How Do Employees’ Perceptions of Workplace Fairness Affect Organizational Commitment?

October 2, 2014 by

[We're pleased to welcome M. Ángeles López-Cabarcos of Universidad de Santiago de Compostela in Spain. She collaborated with Ana Isabel Machado-Lopes-Sampaio-de Pinho and Paula Vázquez-Rodríguez on their article "The Influence of Organizational Justice and Job Satisfaction on Organizational Commitment in Portugal’s Hotel Industry," which was recently published in Cornell Hospitality Quarterly.]

  • What inspired you to be interested in this topic?

Employees’ identification with and involvement in their organization is very important in cqx covercompetitive environments like the hospitality industry, which is characterized as a service-oriented industry with high employee turnover. Because in the hotel industry it is necessary to adapt to customer’s needs, it is important to analyze the role that each employee plays in delivering the service. This is especially necessary considering that the employee is the first-hand representation for the customer of the organization’s vision. To achieve a higher level of service, managers need committed employees that promote the organization’s values, while providing a high-level of service quality, which in turn brings positive results for the organization. For this reason, research on employees´ organizational commitment is quite pertinent to aid the hotel industry in maximizing quality results. Furthermore, it is crucial that researchers identify specific variables that increase employee commitment in organizations. This is particularly important for the Portuguese hotel industry, as the hypothesized model has not been examined in this specific context.

  • Were there findings that were surprising to you?

The special characteristics of the context can explain the results obtained: i) rewards and the justification and explanation of managerial decisions are not the only factors that influence the commitment of hospitality-industry employees; ii) if hospitality-industry employees are satisfied with their jobs, they are likely to develop affective and normative commitment; (iii) rewards received and the quality of interpersonal relationships can influence job satisfaction; (iv) in order to achieve employee commitment, managers should make a special effort to explain all the procedures and systems used to their employees and ensure that they are satisfied with their jobs; and v) job satisfaction is a key variable when it comes to obtaining employees with affective and normative commitment, also, rewards and interpersonal relationships are significant variables that result in satisfied employees.

  • How do you see this study influencing future research and/or practice?

Firstly, this study tries to make a contribution to the “increasingly crowded conceptual marketplace” (Pfeffer 1993), replicating some hypotheses supported in previous studies, and testing hypotheses supported previously but not in the context of the hospitality industry to shed light on relationships that have mixed findings in the literature. According to Davis (2010), this study is a “quasi-experiment” and the organizational results “need not be general, predictive or precise to be useful” (p. 33). The value of the present research lies in its substantive importance for the functioning of the Portuguese hotel industry rather than for its contribution to theory.

On the other hand, the hotel industry cannot aspire to high competitive levels of quality in service if its employees are not committed to it. Therefore, when employees are committed to their work, they can focus their energies on customer service and are more willing to help and cooperate. Hence, the major challenge of human resource management lies in studying, creating, and implementing appropriate management tools through which employees develop commitment to organizational objectives and integrate them into their own. So, future lines of research in hotel industry context should analyze the role of several control variables, other variables related to organizational commitment, as well as other possible moderators thereof. Other studies could be carried out in other geographical areas in order to offer more generalizable results across different regions.

Click here to read “The Influence of Organizational Justice and Job Satisfaction on Organizational Commitment in Portugal’s Hotel Industry” for free from Cornell Hospitality Quarterly. Want to know when the latest research is available from Cornell Hospitality Quarterly? Click here to sign up for e-alerts!

MALCM. Ángeles López Cabarcos, Ph.D. Business Administration by Santiago de Compostela University (Spain). Professor at Faculty of Business Administration (Santiago de Compostela University) and UOC. Her research interests focus on organizational behaviour, labour climate, human research management, and bullying at work.

Ana Isabel Machado-Lopes-Sampaio-de Pinho, Ph.D. Business Administration by Santiago de Compostela University (Spain). Professor at Instituto Superior da Maia (ISMAI) do Porto (Portugal). Her research interests focus on organizational behaviour, labour climate, human research management, and bullying at work.

PVRPaula Vázquez Rodríguez, Ph.D. Business Administration by Santiago de Compostela University (Spain). Professor at Faculty of Business Administration (Santiago de Compostela University). Her research interests focus on organizational behaviour, labour climate, human research management, and bullying at work.

Congratulations to Academy of Management Award Winner, Ed Lawler!

October 1, 2014 by
Lawler from deans report2

Photo courtesy of Ed Lawler

We’re pleased to congratulate Ed Lawler, Distinguished Professor at the Marshall School of Business at the University of Southern California! The Academy of Management recently awarded Dr. Lawler both the Herbert Heneman Jr. Award for Career Achievement for his impact in the field of human resources management and the Research Center Impact Award for his work with the USC Center for Effective Organizations, of which he is the founder and director.

In honor of this award, you can read Dr. Lawler’s article which appeared in Compensation and Benefits Review entitled “What Makes Performance Appraisals Effective?” free for the next two weeks! The article was coauthored with George S. Benson of University of Texas at Arlington and Michael McDermott of McDermott Sitzman & Associates, PC.

The abstract:

Performance appraisals are often criticized and poorly done. However, they are not going away and should not go away. They are needed to effectively manage an organization’s talent. Our research suggests that performance CBR_42_1_72ppiRGB_powerpointmanagement systems can be effective if they are designed and executed correctly. Performance management systems are effective when they are based on goals that are jointly set and are driven by an organization’s business strategy. The use of competency models that are based on business strategy is strongly associated with organizational effectiveness. When they drive salary increases and bonuses, they are executed better. Often absent but critical to the success of performance management systems is senior management leadership and ownership; much less important is ownership by human resources. Additional keys to effectiveness are training managers to do appraisals, holding them accountable for how well they do appraisals and using measures of how results are achieved.

You can click here to read “What Makes Performance Appraisals Effective?” from Compensation and Benefits Review. Want to know about all the latest research from Compensation and Benefits Review? Click here to sign up for e-alerts!

What is “Double-Loop” Coaching?

September 30, 2014 by

In recent years, interest in coaching has grown significantly and a number of techniques have been explored. But what is “double-loop coaching”? Author Robert Witherspoon delves into this unique approach to coaching in his article, “Double-Loop Coaching for Leadership Development” from the September issue of the Journal of Applied Behavioral Science.

The abstract:

This article explores a distinctive coaching approach designed to help leaders learn about how they think in action, and then apply that learning to improve their performance and leadership. The particular focus of this approach is on JABS_v50_72ppiRGB_powerpointthe way that leaders think about, or frame key situations—and specifically how this thinking can powerfully shape their acting and results. I call this double-loop coaching (DLC), drawing on the distinction coined by Chris Argyris between single- and double-loop learning. The essence of DLC is the idea that the way leaders act and the results they create begin with the way they think. With actual coaching cases that apply this approach, this article suggests ways leaders can better connect their thinking and their action to increase their chances of success, especially when important matters are at stake among parties with different perspectives.

Click here to read “Double-Loop Coaching for Leadership Development” from the Journal of Applied Behavioral Science! Don’t forget to sign up for e-alerts from the Journal of Applied Behavioral Science and get all the latest news and research sent directly to your inbox!

Do consumers travel across state lines to avoid taxes?

September 29, 2014 by

cigarette-869762-mExcise tax on cigarettes can vary greatly from state to state. According to the National Conference of State Legislature, state tax amounts in 2011-2012 ranged from the lowest in Missouri at 17 cents per pack and the highest in New York at $4.35 per pack. How does this affect the means by which smokers purchase cigarettes in high tax states? How much tax revenue is lost when smokers seek out alternative purchasing options? Authors Andrew Nicholson, Tracy M. Turner and Eduardo Alvarado discuss in their article “Cigarette Taxes and Cross-border Revenue Effects: Evidence Using Retail Data” from Public Finance Review.

From the article:

This article adds to a growing literature that documents tax avoidance behavior and the implied state tax revenue leakages arising from differential taxation of cigarettes across US states. The ability of consumers to purchase at a lower-tax PFR_72ppiRGB_powerpointprice than that in one’s home state, either through border crossing or through Internet purchases, suggests that requiring Internet cigarette purchases to be subject to taxation and creating interstate coordination of excise tax rates could yield significant gains in the form of higher revenues as well as diminish cigarette consumption. Future research might examine the potential for these gains and the extent to which they are positive even for the states with relatively low excise tax rates, as these states’ retailers also face growing competition from tax-free Internet sales.

Click here to read “Cigarette Taxes and Cross-border Revenue Effects: Evidence Using Retail Data” from Public Finance Review. Want to know about all the latest from Public Finance Review? Click here to sign up for e-alerts!

SAGE Founder Sara Miller McCune Honored by Bath and Cardiff Universities

September 26, 2014 by

We are pleased to extend our warmest congratulations to SAGE Publications’ founder and executive chairman Sara Miller McCune. In June and July of this year, Ms. McCune was awarded an honorary fellowship from Cardiff University and an honorary degree of Doctor of Letters from Bath University for her work and contribution to the field of social sciences.

Sara-Bath-7-1024x682

Speaking at the ceremony in Bath, Professor Colin B. Grant remarked:

“The wisdom of Sara Miller McCune does not stop in regards to founding one of the leading academic publishing houses in the world; in addition she is equally well known for her philanthropic works. Sara has had, and continues to have, an esteemed career both through her work in publishing and her wider philanthropic goals being an ‘agent of change in society by supporting the growth of social capital’. We were delighted to present her to our Chancellor to receive the degree of Doctor of Letters, in light of her work, of which she is most eminently worthy.”

Ms. McCune founded SAGE at the age of twenty-four in 1965. Her entrepreneurial spirit and unwavering dedication to education have guided SAGE in becoming a leading international publisher of journals, books, and digital media for academic, educational, and professional markets. Additionally, her support of a range of personal philanthropic projects have touched various global communities.

Click here for more information about the honor from Bath University and here for more information about the honor from Cardiff University.

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A version of this post originally appeared on the SAGE Connection blog

Neuroscience and Management Skills Development

September 25, 2014 by

network-neurons-2-1043923-mAdvances in neuroscience have taken off in recent years and show no sign of slowing down. But how can these new findings of how our brains work be applied to management skill development? Authors Paul McDonald and Yi-Yuan Tang discuss in their article “Neuroscientific Insights Into Management Development: Theoretical Propositions and Practical Implications” from Group and Organization Management.

From the article:

Neuroscientific findings point to two skills that should be high on the management development agenda. The first is metacognition, the ability to pause and think about what one is thinking about.06GOM10_Covers.indd Metacognition is instrumental in self-regulated learning, a critical skill within turbulent and complex environments (Haynie, Shepherd, Mosakowski, & Earley, 2010). The second skill is mindfulness, which can be developed through a variety of traditions spanning from Eastern to Western. Mindfulness has implications for management development, including attention, creativity, and adaptability. From a Western perspective, Langer (1989) has developed a sociocognitive approach, distinct from meditation. From an Eastern perspective, Tang (2011) suggests integrative body–mind training as the means to increase neuroplasticity leading to enhanced attentional and learning capability.

“Neuroscientific Insights Into Management Development: Theoretical Propositions and Practical Implications” from Group and Organization Management can be read for free by clicking here. Want to know about all the latest news and research from Group and Organization Management? Click here to sign up for e-alerts!

Congratulations to the Winner of the Journal of Applied Behavioral Science’s Best Reviewer Award for 2013!

September 24, 2014 by

AAA 2011 8 12photoWe’re pleased to congratulate Achilles Armenakis, winner of the Journal of Applied Behavioral Science‘s Best Reviewer Award for 2013! Dr. Armenakis graciously provided us with some information on his background:

Achilles Armenakis is the James T. Pursell, Sr. Eminent Scholar in Ethics at Auburn University. Achilles joined the Business School faculty in 1973. He has been director of the Auburn Technical AssistanceJABS_v50_72ppiRGB_powerpoint Center for 8 years and associate dean for external affairs for 5 years. Since 2007 he has served as the director of the Auburn University Center for Ethical Organizational Cultures. Additional information can be obtained from: http://harbert.auburn.edu/directory/achilles-armenakis/

In honor of this award, the latest issue of the Journal of Applied Behavioral Science is available to be read for free for the next 30 days! Click here to access the Table of Contents! Want to know about all the latest awards, news and research from the Journal of Applied Behavioral Science? Click here to sign up for e-alerts!

Designing Better Customer Service Experiences Using “Sticktion”

September 23, 2014 by

The customer may always be right, but research has shown that their memory can sometimes fail them when recollecting service experiences. Fortunately, there may be a solution in the form of “sticktion.” Kathryn A. LaTour and Lewis P. Carbone discuss the use of this technique in their article from the November issue of Cornell Hospitality Quarterly entitled “Sticktion: Assessing Memory for the Customer Experience.” The authors also had a chance to sit down and talk about their findings in the video below:

Click here to read “Sticktion: Assessing Memory for the Customer Experience” from Cornell Hospitality Quarterly! Want to know about all the latest news and research from Cornell Hospitality Quarterly? Click here to sign up for e-alerts!

How Does an Organization’s Compensation System and Its Culture Affect Each Other?

September 22, 2014 by

[We're pleased  to welcome Pankaj M. Madhani of ICFAI Business School (IBS) in India. Dr. Madhani is the author of "Aligning Compensation Systems With Organization Culture," which appeared in the most recent issue of Compensation and Benefits Review.]

Organization culture has been identified as an intangible phenomenon— pervasive but difficult to manage. Culture is important because it reinforces the values in the organization, which in turn shapes employee behavior. A key CBR_42_1_72ppiRGB_powerpointcontributor to culture is the compensation system, which reflects the values of the organization, desired actions and emphasis placed on desired results. Depending on how the compensation system is designed, installed, communicated and managed, it can support, hamper or change the direction of an organization’s culture. Organizations have not thoroughly studied and linked organization culture and compensation system as the culture frequently is not defined and discussed, and often organizations are unsure of the messages that specific compensation design alternatives convey to employees.

This research study looks at the impact of organization culture on compensation and vice versa. Various frameworks provided in this article will help managers in effectively managing compensation costs as well as enhancing performance of the organizations. The organization culture can be shaped by the type of compensation system used and the kinds of behaviors and outcomes the organization chooses to reward and punish.

Depending on overall management of compensation system, it can positively or negatively influence an organization’s culture. Organization culture and compensation system design function as complementary elements in achieving the strategic goals of the organization. This research identifies compensation strategies for various types of organization culture and suggests the best-case scenario for optimal performance.

You can read “Aligning Compensation Systems With Organization Culture” from Compensation and Benefits Review for free by clicking here. Want to have notifications of all the latest research from Compensation and Benefits Review sent directly to your inbox? Click here to sign up for e-alerts!

857da02a30227a2416653fe028aa8c16Pankaj M. Madhani earned a master’s degree in business administration from Northern Illinois University, a master’s degree in computer science from Illinois Institute of Technology in Chicago and a PhD in strategic management from CEPT University. He has more than 27 years of corporate and academic experience in India and the United States. During his tenure with corporate experience, he was recognized with the Outstanding Young Managers Award. He is now working as an associate professor at ICFAI Business School (IBS) where he received the Best Teacher Award from IBS Alumni Federation. He is also the recipient of the Best Mentor Award. He has published various management books and more than 200 book chapters and research articles in several academic and practitioner journals such as WorldatWork Journal and The European Business Review. He is a frequent contributor to Compensation & Benefits Review and has published 12 articles on sales compensation. His main research interests include sales force compensation, corporate governance and business strategy.

Book Review: Women and Executive Office: Pathways and Performance

September 19, 2014 by

504f563ea2b0fLooking for a good read for the last weekend of summer?

Melody Rose , ed.: Women and Executive Office: Pathways and Performance. Boulder, CO: Lynne Rienner, 2012. 300 pp. $65.00, cloth.

Read the review by Hannah Riley Bowles of Harvard University, published in the OnlineFirst section of Administrative Science Quarterly:

Women and Executive Office is about women achieving high-level executive positions in U.S. government (e.g., mayor, governor, vice president, president) and to a lesser extent about the difference it makes when women hold these types of positions. Sparked by the candidacies of Hillary Clinton and Sarah ASQ_v59n3_Sept2014_cover.inddPalin in the 2008 presidential election, the contributors were drawn together by a collective sense that the field of political science was overdue for an examination of women in executive offices. They explain that the bulk of political scientific research on gender and leadership focuses on legislative offices. This is in part because data on legislatures are more readily accessible and easily analyzed than data on executive positions but also because it is a more recent phenomenon that women are running for and winning elections for executive office in substantial numbers.

In the editor’s own words, the book’s contributors “are really just beginning to define a course of study” (p. 8). The chapters provide a descriptive exploration, quantitative and qualitative, of female public executives. If there is an organizing theoretical idea, it is that public executive office is masculine stereotyped—deeply associated with a traditional white heterosexual male image of leadership and family structure. This masculine standard creates challenges for women in terms of how they self-present verbally, physically, and familially and how they communicate their political message through gendered media filters.

You can read the rest of the review from Administrative Science Quarterly by clicking here. Want to be notified of all the latest research and reviews from Administrative Science Quarterly? Click here to sign up for e-alerts!


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