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Organizational culture and emotional contagion as predictors of job competencies
No full textIn organizational settings, performing a task refers to the conscious mode through which people develop and process their own working activities inside organizational contexts. However, some scholars (Bion, 1952; Jacques, 2003) also suggest that emotional dynamics at work are key factors in disturbing, or conversely maintaining, employees’ task execution.
To our knowledge, no study has yet explored the role of organizational culture and emotional contagion (Hatfield & Rapson, 1998) as predictors of employees’ abilities to perform their job, namely job competencies.
The present paper aims at a) proposing an expanded approach to emotional contagion at work by simultaneously considering how people can capture the emotions of others, namely the receiver perspective, as well as, how people are also able to draw others into their emotional orbits and infect them with the emotions they express, namely the sender perspective (Petitta & Di Cave, 2011); b) proposing a conceptualization of organizational culture grounded in emotionally ways to socially interact in organizations; c) introducing a model of job competencies which encompasses five main domains of skills required to performs a task, respectively entrepreneurship, social, work handling, emotion management, and change management competencies (Borgogni, Petitta, Consiglio, Barbaranelli, 2012); d) studying the role of emotion-related organizational culture and emotional contagion in predicting job competencies. Toward this end, we tested a structural model positing organizational culture as predictor of the two facets of emotional contagion (i.e., receiver, sender), which in turn were expected to differentially predict the five domains of job competencies.
Organizational culture, emotional contagion, and competencies. The emotional life of an organization refers to the fact that people who make up the organization tend to share a specific way of emotionally symbolizing the reality in which they work and coexist. Emotional symbolization reflects the process a human being engages in to associate their experiences with the external environment (context) with an inevitable emotional reaction (Carli & Paniccia, 2003). Organizations, therefore, are a reality in which individuals share a way of emotionally representing the context which organizes and regulates interpersonal relationships and coexistence. According to the TAD, “the local culture of an organization refers to the way in which, in a particular moment in its history, members emotionally characterize functions, integrative instruments, products, clients, and users; in other words, every aspect that contributes to defining the contextual reality” (Carli & Paniccia, 1999, p. 148). As such, organizational culture grounded in emotionally ways to socially interact in organizations is a predictor of emotional exchanges among members (i.e., emotional contagion; Petitta, 2012) and task behaviors associated to competencies required to carry out the job.
Method. Participants (N=157) were recruited from eleven Italian organizations from different occupational settings; 54.8% were men. The average organizational tenure was 8.6 years (SD=9.3). Each participant completed an anonymous self-report questionnaire and was guaranteed confidentiality.
Emotional contagion. The twenty-six items Emotional Contagion at Work Scale, previously validated in Italy (Petitta, 2012), measured emotional contagion in work settings with regard to joy, sadness, fear and anger, both absorbed from others (i.e., contagion received) as well as infected to others (i.e., contagion sent). Respondents were asked to indicate how frequently they experienced the described emotional situations using a 5-point Likert response scale, ranging from 1=“Never” to 5=“Always”.
Organizational culture. The Local Culture Scale, previously validated in Italy (Petitta, 2012), measured emotion-related culture as a way of emotionally symbolizing the person-environment relationship proposed by the TAD. The scale was unidimensional and included eight ways to emotionally symbolizing the organizational context: a) to exchange; b) to claim; c) to control; d) to distrust; e) to provoke; f) to oblige; g) to complain; h) to worry. The scale’s thirty-three statements required respondents to evaluate the frequency with which the proposed situations occurred in their organizations, using a 5-point Likert scale ranging from 1=”Never” to 5=”Always”.
Competencies. The Big Five Competencies Map, previously validated in Italy (Borgogni, Petitta, Consiglio, Barbaranelli, 2012), measured five main domains of competencies at work: Entrepreneurship, social, work handling, emotion management, and change management. The scale’s one hundred and five statements required respondents to evaluate the frequency with which they enacted the proposed behaviors in order to perform their job, using a 7-point Likert scale ranging from 1=”Never” to 7=”Always”.
Results and discussion. A Structural Equation Model was performed using Mplus. It showed an adequate fit to the data: 2 (5, N=157)=6.103, p=296, RMSEA = .037 (.000; .122), CFI=.99, TLI=.98. Together, the results indicate that emotionally rooted organizational culture enhances contagion of emotions among members, which in turn predicts competencies at work. Furthermore, our findings contribute to disentangle the differential role played by contagion received from and sent towards others in fostering behaviors that enhance employees’ competencies at work and their abilities to perform the job task. This counterintuitive finding may facilitate managerial preventive initiatives by including a more agentic perspective aimed at increasing people’s awareness of their emotional contribution to shape relationships at work, and use the emotions experienced to effectively manage relationships and develop job competencies.In organizational settings, performing a task refers to the conscious mode through which people develop and process their own working activities inside organizational contexts. However, some scholars (Bion, 1952; Jacques, 2003) also suggest that emotional dynamics at work are key factors in disturbing, or conversely maintaining, employees’ task execution.
To our knowledge, no study has yet explored the role of organizational culture and emotional contagion (Hatfield & Rapson, 1998) as predictors of employees’ abilities to perform their job, namely job competencies.
The present paper aims at a) proposing an expanded approach to emotional contagion at work by simultaneously considering how people can capture the emotions of others, namely the receiver perspective, as well as, how people are also able to draw others into their emotional orbits and infect them with the emotions they express, namely the sender perspective (Petitta & Di Cave, 2011); b) proposing a conceptualization of or
Il destino delle pavimentazioni liberty nell’architettura gardesana di inizio secolo: il caso dell’Hotel Laurin a Salò
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LA RICOSTRUZIONE DI UN AMBIENTE ANTICO: LE NUOVE VOLTE DELLA CHIESA HIEMALE DI FIUMICELLO (BRESCIA)
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Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
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Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Full text linkWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
Latent Growth Modeling of nursing care dependency of acute neurological inpatients
No full textLongitudinal three-time point study, addressing how neurological adult patient care dependency varies from the admission time to the 3rd day of acute hospitalization. Nursing care dependency was measured with the Care Dependency Scale (CDS) and a Latent Growth Modeling approach was used to analyse the CDS trend in 124 neurosurgical and stroke inpatients. Care dependence followed a decreasing linear trend. Results can help nurse-managers planning an appropriate amount of nursing care for acute neurological patients during their initial stage of hospitalization. Further studies are needed aimed at investigating the determinants of nursing care dependence during the entire in-hospital stay
LE FACCIATE POLICROME DELLA CHIESA DI SAN LORENZO A BOVEGNO (BS): STORIA DEL CONSOLIDAMENTO DI UN APPARATO DECORATIVO CINQUCENTESCO
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