Ten Things Faculty Should Know Before Stepping Into Administration

Every year professors leave the ranks of the faculty and become members of the administration.  Yes, even jaded faculty sometimes become members of the administration and have to pursue charges and challenges previously unrecognized or unfathomed.  It is to these individuals the authors have prepared a list of ten items they feel all potential college and university administrators should be aware of before making the commitment. These items should not be construed to be a roadblock, but rather advance notice that the life of an administrator is very different from that of faculty member

The Social Context of Interpersonal Citizenship Behavior: A Mid-Range Theory and Test of a Model.

Current day interest in acts of cooperation in organizations can be traced to classical writers such as Barnard (1938) and Roethlisberger and Dickson (1939), and more recently to Katz and Kahn(1966, 1978). Building on these foundations, considerable empirical research has examined what has been labeled organizational citizenship. Organizational citizenship behaviors are not specified in job descriptions or recognized by the organization\u27s formal reward system. Yet, they are generally held to be essential to organizations in that they contribute to efficiency and effectiveness (Organ, 1988). Recently, researchers have called for the development of specific, mid-range theoretical models of organizational citizenship behavior (e.g., Barr & Pawar, 1995; Schnake, 1991; Van Dyne, Cummings, & McLean-Parks, 1995; Van Dyne, Graham, & Dienesch, 1994). The current study\u27s focus is interpersonal citizenship behavior (ICB), which has been identified as one of several distinct classes of organizational citizenship behavior (Barr & Pawar, 1995; McNeely & Meglino, 1994; Williams & Anderson, 1991). Although interpersonal forms of citizenship behavior have been studied in the literature (e.g., Bateman & Organ, 1983; Organ, 1988; Smith, Organ, & Near, 1983; Williams & Anderson, 1991), a standard research framework and nomological network of antecedents and intervening processes have not been developed (Van Dyne et al., 1995). Based on a theoretically conceived conceptual framework, a model outlining the relationships among individual and situational variables, intervening variables, and ICB was proposed and tested. Results offered qualified support for the model. More specifically, relationships based on exchange and status issues were found to have the most consistent direct and indirect effects on ICB. Also, as predicted, felt empathy mediated the relationships between situational variables and ICB. A revised theoretical model is presented and directions for future research are discussed

Human resource systems and helping in organizations: A relational perspective

We propose linkages among human resource (HR) systems, relational climates, and employee helping behavior. We suggest that HR systems promote relational climates varying in terms of the motivation and sustenance of helping behavior, and we expect HR systems to indirectly influence the nature of relationships and the character of helping within organizations. By considering HR systems and their respective relational climates together, researchers can gain a better understanding of expectations and dynamics surrounding helping behavior

Proactive and politically skilled professionals: What is the relationship with affective occupational commitment?

The aim of this study is to extend research on employee affective commitment in three ways: (1) instead of organizational commitment the focus is on occupational commitment; (2) the role of proactive personality on affective occupational commitment is examined; and (3) occupational satisfaction is examined as a mediator and political skills as moderator in the relationship between proactive personality and affective occupational commitment. Two connected studies, one in a hospital located in the private sector and one in a university located in the public sector, are carried out in Pakistan, drawing on a total sample of over 400 employees. The results show that proactive personality is positively related to affective occupational commitment, and that occupational satisfaction partly mediates the relationship between proactive personality and affective occupational commitment. No effect is found for a moderator effect of political skills in the relationship between proactive personality and affective occupational commitment. Political skills however moderate the relationship between proactive personality and affective organizational commitment

When hospitals provide HR practices tailored to older nurses, will older nurses stay? It may depend on their supervisor

This longitudinal study tested a model of the mechanisms through which HR practices are linked to older nurses\u27 intention to remain with their hospital. The participants were 528 registered nurses aged 45 to 67 years. The study focused on two HR practices, flexible work options and performance evaluation practices, which are more directly under the influence of the immediate supervisor. Supervisor-related procedural justice mediated the relationship between the HR practices and perceived supervisor support (PSS), and in turn, PSS was associated with enhanced perceived organisational support (POS). POS partially mediated the relationship between PSS and affective commitment, and affective commitment fully mediated the relationship between POS and older nurses\u27 intention to remain with their hospital. The findings indicated that fostering older nurses\u27 commitment and ultimately retention requires HR practices relevant to older nurses, supportive and fair supervisors, and a hospital that values their contribution and cares about their well-being

Testing an Empathy Model of Guest-Directed Citizenship and Counterproductive Behaviours in the Hospitality Industry: Findings from Three Hotels

This research proposes and tests an empathy model of guest-directed discretionary behaviors (i.e., citizenship and counterproductive behaviors) using two studies conducted in three hotels. Building on the two-stage model of empathic mediation, we examined the mediating role of empathic concern in the relationship between perspective taking and both forms of discretionary behaviors in Study 1. Support for this mediated model was found in relation to citizenship behaviors but not for counterproductive behaviors. Study 2 was conducted to extend these findings using peer-reports of discretionary behaviors, and to apply an interactional psychology perspective to predict guest-directed counterproductive behaviors. We drew upon trait activation theory to highlight the importance of situational triggers, in the form of interpersonal injustice from guests, in moderating the relationship between perspective taking and counterproductive behaviors, mediated through empathic concern. We found support for the hypothesized moderated mediation effect, such that perspective taking inhibited counterproductive behaviors through empathic concern only when interpersonal injustice was high, but not when injustice was low. Replicating the results in Study 1, perspective taking also positively predicted peer-reported citizenship behaviors, but this was not mediated by empathic concern. Research and practical implications from these findings are discussed. Practitioner Points: Highlights to organizations in the hospitality industry the importance of perspective taking in generating customer goodwill, through promoting employees’ citizenship behaviors toward guests, and in reducing their counterproductive behaviors in instances of guest injustice. Suggests ways in which organizations can develop employees’ perspective taking, such as appointing mentors or role models, providing training programs to help employees improve their interpersonal skills, and assessing job applicants’ trait empathy as part of the selection process

A Literature Review of Social and Economic Leader-Member Exchange

Leader–member exchange (LMX) research has increasingly relied upon the social exchange theory (SET) as a theoretical foundation, but the dominating way of measuring LMX has not followed this theoretical development (Gottfredson et al., 2020). With the aim of developing a measure that more coherently reflects SET, Kuvaas et al. (2012) conceptualized LMX as two qualitatively different relationships, labeled economic LMX and social LMX. Since the most applied LMX measures are under scrutiny for not being sufficiently grounded in theory (Gottfredson et al., 2020), it may be especially important to expose alternative measures. Therefore, we provide a comprehensive review of the research to date applying a two-dimensional approach to LMX, while also adding to interpretation and suggestions for how we can progress the field even further.publishedVersio

Flexible Working, Individual Performance and Employee Attitudes: Comparing Formal and Informal Arrangements

In the context of a wider trend to individualize HRM, this paper examines the relationship between flexible working arrangements and individual performance. Drawing on a range of theories, it examines potential indirect effects on employee performance via job satisfaction and organizational commitment and analyses whether these relationships vary according to whether the arrangement was set up through a formal process, or negotiated informally between the employee and their line manager. Extant research has tended to focus on formal arrangements, however, informal arrangements are widespread and may better accommodate work-life preferences, thereby potentially fostering more positive attitudes from employees. Survey data from 2617 employees in four large organizations with well-established flexible working policies are analysed. Results from structural equation models show average positive indirect effects from informal, but also negative direct effects, from formal flexible working. When two forms of flexible working amenable to being set up by both formal and informal means are examined separately: formal arrangements for flexibility over working hours are found to be negatively associated with performance, but also a source of greater job satisfaction; informal remote working arrangements have positive indirect effects via organizational commitment and job satisfaction on worker performance

Motivating employee referrals: The interactive effects of the referral bonus, perceived risk in referring, and affective commitment

Research has provided compelling evidence that employee referrals result in positive outcomes for organizations and job seekers, but it has been limited on how organizations can increase the likelihood of obtaining employee referrals. Using the theoretical lens of social exchange theory and tenets from expectancy theory, we tested two common assumptions of most employers: A referral bonus motivates employees to refer, and higher bonus amounts incite greater likelihood of referring. We theoretically developed and tested a model integrating the effects of perceived risk in referring and affective commitment and their interactions with the referral bonus to better explain the likelihood of referring. Results largely supported our predictions. Referral bonus presence, referral bonus amount, and affective commitment positively related to likelihood of referring, while perceived risk in referring negatively related to likelihood of referring. The findings also suggest that larger referral bonuses can help offset perceived risk in referring and low affective commitment levels. We contribute to the literature by developing theory, expanding the scope of the current referral literature, and offering a quantitative examination of previously theorized variables in the referring process. We conclude with suggestions to practicing managers on ways to improve the motivating potential of their employee referral programs