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Abstract: The value of performance ratings has recently been widely discussed. We take a big data approach to performance ratings and propose a new use for performance ratings, an approach that could be used with other types of employee performance information as well. We investigate whether employees can be grouped according to their performance ratings over time. We draw upon several lines of research to make the case for the utility of examining whether it is possible to identify groups of employees based on performance rating trends. An analysis of the performance ratings of 531 employees over 4 years led to the identification of three employee groups as follows: “Potential Stars,” “Sinking Ships,” and “Consistent Employees.” Trends in turnover and promotions differed among groups. Our results suggest that organizations may wish to conduct similar analyses with their routinely collected performance data to identify employee performance groups and thus more strategically allocate developmental resources. (PsycInfo Database Record (c) 2022 APA, all rights reserved) PubDate: Mon, 06 Jun 2022 00:00:00 GMT
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Abstract: We test entitativity, a group member’s feeling of groupness, as a theoretical explanation of successful meetings. Specifically, characteristics known to contribute to meeting success (e.g., participation and meeting relevance) are tested as specific instances of entitativity antecedents (interactivity and similarity of goals). Entitativity is further tested as a link to positive meeting outcomes. We explore entitativity as a potential mediator for meeting outcomes. Finally, we examine how support for dissent is important in meeting entitativity. Structural equation modeling using data from a sample of 279 MTurk participants supports our hypotheses linking meeting characteristics and entitativity perceptions. Further, the results show the importance of entitativity for positive meeting outcomes. We also demonstrate that support for dissent is good for entitativity when meeting relevance is low. When meeting relevance is high, and support for dissent is low, entitativity is high but it may make it more difficult for the group to handle conflict. Our study implies that entitativity is a theoretical explanation for why meeting characteristics lead to successful meetings. Further implications for theory and practice in entitativity and in the context of workplace meetings are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved) PubDate: Mon, 06 Jun 2022 00:00:00 GMT
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Abstract: Several studies have shown the positive effects of the presence of animals on humans at work, especially pets. It is increasingly common to find workplaces all over the world that provide this benefit, allowing employees to work with their pet beside them. These workplaces are called “pet friendly.” These practices, in addition to the direct effects on employees, affect the company’s image, showing positive effects in reducing absenteeism and increasing productivity. It is also expected that they impact the company’s perception of social responsibility, and that this influences the attitudes of its employees. In view of this growing reality and its possible impact with regard to organizational behavior, this study aims to observe the effect that the presence of pets in the workplace has on the perception of the social responsibility of organizations and on the organizational commitment (OC) of employees. To this end, 177 participants were randomly assigned to one of two conditions according to a unifactorial design. All participants received a descriptive scenario of practices adopted by an organization to improve employee performance and business success. The scenario varied according to the inclusion of animals versus noninclusion. The results show the positive effect of the presence of animals both in the perception of social responsibility and in employees’ OC. This study leads us to conclude that animals are important in people’s lives and as such have a positive impact on organizational life. (PsycInfo Database Record (c) 2022 APA, all rights reserved) PubDate: Mon, 06 Jun 2022 00:00:00 GMT
Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Abstract: The goal of this study is to gain an understanding of employee’ attitudes toward their managers and organizations during early stages of the COVID-19 pandemic in 2020 after businesses transitioned to work from home (WFH). Ninety-two participants across the U.S. completed an online survey on personality, job demands (hindrances and challenges), and job resources (organizational, manager, and technology support and empowerment) and their impact on engagement, job performance, and intention to leave. Participants came from various size organizations, industries, and locations. Multiple regression shows that the primary predictors of engagement are conscientiousness, challenge stress, and empowerment (adjusted R2 = .63). Regression analysis also reveals that hindrance stress and employee engagement are the strongest predictors of intention to leave, providing continued support for the pivotal role of engagement in retention (adjusted R2 = .49). Content analysis of the biggest challenges and successes during the transition to WFH highlights the number of work-focused successes that resulted from the transition. This study provides insights into working U.S. adult’s attitudes toward work during the earliest phase of the COVID-19 pandemic and the drastic transition to WFH. Compared with prior research on employee engagement, a slightly different pattern of predictors emerged suggesting that during a time of crisis employees were focused on the most critical work; for many, it was challenging but meaningful. They are most motivated when they are empowered to make decisions and get their work done when and how they can. (PsycInfo Database Record (c) 2022 APA, all rights reserved) PubDate: Mon, 23 May 2022 00:00:00 GMT
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