Pub Date : 2021-03-11DOI: 10.1108/IJOTB-04-2020-0051
Didem ÖZTÜRK ÇİFTCİ
PurposeThe purpose of this study is to determine the effect of loneliness and alienation in the workplace on the intention of leaving employment and whether emotional exhaustion has a mediating role in this effect.Design/methodology/approachThe hypotheses generated within the framework of the study model were evaluated by using the data set obtained from 402 survey participants working at nine shopping malls in the Central and Eastern Black Sea regions of Turkey and statistical analysis programs. In this context, the confirmatory factor analysis (CFA) was used to determine the validity of the scale and the structural equation modeling (SEM) was used to test the research hypotheses.FindingsThe study reveals that loneliness and alienation in the workplace have an effect on the intention of leaving employment and that this effect is fully mediated by emotional exhaustion. Whether this full mediating role determined by the SEM is meaningful or not was evaluated by Bootstrap analysis and the results revealed that the effect is meaningful.Practical implicationsDeveloping effective communication channels that will prevent the employee from feeling isolated at work and eliminating the pressure and inadequate physical working conditions created by unrealistic sales targets are recommended. In addition, it is thought that if employees are included in decision-making processes and have sufficient autonomy related to the job, work alienation can be prevented.Originality/valueThis research is important in terms of evaluating shopping centers, which are accepted as the symbol of consumption today, not only with their economic aspects but also with their employees. In this context, the research has revealed that shopping mall employees want to leave their jobs due to emotional exhaustion caused by loneliness and alienation at work.
{"title":"Emotional exhaustion as a mediator among workplace loneliness, work alienation and turnover intention","authors":"Didem ÖZTÜRK ÇİFTCİ","doi":"10.1108/IJOTB-04-2020-0051","DOIUrl":"https://doi.org/10.1108/IJOTB-04-2020-0051","url":null,"abstract":"PurposeThe purpose of this study is to determine the effect of loneliness and alienation in the workplace on the intention of leaving employment and whether emotional exhaustion has a mediating role in this effect.Design/methodology/approachThe hypotheses generated within the framework of the study model were evaluated by using the data set obtained from 402 survey participants working at nine shopping malls in the Central and Eastern Black Sea regions of Turkey and statistical analysis programs. In this context, the confirmatory factor analysis (CFA) was used to determine the validity of the scale and the structural equation modeling (SEM) was used to test the research hypotheses.FindingsThe study reveals that loneliness and alienation in the workplace have an effect on the intention of leaving employment and that this effect is fully mediated by emotional exhaustion. Whether this full mediating role determined by the SEM is meaningful or not was evaluated by Bootstrap analysis and the results revealed that the effect is meaningful.Practical implicationsDeveloping effective communication channels that will prevent the employee from feeling isolated at work and eliminating the pressure and inadequate physical working conditions created by unrealistic sales targets are recommended. In addition, it is thought that if employees are included in decision-making processes and have sufficient autonomy related to the job, work alienation can be prevented.Originality/valueThis research is important in terms of evaluating shopping centers, which are accepted as the symbol of consumption today, not only with their economic aspects but also with their employees. In this context, the research has revealed that shopping mall employees want to leave their jobs due to emotional exhaustion caused by loneliness and alienation at work.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48937790","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-25DOI: 10.1108/IJOTB-03-2021-152
D. Secchi
{"title":"Editorial: Within and around organizational behavior","authors":"D. Secchi","doi":"10.1108/IJOTB-03-2021-152","DOIUrl":"https://doi.org/10.1108/IJOTB-03-2021-152","url":null,"abstract":"","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"24 1","pages":"1-5"},"PeriodicalIF":0.0,"publicationDate":"2021-02-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45061768","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-14DOI: 10.1108/ijotb-12-2019-0151
K. Maurya, Manisha Agarwal, D. Srivastava
PurposeThis paper aims to examine the effect of perceived work–life balance on the perceived level of employer branding attraction valueand organizational talent management. Accordingly, the structural model is developed that delineates the interactions among these and explores the mediating effect of employer branding attraction value between the relationship of work–life balance and organizational talent management.Design/methodology/approachThis study is based on survey results and review of literature in terms of their implications for the proposed framework. Data have been collected by convenience incidental sampling from middle-level executives working in different information and technology (IT) companies. The model and posited hypotheses were tested through structural equation modeling analysis.FindingsPerceived work–life balance was found to be positive and significantly predicted the employer branding attraction value and organizational talent management. The study also showed that there exists a significant and positive correlation between employer branding attraction value and perceived organizational talent management. Further, employer branding attraction value found to be a mediating construct between the relationship of work–life balance and organizational talent management.Research limitations/implicationsThe present study will add insight into the human resource practitioners to design cost-effective and prolonged popular practices in order to meet the employees work and personal expectations under the organizational association. The research investigated issue within focused IT sector employees to understand and solve the issues generated with changing factors in an organizational environment such as increasing women participation, duel earning couple, and maintaining the difference between various categories of employees at the practice level.Social implicationsThe study has value at both the scholarly and practice level. At a scholarly level, the research investigated an important contemporary issue at both level individual as well as organizational level. In practice if organization implements people friendly work-life balance policies, then this will be surely be helpful in organizational productivity in form of talent management and employer branding and further this will improve the personal and professional performance of most elementary component of developing society.Originality/valueWork–life balance much more depends upon employees' perception, but so far the study has neglected the impact of this perception on other organizational attributes maintained under human resource management. Changes in demographic characteristics and interchangeable role of the youth population in organizations and society as well thrive for the newer approach to deal with the personal and professional aspects of the employees.
{"title":"Perceived work–life balance and organizational talent management: mediating role of employer branding","authors":"K. Maurya, Manisha Agarwal, D. Srivastava","doi":"10.1108/ijotb-12-2019-0151","DOIUrl":"https://doi.org/10.1108/ijotb-12-2019-0151","url":null,"abstract":"PurposeThis paper aims to examine the effect of perceived work–life balance on the perceived level of employer branding attraction valueand organizational talent management. Accordingly, the structural model is developed that delineates the interactions among these and explores the mediating effect of employer branding attraction value between the relationship of work–life balance and organizational talent management.Design/methodology/approachThis study is based on survey results and review of literature in terms of their implications for the proposed framework. Data have been collected by convenience incidental sampling from middle-level executives working in different information and technology (IT) companies. The model and posited hypotheses were tested through structural equation modeling analysis.FindingsPerceived work–life balance was found to be positive and significantly predicted the employer branding attraction value and organizational talent management. The study also showed that there exists a significant and positive correlation between employer branding attraction value and perceived organizational talent management. Further, employer branding attraction value found to be a mediating construct between the relationship of work–life balance and organizational talent management.Research limitations/implicationsThe present study will add insight into the human resource practitioners to design cost-effective and prolonged popular practices in order to meet the employees work and personal expectations under the organizational association. The research investigated issue within focused IT sector employees to understand and solve the issues generated with changing factors in an organizational environment such as increasing women participation, duel earning couple, and maintaining the difference between various categories of employees at the practice level.Social implicationsThe study has value at both the scholarly and practice level. At a scholarly level, the research investigated an important contemporary issue at both level individual as well as organizational level. In practice if organization implements people friendly work-life balance policies, then this will be surely be helpful in organizational productivity in form of talent management and employer branding and further this will improve the personal and professional performance of most elementary component of developing society.Originality/valueWork–life balance much more depends upon employees' perception, but so far the study has neglected the impact of this perception on other organizational attributes maintained under human resource management. Changes in demographic characteristics and interchangeable role of the youth population in organizations and society as well thrive for the newer approach to deal with the personal and professional aspects of the employees.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-12-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-12-2019-0151","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42487747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-20DOI: 10.1108/ijotb-02-2020-0025
Andrée-Anne Deschênes
PurposeThrough three dimensions of person–environment (PE) fit, namely person–job (PJ) fit, person–group (PG) fit and person–supervisor (PS) fit, this paper examines generational differences on which dimension is more important to explain Baby Boomers', Generation X's and Generation Y's satisfaction with work.Design/methodology/approachGathered from a sample of 1,065 employees in the province of Québec, Canada, data were analyzed through one-way ANOVA and structural equation modeling.FindingsThe findings suggest that Generation X scored lower on satisfaction with work, that there is a difference in the level of PG fit and PS fit between the generations, and that PJ fit explains satisfaction with work for all generations, while PG fit is significant only for Generation Y employees.Practical implicationsThis paper sheds light on the importance for practitioners, when implementing human resource (HR) policies and strategies aiming to increase satisfaction with work, of prioritizing PJ fit and to consider PG fit for Generation Y members.Originality/valueThis research provides a meaningful contribution to current knowledge on generational diversity in the workplace and its impact on managerial practices by examining different levels of satisfaction with work and of PJ, PG and PS fit for three generations and the importance of each type of fit in explaining satisfaction with work for theses generations.
{"title":"Satisfaction with work and person–environment fit: are there intergenerational differences? An examination through person–job, person–group and person–supervisor fit","authors":"Andrée-Anne Deschênes","doi":"10.1108/ijotb-02-2020-0025","DOIUrl":"https://doi.org/10.1108/ijotb-02-2020-0025","url":null,"abstract":"PurposeThrough three dimensions of person–environment (PE) fit, namely person–job (PJ) fit, person–group (PG) fit and person–supervisor (PS) fit, this paper examines generational differences on which dimension is more important to explain Baby Boomers', Generation X's and Generation Y's satisfaction with work.Design/methodology/approachGathered from a sample of 1,065 employees in the province of Québec, Canada, data were analyzed through one-way ANOVA and structural equation modeling.FindingsThe findings suggest that Generation X scored lower on satisfaction with work, that there is a difference in the level of PG fit and PS fit between the generations, and that PJ fit explains satisfaction with work for all generations, while PG fit is significant only for Generation Y employees.Practical implicationsThis paper sheds light on the importance for practitioners, when implementing human resource (HR) policies and strategies aiming to increase satisfaction with work, of prioritizing PJ fit and to consider PG fit for Generation Y members.Originality/valueThis research provides a meaningful contribution to current knowledge on generational diversity in the workplace and its impact on managerial practices by examining different levels of satisfaction with work and of PJ, PG and PS fit for three generations and the importance of each type of fit in explaining satisfaction with work for theses generations.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-02-2020-0025","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42742485","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-09-07DOI: 10.1108/ijotb-05-2020-0063
Dawn H. Nicholson, Tim Hopthrow, Georgina Randsley de Moura
PurposeThe “Individual Preference Effect” (IPE: Faulmüller et al., 2010; Greitemeyer and Schulz-Hardt, 2003; Greitemeyer et al., 2003), a form of confirmation bias, is an important barrier to achieving improved group decision-making outcomes in hidden profile tasks. Group members remain committed to their individual preferences and are unable to disconfirm their initial suboptimal selection decisions, even when presented with full information enabling them to correct them, and even if the accompanying group processes are perfectly conducted. This paper examines whether a mental simulation can overcome the IPE.Design/methodology/approachTwo experimental studies examine the effect of a mental simulation intervention in attenuating the IPE and improving decision quality in an online individual hidden profile task.FindingsIndividuals undertaking a mental simulation achieved higher decision quality than those in a control condition and experienced a greater reduction in confidence in the suboptimal solution.Research limitations/implicationsResults suggest a role for mental simulation in overcoming the IPE. The test environment is an online individual decision-making task, and broader application to group decision-making is not tested.Practical implicationsSince mental simulation is something we all do, it should easily generalise to an organisational setting to improve decision outcomes.Originality/valueTo the authors' knowledge, no study has examined whether mental simulation can attenuate the IPE.
目的:“个体偏好效应”(IPE: faulm ller et .， 2010;Greitemeyer and Schulz-Hardt, 2003;Greitemeyer等人，2003)是确认偏差的一种形式，是在隐藏概况任务中实现改进的群体决策结果的重要障碍。群体成员仍然忠于他们的个人偏好，无法否定他们最初的次优选择决策，即使提供了使他们能够纠正错误的完整信息，即使伴随的群体过程得到了完美的执行。本文探讨了心理模拟是否能够克服IPE。设计/方法/方法两个实验研究检验了心理模拟干预在降低在线个人隐藏档案任务中的IPE和提高决策质量方面的效果。研究结果进行心理模拟的个体比处于控制条件下的个体获得了更高的决策质量，并且对次优解的信心降低得更大。研究的局限性/启示:结果表明心理模拟在克服IPE中发挥了作用。测试环境是一个在线的个人决策任务，没有测试更广泛的应用于群体决策。由于心理模拟是我们所有人都会做的事情，它应该很容易推广到组织环境中，以改善决策结果。原创性/价值据作者所知，还没有研究检验过心理模拟是否会削弱IPE。
{"title":"Mental simulation and the individual preference effect","authors":"Dawn H. Nicholson, Tim Hopthrow, Georgina Randsley de Moura","doi":"10.1108/ijotb-05-2020-0063","DOIUrl":"https://doi.org/10.1108/ijotb-05-2020-0063","url":null,"abstract":"PurposeThe “Individual Preference Effect” (IPE: Faulmüller et al., 2010; Greitemeyer and Schulz-Hardt, 2003; Greitemeyer et al., 2003), a form of confirmation bias, is an important barrier to achieving improved group decision-making outcomes in hidden profile tasks. Group members remain committed to their individual preferences and are unable to disconfirm their initial suboptimal selection decisions, even when presented with full information enabling them to correct them, and even if the accompanying group processes are perfectly conducted. This paper examines whether a mental simulation can overcome the IPE.Design/methodology/approachTwo experimental studies examine the effect of a mental simulation intervention in attenuating the IPE and improving decision quality in an online individual hidden profile task.FindingsIndividuals undertaking a mental simulation achieved higher decision quality than those in a control condition and experienced a greater reduction in confidence in the suboptimal solution.Research limitations/implicationsResults suggest a role for mental simulation in overcoming the IPE. The test environment is an online individual decision-making task, and broader application to group decision-making is not tested.Practical implicationsSince mental simulation is something we all do, it should easily generalise to an organisational setting to improve decision outcomes.Originality/valueTo the authors' knowledge, no study has examined whether mental simulation can attenuate the IPE.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"126 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79525377","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-07-17DOI: 10.1108/ijotb-11-2019-0132
Angela L. Workman-Stark
PurposeThe purpose of this study is to test whether organizational justice (i.e. fair treatment) can mitigate the harmful effects of a “masculinity contest culture (MCC)” (i.e. norms, rituals and belief systems valorizing social dominance, work above other parts of life, physical strength and the avoidance of weakness).Design/methodology/approachThrough an analysis of secondary survey data collected from a Canadian police organization (N = 488), this study tested the moderating effects of organizational justice on the relationship between employee perceptions of their workplace as a masculinity contest, and a negative outcome variable, harassment.FindingsThe results of this study suggest that a MCC was significantly related to harassment, which in turn contributed to lower psychological wellbeing and increased turnover intentions. Independently, organizational justice moderated the effect of a MCC on harassment, suggesting that harassment is less prevalent in the workplace when there is a greater focus on treating all employees fairly.Originality/valueDespite the increase in both scholarly and practitioner interest in the effects of organizational cultures in which employees seek to maintain their own status at all costs, there has been little research examining the interactions of these harmful workplace cultures and the factors that might counter them. To the best of the author's knowledge, this is one of the rare studies to investigate possible interventions for harmful workplace cultures.
{"title":"Countering a masculinity contest culture at work: the moderating role of organizational justice","authors":"Angela L. Workman-Stark","doi":"10.1108/ijotb-11-2019-0132","DOIUrl":"https://doi.org/10.1108/ijotb-11-2019-0132","url":null,"abstract":"PurposeThe purpose of this study is to test whether organizational justice (i.e. fair treatment) can mitigate the harmful effects of a “masculinity contest culture (MCC)” (i.e. norms, rituals and belief systems valorizing social dominance, work above other parts of life, physical strength and the avoidance of weakness).Design/methodology/approachThrough an analysis of secondary survey data collected from a Canadian police organization (N = 488), this study tested the moderating effects of organizational justice on the relationship between employee perceptions of their workplace as a masculinity contest, and a negative outcome variable, harassment.FindingsThe results of this study suggest that a MCC was significantly related to harassment, which in turn contributed to lower psychological wellbeing and increased turnover intentions. Independently, organizational justice moderated the effect of a MCC on harassment, suggesting that harassment is less prevalent in the workplace when there is a greater focus on treating all employees fairly.Originality/valueDespite the increase in both scholarly and practitioner interest in the effects of organizational cultures in which employees seek to maintain their own status at all costs, there has been little research examining the interactions of these harmful workplace cultures and the factors that might counter them. To the best of the author's knowledge, this is one of the rare studies to investigate possible interventions for harmful workplace cultures.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-11-2019-0132","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47381860","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-23DOI: 10.1108/ijotb-01-2020-0009
Seonghee Han, K. Song, Eunyoung Whang
Job satisfaction along with a work–life balance of attorneys in law firms has become an important issue to the legal industry. This paper examines the relationship between strategic positioning of law firms and the job satisfaction of their associates.,Using 1,108 firm year observations of US law firms from 2007 to 2016, this paper examines how a firm's strategic positioning affects the job satisfaction of its associates. The strategic positioning is measured with two financial ratios derived from modified DuPont analysis: revenue per lawyer (RPL) and leverage (LEV). To compare the level of associates' job satisfaction depending on law firms' RPL and LEV, this paper uses t-tests. In addition, this paper adopts OLS regression and simultaneous equations to examine the relation between law firms' strategic positioning and their associates' job satisfaction.,This paper shows that associates in the law firms with a high LEV strategy have lower job satisfaction because these firms provide a more demanding work environment than in the firms with a high RPL strategy.,This paper first documents empirical evidence that a firm's strategic positioning significantly influences job satisfaction of its employees, using data on the legal industry which is human-capital-intensive and is considered one of the sectors that provide the most notorious work environments.
{"title":"Financial ratio analysis of law firm's strategy and job satisfaction","authors":"Seonghee Han, K. Song, Eunyoung Whang","doi":"10.1108/ijotb-01-2020-0009","DOIUrl":"https://doi.org/10.1108/ijotb-01-2020-0009","url":null,"abstract":"Job satisfaction along with a work–life balance of attorneys in law firms has become an important issue to the legal industry. This paper examines the relationship between strategic positioning of law firms and the job satisfaction of their associates.,Using 1,108 firm year observations of US law firms from 2007 to 2016, this paper examines how a firm's strategic positioning affects the job satisfaction of its associates. The strategic positioning is measured with two financial ratios derived from modified DuPont analysis: revenue per lawyer (RPL) and leverage (LEV). To compare the level of associates' job satisfaction depending on law firms' RPL and LEV, this paper uses t-tests. In addition, this paper adopts OLS regression and simultaneous equations to examine the relation between law firms' strategic positioning and their associates' job satisfaction.,This paper shows that associates in the law firms with a high LEV strategy have lower job satisfaction because these firms provide a more demanding work environment than in the firms with a high RPL strategy.,This paper first documents empirical evidence that a firm's strategic positioning significantly influences job satisfaction of its employees, using data on the legal industry which is human-capital-intensive and is considered one of the sectors that provide the most notorious work environments.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":"24 1","pages":"24-40"},"PeriodicalIF":0.0,"publicationDate":"2020-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-01-2020-0009","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42511158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-23DOI: 10.1108/ijotb-07-2019-0090
N. Neale
Research addressing the impact of tacit and explicit pay secrecy policies on organizational climates is fairly limited. While researchers desire to explain the impact of such policies on individuals' pay satisfaction, a direct effect has not been supported. This study seeks to better explain how these policies are related to ethical climates and pay satisfaction.,This study draws on ethical climate theory to show the influence of ethical climate types on job satisfaction and a moderating effect of explicit and tacit pay secrecy policies on this relationship. This is accomplished through designing this study by using existing scales from the literature in a survey methodology. A pilot study of 246 undergraduate students was used to validate the measures. Then, a sample of 217 adults was obtained to test the proposed relationships. Linear regression is employed to analyze the data and to test the existence of direct and moderating effects.,The five empirically tested ethical climates each have a direct effect on pay satisfaction. Explicit pay secrecy policies has a positive moderating effect on the relationship between rules, law and code ethical climates, and pay satisfaction. Tacit pay secrecy policies moderate the relationship between caring, rules, law and code, and independence ethical climates and pay satisfaction.,The findings strengthen the literature by demonstrating a stronger relationship between ethical climates and pay satisfaction. While some of the moderating effects were significant, others were not. This was surprising, but present avenues to further test ethical climate theory and the impact of pay secrecy policies.,This study presents practical implications for managers. Understanding how these policies may be viewed differently, depending on the type of climate that is experienced within an organization may help managers evaluate using them. Trying to protect employees or the organization itself by enacting these polices may backfire and create additional problems. Managers may want to evaluate the manner that they communicate these polices through formal or informal means, depending on the type of climate experienced within the workplace.,This study is the first to examine the influence of explicit and tacit pay secrecy policies on the relationship between ethical climates and employees' satisfaction with pay. It leads to a number of directions for further research that may continue to build upon this study in order to further advance scholarly understanding of the importance of ethical climates and pay secrecy policies.
{"title":"The trouble with secrets: pay secrecy, satisfaction and climate","authors":"N. Neale","doi":"10.1108/ijotb-07-2019-0090","DOIUrl":"https://doi.org/10.1108/ijotb-07-2019-0090","url":null,"abstract":"Research addressing the impact of tacit and explicit pay secrecy policies on organizational climates is fairly limited. While researchers desire to explain the impact of such policies on individuals' pay satisfaction, a direct effect has not been supported. This study seeks to better explain how these policies are related to ethical climates and pay satisfaction.,This study draws on ethical climate theory to show the influence of ethical climate types on job satisfaction and a moderating effect of explicit and tacit pay secrecy policies on this relationship. This is accomplished through designing this study by using existing scales from the literature in a survey methodology. A pilot study of 246 undergraduate students was used to validate the measures. Then, a sample of 217 adults was obtained to test the proposed relationships. Linear regression is employed to analyze the data and to test the existence of direct and moderating effects.,The five empirically tested ethical climates each have a direct effect on pay satisfaction. Explicit pay secrecy policies has a positive moderating effect on the relationship between rules, law and code ethical climates, and pay satisfaction. Tacit pay secrecy policies moderate the relationship between caring, rules, law and code, and independence ethical climates and pay satisfaction.,The findings strengthen the literature by demonstrating a stronger relationship between ethical climates and pay satisfaction. While some of the moderating effects were significant, others were not. This was surprising, but present avenues to further test ethical climate theory and the impact of pay secrecy policies.,This study presents practical implications for managers. Understanding how these policies may be viewed differently, depending on the type of climate that is experienced within an organization may help managers evaluate using them. Trying to protect employees or the organization itself by enacting these polices may backfire and create additional problems. Managers may want to evaluate the manner that they communicate these polices through formal or informal means, depending on the type of climate experienced within the workplace.,This study is the first to examine the influence of explicit and tacit pay secrecy policies on the relationship between ethical climates and employees' satisfaction with pay. It leads to a number of directions for further research that may continue to build upon this study in order to further advance scholarly understanding of the importance of ethical climates and pay secrecy policies.","PeriodicalId":35239,"journal":{"name":"International Journal of Organization Theory and Behavior","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijotb-07-2019-0090","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43544234","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-03DOI: 10.1108/ijotb-10-2019-0115
M. Elías, Justin T. Piccorelli
PurposeThe purpose of this paper is to examine the concept of phenomenological or attuned listening and explore its implications for deliberative governance. Drawing on examples from urban planning and city administration, we make a case for listening as a hermeneutic phenomenological practice of crucial importance for public organizations.Design/methodology/approachThis research relies on interpretive phenomenology, critical reflection, and political theory. Through the examination of case studies, we show that attuned or phenomenological listening contributes to greater participatory processes in organizations and to democratic governance processes, more generally.FindingsBy enhancing both collaborative endeavors and discretionary action, phenomenological listening acknowledges the unpredictable, dynamic and political aspects of organizations. Finally, it helps transform the latter into spaces where democratic and accountable action can take place.Practical implicationsThis perspective encourages public deliberation and attentive listening for practitioners to make decisions on the spot that are sensitive to people’s needs.Originality/valueEmbodied and attuned listening fosters reflection-in-action, as well as a reasoned pathway toward public accountability and deliberative democracy.
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Pub Date : 2020-05-20DOI: 10.1108/ijotb-05-2019-0066
S. Deepa
This study aims to examine the relationship between four dimensions of organizational justice (distributive, procedural, interpersonal and informational) and the three facets of job engagement (physical, cognitive and emotional).,A cross-sectional approach was used to survey a sample of 281 professionals in information technology who resided in the southern part of India and varied on experience, age and gender. Data was analyzed by employing the partial least squares structural equation modeling (PLS-SEM) approach.,The result emphasizes the individual role of each justice dimension on three job engagement facets, which suggests that all four dimensions of organizational justice have positive effects on physical, cognitive and emotional job engagement.,The current study contributes to the literature by examining all three job engagement dimensions and provides evidence that distributive, procedural, interpersonal and informational justices are significant predictors of physical, cognitive and emotional job engagement.
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