The Warm Glow of Restaurant Checkout Charity: Do You Participate?

5390059375_4cb242cbbc_z.jpgIt’s often seen and experienced that retail stores, restaurants, and supermarkets ask for a donation to the cause of the season when you checkout. How often do you donate and agree to that $1-$5 on the pin pad? If you do donate, do you feel like an avid supporter of both the store you’re shopping at and the featured charity? Researchers and authors Michael Giebelhausen, Benjamin Lawrence, HaeEun Helen Chun, and Liwu Hsu go so far as to say people feel a “warm glow” when agreeing to donate on a whim.

They recently published an article in Cornell Hospitality Quarterly entitled, “The Warm Glow of Restaurant Checkout Charity,” which is currently free to read for a limited time. The abstract for this article is below:

Checkout charity is a phenomenon whereby frontline employees (or self-service technologies) solicit charitable donations from customers during the payment process. Despite its growing ubiquity, little is known about this salient aspect of the service experience. The present research examines checkout charity in the context of fast-food restaurants and finds that, when customers donate, they experience a “warm glow” that mediates a relationship between donating and store repatronage. Study 1 utilizes three scenario-based experiments to explore the phenomenon across different charities and different participant populations using both self-selection and random assignment designs. Study 2 replicates with a field study. Study 3 examines national store–level sales data from a fast-food chain and finds that checkout fund-raising, as a percentage of sales, predicts store revenue—a finding consistent with results of Studies 1 and 2. Managers often infer, quite correctly, that many consumers do not like being asked to donate. Paradoxically, our results suggest this ostensibly negative experience can increase service repatronage. For academics, these results add to a growing body of literature refuting the notion that small prosocial acts affect behavior by altering an individual’s self-concept.

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Donation box photo attributed to Zhu (CC).

 

Strategies for coping with rejection in work-related circumstances

23391316560_d5a8565059_z.jpgCareer-related rejection is inevitable, since everyone faces this reality at some point in in his or her life. Your idea for approaching project management could be rejected, you could be passed up on a desired promotion, or you could simply not be offered that dream job you’ve wanted since high school.

In a recent paper published in the Journal of Leadership and Organizational Studies, author Nancy Day of the University of Missouri illustrates how rejection affects faculty members and how it affect their publication performance. This rejection also proves to affect their interpersonal relationships, and Day aims to analyze the negative strains more in-depth. The paper, co-authored by Tracy Porter of Cleveland State University, is entitled “Lacerations of the Soul: Rejection-Sensitive Business School Faculty and Perceived Publication Performance,” is currently free to read for a limited time. Below, Day describes her motivation to pursue this research:

I initially had the idea for this research from an essay I published in the Academy of Management Learning and Education journal. A couple of its reviewers mentioned that there was no research showing that academic researchers are negatively affected by rejection sensitivity, and their comments intrigued me. So I decided I would conduct the first research attempting to answer the question.

My hope in writing the essay and in this study is to stimulate university research administrators and to “normalize” rejections and consider its effects on faculty affect and performance. In my experience, it’s the “elephant in the room” that everyone wrestles with but few talk about.

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Rejection word block attributed to Topher McCulloch (CC).

Emotional Self-Leadership: How Leader Emotion and Self-Leadership Intersect

Staff in Woodlands office, Bedford, February 2010.

[We’re pleased to welcome Charles Manz of University of Massachusetts, Amherst. Charles recently published an article in Journal of Leadership & Organizational Studies with co-auhtors Jeffrey D. Houghton, Christopher P. Neck, Mel Fugate, and Craig Pearce entitled “Whistle While You Work: Toward a Model of Emotional Self-Leadership”. Charles discusses the article:]

A primary reason that I was especially interested in working on the article “Whistle While You Work: Toward a Model of Emotional Self-Leadership,” which is forthcoming in Journal of Leadership and Organization Studies, is that it afforded the opportunity to spend time and work with some of my favorite colleagues — my co-authors on the article Jeff Houghton, Chris Neck, Mel Fugate and Craig Pearce. When ever possible I personally try to choose ways to make my own work naturally enjoyable — that is, ways to essentially  “Whistle While I Work” — and for me JLOworking with these thoughtful, competent, and good and fun people, does just that. I have found collaboration is one of the most enriching features we can choose as academics, especially when we collaborate with colleagues we can learn from and enjoy being around.

Of course, it also nice that our work is now being published (providing a chance for our team to enjoy a celebration) and that our article puts a self-leadership-of-emotion stake in the ground adding to the rich literature on emotion at work. For several years our co-author team has been exploring ways to contribute to and help expand the existing work on personal influence of emotion (e.g., emotion regulation, emotional labor, etc.). In our article we introduce a model of emotional self-leadership along with propositions that we hope might inspire future research. More specifically, we explore intrapersonal and interpersonal aspects of emotional self-leadership and its inherent challenges and opportunities and we examine how emotional self-leadership strategies can be used to shape emotional experiences, emotional authenticity, and other work-related outcomes.

The abstract for the article:

There has been a growing interest in leader emotion in organizational scholarship. Concomitantly, the body of research on self-leadership continues to expand. Nonetheless, relatively little work has focused on emotional self-leadership. We address this void by exploring intrapersonal and interpersonal aspects of emotional self-leadership and its inherent challenges and opportunities. Specifically, we examine how emotional self-leadership strategies can be used to shape emotional experiences, emotional authenticity, and other work-related outcomes. We offer an emotional self-leadership model, research propositions, and implications for research and practice.

You can read “Whistle While You Work: Toward a Model of Emotional Self-Leadership” from Journal of Leadership & Organizational Studies free for the next two weeks by clicking here.

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*Image attributed to highwaysengland (CC)

An Argument for Compassionate Research Methods

9505520762_1ec974cdf1_z[We are pleased to welcome Hans Hansen of Texas Tech University. Hans recently published an article in Organizational Research Methods, entitled “This is Going to Hurt: Compassionate Research Methods” with co-author Christine Quinn Trank of Vanderbilt University.]

Compassionate research hopes to make the world a better place by reducing suffering, but it can also provide our field with new theories, which we desperately need. When you look at the world with a new lens, you see new things, things that other lenses could not reveal. We hope that a compassionate approach can not only reveal new aspects of existing phenomena, but entirely new phenomena as well, and lead to entirely new theories of organizing.

Current Issue Cover

The topic of compassion is making an impact in organizational studies, and interest continues to increase, so our aim was to provide a methodology for this burgeoning field. In addition to moving us in new directions, we also hope to increase compassionate research by clearing outlining a distinct method.

We hope to give the field a push, and just as grounded theory provided a clear method for inductive research, we hope compassionate methods become the guide for compassionate research, and be generative in providing new insights and theories.

The abstract for the paper:

As compassion has become established in the organizational literature as an important area of study, calls for increased compassion in our own work and research have increased. Compassion can take many forms in academic work, but in this article we propose a framework for compassionate research methods. Not only driven by caring for others and a desire for improving their lot, compassionate research methods actually immerse the researcher in compassionate work. We propose that compassionate research methods include three important elements: ethnography, aesthetics, and emotionality. Together, these provide opportunities for emergent theoretical experimentation that can lead to both the alleviation of suffering in the immediate research context and new theoretical insights. To show the possibilities of this method, we use empirical data from a unique setting—the first U.S. permanent death penalty defense team.

You can read “This is Going to Hurt: Compassionate Research Methods” from Organizational Research Methods free for the next two weeks by clicking here. Want to keep current on all of the latest research from Organizational Research MethodsClick here to sign up for e-alerts!

*Conversation image attributed to Andreas Bloch (CC)

The Stress of Cyber Incivility at Work

5630090047_5922a8afeb_zCyber bullying has been an emerging issue in recent years, and recent news, like the recent suicide of firefighter Nicole Mittendorff, have brought to light just how pervasive and harmful cyber bullying can be in the workplace. A recent article published in Journal of Management, entitled “Daily Cyber Incivility and Distress: The Moderating Roles of Resources at Work and Home” from authors YoungAh Park, Charlotte Fritz, and Steve M. Jex delves into the topic of cyber incivility, pinpointing how cyber incivility can cause lasting distress in employees. The abstract for the paper:

Given that many employees use e-mail for work communication on a daily basis, this study examined within-person relationships between day-level incivility via work e-mail (cyber incivility) and employee outcomes. Using resource-based theories, we Current Issue Coverexamined two resources (i.e., job control, psychological detachment from work) that may alleviate the effects of cyber incivility on distress. Daily survey data collected over 4 consecutive workdays from 96 employees were analyzed using hierarchical linear modeling. Results showed that on days when employees experienced cyber incivility, they reported higher affective and physical distress at the end of the workday that, in turn, was associated with higher distress the next morning. Job control attenuated the concurrent relationships between cyber incivility and both types of distress at work, while psychological detachment from work in the evening weakened the lagged relationships between end-of-workday distress and distress the following morning. These findings shed light on cyber incivility as a daily stressor and on the importance of resources in both the work and home domains that can help reduce the incivility-related stress process. Theoretical and practical implications, limitations, and future research directions are discussed.

You can read “Daily Cyber Incivility and Distress: The Moderating Roles of Resources at Work and Home” from Journal of Management free for the next two weeks by clicking here. Want to keep current on all of the latest research from Journal of ManagementClick here to sign up for e-alerts!

*Image attributed to Mislav Marohnic (CC)

The Positive Collective: The Impact of Positivity on Team Performance

9151232338_b29ffc5441_z[We’re pleased to welcome Nale Lehmann-Willenbrock. Nale recently published an article in Group & Organization Management entitled “Understanding Positivity Within Dynamic Team Interactions: A Statistical Discourse Analysis” with co-authors Ming Ming Chiu, Zhike Lei, and Simone Kauffeld.]

  • What inspired you to be interested in this topic?

Positivity has been studied extensively at the individual level, and studies have shown that having a positive, optimistic outlook has numerous benefits for the individual.

However, when you consider the reality of the workplace, most of us work in some kind of team setting. So this was a research gap: How does positivity emerge in dynamic team interactions, rather than viewing it as an individual experience?

Much of our attitudes and experiences at work are shaped by the social context, in terms of what our co-workers are doing, and in terms of timing. For example, whether or not a team member expresses positivity could depend on the momentary focus of a team conversation (e.g., focusing on problems versus on solutions) and also on the temporal context (e.g., positivity might be more likely later on in a team meeting, when lots of good ideas have been brought to the table).

Moreover, I’m fascinated by the concept of conversation dynamics, or conversation flow: Consider a team meeting where one speaker dominates the discussion, versus a meeting that is truly dynamic. Positivity should be more likely when the team GOM_Feb_2016.inddconversation is more dynamic, such that many team members are involved and invested.

In addition to predicting when positivity would emerge within team conversation processes, we were also interested in performance linkages. Given the many individual benefits of being optimistic, we expected that team positivity would also aid team performance.

  • Were there findings that were surprising to you?

Speaker switches – i.e., how dynamic a team interaction was – played a major role. Speaker switches led to an immediate “boost” in positivity, and they also elevated the effects of other conversation characteristics on positivity (e.g., positivity was more likely after a solution statement particularly when there were lots of speakers involved).

But what I found really  astonishing was the fact that team and individual variables (e.g., how much an individual team member talked overall) explained only 8% of the variance in positivity. Instead, the major driving forces of positivity within team interactions were the behaviors preceding each positivity statement. Timing also played an important role (positivity was more likely in later time periods within a meeting).

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

In terms of research implications, our findings suggests that we really need to study the micro-level dynamics of behaviors in teams. Studies that focus on the individual or team level will likely miss out on most of the variance in subtle team behaviors such as positivity.

In line with several calls for more dynamic team research, our findings emphasize the need to include a temporal perspective. Innovative methods such as Statistical Discourse Analysis, which we applied in this study, can help us address this need.

Our finding that overall positivity was meaningfully linked to team performance has managerial implications. Team leaders should pay attention and actively encourage positivity in team interactions, as these behaviors help implement ideas and move the team forward.

The abstract for the paper:

Positivity has been heralded for its individual benefits. However, how positivity dynamically unfolds within the temporal flow of team interactions remains unclear. This is an important oversight, as positivity can be key to team problem solving and performance. In this study, we examine how team micro-processes affect the likelihood of positivity occurring within dynamic team interactions. In doing so, we build on and expand previous work on individual positivity and integrate theory on temporal team processes, interaction rituals, and team problem solving. We analyze 43,139 utterances during the meetings of 43 problem-solving teams in two organizations. First, we find that the observed overall frequency of positivity behavior in a team is positively related to managerial ratings of team performance. Second, using statistical discourse analysis, we show that solution-focused behavior and previous positivity within the team interaction process increase the likelihood of subsequent positivity expressions, whereas positivity is less likely after problem-focused behavior. Dynamic speaker switches moderate these effects, such that interaction instances involving more speakers increase the facilitating effects of solutions and earlier positivity for subsequent positivity within team interactions. We discuss the theoretical and managerial implications of micro-level team positivity and its performance benefits.

You can read “Understanding Positivity Within Dynamic Team Interactions: A Statistical Discourse Analysis” from Group & Organization Management free for the next two weeks by clicking here. Want to know all about the latest research from Group & Organization Management? Click here to sign up for e-alerts!

*Smiley faces image attributed to ghatamos (CC)

 

Mindfulness Leads to Positive Outcomes at Work

3752743934_586c123f3c_zMindfulness training can help individuals increase their attention and awareness, but how can this present-centered mindset help in the workplace? The recent article published in Journal of Management entitled, “Contemplating Mindfulness at Work: An Integrative Review” from authors Darren J. Good, Christopher J. Lyddy, Theresa M. Glomb, Joyce E. Bono, Kirk Warren Brown, Michelle K. Duffy, Ruth A. Baer, Judson A. Brewer, and Sara W. Lazar delves into the applications of mindfulness at work. Their findings suggest that mindfulness training can have a broad, positive impact across key workplace outcomes. The abstract from the paper:

Mindfulness research activity is surging within organizational science. Emerging evidence across multiple fields suggests that mindfulness is fundamentally connected to many aspects of workplace functioning, but this knowledge base has not been systematically integrated to date. This review coalesces the burgeoning body of JOM 41(3)_Covers.inddmindfulness scholarship into a framework to guide mainstream management research investigating a broad range of constructs. The framework identifies how mindfulness influences attention, with downstream effects on functional domains of cognition, emotion, behavior, and physiology. Ultimately, these domains impact key workplace outcomes, including performance, relationships, and well-being. Consideration of the evidence on mindfulness at work stimulates important questions and challenges key assumptions within management science, generating an agenda for future research.

You can read “Contemplating Mindfulness at Work: An Integrative Review” from Journal of Management free for the next two weeks by clicking here. Want to know all about the latest research from  Journal of ManagementClick here to sign up for e-alerts!

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*Rock tower image credited to Natalie Lucier (CC)