Organizational Outcomes Research Articles

Enhancing Employee Performance through Quality Work Life: The Mediating Roles of Job Satisfaction and Organizational Citizenship Behavior in Riau’s Government-Owned Credit Insurance Sector

This study investigates the impact of Quality of Work Life (QWL) on employee performance, with a focus on the mediating effects of Job Satisfaction (JS) and Organizational Citizenship Behavior (OCB) in government-owned credit insurance companies in Riau Province. Based on quantitative causality research with a sample of 309 employees, this study employs Structural Equation Modeling (SEM) to examine how QWL directly and indirectly influences performance. Key findings reveal that QWL positively impacts both job satisfaction and OCB, which in turn significantly enhance employee performance. These insights underscore the importance of fostering a supportive work environment to improve organizational outcomes, particularly in sectors reliant on high employee engagement and performance. The implications for managerial practice and potential areas for future research are also discussed.

A Study of Cultural Diversity and Ethical Climate towards Employee Selection in Higher Education Institutions

This study investigates the critical role of employee selection processes in organisational success, focusing on the impact of cultural diversity (CD) and ethical climate (EC) within Higher Education Institutions (HEIs) in Northern Malaysia. Employing a quantitative methodology and a descriptive research design, data were collected from academic staff through a structured questionnaire. The analysis using SPSS software reveals strong positive correlations among employee selection, CD, and EC. The Kaiser-Meyer-Olkin (KMO) measure and Bartlett’s Test of Sphericity confirm the data's suitability for factor analysis, while Cronbach’s alpha coefficients indicate robust internal consistency. The findings underscore the importance of aligning employee selection processes with organisational strategies and values to attract competent employees. Additionally, effective management of CD enhances financial performance, competitive advantage, and profitability. An EC significantly promotes ethical behaviour, job satisfaction, and organisational performance. The study highlights practical implications for integrating diversity and ethical considerations into selection strategies, providing valuable insights for human resource management and organisational behaviour. The research emphasises the need for a holistic approach to talent acquisition by demonstrating how selection practices influence organisational outcomes. This approach fosters inclusivity and ethical leadership, ultimately contributing to long-term organisational success. These findings comprehensively understand employee selection, CD, and EC dynamics in enhancing institutional effectiveness and achieving strategic goals in HEI settings.

Red, blue, and green? The association between CEOs' political ideologies and green new product introductions

AbstractNot all firms exhibit the same level of commitment to green new product introductions (GNPIs), yet our understanding of the factors underlying these disparities remains incomplete. Prior research has primarily focused on firm‐level factors, paying little attention to individual‐level antecedents of GNPIs. This imbalance in the GNPI literature contrasts with the broader innovation and general management literature, which displays an ever‐growing interest in the “human side of innovation,” acknowledging the relevance of Chief Executive Officers' (CEOs') political ideologies for organizational outcomes. Addressing this imbalance, our study examines the relationship between CEOs' political ideologies and their firms' GNPIs, along with the conditions that shape this influence. Grounded in social identity theory, our study first argues that the more liberal CEOs are, the more GNPIs their firms are likely to generate and that this association is amplified by CEO power. It then proposes that the more liberal CEOs are, the more likely they are to respond to adverse situations beyond their control (a Republican presidency or lower levels of consumer green sentiment) by initiating more GNPIs. It finally posits that the more liberal CEOs are, the fewer GNPIs they tend to initiate in response to adverse situations for which they are accountable (involvement in sustainability‐related scandals). We integrate data from seven databases into a longitudinal dataset comprising 89 firms and 192 CEOs over the period 2010–2020 to test our theoretical framework empirically. Time‐lagged panel regression analyses strongly support our theoretical arguments. Our findings contribute to the emergence of an individual‐level, microfoundational perspective on sustainable innovations, our knowledge about the organizational implications and boundary conditions of CEOs' political ideologies, and the treatment of multiple identities within social identity theory, especially the relationship between political and occupational identities. The implications of our findings extend to business practitioners, offering valuable insights for CEOs, boards of directors, and investors.

The ethical model of orchestra conducting: a psychological and philosophical perspective

ABSTRACT This article investigates the ethical requirements and features that characterize the professional life of successful contemporary classical orchestras, with particular focus on the leadership style of their conductors. As we will show, the traditional authoritarian approach, marked by the conductor’s commanding charisma and strict demand for obedience from orchestra members, has evolved today into a more ethically-based transformational style of leadership. This new approach is rooted in principles of respect, voluntary compliance, and trust. The present paper delves into the interpersonal dynamics within contemporary orchestras, focusing specifically on the character traits required to establish trust and collaboration between the conductor and the orchestra members, as well as among the orchestra members themselves. In particular, drawing from recent research in psychology, we underscore the significance of deference, empathy, and shared commitment toward the common goal of excellence in performance. We conclude that the ethics-centered style of leadership adopted by most contemporary conductors may extend beyond the realm of music, offering insights applicable to leaders in various other fields. By fostering deep connections, shared purpose, and collaboration, this approach has the potential to enhance organizational performance and outcomes in general.

Strategic Transformation and Sustainability: Unveiling the EFQM Model 2025

The EFQM Model (European Foundation for Quality Management), established in 1991, serves as a framework for organizational excellence, helping achieve sustainable success through an integrated management system. The Model’s evolution is driven by the need to adapt to global trends, threats, and technological innovations such as digital transformation, employee engagement and well-being, remote work, agile performance management, diversity, equity and inclusion (DEI), sustainability, AI (Artificial Intelligence), and big data. The new EFQM Model 2025, presented in Istanbul in June 2024, introduces significant changes, emphasizing sustainability, innovation, and technology. These changes are analyzed based on the logic of three questions: Why, How, and What. Why: There is a necessity for better alignment of organizations with contemporary challenges through flexibility, risk resilience, and innovation capabilities in a dynamic business environment, including alignment with the Unated Nations Sustainable Development Goals (SDGs). How: The Model introduces an integrated approach to performance management and transformation, incorporating advanced technologies such as AI and data analytics. What: Implementing the EFQM Model 2025 enhances organizational adaptability, innovation, and flexibility, improving financial, operational, and strategic outcomes. Better alignment with sustainability goals leads to long-term value and social responsibility. Improved stakeholder engagement methods enhance understanding and satisfaction. The use of advanced technologies supports innovation and operational efficiency, while better strategic and operational performance and risk management ensure greater stability and the ability to anticipate future challenges.

Government‐level public leadership development in the United States

AbstractThis paper examines 201 leadership development programmes run by government agencies in the United States. It focuses on in‐service training provided to civil servants at the federal and state levels. The aim of this paper involves identifying and discussing the main curriculum themes that underpin those training programmes. Based on the analysis and interpretation of these programmes, it proposes directions for future public administration research.Points for practitioners Five curriculum themes—mentoring, leading change, emotional intelligence, diversity and equity, and crisis leadership—underpin the leadership training programmes of government agencies. These public organisations should be viewed and conceptualised not only as bureaucracies but also as communities of learning. It is crucial to measure these training programmes’ organisational outcomes and effectiveness.

Silence in the workplace: what do we know from research?

PurposeThe purpose of this article is to examine the antecedents and consequences of organizational silence and employee silence to determine whether these two concepts should be distinguished rather than used interchangeably in research.Design/methodology/approachThis study conducted a systematic literature review of 79 studies on organizational silence and 113 on employee silence, leading to three major findings.FindingsFirst, this study shows that organizational silence is a collective phenomenon and employee silence occurs at the individual level; therefore, indicating they should be treated as two distinct concepts. Second, both types of silence are influenced by contextual factors (internal and external) and leadership. Third, organizational silence impacts both individual and organizational outcomes, whereas employee silence mainly affects an individual’s psychological health and performance.Originality/valueThis research clarifies the distinction between organizational silence and employee silence, offering guidance for researchers on how to approach these concepts. It also highlights the critical need to address workplace silence and the potential harm it may cause to both organizational and individual well-being if left unaddressed. Furthermore, this research supports organizational leaders and human resource developers in fostering a healthier work culture, improving performance and driving continuous improvement.

Co-workers’ Solidarity and Citizenship Behaviors: The Mediating Role of Work Engagement

ABSTRACT The work environment plays a detrimental role in shaping workplace behavior of employees. Recent studies focused on the influence of work environment factors on individual and organizational level outcomes. We extend this work by exploring the impact of coworkers’ solidarity on organizational citizenship behaviors through work engagement in private universities in Ethiopia. A survey method was used to collect data from 335 employees selected using a proportionate stratified sampling method. A standardized questionnaire was used to collect primary data from employees composed of academic and administrative staff. The data collected was examined using Partial Least Square Structural Equation Modeling through Smart PLS 3.0 software. A bootstrapping path analysis algorithm with a resample of 5000 was employed to generate direct and indirect effects and significance of path coefficients in testing hypotheses. The study found that solidarity among coworkers affects citizenship behavior of employees positively and significantly and work engagement played a partial mediating role in this relationship. The study recommends that private universities should give due attention to cultivating coworkers’ solidarity to derive the required behavior on the part of employees.

How do employees feel their health is valued? a descriptive case study

PurposeA descriptive case study approach was adopted to examine employees' perceptions of the prevalence and usefulness of wellness programs. Relying on Centers for Disease Control and Prevention Health ScoreCard (CDC HSC), this study aims to assess the prevalence of worksite wellness programs, policies and benefits in general and incorporated employee perspectives to contextualize the CDC HSC wellness assessments.Design/methodology/approachThe authors first compared the CDC HSC assessments to evaluate the effectiveness of wellness programs in 20 select organizations. Follow-up employee interviews (n = 25) were conducted to contextualize the CDC HSC assessments.FindingsA variety of wellness programs are likely to increase employee engagement and participation when organizations adopt a bundling approach to combine wellness policies, incentives and an array of wellness programming opportunities that encourage and incentivize employees’ health promotion behaviors.Research limitations/implicationsFuture researchers might examine health metrics, in terms of dollars, doctor visits or biometrics before and after the implementation of a wellness program or paid wellness coordinator. Because this study interviewed employees and not members of executive leadership or finance and accounting, financial metrics were not available or the focus of this study. The inclusion of leaders and directors of wellness initiatives would offer additional ways for examining the impact of wellness initiatives on employee behaviors on organizational outcomes.Practical implicationsNutrition, weight management and chronic disease management were identified as major challenges impacting the health of employees. Even when organizations reported robust scores in their CDC HSC assessments, employers identified these three areas as critical for sustaining the health and well-being of their employees. Finally, the issue of employee safety was a top priority for all organizations regardless of how they scored on their CDC HSC assessments.Social implicationsThe authors suggest that when high-impact wellness practices are linked to organizational supports in the workplace, these efforts are likely to have more positive effects on both employee outcomes and organizational outcomes. A regular routine of checking on wellness issues can help keep potential problems from going unnoticed. An example of this is a reminder to stretch at a morning meeting or during work hours as a reminder to stay focused on health and well-being.Originality/valueThe authors aggregated the organizational assessments for different wellness interventions and compared the scores (falling above or below) with standardized CDC wellness scores. The incorporation of the CDC scorecard ensured a standardized and evidence-based evaluation of workplace wellness programs. This additional step informed the interview guide and follow-up with employees who offered recommendations for how organizations could enhance their wellness programs and policies.

Workplace Diversity: Hidden Treasure for Boosting Organizational Performance

Today, many organizations recognize the significant impact of workplace diversity on performance outcomes at all organizational levels. Managers and leaders have embraced differences in organizational workforce members through diversity management initiatives, training and programs that yield competitive advantages. The present study contributes to the extant research by developing a new conceptual model that demonstrates relationships between workplace diversity and organizational performance as mediated by diversity management and moderated by multi-level organizational variables. A strong relationship between workforce diversity and excellence in organizational outcomes has grown constantly during the last decade. Practical implications and recommendations are discussed.

War vs pandemic—investigating the type of extreme context as a moderator of extreme-context perception effects on work alienation and its organisational outcomes

With many organisations operating in challenging circumstances such as military conflicts and pandemics, a growing body of research has investigated the effects of extreme-context perceptions on job attitudes and organisational outcomes. While prior investigations focused on specific extreme contexts like warzones or pandemics, research has yet to examine whether different extreme contexts would have different intensities regarding shaping job attitudes and organisational outcomes. This study takes a unique approach to address this gap in the existing literature by exploring whether the type of extreme context (war vs pandemic) moderates extreme-context-perception effects on work alienation and subsequent job attitudes and organisational outcomes. Specifically, this study investigates the consequences of differentiated extreme contexts by using 668 valid responses from two samples: Sample 1 (N = 449), collected via snowball sampling during the Syrian civil war (2016-2019), and Sample 2 (N = 219), recruited using systematic random sampling from the Middle East during COVID-19 in 2021. Employing t-tests, Sample 1 in the wartime crisis reported higher levels of extreme-context perception, yet not quite as much worsened job satisfaction, but they had lower levels of alienation and job insecurity than those in health-crisis contexts. Using PLS-SEM, we found extreme-context perception heightened alienation, leading to increased job insecurity, decreased job satisfaction, and lower organisational citizenship behaviour (OCB) outcomes. Interestingly, some of these relationships were moderated by the extreme context type. Specifically, while no significant differences were found between the two contexts regarding the relationship between extreme context perception and alienation and between alienation and job insecurity, we found that extreme-context-driven alienation is more likely to damage job satisfaction and OCB in war zones than in pandemic contexts. These findings contribute to important matters of both theory and practice. They specifically expand existing theory by illustrating differentiated consequences of distinct types of extreme contexts to organisational and employee-related concerns. They also demonstrate the need to develop customised organisational strategies as well as policy responses to mitigate and/or capitalise on the effects of differentiated extreme contexts.

A Stakeholder Perspective on Diversity Within Organizations

Research on the influence of internal and external stakeholders on diversity outcomes within organizations has grown in the past decade. Across multiple macro and micro theoretical domains, this body of research has examined various diversity outcomes at different organizational levels. Through an integrative review of literature from management, sociology, psychology, and entrepreneurship, we highlight the channels and pathways of influence and the underlying mechanisms through which four major stakeholder groups—organizational actors, resource exchange partners, institutional actors, and societal forces—impact diversity outcomes in organizations. We discuss future research directions, empirical and conceptual, and present a promising path for future studies to unpack the complex relationships between stakeholders and organizations regarding diversity issues, particularly at the intersection of multiple stakeholders and diversity aspects.

Strategic expansion – Guinness Nigeria, management accounting information and upper echelons

ABSTRACT Research based on upper echelons theory has examined characteristics of top managers and their effects on accounting choices. In this paper, we show that management accounting information may influence the relationship between top manager characteristics and organizational outcomes. We draw on the historical case of the Guinness brewing company expanding operations to Nigeria in the 1960s. Our analysis of the case reveals some top manager characteristics of the Guinness board members signaled potential for a strategic choice to expand into Nigeria. However, the case also shows that the strategic choice to open a bottling plant was altered based on accounting information to instead build a brewery in Nigeria. This suggests a moderating role of management accounting information within the general framework of upper echelons theory.

Implementing national care guidelines in local authorities in England and Wales: a theory-of-change

BackgroundThe delivery of high-quality services in chronically underfunded social or long-term care systems is a major challenge internationally. National guidelines, developed by the National Institute for Health and Care Excellence, set out how local authorities in England and Wales should fund and provide care based on best available evidence. Theoretical and participatory approaches can usefully inform the design and evaluation of implementation strategies for guidelines. The aim of the study is to develop a Theory-of-Change for how the implementation of these guidelines is expected to lead to impacts from a local authority perspective.MethodsAs part of a comparative case study (The ‘Valuing Care Guidelines’ study; February 2022 to April 2024) with three local authority sites in England and Wales, we involved altogether 17 participants in two Theory-of-Change online workshops per site, each of 2 hours. Additional data gathered from the same participants as part of the overall study were used to conceptualise and enrich information from the workshops.ResultsParticipants described the Theory-of-Change map as follows: A wide range of activities (categorised in stages of ‘pre-implementation’, ‘implementation’, ‘sustainment and scaling’) and skills were required to implement guidelines, and achieve long-term organisational sustainability and service delivery outcomes, leading to final impacts for service users and carers. Participants described a co-creation implementation model, led by ‘Implementation Support Practitioners’, who utilised relational skills to achieve motivation, trust, and confidence at different organisational levels, addressing contextual barriers such as inadequate staffing, lack of resources and of organisational support systems. Consistent use of guidelines by frontline staff could only be achieved if the value of guideline implementation was promoted widely, and if consideration was given to the roles of stakeholders, such as the inspection body, local health care providers, users and carers.ConclusionsOur study is the first to investigate the implementation of national social care guidelines by local authorities in England and Wales. It generates insights that can guide implementation practice as well as inform the evaluation of future implementation strategies.

How Effective Are Work-Life Balance Policies? The Importance of Inclusion

In this manuscript we review research on the effectiveness of work-life balance (WLB) policies in improving employee and organizational outcomes. We find that while WLB policies are often implemented with good intentions, their effects are generally small or inconsistent. We identify eight barriers to policy inclusivity that we theorize are linked to reduced effectiveness—a narrow definition of family, focusing on work-family rather than work-nonwork balance, low policy awareness, the practical constraints of access, overlooking vulnerable workers, the nature of the job, supervisor attitudes and behaviors, and unsupportive organizational cultures—and make recommendations for addressing these barriers. We also highlight the importance of considering individual differences and cultural contexts when implementing WLB policies. We conclude by proposing future research directions, such as examining coworker support and the impact of national culture on policy effectiveness.

Sustainable leadership impact on environmental performance: exploring employee well-being, innovation, and organizational resilience

This study investigates the effect of sustainable leadership on environmental performance, specifically examining how employee well-being and innovation mediate this relationship, and how organizational resilience moderates this relationship within the information technology sector in Denmark. Utilizing a cross-sectional design and drawing on sustainable leadership theory and social exchange theory, the research employed PLS-SEM analysis. Hypotheses were tested, exploring the variables’ direct, moderated and mediated relationships. The results support all hypotheses, revealing positive relationships between sustainable leadership and environmental performance, employee well-being, and innovation. Furthermore, employee well-being and innovation mediate the relationship between sustainable leadership and environmental performance. Organizational resilience moderates the association between sustainable leadership and environmental performance. This research offers valuable insights into the dynamics of sustainable leadership in the IT sector, emphasizing its positive impact on environmental performance and organizational outcomes. The study suggests practical implications for leaders and identifies avenues for future research. This study extends the understanding of sustainable leadership by empirically examining its multifaceted impact in the specific context of Denmark’s information technology sector. Incorporating both sustainable leadership theory and social exchange theory enriches the theoretical framework, contributing to the originality of the research.

Communities of practice as an effective ECB approach for nonevaluation specialists: A case study in an Australian state government department

AbstractAmong the various evaluation capacity building strategies, there is an important opportunity to enhance the evidence on the effectiveness of communities of practice (CoPs). We argue that evaluation CoPs have great potential to develop evaluative thinking among nonevaluation specialists and build the foundations of a sustainable organizational evaluation culture. This article presents a case study of an evaluation community of practice in an Australian state government agency, with evidence collected over 4 years against a comprehensive evaluation framework. It outlines in detail an empirically tested evaluation‐CoP good practice from the initial design and logic model to implementation and measurement against individual, group, and organizational outcomes.

Relationships Between Nursing Professional Development Department Structures in Hospital Systems and Patient Outcomes.

Although positive correlations between nursing professional development (NPD) staffing and organizational outcomes have been demonstrated, no evidence of optimal NPD department structures was found. Using an organizational participatory research method, NPD department structures in acute care hospital systems and their relationships to publicly reported patient outcomes and satisfaction were explored. Hospitals with centralized NPD departments had significantly fewer unplanned readmissions for pneumonia than hospitals with hybrid structures. No other significant differences were found.

CSR and Employee Engagement: How Social Responsibility Initiatives Affect Workforce Motivation

In recent years, Corporate Social Responsibility (CSR) has evolved from a peripheral concern to a central element of business strategy, particularly in developing economies like India. This shift underscores the growing importance of integrating social responsibility into corporate operations, not merely as an ethical obligation but as a strategic imperative that can influence employee behaviour and organizational performance. This research paper investigates the intricate relationship between CSR initiatives and employee engagement, with a focus on how these initiatives can enhance workforce motivation in the Indian context. Utilizing a multi-method approach that combines qualitative analysis, case studies, and a comprehensive literature review, this study explores the mechanisms through which CSR impacts employee engagement. It emphasizes the significance of aligning CSR efforts with the values and expectations of employees, thereby fostering a sense of belonging, pride, and purpose in their work. The findings reveal a positive correlation between well-implemented CSR initiatives and increased levels of employee motivation, job satisfaction, and organizational loyalty. Additionally, the research identifies specific types of CSR activities—such as environmental sustainability programs, community engagement, and ethical labour practices—that have proven particularly effective in enhancing employee morale. By presenting real-world examples from leading Indian companies, this paper offers actionable insights for organizations looking to leverage CSR as a tool for improving employee engagement and overall performance. Ultimately, this research aims to contribute to the ongoing discourse on the role of CSR in shaping employee experiences and organizational outcomes, providing a framework for companies to develop effective CSR strategies that not only benefit society but also cultivate a motivated and engaged workforce.

Implementation of Green Lean Six Sigma in Dutch Healthcare: A Qualitative Study of Healthcare Professionals' Experiences.

Introduction: The healthcare sector significantly contributes to environmental degradation, highlighting the need for sustainable practices. Green Lean Six Sigma (GLSS) offers a relevant and impactful approach to reduce healthcare's environmental footprint while improving efficiency. By incorporating environmental considerations into Lean Six Sigma, GLSS has the potential to mitigate healthcare's environmental impact and promote environmental sustainability. This study aims to gain insight into healthcare professionals' experiences with GLSS at their workplace. Materials and Methods: This qualitative exploratory study employed semi-structured surveys based on theory of training evaluation from Kirkpatrick with Dutch healthcare professionals in the first six to eight months after completing GLSS training. Results: Even though 76% (N = 16) of trained healthcare professionals applied GLSS at their workplace and 43% of them (N = 9) completed a project within the first six to eight months after training, they all experienced one or more barriers. The most frequently reported barriers were lack of time, difficulties with project selection and a lack of management support. GLSS project results included reduction of products, energy, costs and travel, green choices in procurement and sustainable food choices. GLSS also helped to create awareness on the environmental impact of healthcare and to optimize processes by reducing costs, waiting time, workload and defects. Discussion: This is the first study to report experiences from applying GLSS in healthcare. Furthermore, it is the first study presenting GLSS training evaluation results in terms of participant behaviour and organizational outcomes. Conclusions: Results of this study can be used to enhance GLSS deployment programs and to optimize organizational settings for successful GLSS implementation in healthcare.