Organizational Level Outcomes Research Articles

The Emergence of Organized Secrecy in Stabilizing Organizational Identity

I explore the link between the emergence of organized secret resistance to change and the stabilization of organizational identity - operationalized as the core theory (developed by Freud) upon which the International Psychoanalytic Association was founded. In this longitudinal qualitative case study, I investigate the actions of Freud’s Secret Committee that resisted three successive change attempts by IPA’s most senior members between 1910 and 1914. This paper advances three research questions: (1) Why this group resorted to secret actions?; (2) How were secret actions used to achieve its goal?; (3) What were the organization-level outcomes of secrecy? The findings establish that reputational concerns and fears for organizational survival drove the group’s actions from open resistance to formalized secrecy, to routinized secrecy. Secrecy was instrumental for resisting change by neutralizing the change agent’s resource (formalized stage) and seizing political control of the organization (routinized stage). Finally, I demonstrate that organized secrecy stabilized organizational identity in the long-term by suppressing exploration in favor of exploitation. By contributing to the literature on resistance to change and organizational identity, this paper calls for a less normative and more nuanced understanding of intra-organizational secrecy.

The efficacy of high performance work practices in the Middle East: evidence from Algerian firms

Although there is developing evidence on the effectiveness of global HRM best practices in emerging and developing economies, little is known about the efficacy of those practices in the Middle East. This study examines the impact of high performance work practices (HPWP) on both employee and organisational outcomes in Algerian firms. The results of a firm-level survey show that while HPWP are positively associated with employee work attitudes and motivations, this effect is not converted into organisational-level outcomes. The results are discussed and implications for future research are offered.

Organizational Outcomes Following Traumatic Workplace Incidents: A Practice-Based Exploration of Impact of Incident Severity Level

Traumatic workplace events (critical incidents) occur with unfortunate regularity and with significant repercussions for affected organizations. Critical incident stress management (CISM) units, often a specialty component of employee assistance programs, provide consultation and support for workplace incidents. While CISM seeks to support both individual and organizational outcomes, trauma research oriented toward individual traumatic stress dominates the literature, mirroring practitioner training that tends to emphasize clinical over organizational practice. This research contributes to less-prevalent studies that explore organizational-level outcomes. Despite the facts that social workers play a central role in critical incident response and CISM units collect massive amounts of practice data, there are no published social work studies capitalizing on the potential of existing critical incident data. Employing the methodology of clinical data mining, this practice-based, exploratory research examines the propositions that incident severity level associates with several post-incident organizational outcomes. Several findings translate into considerations for evidence-informed CISM practice in the areas of intake assessment, organizational consultation, and incident response planning.

Training and Farmers' Organizations' Performance

Purpose: This study sought to determine the influence of training transfer factors and actual application of training on organization level outcomes among farmer owned produce marketing organizations in Uganda.Design/methodology/approach: Interviews based on the Learning Transfer Systems Inventory (LTSI) were conducted with 120 PMO leaders trained in partnership management skills by a four year extension project. Data were collected on training transfer factors, transferred training, and training related organization level outcomes. Data were analyzed by OLS hierarchical regression analysis.Findings: The performance of the producer marketing organizations in terms of ‘improved inter-organization relations’ and ‘improved services’ was found to be significantly predicted by ‘personal capacity to transfer,’ ‘receiving feedback,’ and ‘resource availability.’Practical implications: Rural service providers who build capacity of local organizations can use this knowledge to pursue certain strategic human level organizational outcomes by manipulating transfer system factors such as providing feedback and supportive resources to help trainees.Originality/value: The LTSI model has been tested for its role in explaining human level organizational outcomes in a developing country setting. We have also seen that specific training transfer system factors will be responsible for certain elements of the multidimensional outcomes of training.

Using theory and evidence to drive measurement of patient, nurse and organizational outcomes of professional nursing practice

An evolving body of literature suggests that the implementation of evidence based clinical and professional guidelines and strategies can improve patient care. However, gaps exist in our understanding of the effect of implementation of guidelines on outcomes, particularly patient outcomes. To address this gap, a measurement framework was developed to assess the impact of an organization-wide implementation of two nursing-centric best-practice guidelines on patient, nurse and organizational level outcomes. From an implementation standpoint, we anticipate that our data will show improvements in the following: (i) patient satisfaction scores and safety outcomes; (ii) nurses ability to value and engage in evidence based practice; and (iii) organizational support for evidence-informed nursing care that results in quality patient outcomes. Our measurement framework and multifaceted methodological approach outlined in this paper might serve as a blueprint for other organizations in their efforts to evaluate the impacts associated with implementation of clinical and professional guidelines and best practices.

A Diagnostic Method for Procedural Justice

Procedural justice has shown significant linkages to organizational outcomes such as organizational commitment and turnover. For this reason, we propose that measures of procedural justice can serve a diagnostic function to signal potential problems with important organizational-level outcomes. However, if used alone, it does not tell us which specific procedures require change in order to resolve potential problems. This study proposes, and tests, a methodology which combines general measures of procedural justice with measures of perceptions of specific procedures in order to diagnose problems with organizational outcomes. This is tested in two call centers. The research design employs a survey of randomly selected employees from the call centers. The effects of a general measure of procedural justice on the organizational outcomes of turnover intentions and organizational commitment are examined. Further, we examine the effects of attitudes towards specific monitoring procedures on a general measure of procedural justice. Baron and Kenny’s statistical methodology is employed to test these relationships; to show that procedural justice mediates the effect of employee perceptions of monitoring on turnover intentions and organizational commitment. Our findings support complete mediation effects. The implications of these findings are that general perceptions of procedural justice can be used to screen for potential problems with organizational outcomes. If general effects are found, organizations can employ more specific measures of organizational procedures to target procedural problems. The methodology proposed here has the potential to identify specific procedures that organizations can focus on in order to improve organizational outcomes. Normal 0 false false false EN-US X-NONE AR-SA /* Style Definitions */ table.MsoNormalTable {mso-style-name:Table Normal; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; text-align:justify; mso-pagination:widow-orphan; font-size:11.0pt; font-family:Calibri,sans-serif; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;}

Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead

Positive psychological principles have become increasingly prevalent in the workplace in recent years. However, the field still lacks a comprehensive and practice-based overview of this important trend. The present article focuses on reviewing recent research in positive psychology as it relates to the workplace, including research regarding constructs such as resilience, appreciative inquiry, empowerment, gratitude, psychological capital, work engagement, supervisor and organizational support, positive teamwork and co-worker relations, and positive leadership. For each, we synthesize research examining the nature of the construct itself, its nomological network, individual- and organizational-level outcomes, and how organizations can enhance each within their employees for increased organizational success and enhanced employee experience. Finally, we discuss gaps in the relevant literature and make specific recommendations regarding how to ameliorate such oversights in order to enhance the rigor of positive workplace research as well as the frequency and efficacy of relevant organizational interventions.

Identification of Multiple Theoretical Linkages for High Performance Work System

Multiple theoretical linkages are developed for High Performance Work System (HPWS). This model explores the HR system, its links with performance and performance outcomes based on the direction given by Guest ( 1997 ). This article attempts to provide three pathways for effect of HPWS on performance—first through direct effect on employee’s skill and ability, second through system effect produced by creation of organizational climate through internal fit, and lastly, interaction effect produced by strategic context through external fit. Further performance of organization is considered as employee level outcomes, organizational level outcomes and financial level outcomes.

Exploring the Mediating Effect of Organizational Trust Between Organizational Justice Dimensions and Affective Commitment

Extant research has established that perceptions of justice in the organizational arena lead to desirable employee attitudes and behaviours. However, there seems to be a paucity of research exploring how social exchange variables act as mechanisms linking justice perceptions with their output. The present research is therefore a small step towards bridging this gap by examining the role of a social exchange variable, Organizational Trust (Trust), as mediating the relationship between each of the three Organizational Justice dimensions: Distributive (DJ), Procedural (PJ) and Interactional Justice (IJ), and an organizational level outcome (Affective Organizational Commitment - OC). The study finds that PJ and IJ does not have any significant relationship with Trust and only the relation between DJ and OC is fully mediated by Trust. Further, there is no interaction effect of the three justice dimensions upon Trust. The study concludes with a discussion regarding the findings, the limitations under which it has been conducted, and its implications for management practice.

Effects of Informal HPWPs on Employee Job Satisfaction and Organizational Profitability

Research evidence reveals a considerable divergence between management responses and employee responses regarding organizational high performance work practices (HPWPs). This divergence implies not only that employees may not engage in some of the HPWPs that formally exist in their organizations, but also that employees may engage in other HPWPs on an informal basis. In this study, we examine the implication of the latter case (i.e., employee engagement in “informal” HPWPs) for employee- level and organization-level outcomes. Our analyses, using data from the Statistics Canada Workplace and Employee Survey, demonstrate that employee participation in informal HPWPs is associated with enhanced job satisfaction and organizational profitability in a similar way as employee participation in formal HPWPs is associated with these outcomes.

A Decade of Regulatory Focus Theory in Organizational Research: New Findings and Future Directions

It has been a decade since Brockner and Higgins (2001) initiated a new area of research by posing the question, “how does a social psychology theory such as regulatory focus theory contribute to our collective understanding of work experiences?” At least 187 articles have attempted to answer this question since the publication of the authors' influential theoretical article. Building on the momentum initiated by Brockner and Higgins (2001), the proposed symposium has a twofold purpose. First, it will present cutting edge research that incorporates regulatory focus theory into other areas of management research including social networks, strategic alliances, leaders’ responses to near-miss events, and dyadic leader-follower relationships. Second, it serves to generate ideas and encourage future organizational research based on regulatory focus theory. Five papers examine how regulatory focus is related to individual level outcomes, such as employee commitment, decision making following near-miss events, and social networking strategies and organizational level outcomes, such as firm alliance discrepancies. Discussant Joel Brockner will integrate the papers, comment on the state of management research on regulatory focus theory and propose directions for future research.Leader-Follower Regulatory Fit: Self-Regulation Congruency, LMX, and Organizational CommitmentPresenter: Ronit Kark; Bar Ilan U.Presenter: Dina Van Dijk; Ben Gurion U. of the NegevPresenter: Einat Esformes; AmdocsRegulatory Focus and Social Support Seeking: How Do People Mobilize Social Network Resources?Presenter: Xi Zou; London Business SchoolThe Effects of Regulatory Focus on the Formation of Intra-Organizational Friendship Networks Presenter: Mathis Schulte; HEC ParisPresenter: Jill Waymire Paine; Instituto de Empresa Business SchoolHow Regulatory Focus Influences Individuals’ Risk Taking Behavior Following Near Miss EventsPresenter: Matthias Seifert; Instituto de Empresa Business SchoolPresenter: Jill Waymire Paine; Instituto de Empresa Business SchoolRegulatory Focus, Discrepancies, And Alliance EvolutionPresenter: Rajesh Kumar; Nottingham U.Presenter: Tory Higgins; Columbia U.

A theoretical model of the potential impact of diversity cultures on individual level outcomes

This study focused on creating a conceptual model illustrating the potential individual level outcomes a diversity culture may manifest. Utilising Fink and Pastore’s (1999) diversity management model as a framework, this study evaluated the theoretical impact the various diversity cultures may have on different individual level outcomes: managerial stereotypes, motivation to transfer learning, organisational commitment, work-family conflict, and psychological safety. A conceptual model proposed the different effects a diversity culture may have on individual level outcomes, as well as on organisational level outcomes. Generally, this article suggests a proactive diversity culture leads to positive individual outcomes, which may ultimately produce better organisational performance.

How Does Corporate Ethics Contribute to Firm Financial Performance?

Despite the increasing significance of corporate ethics, few studies have explored the intermediate mechanisms that explain the relationship between corporate ethics and firm financial performance. Drawing on institutional theory and strategic human resource management literature, the authors hypothesize that the internal collective processes based on employees’ collective organizational commitment and organizational citizenship behavior (OCB) mediate the ethics–performance relationship at the organizational level. The authors’ hypotheses are tested using data collected from 3,821 employees from 130 Korean companies and the respective companies’ financial performance data. The results indicate that collective organizational commitment and interpersonal OCB are meaningful intervening processes that connect corporate ethics to firm financial performance. To complement prior studies that identify a firm’s reputation and external relations as mediators between corporate ethics and performance, the present study highlights the need to examine microprocesses occurring within the organization to account for the ethics–firm performance relationship. Moreover, the present demonstration of collective organizational commitment and OCB as meaningful predictors of a firm’s objective performance indicates the significance of these employee processes in explaining organizational-level outcomes.

High-performance work systems in health care management, Part 2

: A capable workforce is central to the delivery of high-quality care. Research from other industries suggests that the methodical use of evidence-based management practices (also known as high-performance work practices [HPWPs]), such as systematic personnel selection and incentive compensation, serves to attract and retain well-qualified health care staff and that HPWPs may represent an important and underutilized strategy for improving quality of care and patient safety. : The aims of this study were to improve our understanding about the use of HPWPs in health care organizations and to learn about their contribution to quality of care and patient safety improvements. : Guided by a model of HPWPs developed through an extensive literature review and synthesis, we conducted a series of interviews with key informants from five U.S. health care organizations that had been identified based on their exemplary use of HPWPs. We sought to explore the applicability of our model and learn whether and how HPWPs were related to quality and safety. All interviews were recorded, transcribed, and subjected to qualitative analysis. : In each of the five organizations, we found emphasis on all four HPWP subsystems in our conceptual model-engagement, staff acquisition/development, frontline empowerment, and leadership alignment/development. Although some HPWPs were common, there were also practices that were distinctive to a single organization. Our informants reported links between HPWPs and employee outcomes (e.g., turnover and higher satisfaction/engagement) and indicated that HPWPs made important contributions to system- and organization-level outcomes (e.g., improved recruitment, improved ability to address safety concerns, and lower turnover). : These case studies suggest that the systematic use of HPWPs may improve performance in health care organizations and provide examples of how HPWPs can impact quality and safety in health care. Further research is needed to specify which HPWPs and systems are of greatest potential for health care management.

What is the value of human resource certification? A multi-level framework for research

We make a contribution to narrowing the science–practice gap by adopting a multi-level theory-based approach to investigating an important issue for practitioners in human resource management: human resource (HR) certification. Despite the facts that more than 150,000 individuals in more than 70 countries have become certified and that HR certification has turned into a million-dollar industry, there is no scholarly evidence regarding the impact of certification on any important individual- and organizational-level outcomes (e.g., individual's career progression and HR department-level effectiveness). First, we distinguish among certification and licensing. Second, we describe the purported benefits of HR certification. Third, we review the existing literature on perceptions of HR certification; including a survey we conducted with 189 HR professionals. Finally, we present a research agenda, including 14 testable propositions, to guide future scholarly research on HR certification with the goal to gather evidence, which to date is not yet available, regarding the value of HR certification for individual practitioners, organizations, and the HR profession.

The Toxic Continuum From Incivility to Violence: What Can HRD Do?

The frequency, intensity, and duration of uncivil behavior should be a concern to leaders in any organization.All too often seemingly isolated, subtle uncivil incidents (e.g., instigating a joke) can lead to patterns of uncivil behavior (e.g., bullying) and even physical violence. Each is a form of aggressive behavior. Inasmuch as uncivil behavior is linked to poorer individual- (e.g., job performance) and organizational-level (e.g., costs) outcomes, human resource development (HRD) is increasingly being called to implement useful strategies for dealing effectively with this vital workplace issue. The article traces the more subtle forms of uncivil behavior that tend to be ambiguous in intent to more intentional forms of uncivil behavior, that is, bullying and physical violence.The article suggests that HRD can make a strong, positive contribution to reducing the likelihood of uncivil behaviors, which in turn can play a meaningful role in increasing the success of the organization. Finally, a summary of the eight articles are presented that comprise this issue.

Accelerating the Workplace Health Agenda

Lowe and Chan's proposal for the development of common work environment metrics is long overdue. The authors' healthy work environment (HWE) framework is evidence based and illustrates the relationships between HWEs and organizational-level outcomes in a succinct yet comprehensive manner. The challenges we face in implementing their framework are related not so much to a fear of change but to a willingness to engage with multiple stakeholders and levels of government in coordinating our efforts. To date, we have lacked, at the policy level, a belief that HWEs can reduce operating costs, improve human resource utilization and, ultimately, lead to higher-quality patient care. We need a framework that will allow us to compare organizational performance in the area of health human resources in the same manner as we compare organizational outcomes in other areas. Such comparisons would allow us to further our understanding of the relationships among care providers, workplaces and organizational outcomes.

Establishing a Diversity Program is Not Enough: Exploring the Determinants of Diversity Climate

This study provides an organizational level investigation of the determinants of perceptions of diversity climate among employees. In total, 3,578 employees across 163 hotels provided data. Measures of diversity programs, managerial values and diversity climate were drawn from independent groups of employees. Support was found for the relationship between the deployment of diversity programs and diversity climate. This relationship was moderated by the actual diversity and the collective relational values of the management teams. Further, collective managerial relational values were found to be predictive of the adoption of diversity initiatives. This study provides evidence that though the presence of diversity initiatives was associated with higher levels of diversity climate, this relationship is not straightforward. Organizational attention to contextual factors, including managerial values and levels of minority representation in management, is necessary to enhance the efficacy of these programs. In spite of growth in practitioner and scientific attention, few conclusions are possible regarding the influence of organizational diversity on organizational level outcomes (Jackson et al., J Manage 29:801–830, 2003). This study responds to recent evidence that diversity climate moderates the relationship between diversity and organizational performance and answers calls for empirical attention to understanding how diversity climates are created and managed (Gonzalez and DeNisi, J Organ Behav 30(1):21–40, 2009).

CONTINGENCIES IN THE EFFECTS OF PAY RANGE ON ORGANIZATIONAL EFFECTIVENESS

The degree of pay spread can influence many organizational level outcomes (e.g., workforce productivity and organizational performance), but empirical studies are inconsistent about the directionality of the effect. We argue that it is not simply the width of the pay range but also the factors responsible for the width that explain the effects of the pay range on employee and organizational outcomes. We expect that when wider pay ranges are attributable to the use of performance‐based pay, the effects of the pay range on performance are positive, but narrower pay ranges attributable to performance‐based pay reduce this effect substantially. By contrast, wider pay ranges attributable to politically based pay should have negative effects on performance, and this effect should be weakened when the pay ranges are narrower. Data from a sample of motor carriers generally support our predictions. Although wider pay ranges have positive effects, the results reveal a complex pattern of relationships among the basis of pay allocations and pay range width on the one hand and workforce productivity and organizational performance on the other. Implications for future compensation and strategic human resource management research are discussed.

Cultural Competence: A Literature Review and Conceptual Model for Mental Health Services

Cultural Competence: A Literature Review and Conceptual Model for Mental Health Services