238 research outputs found
Review of “Work Motivation. History, Theory, Research, and Practice”
No full textReview of the book “Work motivation: History, theory, research, and practice” (G.P. Latham, 2007). Work motivation is presented in a temporal sequence, providing an overview of the four quarters of the twentieth century and the opening of the twenty-first. A summary of theories focusing on different aspects of work motivation and of major research findings is provided. More specifically, the book emphasizes the role of social-cognitive approaches in the study of motivation and offers an updated review of advances in current theories that deepen cognition, particularly of advances in goal setting theory. Nevertheless, the author highlights the role of emotions, affects and job satisfaction in influencing work motivation. At the same time, relevant context-related variables are stressed, namely team processes and job characteristics. Moreover, the author points out the main controversies that stimulated the interests of theorists, researchers, and practitioners, providing practical advice on ways to develop theory and conduct theory grounded interventions
The Social Drivers of Inclusive Workplaces scale: a preliminary validation of the questionnaire
No full textPurpose – Drawing on Shore and colleagues’ model of inclusive workplaces (2018) and the perceptions of social context framework (Borgogni et al., 2010), this study aims to develop and provide a preliminary validation of the Social Drivers of Inclusive Workplaces (SDIW) scale.
Design/methodology/approach – Using inductive and deductive approaches, items were developed. The resulting pool of 28 items was administrated to 1,244 employees using an anonymous online survey. The factor structure of the SDIW scale was tested through exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). Reliabilities were estimated. Alternative models were tested through CFAs. Nomological validity and measurement invariance across gender were explored.
Findings – The EFA revealed a three-factor structure, including inclusive colleagues, supervisors and top management. This solution was confirmed by the CFA and outperformed all alternative models, showing good reliabilities. Measurement invariance across gender was confirmed. Correlations indicated that the SDIW total score and each dimension were positively associated with belongingness needs satisfaction and affective commitment, while negatively related to interpersonal strain, negative acts and turnover intention.
Practical implications – This study provides practitioners with a reliable tool to map social drivers of
inclusion within workplaces in order to design tailored interventions.
Originality/value – This study contributes to the inclusion literature, as it is the first to provide a scale that simultaneously measures employees’ perceptions of inclusive behaviours enacted by the three main social actors within the workplac
On building employee inclusion: A Preliminary Validation of a measure for assessing the Social Drivers of Inclusive Workplaces
No full textResearch goals. Firms are increasingly aware that people’s diversity and inclusion are a source of competitive advantage. Although research on these issues is growing rapidly, a clear set of constructs is still lacking, which limits empirical testing (Jackson & Joshi, 2011). Based on Shore et al.’s (2018) model of inclusive workplaces and the Perceptions of Social Context framework (PoSC; Borgogni et al., 2010, 2022; Johns, 2006), this study aims to provide a preliminary validation of the SDIW scale, which simultaneously assesses the employee’s perceptions of inclusive behaviours of the main social actors within organizations (i.e., management, leaders and co-workers).
Theoretical background. The benefits of a diverse workforce are unlikely without inclusion (Offerman & Basford, 2014). Workplace inclusion can be built by incorporating diversity into organizational priorities, making people feel safe to belong and contribute to their full potential (Jeronimo et al., 2021). Notably, a recent review suggested several social drivers of inclusion, including the workgroup and leadership (i.e., by shaping one’s perceptions of the balance between belongingness and uniqueness) and top management (i.e., by implementing policies and practices; Shore et al., 2018). Based on the literature on the PoSC framework (Borgogni et al., 2010, 2022; Johns, 2006), we propose that the perceptions of workplace inclusiveness may be conceptualized through the inclusive behaviours of co-workers, leadership, and top management as perceived by the individual. Our proposal is in line with the contributions suggesting the need to investigate the comparative effects of different social influences on employee’s health and job outcomes (Kim et al., 2017).
Design. A total of 1244 employees from a large Italian telecommunications company completed an anonymous online survey. The survey assessed: Inclusive Top Management (iTOM; 10 items), measuring the degree to which the top management implement policies and practices that provide representation, protect and value diversity and treat employees equally; Inclusive Leadership (iLEAD; 9 items) measuring the degree to which leaders commit themselves to problematize prejudices against diversity, nourish individual uniqueness and promote the integration of differences; Inclusive Co-workers (iCOW; 9 items), measuring the degree to which co-workers dialogue constructively, consider and integrate diversity as an added value to achieve common goals. The set of items was developed with a specific reference to diversity (i.e., cultural differences, ethnicity, gender, disability, sexual orientation, and age). Additionally, we measured as correlates: negative regulatory emotional self-efficacy (RESE; Alessandri et al., 2018), affective commitment (AC; Allen & Meyer, 1999), interpersonal strain (ISW; Borgogni et al., 2012), the satisfaction of relatedness need (SRN; Van de Broeck et al., 2010), and mobbing (MOB; Nam et al., 2010). Participants were randomly divided into two groups to perform exploratory factor (EFA) and confirmatory factor (CFA) analyses. Reliabilities were estimated. Alternative models were tested through CFAs (1-factor, 2-factor, 3-factor, higher-order and bifactor models). Convergent and discriminant validity was explored. A series of ANOVAs were conducted on SDIW subscales.
Results. The EFA suggested a three-factor solution (χ2=765.83, df =297, CFI=.97, TLI=.96, RMSEA=.05, SRMR=.02). The three subscales had good reliability (iTOM α=.93; iLEAD α=.97; iCOW α=.91). The three-factor structure was confirmed by the CFA (χ2= 673.54, df =347, CFI=.95, TLI=.95, RMSEA=.06, SRMR=.04). This model outperformed all alternative models, according to fit indices and χ2 test. As expected, the dimensions were positively related to RESE, AC, and SRN, and negatively associated with MOB and ISW. Women had lower perceptions of iCOW than men, while senior employees had lower iLEAD perceptions.
Limitations. This cross-sectional study was limited to a single Italian company and relied only on self-report measures.
Conclusions. The preliminary validation of the SDIW scales provided a comprehensive, valid, and reliable measure to advance research on workplace inclusion as perceived by employees through the behaviors of social organizational constituents. Notably, the proposed model may help practitioners map the social drivers of inclusion within workplaces to design ad-hoc interventions.
Relevance to the Congress Theme. As organizations become increasingly aware of the importance of placing people at the center of their processes, our study is helping to advance research and applications on diversity and inclusion
Differential Correlates of Group and Organizational Collective Efficacy
No full textThis study aimed at exploring the role of the context in shaping collective efficacy beliefs, at both group and organizational level, and their differential relationship with organizational commitment. Employees (N = 1,741) of a multinational financial company were administered a questionnaire measuring collective efficacy, perceptions of context (PoC), and organizational commitment. Two facets of collective efficacy were investigated, namely group and organizational, and their respective relationship with PoC and organizational commitment. Group and organizational efficacy were found to be two different dimensions of collective efficacy. Structural equation models supported the hypothesized relationship among variables. Perceptions of top management displayed a stronger relationship with collective efficacy at the organizational level, whereas perceptions of the direct superior were related to collective efficacy at the group level. Organizational collective efficacy had a stronger relationship with organizational commitment than did group collective efficacy
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