Emerald | Journal of Managerial Psychology | Table of Contents

The Symbiotic Relation Between Organizations and Society

Fri, 28 Jun 2013 00:00:00 +0100

Abstract

Not available.

Leadership-Motivated Excellence Theory: An Extension of LMX

literatinetwork@emeraldinsight.com (George Graen, William Schiemann) — Fri, 28 Jun 2013 00:00:00 +0100

Abstract

Purpose - The purpose of this paper is to review and extend leader-member-exchange theory (LMX). It also describes the new "Leadership-Motivated Excellence Theory (LMX-T), and its implications for managing members of new generations.Design/methodology/approach - This is a conceptual paper and does not employ research methods.Findings - Recent findings included in this review and extension of LMX theory suggest that members of the millennial generation (born 1978-1996) are having difficulties in finding a common ground with their chosen career organization after college. The new LMX-T suggests that forming unique strategic alliances with team members may increase the inclusion of these generational members, and help them tackle common organizational problems. Practical implications - The review of the new Leadership-Motivated Excellence theory suggests that managers may want to redesign their managerial leadership climate to make it more "millennial friendly".Originality/value - This review provides a unique perspective on the employee development needed for new generations of employees.

SECOND HAND SMOKE: AMBIENT RACIAL HARASSMENT AT WORK

Fri, 28 Jun 2013 00:00:00 +0100

Abstract

Purpose - Like "second hand smoke," the harmful repercussions of racial harassment may extend well beyond the target to impact others at work. This study examined the "second hand smoke effect", or ambient racial harassment, which involves exposure to racial harassment aimed at others. We examined race differences in awareness of racial harassment and explored work and health-related outcomes associated with exposure to racial harassment. We also examined organizational tolerance for harassment as a moderator of these relationships.Design/methodology/approach - A diverse sample of 245 employees from three data sources were surveyed. One data source involved White and Black employees in the same organization; the others worked in a variety of organizations across the U.S. Findings - Whites were less likely than Blacks to be aware of racial harassment, even when employed in the same workplace. However, awareness of racial harassment predicted negative job attitudes and psychological strain for both Whites and Blacks. These relationships were amplified by perceptions of organizational tolerance for racial harassment.Practical implications - The study documents ramifications of ambient racial harassment and illuminates a racial divide in awareness of harassment at work that may exacerbate racial conflict and prevent needed organizational change. Originality/value - We extend the construct of ambient racial harassment by measuring a range of overt and subtle forms that vary in type and intensity, and by examining the role of organizational tolerance for racial harassment as a moderator of the relationship between ambient racial harassment and work and health-related outcomes.

Responses to Co-Workers Receiving Recognition at Work

Fri, 28 Jun 2013 00:00:00 +0100

Abstract

Purpose - The purpose of this paper is to examine the impact of co-workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral intentions (interpersonal counterproductive behavior and interpersonal citizenship behavior). Design/methodology/approach - This study is an experimental scenario study with a 2x2 between-subjects design with 246 employees from a local health care organization. Findings - The findings reveal that the relation between other’s recognition and positive or negative emotions was moderated by the quality of the relationship between both actors. Further, as hypothesized, the relation between other’s recognition and interpersonal counterproductive behavior was moderated by relationship quality. Contrary to our expectations, relationship quality did not moderate the relation between employee recognition and interpersonal citizenship behavior.Practical implications - This study provides useful suggestions for managers to diminish undesired (i.c., negative emotions and interpersonal counterproductive behavior) and enhance desired emotions and behaviors (i.c., positive emotions and interpersonal citizenship behavior).Originality/value - This study is the first to show that employee recognition may have negative effects on other’s emotions and interpersonal behavior (i.c., interpersonal counterproductive behavior).

Performance and Turnover Intentions: A Social Exchange Perspective

literatinetwork@emeraldinsight.com (Michal Biron, Corine Boon) — Fri, 28 Jun 2013 00:00:00 +0100

Abstract

Purpose - Prior research has yielded mixed results regarding the relationship between performance and turnover intentions. The present study draws from social exchange theory to propose that the performance-turnover intentions association may be contingent upon individuals’ exchange relationships with their supervisor and co-workers. Design/methodology/approach - Surveys were conducted in six branches of an elderly care organization. All 512 employees received a questionnaire, and responses were obtained from 225 employees. Findings - Self-rated performance and manager-rated performance were both negatively related to turnover intentions. The relationship between manager-rated performance and turnover intentions was stronger under conditions of high leader-member exchange, whereas the relationship between self-rated performance and turnover intentions was weaker under conditions of high task interdependence. Research limitations/implications - High performers may be particularly sensitive to relationships with their supervisor, and low performers seem to be more sensitive to relationships with colleagues. Performance data obtained from different sources (self/manager ratings) may show different patterns of results. The value of these findings in extending notions from social exchange theory to the realm of talent engagement is discussed. Practical implications - To retain high performers, firms should promote high-quality relationships between leaders and subordinates.Originality/value - The study addresses the inconsistent findings of prior research regarding the performance-turnover relationship, and the lack of agreement on variables that may relate to the retention of valuable employees.

The Munster Work Value Measure

literatinetwork@emeraldinsight.com (Stefan Krumm, Anna Grube, Guido Hertel) — Fri, 28 Jun 2013 00:00:00 +0100

Abstract

Purpose - Established measures of work values were often developed without consideration of age-related differences, and thus might not be sensitive for values that are only relevant for specific subgroups (i.e., older workers). Therefore, we introduce a new measure that reflects a broad range of different work values including those of special interest for older workers (generativity values). The Munster Work Value Measure (MWVM) covers 21 work values from five value clusters, and combines a rating and ranking version.Design/methodology/approach - The theoretical concept of the MWVM integrates various approaches from work motivation research. Reliability and validity of the MWVM are examined in two studies (n=81, n=471) using confirmatory factor analysis and multidimensional unfolding as well as concurrent data of organizational citizenship behavior and age-related differences in work values.Findings - The assumed structure of the MWVM was largely supported in both studies and for both the ranking and the rating versions of the MWVM. Moreover, correlational data supported the external validity of the MWVM. Research limitations/implications - Further validation research is desirable, together with benchmark data for specific subgroups (age, gender, occupations). Practical implications - The MWVM qualifies as an efficient screening tool of motivational profiles and provides a basis for age-sensitive human resource management. Originality/value - The MWVM is the first measure that covers a broad range of work values including those of particularly importance to older workers. The MWVM is available at the authors’ web site.

Gender Typing in Stereotypes and Evaluations of Actual Managers

Fri, 28 Jun 2013 00:00:00 +0100

Abstract

Purpose - To examine gender-related management stereotypes, perceived gender bias and evaluations of actual managers, and to directly compare stereotypes and ratings of actual managers.Design/methodology/approach - Questionnaires were distributed to employees in the bank and insurance sector, and 240 participants rated their actual managers and stereotypes of male and female managers.Findings - Men evaluated the female manager stereotype more positively on communal attributes, and the male manager stereotype more positively on agentic attributes. Women evaluated the female manager stereotype more positively on both communal and agentic attributes, but perceived a higher degree of gender bias in favor of male managers than men did. Actual male and female managers were rated similarly. Still, ratings of actual male managers corresponded more with stereotypes of male than female managers, and ratings of actual female managers corresponded more with stereotypes of female than male managers. Research limitations/implications - Future research needs to determine the direction of association between stereotypes and evaluations of actual managers, and the relative importance of agentic over communal attributes.Practical implications - Practical and social implications: While women appeared biased in favor of their own gender, men may underestimate the difficulties that female managers encounter. Managers and human resource practitioners should notice these different views, and recognize that gender equality is not achieved in Sweden.Originality/value - The present study contributes with data from an egalitarian society with a positive view of female managers, and a direct comparison of stereotypes and workplace evaluations.