1,721,060 research outputs found
Emotions at Work and New Trends and Models for Organizational Intervention.
No full textThis book addresses the issue of emotions at work, integrates emotion, cognition, and contextual factors in models of organizational behavior explanation, and engages an individual-in-context approach that focuses on emotions while constantly reconnecting them to the cognitive processes and their link with organizational environment. It provides innovative conceptual frameworks on emotional processes at individual, group, and organizational level, thus covering multiple levels of intervention in workplaces. The book introduces each concept by briefly and critically examining extant literature and then offers new perspectives aimed at overcoming theoretical shortcomings and integrating current models with novel approaches. For each new conceptual framework, the book provides research briefs aimed at proving the empirical validity of the framework. The final part of the book presents practical implications that may assist practitioners in organizational intervention. The Practitioner Tips ensue from and are rooted in the new conceptual frameworks presented in the previous parts of the book. The book builds upon an interdisciplinary approach that advocates scholars and practitioners with insights from fields including, but not limited to, work, occupational and health psychology, social psychology, psychodynamics, sport psychology, military psychology, public administration, diversity management and cross-cultural analysis, mindfulness at work, and neurosciences.This book addresses the issue of emotions at work, integrates emotion, cognition, and contextual factors in models of organizational behavior explanation, and engages an individual-in-context approach that focuses on emotions while constantly reconnecting them to the cognitive processes and their link with organizational environment. It provides innovative conceptual frameworks on emotional processes at individual, group, and organizational level, thus covering multiple levels of intervention in workplaces. The book introduces each concept by briefly and critically examining extant literature and then offers new perspectives aimed at overcoming theoretical shortcomings and integrating current models with novel approaches. For each new conceptual framework, the book provides research briefs aimed at proving the empirical validity of the framework. The final part of the book presents practical implications that may assist practitioners in organizational intervention. The Practitioner Ti
Work motivation: History, theory, research, and practice
No full textLa recensione commenta criticamente il testo in lingua inglese "Work motivation: History, theory, research, and practice", di Gary P. Latham e pubblicato nel 2007
Understanding the culture and climate underpinnings of organizational effectiveness.
No full textIt is widely recognized that organizational culture and climate play a central role in strategic choices made by the management that can result in competitive advantage (e.g., see Barney, 1986; Lim, 1995; Schein, 2004). It is therefore important to understand the dynamics of multilevel and cross-cultural factors that contribute to the emergence of strong culture and climate. While a good deal of attention has been paid to the role of leadership and managerial practices, researchers are increasingly developing more expanded and context related models of organizational effectiveness that create a unique gestalt for employees that specific organizational strategies are valued (e. g., see Kish-Gephart, Harrison, & Trevino, 2010; Schneider, White, & Paul,1998). The objective of this symposium is to examine theoretical and empirical advances aimed at understanding the importance of dynamic internal (i.e., culture, climate, structure, strategic leadership, work practices) and external (i.e., regional characteristics; cross-cultural differences; market business) organizational factors, and their linkages in shaping organizational effectiveness.
In the first presentation, Mark G. Ehrhart, Benjamin Schneider, and William S. Macey propose an advanced concept of strategic organizational climate that may offer organizations a useful perspective for the creation of competitive advantage. Drawing on Barney’s (1991) resource-based conception of competitive advantage, the authors demonstrate how strategic climate emerges via a host of practices that are bundled together in a coordinated mutually reinforcing ways. Ehrhart and his coauthors maintain that, in order to have strategic climate resulting in competitive advantage, the key attributes are: (a) value (i.e., strategic climates have strong relationships with their respective strategic outcomes, such as customer satisfaction, safety outcomes); (b) rarity (i.e., built through the particular balance of resources and the combination of multiple actions (multiple policies, practices, and procedures) that create a gestalt for employees that a particular strategy is valued by and a priority for management); (c) and inimitability (i.e., resulting from multiple factors that are difficult to mimic by competitors.
Amy Y. Ou, Chad A. Hartnell, Angelo Kinicki, and Elizabeth Karam will present next, continuing the theme of organizational effectiveness. These authors propose an expanded model of the antecedents and outcomes of organizational culture designed to address tha lack of “linkage” research among multiple factors (Kish-Gephart, Harrison, & Trevino, 2010). Drawing upon literature on the relationship between culture and organizational performance (Lim, 1995; Siehl & Martin, 1990; Wilderom, Glunk, & Maslowski, 2000), the authors conducted a meta-analytic and holistic examination of a conceptual framework in which (1) senior leaders’ transformational leadership leads to both clan and market cultures, and (2) high-performance work practices mediate the relationship between organizational culture and organizational performance.
The third presentation, by Daniel Denison and Katnerine Xin, enlarges the multilevel perspective on organizational effectiveness by shifting the investigation to a cross-national level; focusing on the relationship between culture and organizational successful outcomes in global markets. Their contribution highlights several new perspectives for application of theories of culture to Western (American, European) and Eastern (Chinese) organizations. Denison and Xin contrast the similarities and differences between these three sets of firms, and find that Eastern firms are far more influenced by their founders and their founding conditions, regional characteristics, the dynamics of their industry, and the strategic choices that they have made, hence contributing to understanding the unique cultural factors that are associated with their growing business influence.
In the final presentation, Laura Petitta, Claudio Barbaranelli, and Tahira Probst address the relevance of capturing organizational culture complexity for effective managerial action and intervention. They present findings of a cross-cultural validation of a new combined typing and profiling measure of organizational culture, the Intensity & Strength Organizational Culture Questionnaire. This measure was developed in line with (a) Schein’s (1985) organizational culture theory; (b) Enriquez’s (1970) typology of organizational cultures; (c) Payne’s (2000) multidimensional model of cultural intensity and strength. Results support the validity and reliability of the ISOCQ, as well as the hypothesized invariance of the factorial structure across the Italian and United States samples. Furthermore, the different levels of intensity allow researchers and practitioners to determine the consistency between members’ actual behaviours and espoused values. Finally, because the ISOCQ appears to function equivalently across the two cultures, this allows for future investigations of relational equivalence in different national contexts and strengthens the generalizability of extant research findings.
The symposium will conclude with a discussion led by Neal M. Ashkanasy from the University of Queensland, Australia. Dr. Ashkanasy is a renowned organizational culture and climate scholar and a co-editor of the first and second editions of Handbook of Organizational Culture and Climate
Job burnout, absenteeism, and extra role behaviors
No full textThe study aimed at (a) examining objective measures of both absenteeism and extra role behaviours as correlates of burnout, (b) investigating the three components of the most recent conceptualization of burnout (Maslach & Leiter, 1999) in a setting either than the health care services, namely a productive setting, and (c) assessing an integrated model that simultaneously considered self-efficacy, social support and work load as predictors of burnout, which in turn was positively associated with absenteeism and negatively associated to extra role behaviours. Results support a JD-R based approach to burnout development with regard to the investigation of both resources (social support) and demands (work load) in the aetiology of the syndrome. The current research rejected the alternative model (Hobfol & Shirom,1993; Bolino & Turnley, 2006) that included absence and extra role behaviours as a coping stage that predicts employees’ burnout, thus providing further support to the role of burnout components in explaining both positive (i.e., extra role behaviours) and negative (i.e., absenteeism) organizational outcomes. Furthermore, self-efficacious employees who better adjust to their work requirements are more likely to engage in extra-time, perform beyond the formal obligations, and less likely to withdraw from challenging work conditions. Recommendations to promote workplace health include guided mastery and coaching programs aimed at enhancing self-efficacy beliefs in mastering highly demanding job requirements that protect employees from burning out, thus increasing the likelihood of their engagement in extra-time dedication while containing the risk of absenteeism
New Perspectives on Theories of Mind Linking Cognition, Emotion, and Context.
No full textConsistent with FABBS’ up-to-date contribution to provide public visibility of mind, brain,
and behavior sciences, the caucus aims at fostering the discussion on current models explaining
organizational behaviour, and on the suggestions of analysis of demand for overcoming the pitfalls
of existing approaches, usually focusing only on a combination of two of the aforementioned
components (emotion, cognition, context).Consistent with FABBS’ up-to-date contribution to provide public visibility of mind, brain,
and behavior sciences, the caucus aims at fostering the discussion on current models explaining
organizational behaviour, and on the suggestions of analysis of demand for overcoming the pitfalls
of existing approaches, usually focusing only on a combination of two of the aforementioned
components (emotion, cognition, context)
Emotional contagion at work and organizational culture
No full textOur symposium begins with a paper by Petitta that takes a very broad perspective, looking at eight dimensions of organizational culture that she believed would influence emotional contagion from both the receiver (i.e., individuals “catch” emotions from others) and the sender (i.e., individuals try to “infect” others with specific emotions) perspectives. Utilizing a sample of Italian hospital employees, Petitta demonstrates that aspects of the culture predict not only the emotions exchanged, but also the emotions received. For example, organizational cultures that were oriented towards exchange (i.e., openness between employees) positively predicted the level of sadness absorbed by others in addition to predicting joy, sadness, and fear issued towards others. Thus, culture can greatly influences the emotional exchange process
Organizational culture and positive work environments.
No full textThis symposium will examine the role of organizational culture in shaping positive work environments and organizational effectiveness. Cultural underpinning is essential to managers’ ability to motivate individuals and groups towards positive outcomes, and to manage their organization’s social environment effectively. The aim of the session is to consider the status of theory and research in the organizational culture area and to discuss emerging directions for future research on key topics of organizational effectiveness and well-being. In line with this aim, the symposium includes one theoretical contribution presenting new issues and three papers outlining the findings of recent studies for future cultural research efforts to explore.
The first paper reviews the findings relating to culture, with a main focus on the role of affective and emotional processes, and discusses three central cultural enablers of a ‘Positive Work Environment’: values in action; the shared norms leaders endeavor to enact among their employees, and employees’ organizational knowledge structures. The second paper outlines the findings of a multilevel study on how cultural dimensions affect employees’ perceptions of their context, their group and organizational collective efficacy, and both employee and organization oriented organizational effectiveness. In the third paper, the role of middle management commitment to change is investigated, with results from a eight years study suggesting that organizational culture and climate underpin organizational commitment during organizational change. The final paper addresses the relevance of catching organizational culture complexity for effective managerial action and intervention, by presenting findings on psychometric properties of a new combined typing and profiling measure of organizational culture, the Intensity & Strength Organizational Culture Questionnaire.
Overall, this symposium will relay the role of cultural dimensions in affecting employees’ effectiveness, well-being and commitment to their organization, and will call for research to examine how organization-level factors enable actions of organizational members, at the individual and group levels of analyses, resulting in effective and positive work settings
Emozioni e fatturato: una nuova visione del business? Una indagine pilota nelle piccole e medie imprese
No full textÈ sempre più frequente sentire parlare di
contagio nel mondo economico e professionale,
sia con accezioni positive sia negative.
Per esempio, si parla di “euforia che
contagia i mercati”1 e di “contagio di cui
bisogna avere paura. Quello che dalla potenziale
sfiducia nell'euro si travasa, maligno,
all’economia reale.”2. Organizzazioni
come la Bce contribuiscono alla caratterizzazione
di questo fenomeno sostenendo
che “la mancanza di fiducia [...] si é poi
trasmessa ad altri Paesi, in un fenomeno
conosciuto come ‘contagio’”3. Gli effetti
negativi del contagio sull’economia sono
talmente salienti da indurre recentemente la
Bce/UE a approntare un Dizionario sugli
strumenti per neutralizzare il contagio4.
Nel suo uso colloquiale, il termine contagio
è mutuato dalla biologia e dalla medicina
per rendere in modo immediato l’idea che
un individuo (o un’entità) possa trasmettere
a un secondo individuo degli elementi/
agenti che pervadono l’altro e lo inducono a
sperimentare una condizione simile a quella
della persona ‘infettante’. Nelle scienze
comportamentali e gestionali, il contagio
sociale si riferisce alla diffusione ‘epidemica’
delle emozioni nei rapporti umani,
anche a livello di ampie comunità sociali
(Hatfield, Forbes e Rapson, 2012), e rappresenta
pertanto un concetto fondamentale
per comprendere come si strutturano ed
evolvono gli scambi collettivi (Hatfield e
Rapson, 1998). La chiave del contagio è
la trasmissione di emozioni. In particolare,
il contagio emotivo è la tendenza automatica
ed inconsapevole a cogliere ed assorbire
le emozioni che gli altri comunicano
e, contemporaneamente, ad infettare negli
altri le proprie emozioni. In questo modo,
le persone entrano in sintonia affettiva e
raggiungono una convergenza emotiva che
fa da substrato all’interazione sociale ed
ai comportamenti che emergono nella relazione
(Hatfield, Cacioppo e Rapson,
1994). Internet, media elettronici e social
networks hanno contribuito all’aumento di
una connettività tra individui rapida e su
scala globale, rendendo il contagio sociale
uno dei fenomeni centrali per la comprensione
dei nuovi avvenimenti dei mercati e
del buzz marketing (marketing informale;
Wuyts, Dekimpe, Gijsbrechts e Pieters,
2010). In ambito gestionale è già stato
certificato che il contagio di emozioni ed
umori collettivi ha un’influenza significativa
sul comportamento finanziario e sui
risultati di business in diverse nazioni a
livello globale (Olson, 2006; Wuyts et al.
2010; Yu e Ting, 2012).
Ma in Italia, come incide il contagio di
specifiche emozioni sui risultati di business
delle aziende (es. il fatturato)? Inoltre,
numerosi modelli gestionali basati sulle
competenze hanno dimostrato il legame tra
competenze lavorative e profitto economico,
sia in ambito nazionale che internazionale
(Camuffo, Gerli e Gubitta, 2012; Long e
Ismail, 2011; Ryan, Spencer e Bernhard,
2012). Tuttavia, sia il contagio emotivo
che le capacità lavorative hanno un effetto
sul business d’impresa (Shaver, 2006). Se
consideriamo contemporaneamente il ruolo
del contagio emotivo e delle competenze lavorative
nel predire i risultati di business,
questi due fattori come contribuiscono a
spiegare il fatturato aziendale?
Il presente contributo approfondisce il ruolo
congiunto del contagio emotivo e delle
competenze lavorative nel predire i risultati
di business aziendale. Il nesso tra
contagio, competenze e fatturato è stato
studiato in un campione di piccole e medie
imprese (PMI) italiane, che rappresentanola tipologia di impresa principale nel tessuto
produttivo del nostro paese. I risultati
della ricerca dimostrano la validità dello
strumento usato per la misura del contagio
emotivo, e la validità del modello di competenze
proposto, nel predire il fatturato
aziendale, ovvero un importante outcome
organizzativo che funge da criterio oggettivo.
In particolare, accanto alla rilevanza
di una mappatura delle competenze professionali,
viene dimostrata l’influenza
delle emozioni sui risultati economici e
l’importanza di disporre di una mappatura
degli scambi emozionali che avvengono
nel contesto lavorativo tra colleghi, capi e
clienti, al fine di comprendere come affinare
i modelli gestionali nella direzione del
successo aziendale
- …
