213 results on '"*SOCIOLOGY of work"'
Search Results
2. Part-Time Workers' Employment Trajectories by Length of Hours and Reason for Working Part-Time: An 8-Year Follow-Up Study.
- Author
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Mäkinen, Niklas, Tanskanen, Jussi, Ojala, Satu, and Pyöriä, Pasi
- Subjects
- *
PART-time employment , *UNEMPLOYMENT , *BUSINESSPEOPLE , *INDUSTRIAL relations , *CAREER development - Abstract
Using the Finnish Labour Force Surveys merged with register-based follow-up data, we analyzed how different characteristics of part-time work predict employees' and entrepreneurs' employment trajectories in an 8-year follow-up. We analyzed careers by the length of weekly working hours and the reason for part-time work, that is, childcare, studies, health, part-time pension, other voluntary choice, or if full-time work was not available (involuntary part-time). We applied sequence analysis to define work career clusters based on the continuum of spells spent in different labor market statuses, that is, in upper and lower white-collar, manual, or entrepreneurial employment, unemployment, studying, pensioned, or inactivity. According to the results, involuntary part-timers have a significantly higher probability of entering the unemployment trajectory than full-time workers. Those working part-time hours due to care responsibilities were also more likely to face frequent periods of unemployment, whereas part-time work combined with studies was associated with stable white-collar trajectories. Our results also show that weakened labor outcomes following marginal part-time jobs associate with disability retirement instead of unemployment later in time, most probably determined by ill health. Therefore, we suggest further studies to consider marginal part-time workers' health as the determinant of weakening career outcomes. Overall, our results highlight the need to improve part-time working conditions, a concern that organizations like the OECD have also raised. This improvement could reduce the risk of unemployment, promote health, extend work careers, and consequently increase the employment rate. [ABSTRACT FROM AUTHOR]
- Published
- 2023
- Full Text
- View/download PDF
3. WORK LIFE MANAGEMENT AMONG WOMEN EMPLOYEES WORKING IN SHIFTS WITH REFERENCE TO ELECTRONIC MANUFACTURING INDUSTRY IN CHENNAI.
- Author
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Sasikumar, Gendham M. and Sujatha, S.
- Subjects
WORK-life balance ,MANAGEMENT ,WOMEN employees ,LEADERSHIP ,SOCIOLOGY of work - Abstract
Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
- Published
- 2023
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- View/download PDF
4. The potential of archival methods in industrial relations, sociology of work, management and HRM research: a case study of the relationship between temporary employment agencies and the state in the UK during the 1980s.
- Author
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Forde, Chris
- Subjects
SOCIOLOGY of work ,EMPLOYMENT agencies ,INDUSTRIAL relations ,PERSONNEL management ,GOVERNMENT agencies ,TEMPORARY employment - Abstract
This paper highlights the contribution of archival data and historical methods to impactful research in industrial relations, the sociology of work, management studies and Human Resource Management. Whilst archival methods are widely used in some of these fields of research, there has also been considerable debate in these fields over the challenges of conducting impactful research using archival data. The paper draws on archival records from the National Archives in the UK to explore the evolving relationship between private temporary employment agencies and the state over the 1980s. The paper highlights how the actions of specific labour market actors, particularly lobbying activities by private agencies, and the changing economic and political climate over the 1980s, impacted on perceptions and attitudes within government towards temporary employment agencies. In doing so, the paper sheds new light on the early evolution of what are now recognised as important dynamics shaping the contemporary employment agency industry. [ABSTRACT FROM AUTHOR]
- Published
- 2023
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- View/download PDF
5. Wicked Problem Solvers.
- Author
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EDMONDSON, AMY C.
- Subjects
PARTNERING between organizations ,TEAMS in the workplace ,INNOVATIONS in business ,PROJECT management ,INFORMATION sharing ,SOCIOLOGY of work ,SECURITY (Psychology) ,MANAGEMENT - Abstract
Companies today increasingly rely on teams that span many industries for radical innovation, especially to solve “wicked problems.” So leaders have to understand how to promote collaboration when roles are uncertain, goals are shifting, expertise and organizational cultures are varied, and participants have clashing or even antagonistic perspectives. HBS professor Amy Edmondson has studied more than a dozen cross-industry innovation projects, among them the creation of a new city, a mango supply-chain transformation, and the design and construction of leading-edge buildings. She has identified the leadership practices that make successful cross-industry teams work: fostering an adaptable vision, promoting psychological safety, enabling knowledge sharing, and encouraging collaborative innovation. Though these practices are broadly familiar, their application within cross-industry teams calls for unique leadership approaches that combine flexibility, open-mindedness, humility, and fierce resolve. [ABSTRACT FROM AUTHOR]
- Published
- 2016
6. Identifying and Training Adaptive Cross-Cultural Management Skills: The Crucial Role of Cultural Metacognition.
- Author
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MOR, SHIRA, MORRIS, MICHAEL, and JOH, JOHANN
- Subjects
MANAGEMENT ,EXECUTIVE ability (Management) ,CROSS-cultural studies ,METACOGNITION ,SOCIOLOGY of work ,CULTURAL intelligence - Abstract
For managers, intercultural effectiveness requires forging close working relationships with people from different cultural backgrounds (Black, Mendenhall, & Oddou, 1991). Recent research with executives has found that higher cultural metacognition is associated with affective closeness and creative collaboration in intercultural relationships (Chua, Morris, & Mor, & 2012). However, little is known about the social cognitive mechanisms that facilitate the performance of individuals who score high on cultural metacognition. We propose that one important question for cross-cultural research and training is identifying which metacognitive strategies enable successful intercultural collaborations. We suggest that one such strategy is "cultural perspective taking"--considering how another's cultural background shapes their behavior in a given context. We hypothesized that cultural perspective taking facilitates intercultural coordination and cooperation, and that a manipulation that boosts cultural perspective taking would be especially beneficial for individuals who score low in dispositional cultural metacognition. We found support for the above hypotheses in five studies using both quasi-field and experimental approaches. We discuss the implications of these findings for literatures on expatriate managers, cross-cultural training, cultural intelligence, and intercultural negotiations. [ABSTRACT FROM AUTHOR]
- Published
- 2013
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7. EXAMINING THE DIFFERENTIAL LONGITUDINAL PERFORMANCE OF DIRECTIVE VERSUS EMPOWERING LEADERSHIP IN TEAMS.
- Author
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LORINKOVA, NATALIA M., PEARSALL, MATTHEW J., and SIMS Jr., HENRY P.
- Subjects
MANAGEMENT of teams in the workplace ,TEAM building ,MANAGEMENT styles ,INDUSTRIAL organization research ,LEADERSHIP ,SOCIOLOGY of work ,PERSONNEL management ,MANAGEMENT - Abstract
This study integrates theories from the leadership and team development literatures to resolve ambiguity regarding the relative benefits of empowering and directive leadership in teams by focusing on their influence on team development processes over time. Empirical results based on longitudinal performance data from 60 teams suggest that teams led by a directive leader initially outperform those led by an empowering leader. However, despite lower early performance, teams led by an empowering leader experience higher performance improvement over time because of higher levels of team learning, coordination, empowerment, and mental model development. Implications for current and future team leadership research are discussed. [ABSTRACT FROM AUTHOR]
- Published
- 2013
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8. THE GLASS SLIPPER: "INCORPORATING" OCCUPATIONAL IDENTITY IN MANAGEMENT STUDIES.
- Author
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ASHCRAFT, KAREN LEE
- Subjects
MANAGEMENT ,OCCUPATIONAL roles ,PROFESSIONAL identity ,DIVISION of labor ,SOCIOLOGY of work ,UNIVERSITY research - Abstract
Management scholars have long separated the study of work and diversity, assuming that the nature of work itself is not affected by race or gender. Research on occupational segregation invalidates this assumption, confirming that we judge the nature of work in large part by the social identities aligned with it. Management theorists have yet to digest this evidence because of a unilateral view of the work-practitioner relation (i.e., people derive identity from work), which conceals a reciprocal relation (i.e., work derives identity from associated people). I build a bilateral view that accommodates available evidence by theorizing a new glass metaphor--the glass slipper--to capture occupational identity by association as it yields systematic forms of advantage and disadvantage. The metaphor elucidates how occupations come to appear "naturally" possessed of features that fit certain people yet are improbable for others. This article thus contributes to management knowledge by redefining the current division of scholarly labor as a consequential theoretical problem and developing the requisite theoretical tools to redress that problem. Through the glass slipper metaphor, I theorize collective occupational identity and its relation to other social identities in a way that fosters the sustainable integration of work and diversity studies. [ABSTRACT FROM AUTHOR]
- Published
- 2013
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9. CORRUPT ORGANIZATIONS OR ORGANIZATIONS OF CORRUPT INDIVIDUALS? TWO TYPES OF ORGANIZATION-LEVEL CORRUPTION.
- Author
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PINTO, JONATHAN, LEANA, CARRIE R., and PIL, FRITS K.
- Subjects
ORGANIZATIONAL research ,CORPORATE corruption ,EXECUTIVES' conduct of life ,ORGANIZATIONAL sociology research ,MANAGEMENT ,SOCIOLOGY of work - Abstract
We focus on two fundamental dimensions of corruption in organizations: (1) whether the individual or the organization is the beneficiary of the corrupt activity and (2) whether the corrupt behavior is undertaken by an individual actor or by two or more actors. We use these dimensions to define a new conceptualization of corruption at the organization level: the organization of corrupt individuals. We contrast this conceptualization with the prevailing concept of organizational corruption and develop propositions that highlight their differences. [ABSTRACT FROM AUTHOR]
- Published
- 2008
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10. RE-VIEWING ORGANIZATIONAL CORRUPTION.
- Author
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ASHFORTH, BLAKE E., GIOIA, DENNIS A., ROBINSON, SANDRA L., and TREVIÑO, LINDA K.
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ORGANIZATIONAL research ,FORUMS ,CORPORATE corruption ,SOCIOLOGY of work ,ORGANIZATIONAL sociology research ,MANAGEMENT - Abstract
This special topic forum was designed to stimulate theory development on corruption in organizational life as a systemic and synergistic phenomenon. Given the multiple perspectives and bodies of literature that can be brought to bear on the phenomenon, we introduce the forum with a micro view, macro view, wide view, long view, and deep view of organizational corruption. These views suggest that there is much need for conceptual work that is integrative, interactionist, and processual in nature. [ABSTRACT FROM AUTHOR]
- Published
- 2008
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11. DOES PREVALENCE MITIGATE RELEVANCE? THE MODERATING EFFECT OF GROUP-LEVEL OCB ON EMPLOYEE PERFORMANCE.
- Author
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Bommer, William H., Dierdorff, Erich C., and Rubin, Robert S.
- Subjects
GROUP decision making ,TEAMS in the workplace ,LABOR productivity ,ORGANIZATIONAL sociology research ,MANAGEMENT science research ,SOCIOLOGY of work ,MANAGEMENT - Abstract
This article explores multilevel relationships between group-level OCB, individual-level OCB, and work performance. We also discuss conceptualizing OCB with regard to context and multiple levels of analysis. We hypothesize that group-level OCB moderates the relationship between individual-level OCB and job performance. Results based on 100 work groups in a manufacturing firm indicate that group-level OCB significantly moderated the relationship between individual-level OCB and job performance. Comparing contexts in which group-level OCB was rare with those in which it was prevalent, we found that high individual-level OCB yielded greater significant increases in job performance ratings when group-level OCB was rare. [ABSTRACT FROM AUTHOR]
- Published
- 2007
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12. BEYOND COMPARE: METAPHOR IN ORGANIZATION THEORY.
- Author
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Cornelissen, Joep P.
- Subjects
ORGANIZATIONAL sociology ,METAPHOR ,FIGURES of speech ,ORGANIZATION ,MANAGEMENT ,CORPORATE culture ,SOCIOLOGY of work ,SEMANTICS ,COMPREHENSION ,CONTINUOUS processing ,ORGANIZATIONAL learning ,MANAGEMENT science - Abstract
Despite the increased salience of metaphor in organization theory, current perspectives are flawed and misguided in assuming that metaphor can be explained with the so-called comparison model. I therefore outline an alternative model of metaphor understanding--the domains-interaction model--which suggests that metaphor involves the conjunction of whole semantic domains in which a correspondence between terms or concepts is constructed rather than deciphered and where the resulting image and meaning is creative. I also discuss implications of this model for organizational theorizing and research. [ABSTRACT FROM AUTHOR]
- Published
- 2005
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13. THE PRICE OF INCIVILITY.
- Author
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PORATH, CHRISTINE and PEARSON, CHRISTINE
- Subjects
COURTESY in the workplace ,SOCIOLOGY of work ,INDUSTRIAL psychology ,INDUSTRIAL sociology ,WORK environment research ,INDUSTRIAL relations ,MANAGEMENT - Abstract
We've all heard of (or experienced) the "boss from hell." But that's just one form that incivility in the workplace can take. Rudeness on the job is surprisingly common, and it's on the rise. Whether it involves overt bullying or subtle acts of thoughtlessness, incivility takes a toll. It erodes productivity, chips away at morale, leads employees to quit, and damages customer relationships. Dealing with its aftermath can soak up weeks of managerial attention and time. Over the past 14 years the authors have conducted interviews with and collected data from more than 14,000 people throughout the United States and Canada in order to track the prevalence, types, causes, costs, and cures of incivility at work. They suggest several steps leaders can take to counter rudeness. Managers should start with themselves-monitoring their own behavior, asking for feedback on it, and making sure that their actions are a model for others. When it comes to managing the organization, leaders should hire with civility in mind, teach it on the job, create group norms, reward good behavior, and penalize bad behavior. Lest consistent civility seem an extravagance, the authors caution that just one habitually offensive employee critically positioned in an organization can cost millions in lost employees, lost customers, and lost productivity. INSET: TAKING CIVILITY GLOBAL. [ABSTRACT FROM AUTHOR]
- Published
- 2013
14. Four Faces of the Fully Functioning Middle Manager.
- Author
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Keys, Bernard and Bell, Robert
- Subjects
MIDDLE managers ,ROLE conflict ,CONFLICT management ,EXECUTIVES' attitudes ,PERSONNEL management ,MANAGEMENT ,SUPERIOR-subordinate relationship ,ROLE ambiguity ,PEER relations ,SOCIOLOGY of work - Abstract
The article discusses the four directions of responsibility for middle managers and the best strategies for them to employ in each context. Relations with upper management are said to benefit from the acquisition of influence through job success and making the boss look good. Effective interactions with subordinates are characterized by attention to budgetary details and serving as a liason between workers and upper management. The importance of reaching out laterally to other middle managers within the organization is noted and some significant principles involved in representing the company to outside interests are also discussed.
- Published
- 1982
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15. PROCESS AND STRUCTURE IN LEADER-MEMBER EXCHANGE.
- Author
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SPARROWE, RAYMOND T. and LIDEN, ROBERT C.
- Subjects
SUPERIOR-subordinate relationship ,INTERPERSONAL relations ,SOCIAL networks ,ORGANIZATIONAL behavior ,SOCIAL structure ,SOCIALIZATION ,EMPLOYMENT discrimination ,MANAGEMENT ,ORGANIZATIONAL sociology ,SOCIOLOGY of work ,PROFESSIONAL relationships ,RECIPROCITY (Psychology) - Abstract
Theory supporting the key premise of the leader-member exchange (LMX) approach to leadership, that leaders differentiate between subordinates, has not been fully developed. We address this deficiency by (a) returning LMX research to its historical roots in exchange processes by introducing a framework for understanding relationship quality that is based on reciprocity, and (b) extending the traditional domain of LMX research beyond the formal leader-subordinate relationship in order to offer a more complete explanation of the differentiation process. We employ insights derived from social network analysis to describe how social structure facilitates the exchange processes through which leaders assist in incorporating some members into the inner life of an organization but exclude others. [ABSTRACT FROM AUTHOR]
- Published
- 1997
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16. MANAGING EMOTIONS ON THE JOB AND AT HOME: UNDERSTANDING THE CONSEQUENCES OF MULTIPLE EMOTIONAL ROLES.
- Author
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Wharton, Amy S. and Erickson, Rebecca J.
- Subjects
EMOTIONS ,CONTROL (Psychology) ,FAMILY-work relationship ,EMOTIONS & cognition ,SOCIOLOGY of work ,PERSONNEL management ,OCCUPATIONAL sociology ,QUALITY of work life ,JOB satisfaction ,EMOTIONAL environment ,SOCIAL psychology ,MANAGEMENT - Abstract
This article explores work-family relations from the perspective of the emotion management performed by participants in both spheres. We extend previous discussions of emotion management by considering how work and family roles vary in the types and degrees of emotion management they require. We then explore the implications of this conception of work-family role variations in type and degree of emotion management for women's and men's work-family relations, paying particular attention to gender differences in work-family conflict and work-family role overload. The framework developed here highlights the need to examine variability in the emotion-management requirements of social roles, and it calls for attention to workers' multiple role involvements in studies of emotion management and their effects on individuals. [ABSTRACT FROM AUTHOR]
- Published
- 1993
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17. MANAGEMENT AND THEORIES OF ORGANIZATIONS IN THE 1990s: TOWARD A CRITICAL RADICAL HUMANISM?
- Author
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Aktour, Omar
- Subjects
MANAGEMENT ,MANAGEMENT science ,ORGANIZATIONAL sociology ,EMPLOYEE participation in management ,WORKPLACE management ,SOCIOLOGY of work ,GLOBALIZATION ,PERSONNEL management ,INDUSTRIAL management research ,ORGANIZATIONAL behavior research ,ORGANIZATIONAL commitment ,CORPORATE culture ,PSYCHOLOGY - Abstract
The author argues that the present mainstream writings on, and debates about "new" ideas of management and theories of organization, lack adequate theoretical assumptions and background. He proposes that those who question the future and efficiency of Western organizations need to rely more on a radical-humanistic and neo-Marxist conceptualization than on the functionalistic tradition. Therefore, management theorists and practitioners should integrate such a concept in order to better understand how to transform the passive-obedient Taylorist employee into an active-cooperative one. To achieve a truly renewed form of management, researchers must adopt a global view of humankind, in order to give workers a significant measure of control over their own environments and working conditions. [ABSTRACT FROM AUTHOR]
- Published
- 1992
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18. Conceptualizing How Job Involvement and Organizational Commitment Affect Turnover and Absenteeism.
- Author
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Blau, Gary J. and Boal, Kimberly B.
- Subjects
ORGANIZATIONAL commitment ,LABOR turnover ,JOB absenteeism ,EMPLOYEE attitudes ,MANAGEMENT ,ORGANIZATIONAL sociology ,PERSONNEL management ,JOB satisfaction ,EMPLOYMENT stabilization ,SOCIOLOGY of work - Abstract
This paper presents one conceptualization of how job involvement and organizational commitment could interact to affect turnover and absenteeism. [ABSTRACT FROM AUTHOR]
- Published
- 1987
- Full Text
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19. Scripts as Determinants of Purposeful Behavior in Organizations.
- Author
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Lord, Robert G. and Kernan, Mary C.
- Subjects
SCHEMAS (Psychology) ,ORGANIZATIONAL behavior ,MANAGEMENT ,BEHAVIORAL research ,INDUSTRIAL management ,INDUSTRIAL psychology ,CONTROL theory (Sociology) ,ORGANIZATIONAL sociology ,SOCIOLOGY of work ,EMPLOYEE training - Abstract
This paper focuses on the role cognitive scripts, a unique type of knowledge schema, play in generating purposive behaviors in organizations. Three separate but complementary areas of research (Scheme Theory, Control Theory, and Goal Setting Theory) clarify the processes that link script-type structures to purposeful behavior. Finally, implications and extensions of this comprehensive frame- work based on previously identified content structure, and process issues are considered. [ABSTRACT FROM AUTHOR]
- Published
- 1987
- Full Text
- View/download PDF
20. Structural Sources of Intraorganizational Power: A Theoretical Synthesis.
- Author
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Astley, W. Graham and Sachdeva, Paramjit S.
- Subjects
ORGANIZATIONAL power ,POWER (Social sciences) ,ORGANIZATIONAL sociology research ,ORGANIZATIONAL behavior research ,ORGANIZATIONAL research ,INDUSTRIAL relations ,HIERARCHIES ,ORGANIZATIONAL structure ,LOCUS of control ,CONTROL (Psychology) ,CONFLICT management ,SOCIOLOGY of work ,PSYCHOLOGY ,MANAGEMENT - Abstract
Research on organizational power has become overly fragmented; a multitude of different sources of power have been identified. Consequently, an overall picture of intraorganizational power relations is difficult to obtain. In this paper, three structural sources of power-hierarchical authority, resource control, and network centrality-are integrated in a theoretical synthesis. The complex nature of intraorganizational power is revealed in the interactions, tensions, and conflicts among the three sources of power. [ABSTRACT FROM AUTHOR]
- Published
- 1984
- Full Text
- View/download PDF
21. The Development and Enforcement of Group Norms.
- Author
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Feldman, Daniel C.
- Subjects
SOCIAL norms ,ORGANIZATIONAL behavior research ,ORGANIZATIONAL sociology research ,TEAMS in the workplace ,GROUP decision making ,SOCIAL psychology research ,INTERPERSONAL relations research ,SOCIAL control ,MANAGEMENT ,INDUSTRIAL productivity ,INDUSTRIAL relations -- Social aspects ,SOCIOLOGY of work - Abstract
This paper examines why group norms are enforced and how group norms develop. It is argued here that groups are likely to bring under normative control only those behaviors that ensure group survival, increase the predictability of group members' behavior, avoid embarrassing interpersonal situations, or give expression to the group's central values. Group norms develop through explicit statements by supervisors or co-workers, critical events in the group's history, primacy, or carry-over behaviors from past situations. [ABSTRACT FROM AUTHOR]
- Published
- 1984
- Full Text
- View/download PDF
22. An Alternative To Macro-Micro Contingency Theories: An Integrative Model.
- Author
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Mealiea, Laird W. and Lee, Dennis
- Subjects
CONTINGENCY theory (Management) ,ORGANIZATIONAL structure ,MANAGEMENT ,ORGANIZATIONAL behavior research ,TEAMS in the workplace ,WORK environment ,CORPORATE culture ,ORGANIZATIONAL sociology research ,SOCIOLOGY of work ,ORGANIZATIONAL research ,ORGANIZATIONAL effectiveness - Abstract
This article points out the inherent weaknesses of developing and utilizing contingency theories that fail to integrate both the macro (size, technology, environment ↔ structure) and micro (structure ↔ employee behavior) dimensions. We develop an integrative model Incorporating both macro and micro dimensions, and describe the benefits derived from a truly total systems perspective. [ABSTRACT FROM AUTHOR]
- Published
- 1979
- Full Text
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23. A General contingency Theory of Management.
- Author
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Luthans, Fred and Stewart, Todd I.
- Subjects
CONTINGENCY theory (Management) ,COMPLEX organizations ,BEHAVIORAL assessment ,MANAGEMENT ,INDUSTRIAL management ,ORGANIZATIONAL sociology ,SOCIOLOGY of work ,ORGANIZATIONAL behavior ,LEADERSHIP ,ORGANIZATIONAL structure ,CHANGE management - Abstract
Recent formal recognition of situational influences on the management of complex organizations has led to an increasing number of contingency models, but a comprehensive and integrative theoretical framework for contingency management has been lacking. A General Contingency Theory (GCT) of Management is introduced as an overall framework that integrates the diverse process, quantitative and behavioral approaches to management; incorporates the environment; and begins to bridge the gap between management theory and practice. [ABSTRACT FROM AUTHOR]
- Published
- 1977
- Full Text
- View/download PDF
24. Boundary Spanning roles and Organization Structure.
- Author
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Aldrich, Howard and Herker, Diane
- Subjects
ORGANIZATIONAL structure ,ORGANIZATIONAL research ,MANAGEMENT ,ORGANIZATIONAL behavior research ,INTERORGANIZATIONAL relations ,ORGANIZATIONAL sociology ,INFORMATION processing ,ORGANIZATIONAL communication ,SOCIOLOGY of work ,ORGANIZATIONAL effectiveness - Abstract
Boundaries are a defining characteristic of organizations, and boundary roles are the link between the environment and the organization. The creation, elaboration, and functions of boundary spanning roles are examined, with attention to environmental and technological sources of variation in the structure of boundary roles. Eleven hypotheses integrate the material reviewed and are amenable to empirical test. Future research should overcome problems created when organizations are treated as "wholes" or single entities. [ABSTRACT FROM AUTHOR]
- Published
- 1977
- Full Text
- View/download PDF
25. A Reappraisal and Reinterpretation of the Satisfaction-Causes-Performance Hypothesis.
- Author
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Organ, Dennis W.
- Subjects
ORGANIZATIONAL behavior research ,JOB satisfaction ,JOB performance ,INTERPERSONAL relations ,SOCIAL exchange ,SOCIAL interaction ,QUALITY of work life ,ORGANIZATIONAL sociology ,INDUSTRIAL productivity ,EMPLOYEE attitudes -- Social aspects ,SOCIOLOGY of work ,PSYCHOLOGY ,MANAGEMENT - Abstract
Little effort has been given to explaining the logic from which the satisfaction-causes-performance hypothesis came. Such logic may represent an embryonic version of contemporary theories of equity and reciprocity in social exchange. Findings relevant to the hypothesis offer support, if certain qualifying assumptions are made. The hypothesis is reinterpreted in the light of current conceptual approaches. [ABSTRACT FROM AUTHOR]
- Published
- 1977
- Full Text
- View/download PDF
26. OBJECTIVE AND SOCIAL FACTORS AS DETERMINANTS OF TASK PERCEPTIONS AND RESPONSES: AN INTEGRATED PERSPECTIVE AND EMPIRICAL INVESTIGATION.
- Author
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Griffin, Ricky W., Bateman, Thomas S., Wayne, Sandy J., and Head, Thomas C.
- Subjects
TASK analysis ,EMPLOYEE attitudes ,JOB satisfaction ,JOB descriptions ,SOCIOLOGY of work ,MANAGEMENT ,INDUSTRIAL sociology ,ORGANIZATIONAL sociology ,PERSONNEL management ,ATTITUDES toward work - Abstract
The purpose of this study was to test the merits of an integrated perspective derived from the job characteristics and social information processing models of task design. We conducted a complex laboratory study, manipulating objective properties of a task, social information, and changes in both. Results suggested strong support for the integrated perspective. Implications for future theory and research are discussed. [ABSTRACT FROM AUTHOR]
- Published
- 1987
- Full Text
- View/download PDF
27. POSTTRAINING STRATEGIES FOR FACILITATING POSITIVE TRANSFER: AN EMPIRICAL EXPLORATION.
- Author
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Wexley, Kenneth N. and Baldwin, Timothy T.
- Subjects
TRANSFER of training ,GOAL setting in personnel management ,GOAL (Psychology) ,EMPLOYEE training ,EMPLOYEE motivation ,SELF-management (Psychology) ,WORKS councils ,WORK environment & psychology ,JOB skills ,VOCATIONAL guidance ,SOCIOLOGY of work ,PSYCHOLOGY ,MANAGEMENT - Abstract
This study investigated the effectiveness of three posttraining strategies for facilitating transfer of training: (1) assigned goal setting, (2) participative goal setting, and (3) a behavioral self-management approach based on the relapse-prevention model. Results showed that both the assigned and participative goal setting conditions were superior to behavioral self-management and control conditions in inducing maintenance of behavioral change over a two-month period. The implications of these findings for training and future research are discussed. [ABSTRACT FROM AUTHOR]
- Published
- 1986
- Full Text
- View/download PDF
28. MANAGERS AND THE HI-HI LEADER MYTH.
- Author
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Nystrom, Paul C.
- Subjects
LEADERSHIP ,EXECUTIVES' attitudes ,MANAGEMENT ,ORGANIZATIONAL behavior ,INDUSTRIAL management research ,SENSORY perception ,LEADERS ,EXECUTIVE ability (Management) ,ORGANIZATIONAL sociology research ,CORPORATE culture ,SOCIOLOGY of work - Abstract
In this article the author reports on research he conducted that examined managers' opinions on leadership and their perceptions of their bosses' opinions on leadership. The study also examined the relationship between leadership and need fulfillment, salary level and career progress. The findings suggest that managers tend to view their own opinions on leadership with greater complexity than they perceive in the opinions of their bosses. The author also notes that these findings should put to rest the hi-hi leadership paradigm that suggests that leaders should be high in initiating structure and consideration.
- Published
- 1978
- Full Text
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29. INFLUENCE SOURCE OF PROJECT AND FUNCTIONAL MANAGERS IN MATRIX ORGANIZATIONS.
- Author
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Dunne Jr., Edward J., Stahl, Michael J., and Melhart Jr., Leonard J.
- Subjects
PROJECT management ,EXECUTIVE ability (Management) ,AUTHORITY ,INFLUENCE ,POWER (Social sciences) ,INDUSTRIAL sociology ,MANAGEMENT ,SOCIOLOGY of work ,ORGANIZATIONAL sociology ,ORGANIZATIONAL effectiveness ,INDUSTRIAL management - Abstract
The article discusses a study which examined the influence of or authority structure in a military matrix organization which contains projects. Different power bases as sources of influence are described as legitimate power, reward power, coercive power, expert power, and referent power. The author points out several important techniques which project managers use to supplement authority such as technical competence and persuasiveness. The hypotheses addressed by the study of the perceptions of military organizations of the influence sources of both their project manager and their functional manager are examined. The article also covers the reasons for compliance with project managers and functional managers.
- Published
- 1978
- Full Text
- View/download PDF
30. LEADERSHIP RUN AMOK.
- Author
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Spreier, Scott W., Fontaine, Mary H., and Malloy, Ruth L.
- Subjects
LEADERSHIP ,OVERACHIEVEMENT ,EXECUTIVE ability (Management) ,POWER (Social sciences) ,BUSINESS success ,HUMAN behavior ,MANAGEMENT ,ORGANIZATIONAL sociology ,SOCIOLOGY of work - Abstract
The desire to achieve is a major source of strength in business, and it is on the rise. The authors' consulting firm has seen a steady increase in the extent to which achievement motivates managers. There's a dark side to the trend, however. By relentlessly focusing on tasks and goals, an executive or company can damage performance. Overachievers tend to command and coerce, stifling subordinates. Psychologist David McClelland identified three drivers of behavior: achievement, meeting a standard of excellence; affiliation, maintaining close relationships; and power, having an impact on others. He said the power motive comes in two forms: personalized, in which the leader draws strength from controlling people, and socialized, where the leader derives strength from empowering people. Studies show that great charismatic leaders are highly motivated by socialized power. To look at how motives and leadership style affect a group's work climate and performance, the authors studied 21 senior managers at IBM. The leaders who created high-performing and energizing climates got more lasting results by using a broad range of styles, choosing different ones for different circumstances. Rather than order people around, they provided vision, sought buy-in and commitment, and coached. If you're an overachiever seeking to broaden your range, you can study your actions and ask your team, peers, and manager to give you honest feedback. You can adopt specific new behaviors, such as engaging your team in a discussion of how to achieve goals, rather than issuing a set of directives. The company as a whole can play a part, too: Organizations must learn when to draw on the achievement drive and when to rein it in. INSETS: The Right Leadership Style...;Creates a Strong Work Climate. [ABSTRACT FROM PUBLISHER]
- Published
- 2006
31. Criteria for Evaluating Authority Patterns.
- Author
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Albanese, Robert
- Subjects
AUTHORITY ,MANAGEMENT styles ,SUPERVISION of employees ,ROLE expectation ,JOB performance ,WORK values ,DELEGATION of authority ,MANAGEMENT ,ORGANIZATIONAL sociology ,SOCIOLOGY of work ,INDUSTRIAL management - Abstract
A new pattern of authority is emerging out of the contemporary erosion in the traditional authority bases of society. The new pattern emphasizes service, competence, the person, and role position. Criteria for evaluating the appropriateness of this new authority pattern are relevance to conditions, values, and continuity. [ABSTRACT FROM AUTHOR]
- Published
- 1973
- Full Text
- View/download PDF
32. Marginality and Integrative Management Positions.
- Author
-
Ziller, R. C., Stark, B. J., and Pruden, H. O.
- Subjects
SOCIAL marginality ,MANAGEMENT ,ORGANIZATIONAL structure ,EXECUTIVES' attitudes ,PSYCHOLOGY of executives ,PERSONALITY ,WORK environment ,SOCIOLOGY of work ,PERSONALITY & occupation ,SUPERVISION of employees - Abstract
The marginality component of personality appears appropriate for men who hold integrative management positions. Research reveals an association between the Self-Other Orientation measure of marginality and two marginal occupations. Marginality suggests open-mindedness and other favorable attributes of integrators. [ABSTRACT FROM AUTHOR]
- Published
- 1969
- Full Text
- View/download PDF
33. Some Unsettled Questions in Organization Theory.
- Author
-
Millman, R. William
- Subjects
ORGANIZATIONAL sociology ,INDUSTRIAL sociology ,SOCIOLOGY of work ,ORGANIZATIONAL research ,MANAGEMENT science ,OPERATIONS research ,ORGANIZATIONAL behavior ,MANAGEMENT ,ORGANIZATIONAL structure - Abstract
This article attempts to call attention to the real issue in organization theory and to suggest the desirability for ending the time-consuming and wasteful debates of the past. The real issue is the need to recognize that different levels of general theory exist; that developments at all levels are needed; that research should be directed toward developing explanations of phenomena. In the process the individual researcher must select from among many possibilities: the approach to analysis, the type of analysis, the framework of analysis, and the unit of analysis best suited to his particular research question.
- Published
- 1964
- Full Text
- View/download PDF
34. Job Motivation and Job Satisfaction among Academic Staff in Higher Education.
- Author
-
Stankovska, Gordana, Angelkoska, Slagana, Osmani, Fadbi, and Grncarovska, Svetlana Pandiloska
- Subjects
JOB satisfaction ,HIGHER education ,UNIVERSITY & college employees ,SOCIOLOGY of work ,SUPERVISION - Abstract
Education is the most important organization of a nation; it plays a significant role in the development of any country. Universities create and cultivate knowledge for the sake of building a modern world. The academic staff is the key resource within higher education institutions. A positive and healthy university structure results in increased academic staff's job satisfaction and better job motivation. According to this, the main purpose of this research was to investigate the possible relationship between job motivation and job satisfaction among academic staff. The Job Satisfaction Survey (JSS) and Job Motivation Questionnaire (JMQ) were administered to a sample of 100 (50 males and 50 females) university employees. The results indicated that the academic staff was highly motivated with their job. At the same time the results showed that academicians were more satisfied with their salary, co-workers, promotion, operating procedures and supervision, but dissatisfied with fringe benefits, contingent rewards, nature of work and communication. This research offers practical suggestions to the educational institutions and human resource managers on how to pay, promote, retain and maintain equity in the universities. [ABSTRACT FROM AUTHOR]
- Published
- 2017
35. Mexican workers north of the border.
- Author
-
deForest, Mariah E.
- Subjects
MEXICAN foreign workers ,MEXICANS ,FOREIGN workers ,MEXICAN Americans ,DIVERSITY in the workplace ,EMPLOYMENT in foreign countries ,QUALITY of work life ,SOCIAL isolation ,SOCIOCULTURAL factors ,SOCIOLOGY of work ,MANAGEMENT ,SOCIAL alienation ,EMPLOYMENT ,SOCIAL history - Abstract
Imagine a 40-year-old U.S. executive paying a year's wages to be smuggled across the border into Mexico. With only the suit on his back and the papers in his briefcase, he will be set down in a small town (where no one speaks English) to practice subsistence farming. He's miserable, but it's the only way he can pay his suburban mortgage or send the kids through college. If you can visualize the difficulties of such a life, you can begin to appreciate the difficulties that arise when the zapato is on the other foot--when a Mexican worker is smuggled into the United States. The situation this time is equally strange but far more serious. It creates a series of unusual needs and problems that U.S. executives must understand if they are to manage their plants effectively. In this article, the author discusses the background, culture, and workplace problems of Mexican and Chicano employees. [ABSTRACT FROM PUBLISHER]
- Published
- 1981
36. Once upon a seesaw.
- Author
-
Culliton, James W.
- Subjects
INDUSTRIAL management ,MANAGEMENT ,MANAGEMENT science ,RESEARCH institutes ,EXECUTIVE ability (Management) ,PROJECT management ,SOCIOLOGY of work ,BUSINESS intelligence - Abstract
The article presents an illustrated story about a seesaw that led a balanced life until managers began to tinker with it. In the initial stages of the seesaw's life it was almost never at rest, though on average it tended to be in the horizontal position. When some managers decided to add weights and affect the actions of the seesaw, it led to the development of new jobs to put weights on it, and even a research team designed to examine the management policy. Eventually, over-management of the seesaw leads to disaster, which could only be fixed by leaving the seesaw alone.
- Published
- 1974
37. Business and the changing society.
- Author
-
Lodge, George Cabot
- Subjects
INDUSTRIES & society ,INDUSTRIAL management ,MANAGEMENT ,SOCIAL change ,SOCIAL development ,SOCIAL responsibility of business ,POLITICAL development ,SOCIOLOGY of work ,BUSINESS intelligence ,CORPORATE governance - Abstract
Individualism, private property, a weak central government--all the traditional notions in which this nation has so long believed seem to be assuming the status of discarded totems. What we really believe today, as measured from what we are actually doing, does not jibe with these time-honored notions; in many cases, our actions are diametrically opposed to our party line. And because we seem to be charging off in so many different directions at once, it is hard to get any kind of clear picture of the purposes and priorities of our society. The author has done his best to disabuse himself of dead issues and to open his eyes to what is happening to our goals and ideals. Here he adjures the rest of us to do the same. Unless every one of us tries to see his problems clearly, relying no more on the old notions of "right" but trying to assess what is going to be "right" in the future, we shall by default hand ourselves over to the chances of nondirection and chaos. He points out, as objectively as he can, where he thinks we are heading, and he adds a recommendation or two for managers who are willing to engage themselves with the process of social change, both as citizens and as executives. [ABSTRACT FROM AUTHOR]
- Published
- 1974
38. Managing Your Boss.
- Author
-
Gabarro, John J. and Kotter, John P.
- Subjects
MANAGING your boss ,PUBLISHED reprints ,SUPERIOR-subordinate relationship ,ORGANIZATIONAL effectiveness ,PROFESSIONAL relationships ,MANAGEMENT styles ,CORPORATE culture ,SOCIOLOGY of work ,MANAGEMENT ,EMPLOYEE motivation - Abstract
"When we first wrote this article late in 1979, the idea of managing your boss was an illegitimate notion," recalls author John Gabarro. "Except for one article that Peter Drucker had written about 20 years earlier, there was nothing in management literature on the idea." At the time, Gabarro and coauthor John Kotter were working together on organizational behavior at Harvard Business School. Doing very different kinds of field research on effective managers, both found that managing one's own boss was crucial to success. In fact, effective managers handled lateral, upward, and downward relationships equally well. As Gabarro and Kotter developed more data, the value of boss-managing became more and more clear to them. Their focus on what works, or effective behavior, led them to an insight that still cuts through the folklore. Forget ambition. Forget promotion, Forget raises. Just think of the job and how to be effective in it. How do you get the resources you need--the information, the advice, even the permission? The answers always point toward whoever has the power, the leverage, that is, the boss. To fail to make that relationship one of mutual respect and understanding is to miss a major factor of effectiveness. When they realized they were on to something basic, Gabarro and Kotter took their notes to an HBR editor, who immediately agreed to work with them on this landmark article. Published 13 years ago in January-February 1980, "Managing Your Boss" is one of HBR's best-selling reprints. [ABSTRACT FROM PUBLISHER]
- Published
- 1993
39. WHAT IS WORK?
- Author
-
Brown, Wilfred
- Subjects
WORK ,JOB descriptions ,JOB classification ,SUPERIOR-subordinate relationship ,DECISION making ,ORGANIZATIONAL behavior ,MANAGEMENT ,EXECUTIVES ,JOB evaluation ,ORGANIZATIONAL structure ,SOCIOLOGY of work - Abstract
This article stresses the importance of job descriptions. It discusses the general lack in attempts to describe work, the benefits of describing jobs in terms of prescribed and discretionary content, the Gains to be had through explicitness, and the Boundaries on decisions. A graph illustrates how decisions and policies, made by management superiors, set bounds on the work of subordinates. The chain of command is also presented, which includes workers, foremen, functional mangers, the chief executive officer, and the board of directors.
- Published
- 1962
40. Adapting Organization to New Technology.
- Author
-
Jasinski, Frank J.
- Subjects
CHANGE management ,INDUSTRIAL management ,ASSEMBLY line methods ,INNOVATION adoption ,WORKFLOW ,TECHNOLOGICAL innovations & society ,SUPERIOR-subordinate relationship ,ORGANIZATIONAL structure ,INDUSTRIAL relations ,SOCIOLOGY of work ,BUSINESS planning ,MANAGEMENT ,INNOVATION management - Abstract
The article focuses on adapting to organizational change caused by production or technological innovations and managing organizational relationships. Superior-subordinate relationships in business organizations have become both vertical and diagonal due to the horizontal nature of the work flow in assembly lines. The Technology Project at Yale University studied these nonformal relationships in the automobile industry where the foreman has to maintain peak performance in the equipment and production workers despite the pressure for short cuts. Topics include three ways of integrating organization and technology, examples of mechanisms such as the use of paperwork to reduce conflict in nonformal relationships, and steps in analysing the effect of technology on organizations.
- Published
- 1959
41. INTERPERSONAL UNDERWORLD.
- Author
-
Schutz, William C.
- Subjects
INTERPERSONAL relations ,INDUSTRIAL psychology ,DECISION making ,TEAMS in the workplace ,INDUSTRIAL relations -- Social aspects ,ORGANIZATIONAL sociology ,ORGANIZATIONAL communication ,EMPLOYEE attitudes ,SOCIOLOGY of work ,CHOICE (Psychology) ,SOCIAL groups ,PROBLEM employees ,MANAGEMENT - Abstract
This article describes the behaviors resulting from interpersonal difficulties in business enterprises and work environments. The article discusses problems in communication, the loss of motivation, the direct blockage of action, and the difficulty in making decisions. The article also presents a consensus for making decisions as well as an authority problem in a workplace team, the presence of a problem member in a group, the types of interpersonal needs, and the compatibility of the members in the group.
- Published
- 1958
42. BETTER USE of Executive Development Programs.
- Author
-
Anshen, Melvin
- Subjects
TRAINING of executives ,EMPLOYER-supported education ,CAREER development ,STRATEGIC planning ,ORGANIZATIONAL effectiveness ,BUSINESS planning ,MANAGEMENT ,EMPLOYEE training ,SOCIOLOGY of work ,JOB qualifications - Abstract
The article questions whether executive development programs are a good business investment. Some companies make the mistake of sending people to a university-sponsored development program before the company or the employees are ready for an advanced management course. Criteria for selecting the right person and the appropriate executive training program are related to personal qualifications and career stage, as well as corporate strategy. Topics include long-range planning for management staffing needs and evaluating career development programs.
- Published
- 1955
43. Looking Around.
- Author
-
Ronken, Harriet O.
- Subjects
EMPLOYEE training ,TRAINING of supervisors ,SUPERIOR-subordinate relationship ,ORGANIZATIONAL sociology ,RELATIONSHIP quality ,ORGANIZATIONAL communication ,SOCIOLOGY of work ,MANAGEMENT ,COMMUNICATION in management ,INDUSTRIAL relations -- Social aspects - Abstract
Training courses for supervisors and foremen are becoming increasingly popular in industry today, and they represent a heavy financial investment. But are they actually doing the job that management expects? Is management getting a satisfactory return on its investment in them? Is there any way to increase the effectiveness of the whole training job? Here the underlying problem is set forth, and three recent books are examined for the help that they offer toward a sound solution. [ABSTRACT FROM AUTHOR]
- Published
- 1954
44. Dilemma of the Industrial Relations Director.
- Author
-
McFarland, Dalton E.
- Subjects
HUMAN resource directors ,INDUSTRIAL relations ,EXECUTIVE ability (Management) ,SUPERIOR-subordinate relationship ,ORGANIZATIONAL communication ,MANAGEMENT styles ,CORPORATE culture ,ORGANIZATIONAL sociology ,COMMUNICATION in management ,CHIEF human capital officers ,SOCIOLOGY of work ,ORGANIZATIONAL structure ,MANAGEMENT - Abstract
The article focuses on the management responsibilities of the industrial relations director. The industrial relations executives, who are planners, policy makers, and advisers in their units, need the support of top management because they have little authority over those who actually execute one of their plans. Problems can arise when top management views industrial relations as a job creation strategy and are biased in their appraisals. Industrial relations directors have to prove the value of their work despite the abstract nature of human relations and an absence of tangible measures. Examples of corporate relations include Northwood Corporation and Vedex Company.
- Published
- 1954
45. Making Human Relations Work.
- Author
-
Jennings, Elizabeth and Jennings, Francis
- Subjects
SUPERIOR-subordinate relationship ,COMMUNICATION in management ,SOCIOLOGY of work ,ORGANIZATIONAL sociology ,MANAGING your boss ,CONFLICT (Psychology) ,MANAGEMENT ,PERSONNEL management -- Social aspects ,INTERORGANIZATIONAL relations ,CORPORATE culture ,VALUE orientations ,CONFLICT management ,ORGANIZATIONAL communication - Abstract
The article refers to a Robert Wood Johnson report, "Human Relations in Modern Business," and the significance of personality in relations between management and workers. Examples describe: values conflicts in the workplace that result in fears--such as fear of authority, of being one's self, and of responsibility--which limit productivity; and management attitudes of destructive blame or praise which maintain these fears. Topics include: the distinction between power and real authority; protection of a nonproductive employee; constructive integration of conflict as a management tool for personal and organizational development; self-awareness in superior-subordinate communication; and advice for creating an environment that meets workers' needs for self-esteem, recognition, and social activity.
- Published
- 1951
46. A Trade Unionist Appraises Management Personnel Philosophy.
- Author
-
Barkin, Solomon
- Subjects
PERSONNEL management ,INDUSTRIAL management ,LABOR unions ,LABOR union members ,INTERORGANIZATIONAL relations ,ORGANIZATIONAL behavior ,SOCIOLOGY of work ,INDUSTRIAL relations research ,COOPERATION ,INTERPERSONAL relations ,INTERGROUP relations ,TALENT management ,PSYCHOLOGY ,ECONOMICS ,MANAGEMENT - Abstract
Having published so many articles endorsing the "human relations" approach on the part of management, we consider it our responsibility to give the Director of Research of the Textile Workers Union of America an opportunity to express his views on the subject. Whether or not we agree with Mr. Barkin's interpretation, we feel that all businessmen may gain in having a clearer understanding of the thinking of this well-known union leader. [ABSTRACT FROM PUBLISHER]
- Published
- 1950
47. Is Strategic Communication too important to be left to Communication Professionals?: Managers’ and coworkers’ attitudes towards strategic communication and communication professionals.
- Author
-
Falkheimer, Jesper, Heide, Mats, Nothhaft, Howard, Platen, Sara von, Simonsson, Charlotte, and Andersson, Rickard
- Subjects
- *
STRATEGIC communication , *ORGANIZATIONAL communication , *SOCIOLOGY of work , *INDUSTRIAL surveys , *CONCEPTUAL models - Abstract
The article is based upon empirical data from a Swedish three-year research project entitled “Communicative Organizations”, investigating the value of communication for organizations. The project is involves eleven organizations. Based upon empirical data from a quantitative survey (n = 6486) the perceived value of strategic communication and communication professionals, mainly among managers and co-workers, is analyzed. Two conceptual models are used for analysis: the communicative organization and the four-by-four model of strategic public relations. The results shows that the self-identity of communication professionals and the normative model of strategic public relations partly mirror and partly collide with the perceptions of managers and coworkers. The study confirms that managers and coworkers find communication crucial for their organizations at a strategic level, but that the role of communication professionals is rather unclear. A majority of the respondents do not understand the core role or roles of communication professionals. [ABSTRACT FROM AUTHOR]
- Published
- 2017
- Full Text
- View/download PDF
48. Contradictory individualized self-blaming: a cross-sectional study of associations between expectations to managers, coworkers, one-self and risk factors for musculoskeletal disorders among construction workers.
- Author
-
Nguyen Ajslev, Jeppe Zielinski, Persson, Roger, Andersen, Lars Louis, and Ajslev, Jeppe Zielinski Nguyen
- Subjects
- *
MUSCULOSKELETAL system diseases , *CONSTRUCTION workers , *EXECUTIVES , *SOCIOLOGY of work , *MENTAL fatigue , *DISEASE risk factors , *HEALTH , *CONSTRUCTION industry , *OCCUPATIONAL diseases , *SELF-perception , *CROSS-sectional method , *LUMBAR pain , *PSYCHOLOGY , *DIAGNOSIS ,OCCUPATIONAL disease diagnosis - Abstract
Background: Within work sociology, several studies have addressed construction workers' practices of masculinity, class, economy, safety risks and production. However, few studies have investigated room for agency in relation to bodily pain or musculoskeletal disorders and even fewer have made a quantitative approach. Accordingly, by means of a questionnaire, we examined the association between construction workers' room for agency and physical exertion, bodily and mental fatigue, and lower back pain.Methods: A total of 481 Danish construction workers who responded to a multifaceted questionnaire were included. Drawing on previous studies and a Foucauldian inspired concept of agency, agency was quantified through specially crafted questions and examined in relation to established measures on physical exertion, physical and mental fatigue and pain in the lower back. Associations were tested using analyses of variance (general linear models) and controlled for age, gender, job group, lifestyle and depression.Results: When asked about options for agency reducing the burden of work, few workers believed themselves to be prime agents of such practices. When asking about their view on performing alternative agency implying caring for the body, 39-49% expected negative reactions from management, and 20-33% expected negative reactions from colleagues. In contrast, only 13-18% of the participants stated that they would give a negative reception to such alternative practices. Using the expected reception outcomes (positive, neutral, negative) to alternative practices as predictors, the statistical regression analyses showed that negative expectations to management were associated with higher levels of physical exertion 0.62 (95% CI = 0.14-1.09) (scale 0-11), bodily fatigue 0.63 (95% CI = 0.22-1.04), mental fatigue 0.60 (95% CI = 0.07-1.12), and low back pain 0.79 (95% CI = 0.13-1.46) (scales 0-10).Conclusion: In our study, construction workers answered questions about work and MSD. The answers indicated a contradiction between perceived responsibility and room for agency. Based on the study, a number of target areas could fruitfully be addressed in aiming to reduce MSD among construction workers. To change workers' expectances to the reception of lowering work pace if needed to take care of the body, their expectances to the reception of sickness absence as a result of pain, of discussing physical exertion in work and of demanding appropriate technical assistive devices are such examples. Our results emphasize that management plays an important role in this. [ABSTRACT FROM AUTHOR]- Published
- 2017
- Full Text
- View/download PDF
49. Towards a sociology of risk work: A narrative review and synthesis.
- Author
-
Gale, Nicola K., Thomas, Gareth M., Thwaites, Rachel, Greenfield, Sheila, and Brown, Patrick
- Subjects
RISK management in business ,OCCUPATIONAL sociology ,WORK-life balance ,ATTITUDES toward work ,SOCIOLOGY of work - Abstract
In this article, we define the concept of 'risk work,' which aims to make visible working practices to assess or manage risk, in order to subject these practices to sociological critique. This article reviews and synthesizes existing published literature to identify components of risk work: (a) translating risk into different contexts, (b) minimizing risks in practice, and (c) caring in the context of risk. We argue that these three components of risk work raise important tensions for workers that have been inadequately explored in the literature to date. We propose that future research should additionally focus on practitioner subjectivity and identity in risk work. In addition, we argue that comparative research-across type of risk and different contexts-and methodological and theoretical diversity would enhance this emerging field of research. [ABSTRACT FROM AUTHOR]
- Published
- 2016
- Full Text
- View/download PDF
50. Co-workers with benefits.
- Author
-
Shuck, Brad, Owen, Jesse, Manthos, Megan, Quirk, Kelley, and Rhoades, Galena
- Subjects
SOCIOLOGY of work ,EMPLOYEE benefits ,JOB involvement ,WORKPLACE romance ,SOCIAL media - Abstract
Purpose – The purpose of this paper is to examine the relation between employee engagement, decisions to be in a relationship with a co-worker, and commitment uncertainty in a sample of adults who identified they were currently working with their romantic partner. Design/methodology/approach – Because workplace romance can be a taboo topic among working adults, we recruited participants anonymously from online social media websites (n=68). The use of non-experimental design limits the ability to draw causal references in relation to the variables of interest. Findings – Participants who reported they were motivated to be in a romantic relationship with a co-worker to increase status also reported lower levels of engagement, even after controlling for other relationship (e.g. relationship adjustment) and workplace variables (e.g. intent to turnover). Practical implications – Romantic relationships within the workplace will most certainly transpire yet the topic remains underexplored in the management literature. This work provides scholars and practitioners insight into the psychological mechanisms that influence workplace relationships and more, explores how relationships between co-workers impact performance variables such as employee engagement. Originality/value – This is the first study to examine the influence of workplace romantic relationships in the context of employee engagement. Moreover, this is one of only a handful of studies that has documented the empirical linkage between workplace relationships and performance variables. [ABSTRACT FROM AUTHOR]
- Published
- 2016
- Full Text
- View/download PDF
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