross-sectional surveys were conducted at a large health organization with over 500 employees. Multi-source data were drawn from 124 employees and 16 supervisors. Findings: This study provides empirical evidence that authentic leadership is positively related to subordinates’ proactive behavior and negatively related to subordinates’ workplace deviance behavior through mediation effects of three psychological factors, including supervisor identification, psychological safety, and job engagement. Research limitations/implications: Due to the selected survey approach, the data are correlational. The small sample size of the study may reduce the ability to find statistically significant results. The current study would have benefited from organizational data on individual performance and proactive behavior, such as archival annual performance appraisals. Practical implications: To practitioners, this study provides evidence that authentic leadership is sufficient in creating a positive work climate within which the employees feel safe to contribute their effort on their jobs. Based on the current findings, the practitioners can be more confident to hire or to promote authentic persons to be leaders in the organization. Originality/value: This study is among those few empirical studies which help to validate the authentic leadership theory and provide a clear understanding of the mechanisms by which authentic leadership influences outcomes

Can Do and Reason To: When Are Proactive Employees Willing To Share Negative Information?

Purpose: Information sharing is vital to organizational operations, yet employees are often reluctant to share negative information. This paper aims to gain insight into which employees will be reluctant to share negative information and when by drawing from the proactive motivation literature examining effects of proactive personality and motivational states on individuals’ willingness to share negative information. Design/Methodology/Approach: A cross-sectional design was used, with data collected from a final sample of 393 individuals via an online survey. Hypotheses were tested using correlation and hierarchical multiple regression analyses. Findings: Interactive effects indicate proactive individuals with accompanying high levels of role breadth self-efficacy (“can do”) or high levels of felt responsibility for constructive change (“reason to”) were less likely to be reluctant to share negative information. However, findings also suggest proactive individuals with lower levels of proactive motivation avoid sharing negative information. Originality/Value: The findings extend what is known about personality factors and employee willingness to share information to highlight which employees may be likely to avoid sharing negative information. The authors also examine the moderating influence of proactive motivational states on the relationships between proactive personality and reluctance to share negative information