American Employees Research Articles

Multiple Jobholders with Families: A Path from Jobs Held to Psychological Stress through Work-Family Conflict and Performance Quality

We examined the experience of multiple jobholders with families in reference to work-family conflict and psychological stress. Survey data were collected from American employees who held one or more jobs (N = 410) to test a model that indicated a path from jobs held to stress through work-family conflict and performance quality as stressors, with the latter stressor conditional on the importance that employees place on performance quality. Our results confirmed that more jobs held were associated with more work-to-family conflict, which in turn was associated with low-rated performance quality, which in turn was associated with more psychological stress. Also confirmed was that the performance quality-stress relationship was conditional on high importance placed on performance quality. Suggestions for future research and stress-reduction intervention are discussed.

An exploratory study of the occupational mobility patterns of African American women working in public sector parks and recreation organizations in the United States

ABSTRACT Research Question: The purpose of this study was to provide an update on the status of African American working women in public parks and recreation (city and county) in the United States. Three research questions guided this study: (1) What is the occupational mobility pattern for the sample of African American female public parks and recreation employees from 2010–2015?; (2) Is there a relationship between select demographic variables and occupational mobility within the sample population?; and (3) What are the sample population's perceptions about race and gender as potential barriers to occupational mobility? Research Methods: A 50-item e-survey was developed utilizing Qualtrics and was sent to study participants via e-mail. The survey contained three sections: (1) perceived status (importance of the position in the organization) of 17 common occupational titles; (2) information about occupational mobility; and (3) demographic information. The occupational titles used in the present study were consistent with the titles used in previous occupational mobility studies in public parks and recreation and in previous National Recreation and Park Association salary surveys. Results and Findings: Overall, the majority of the sample (79.6%, n = 90) did not experience any mobility between 2010–2015; 16% (15.9%, n = 18) were upwardly mobile, and the remaining 4.4% (n = 4) experienced downward mobility. A weak but significant association was found between the variables mobility pattern and position type [X 2 (6, N = 113) = 13.20, p = .04; V = .24]. However, no significant associations were found between mobility pattern, age, number of years of experience in public parks and recreation, marital status, minor children at home, educational level and income, respectively. When the respondents were asked whether they were presently seeking a position that they felt would be a career advancement, 53.1% (n = 60) indicated “yes” while the remaining 46.9% (n = 53) responded “no”. Implications: The respondents in the study indicated that their race or gender served as a facilitator or deterrent to occupational mobility. The women in this study were interested in advancing their careers, but considered multiple factors before pursuing opportunities. In order to more accurately examine career mobility “exit” data should be examined.

Angels and devils?: How do benevolent and authoritarian leaders differ in shaping ethical climate via justice perceptions across cultures?

AbstractThe current study examines the effects of two major dimensions of Paternalistic Leadership (PL), authoritarian and benevolent leadership, on the perceived workplace ethical climate in different cultural contexts. Based on social influence and organizational justice theories, we illuminate the processes underlying the effects of these leadership styles on ethical climate by proposing perceived procedural and interactional justice as potential mediators. We also test how these mediating effects vary in three different countries: Taiwan, Turkey, and the United States. Based on a sample of 674 Taiwanese, 409 Turkish, and 479 American employees, we identified several interesting mediation and moderation results on leadership‐justice‐ethical climate paths. To our surprise, while procedural justice was an important mechanism linking benevolent leadership and ethical climate in all three countries, it mediated the relationship between authoritarian leadership and ethical climate only in Turkey. However, interactional justice was found to be a significant mediating mechanism only in the United States and for both authoritarian and benevolent leadership. In addition, cultural context moderated the PL‐justice link such that the strongest positive benevolent leadership and interactional justice relationship, as well as the strongest negative association between authoritarian leadership and both types of justice, were observed in Turkey.

Heavy-work investment, job engagement, managerial role, person-organization value congruence, and burnout: A moderated-mediation analysis in USA and Israel

The present research investigates the mediational mechanism of Heavy-Work Investment (HWI) between job engagement, managerial roles and work burnout. The paper proposes an expansion to the HWI model (as divided into two dimensions: the investment of time and efforts) by exploring the role of value congruence (between the employees and their workplaces) as a moderator, with a two-study cultural differences perspective. Data from 186 American employees (Study 1) and 221 Israeli employees (Study 2) were collected. Moderated-mediation analyses were employed using PROCESS macro for the SPSS. Among others, we found that job engagement positively associates with HWI, but negatively with burnout. Managerial position was not related to any of the variables in either sample. However, the two HWI dimensions display different relationships with burnout; while the investment of efforts at work shows negative links to burnout, the investment of time does not show any consistent correlations with it. Moreover, support for moderated-mediation model was only found in the Israeli sample.. Implications and future research suggestions are discussed.

"Sugauli Treaty 1816"

The Treaty of Suggouli that established the boundary line of Nepal and colonial India was signed on 2 December 1815 and ratified by 4 March 1816 between the east India company and King of Nepal following the Anglo-Nepalese War of 1814-16. The signatory for Nepal was Raj Guru Gajraj Mishra aided by Chandra shekher Upadhaya the signatory for the Company was Lieutenant Colonel Paris Bradsaw. The treaty called for territorial concessions in which some of the territories controlled by Nepal would be givben to British India, the establishment of a British representative in Kathmandu, and allowed Britain to recruit Gurkhas for military services. A treaty is an agreement under international law entered into by actors in international law, namely soverign states and international organizations. A treaty may also be known as an international areement, protocol, covenant, convention, pact, or exchange of letters, among other terms. Regardless of terminology, all of these forms of agreements are, under international law, equally considered treitory are the some Nepal, also lost the right to employ any European french, or American employee in its service. Before this treaty sereral deployed to french commanders had been train the Nepali army. In the treaty, The Neplaese controlled terrijtory was last 25 years lost including all the territories that th;e king of Nepal had won in warsin the or so such as sikkim in the east, Kumaon, Garhwal in the west. Some of the Mithila lands were restored to Nepal in 1861. So the land of Mithila divided in two part one in Nepal and rest in British India. Some land were restored in 1860 to thank for helping the British to suppress the Indian rebellion of 1857, but the land of Mithila not connect thank for helping to British empire.

A Diabetes Screening and Education Program for Chinese American Food Service Employees Delivered in Chinese.

Asian Americans have a higher prevalence of developing type 2 diabetes mellitus (T2DM) compared with White Americans. A two-phase evidence-based project developed specifically for Chinese American employees at an urban catering company worksite was led by a registered nurse/certified diabetes educator. The purpose of this project was to (a) identify Chinese employees at risk for T2DM, and (b) develop and implement a customized diabetes prevention program in Chinese. In Phase 1, Chinese employees were screened for T2DM risk factors using a Chinese version of the Canadian Diabetes Risk Assessment Questionnaire (CANRISK). Thirty-five people, who represented 58% of the Chinese employees, were screened; two were newly diagnosed with T2DM, and two were newly diagnosed with prediabetes based on the screening scores, nonfasting blood glucose, and hemoglobin (Hb) A1c tests. In Phase 2, 23 Chinese employees were interviewed and their remarks were used to modify the National Diabetes Prevention Program (DPP). Six Chinese employees participated and completed the DPP. Risk scores, nonfasting blood glucose, and HbA1c were obtained and pre- and postprogram data were compared. Upon completion of the program, participants showed an average reduction of nonfasting blood glucose of 30 mg/dL (1.7 mmol/L), and a reduction of HbA1c by 0.32 points (3 mmol/mol). This evidence-based project emphasizes the importance of screening for diabetes in the worksite setting and using linguistically sensitive materials.

Another workplace is possible: Learning to own and changing subjectivities in American employee owned companies

Work life in America, as the literature would have it at least, is pretty uniformly miserable. This article will draw on the literature on practice-based learning as well as democratic political change, in order to help show and theorize a way in which capitalist firms form employee owned trusts (an Employee Stock Ownership Plan), and develop an “ownership culture.” Employee Stock Ownership Plans with an ownership culture are fairly wide spread, tend to pay people more, and seem to create an environment in which people are happy to work. While Employee Stock Ownership Plans are not a panacea for all that troubles us, they do seem to go a fair ways towards mitigating some of the work-place-based misery and larger patterns of material inequality that comes with our contemporary moment, and they seem to have been missing from social-scientific thinking about contemporary economic organizing and its possibilities for change.

Organizational culture, perceived societal and organizational discrimination

PurposeThe purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace.Design/methodology/approachA total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method.FindingsResults suggest individuals’ perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals’ attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination.Originality/valueThis paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors’ knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.

How Power Distance Interacts with Culture and Status to Explain Intra‐ and Intercultural Negotiation Behaviors: A Multilevel Analysis

AbstractThis study examines how culture and status qualify the effects of power distance (PD) values on bargaining tactics in intra‐ and intercultural negotiations, as well as Chinese and American negotiators’ behavioral difference in these contexts. Data were collected from 34 intercultural dyads, 32 American dyads, and 35 Chinese dyads that completed job offer negotiations. Results showed substantial contextual variations in the actor and partner effects of PD values. Whereas Chinese employees’ PD values positively influenced American managers’ priority information exchange, American employees’ PD values had a negative partner effect on it. Whereas Chinese employees’ PD values negatively influenced Chinese managers’ relationship building, American employees’ PD values had a positive partner effect on it. American managers and employees both used significantly fewer integrative tactics and more distributive tactics in intercultural than intracultural negotiations, but neither Chinese managers nor Chinese employees exhibited behavioral difference. Theoretical and practical implications of the study are discussed.

How uncivil customers corrode the relationship between frontline employees and retailers

This study investigates the effects of customers’ uncivil treatments on frontline retail employees’ emotions, deviant behaviors and relationship with the retail organization. Our theoretical model is based on both marketing and personnel management literatures. 415 frontline retailing American employees answered our questionnaire. Employees treated uncivilly by customers feel angry but have to hide their negative emotions, which leads them to emotional exhaustion and deviant behaviors. Paradoxically, employees’ strong commitment to their retailing organization brings about more deviant behaviors. We propose some managerial strategies to cope with uncivil customers, as well as future research on this important and under-researched topic.

Expected feedback and successful adaptation to a multinational organization (MNO)

AbstractThis study examined expected feedback and employee adaptation to a multinational organization (MNO). The survey data were collected from 262 American and Japanese members from Japanese MNOs in the U.S. The results revealed that American employees valued feedback and expected both direct and indirect styles of feedback more than Japanese. Although there was no difference in the expected frequency of direct feedback, American employees expected to receive a higher frequency of indirect feedback than Japanese members. Further, a high frequency of direct feedback contributed to successful adaptation of both American and Japanese members. These findings provide guidance for an increasing number of MNO managers.

Perceiving and Responding to Microaggressions: Role of Color-Blind Racial Attitudes

We examined the perceptions of three types of microaggressions (microinvalidation, microinsult, and microassault) targeted at an African American/Latino American employee, various degrees of a conf...

Consequences of Knowledge Hiding: An Emotion-based Reparatory Mechanism

Knowledge hiding can have negative consequences, but the mechanisms through which knowledge hiding affects outcomes are still under-theorized. This study proposes that hiding knowledge evokes feelings of guilt and shame in knowledge hiding perpetrators, which in turn trigger an emotion-based reparatory mechanism with differential effects on their subsequent compensatory work behavior (i.e., organizational citizenship behavior). Specifically, drawing from theorizing in the moral emotions literature, we argue that guilt induces the motivation to correct one’s transgressions, whereas shame induces the tendency to withdraw after hiding knowledge. Taken together, we propose that knowledge hiding has a positive indirect effect on organizational citizenship behavior through guilt, but a negative indirect effect through shame. Two studies–a scenario-based experiment with 137 U.S. American employees and a two-wave field study with 275 German employees–provided support for our hypotheses. We discuss how a moral emotion pathway can facilitate novel theorizing about knowledge hiding and compensatory workplace behavior. Finally, our findings suggest that managers should try to elicit more constructive negative emotions (guilt) rather than more destructive ones (shame) as a reaction to employees’ hiding knowledge to facilitate positive compensatory work behavior rather than withdrawal from the situation.

Caging the Green-Eyed Monster: Culture, Relational Mobility and Envy Expression

Envy is a universally experienced emotion, yet people across cultures may express envy differently. We propose that although envious individuals across cultures morally disengage, the ways in which individuals respond to specific facets of moral disengagement are culturally-bounded. We introduce the concept of relational mobility – the extent to which one’s social environment provides opportunities to choose new relationships and terminate old ones – to understand why cultural differences may emerge in the expression of envy via social undermining and withdrawal behavior. In an experimental study (Study 1), we show that for Americans who perceive higher levels of relational mobility than Singaporeans, the positive relationship between envy, dehumanization – a specific facet of moral disengagement – and social undermining (i.e., an active negative behavior) is stronger. However, in a field study (Study 2), we show that for Taiwanese employees who perceive lower levels of relational mobility than American employees, the positive relationship between envy, distortion of consequences – another facet of moral disengagement – and withdrawal behavior (i.e., a passive negative behavior) is stronger. Our research suggests that cultural differences in relational mobility may moderate the expression of envy. Furthermore, our results show that certain facets of moral disengagement are more culturally-relevant than others in influencing how individuals respond to envy. We discuss theoretical and practical implications of our findings.

What happens after prejudice is confronted in the workplace? How mindsets affect minorities' and women's outlook on future social relations.

Organizations are increasingly concerned with fostering successful diversity. Toward this end, diversity research has focused on trying to reduce prejudice and biased behavior. But what happens when prejudice in the workplace inevitably occurs? Research also needs to focus on whether recovery and repair of social relations after expressions of prejudice are possible. To begin investigating this question, we develop a new framework for understanding reactions to prejudice in the workplace. We hypothesized that when women and minorities choose to confront a prejudiced comment in a workplace interaction (vs. remain silent) and hold a growth (vs. fixed) mindset-the belief that others can change-they remain more positive in their subsequent outlook in the workplace. Studies 1a, 1b, and 2 used hypothetical workplace scenarios to expose participants to someone who expressed bias; Study 3 ensured real-world relevance by eliciting retrospective accounts of workplace bias from African American employees. Across studies, women and minorities who confronted the perpetrator of prejudice exhibited more positive subsequent expectations of that coworker when they held a growth mindset. It is important that these more positive expectations were associated with reports of greater workplace belonging (Study 2), ratings of improved relations with coworkers who had displayed bias (Study 3), and greater workplace satisfaction (Studies 2-3). Thus, a growth mindset contributes to successful workplace diversity by protecting women's and minorities' outlook when they opt to confront expressions of bias. (PsycINFO Database Record

The relative impact of workplace incivility and bullying as a social stressor at work : The effects of workplace incivility and bullying on employees’ coping and behavior

The purpose of this study is to measure the workplace incivility and bullying of deluxe hotel employees, and to examine whether different workplace incivility and bullying are ascribed to personal characteristics or unique culture of the workplace. The purpose of this study is to measure the workplace incivility and bullying of deluxe hotel employees and to examine whether different aspects of those behaviors can be ascribed to personal characteristics or to the unique culture of the workplace. A total of 224 usable questionnaires were collected. Structural equation analysis for the hypothesis test produced the outcome of χSUP2/SUP=637.316 (df=318), χSUP2/SUP/df=2.004, GFI=.836, NFI=.894, CFI=.942, and RMSEA=.067. Workplace incivility perceived by the employees in deluxe hotels significantly affected their avoidance coping behavior, but its impact on the employees’ confrontation coping behavior was insignificant. While workplace bullying significantly affected the employees’ confrontation coping behavior, it did not show a significant impact on the employees’ avoidance coping behavior. Among the factors that affected employees’ counterproductive work behavior, workplace incivility showed a significant impact and workplace bullying did not show a significant impact. Also, American employees more actively protected themselves in situations involving incivility or bullying by the method of confrontation coping as compared to Korean employees. This study puts stress on the necessity to expand the knowledge about workplace incivility and bullying, which are prevalent in deluxe hotels. It also provides a chance to stimulate further studies as it encourages comprehensive debates on incivility and bullying that occur in the working environment in deluxe hotels.

Success Strategies for Small Financial Planning Firms

Small Business Administration statistics indicate that 20% of small businesses fail within the first 2 years and 50% fail within 5 years. The purpose of this case study was to explore the success factors and strategies of 12 small business owners of independent financial planning firms who achieved profitability beyond 5 years. The conceptual framework was entrepreneurship theory and Porter’s five forces model of competitive strategy. The data gathering method included semistructured interviews and analysis of business artifacts such as websites and newsletters. Initial coding of the responses preceded an analysis of recurring patterns and themes. The major themes identified were: technical training is necessary but not sufficient for success; planners need training in business creation, operations, and marketing; differentiation is important and is achieved by specialization. Developing internet websites proved to be the most effective approach to attract new clients. These results provide information to people considering starting or maintaining a small business, providers of professional education and training, and business leaders seeking to improve recruitment and retention of financial planning employee retention. Implications for positive social change include providing information to policymakers who seek to support small businesses to mitigate small business failure rates, expand job creation, and provide sources for financial guidance for American employees.

The dark side of experiencing job autonomy: Unethical behavior

To date, job autonomy has been conceptualized as a job characteristic that elicits positive outcomes. In contrast, the present studies unveiled a potential dark side of experiencing job autonomy: unethical behavior. Using field surveys on Israeli employees, Studies 1 and 2 found that experienced job autonomy not only positively predicted job satisfaction (thus replicating past research), but also positively predicted unethical behavior. Using experimental designs, Studies 3a and 3b drew on actual job autonomy policies from real-world corporations to prime American employees to experience different levels of job autonomy. Compared to participants in the low-autonomy or autonomy-unrelated control conditions, participants in the high-autonomy condition were more likely to behave unethically because they felt less constrained by rules. Moreover, the relationship between experienced job autonomy and unethical behavior was moderated by the importance that participants assigned to having job autonomy, such that the experience of high job autonomy was less likely to elicit unethical behavior from participants for whom having job autonomy was more important. In addition to replicating all of these findings, Study 4 revealed that the experience of high job autonomy simultaneously increased unethical behavior and creativity, further demonstrating job autonomy to be a double-edged sword. Theoretical and practical implications are discussed.

Comparisons of the Employees’ Ego-identity and Job Involvement Between Chinese and Americans

During 2013 - 2014, a questionnaire survey was respectively done both in China and the United States, in order to clarify the relationship among the employees’ Ego-identity (EI), Perceivd Organizational Support (POS), and Job Involvement (JI). The research questionnaire includes items for the Ego Identity Process Questionnaire (EIPQ), Job Involvement Factorial Structure of 20-Item Scale (6-item short measure version) and the Survey of Perceived Organizational Support (SPOS). In this study, an online survey was conducted: 109 of the 111 surveys collected in the United States were valid, 256 of the 281 surveys collected in China were valid, so there were 365 valid questionnaires. The survey found that the average score of Chinese employees’ EIE (Ego-Identity Exploration) score was 59, and the average of Chinese employees’ EIC (Ego-identity Commitment) score was 45; the median score of American employees’ EIE and EIC were both 62, while the median score of total 365 employees’ EIE was 60 and the median score of EIC was 51. This paper shows the conclusions of the survey.

Images of the “other”

This article explores the relationship between Pan American World Airways (Pan Am) and Latin America to understand the role of Western multinational corporations in the historical processes of postcoloniality—that is, the representation of the non-Western “other” to Western audiences. Informed by postcoloniality and the use of a critical hermeneutics method, we draw on 64 years of archived materials from the Pan American World Airways Collection 341, housed at the Otto Richter Library at the University of Miami, as well as numerous histories of the airline. Our findings show how Pan Am gained a powerful position, both politically and economically, which facilitated its ability to construct influential images of Latin American employees, citizens, and the idea of Latin America. Although Pan Am ceased operations in 1991, its years of dominance in South America had the capability to contribute and provide insights into our understanding of the continued postcolonial processes and the idea of (North) “Americanism.” More importantly, our article demonstrates how using a postcolonial framework can assist organizational and business scholars to better understand the role that historical patterns play in organizations still today. We hope that using alternative methodologies and theories such as postcolonialism to examine contemporary management culture, we will better be able to understand how history has been “written” in an effort to lessen “Western” ideologies and include diverse epistemological perspectives.