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The organization man
This book is about the organization man. If the term is vague, it is because I can think of no other way to describe the people I am talking about. They are not the workers, nor are they the white-collar people in the usual, clerk sense of the word. These people only work for The Organization. The ones I am talking about belong to it as well. They are the ones of our middle class who have left home, spiritually as well as physically, to take the vows of organization life, and it is they who are the mind and soul of our great self-perpetuating institutions. Only a few are top managers or ever will be. In a system that makes such hazy terminology as \"junior executive\" psychologically necessary, they are of the staff as much as the line, and most are destined to live poised in a middle area that still awaits a satisfactory euphemism. But they are the dominant members of our society nevertheless. They have not joined together into a recognizable elite -- our country does not stand still long enough for that -- but it is from their ranks that are coming most of the first and second echelons of our leadership, and it is their values which will set the American temper. - Introduction.
Inclusive Leadership and Work Engagement: Mediating Roles of Affective Organizational Commitment and Creativity
We examined the mediating roles of affective organizational commitment and employee creativity in the relationship between inclusive leadership and employee work engagement. Participants were 246 employees of 6 companies in the services industry in Vietnam, and they completed the Employee
Work Engagement Scale, Inclusive Leadership Scale, Affective Organizational Commitment Scale, and Employee Creativity Scale. We found that inclusive leadership was positively related to employee work engagement, and that both affective organizational commitment and employee creativity mediated
this relationship. Our findings represent a theoretical contribution to social exchange theory and provide useful managerial implications for organizations to improve work engagement among employees.
Journal Article
From horizontal knowledge sharing to vertical knowledge transfer: The role of boundary-spanning commitment in international joint ventures
International joint ventures (IJVs) have become an important source of critical knowledge for multinational enterprises, but little is known about how knowledge can be effectively transferred to parent firms when the potential for interpartner opportunism still exists. Drawing on attachment theory, we study how boundary-spanning commitments to IJVs may help mitigate interpartner opportunism and facilitate effective knowledge transfer to parents. Specifically, we argue that knowledge transfer from IJVs to their parents is positively mediated by both boundary spanners’ organizational commitment to IJVs and parent firms’ resource commitment to IJVs. We test our arguments using survey data collected from 600 dyadic Chinese–foreign managers of 100 IJVs established in China. The results provide evidence that knowledge sharing between boundary spanners in IJVs positively affects their organizational commitment to these IJVs, which in turn positively affects knowledge transfer to parents. Similarly, knowledge sharing between such boundary spanners positively affects parent firms’ resource commitment to IJVs, which in turn positively affects knowledge transfer to parents. The mediating role of boundary spanners’ organizational commitment is stronger than that of parent firms’ resource commitment. Collectively, our findings suggest that commitment-based relational mechanisms are imperative for safeguarding effective knowledge transfer from IJVs to parent firms.
Journal Article
Human resource management systems and work attitudes
This paper examines the role of employees’ future time perspective (FTP) in the association between human resource management (HRM) systems and work-related attitudes. Drawing on social exchange theory, signaling theory, and affective events theory, we hypothesize HRM systems’ indirect effects on individual-level job satisfaction and affective organizational commitment as mediated by FTP. The results of this multilevel study, comprising 913 employees of 76 business units, provide evidence that HRM systems have (i) direct effects on employees’ FTP and (ii) indirect effects on job satisfaction and organizational commitment via FTP. In addition, three HRM bundles’ (i.e., knowledge, skills, and abilities enhancing; motivation enhancing; and opportunity enhancing) corresponding indirect effects are explored. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions.
Journal Article
The link between perceptions of leader emotion regulation and followers’ organizational commitment
Purpose
The purpose of this paper is to investigate the association between perceptions of leader emotion regulation strategies and followers’ organizational commitment. In particular, this study using social exchange theory as a framework examines the association between leader surface and deep acting and followers’ affective, normative and continuance organizational commitment.
Design/methodology/approach
Survey data were collected from 323 employees of five service sector organizations in Anhui province, China. Further, PLS-SEM technique was used to perform quantitative analysis.
Findings
The findings suggest that leader surface acting has a negative influence on followers’ affective commitment, normative commitment and continuance commitment. In contrast, leader deep acting has a positive influence on followers’ affective commitment, normative commitment and continuance commitment.
Practical implications
The findings suggest that leaders should be careful in managing their affective display. They may like to improve their followers’ affective commitment, normative commitment and continuance commitment by using deep acting. In contrast, leader surface acting may weaken their followers’ affective commitment, normative commitment and continuance commitment.
Originality/value
This study extends the social exchange theory in the context of emotional labor by examining the link between perceptions of leader surface and deep emotional strategies and followers’ affective, normative and continuance organizational commitment.
Journal Article
Differentiating HR systems’ impact
Combining the macro perspective of strategic human resource (HR) management with applied psychology’s micro approaches, this paper helps to differentiate the effects of HR practices on individual-level outcomes by introducing two distinct HR practice bundles. We draw on social exchange theory to hypothesize (i) main effects of both growth-enhancing and maintenance-enhancing bundles on affective organizational commitment and in-role behavior and (ii) moderating effects of age and maintenance-enhancing practices on work outcomes, such that increasing employee age attenuates the positive impact of HR practices. The results of a multilevel study comprising 600 employees and their direct supervisors in 64 business units provide support for the hypothesized main effects on affective commitment and the interaction between age and maintenance-enhancing practices on work outcomes. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions.
Journal Article