No description available.

This program of research investigated the harmful effects of mistreatment by the workgroup, and the role of perceived rejection as a critical mediator linking mistreatment and outcomes. This research program had three primary purposes. First, the research aimed to examine the important role of workgroup mistreatment as an independent predictor of negative outcomes, over and above the influence of supervisor mistreatment. Second, the research aimed to examine the effect of perceived rejection as an explanatory variable linking workgroup mistreatment and outcomes. Finally, the moderating effect of organizational norms on the relationship between workgroup mistreatment and perceived rejection was examined. The relationships of interest were examined over four studies, using multiple methods of data collection, across part-time and full-time working samples. In Study 1 (Chapter 2), the independent role of workgroup mistreatment and the mediating role of perceived rejection were examined. One hundred and forty two part-time working participants took part in the study. The participants completed a questionnaire on workplace behaviors in their organizations. The results of hierarchical regression analyses revealed a strong harmful effect of workgroup mistreatment, independent of mistreatment by the supervisor. In addition, the results showed that perceived rejection fully mediated the relationship between workgroup mistreatment and depression and organizational based self esteem. The study highlighted that perceived rejection acts as a key underlying psychological mechanism involved in the effect of workgroup mistreatment. This study has been published in the Journal of Occupational Health Psychology. Study 2 and Study 3 were presented as one paper in Chapter 3. The aims of these two studies was to explore the effects of workgroup mistreatment on a wider range of individual and organizational level outcomes, and to provide further evidence of the mediating role of perceived rejection as observed in Study 1. The results from both studies demonstrated that workgroup mistreatment had a significant and independent role in predicting negative individual and organizational level outcomes, providing support for the findings of Study 1. In the first study, 189 participants received scenarios manipulating workgroup mistreatment and supervisor mistreatment. The results of hierarchical regression analyses revealed that workgroup mistreatment harmfully affected participants, over and above that of the supervisor. The results also demonstrated that perceived rejection mediated the positive relationships between workgroup mistreatment and depression and organizational deviance, and also the negative relationships between workgroup mistreatment and organizational based self esteem and organizational citizenship behaviors. The second study included an additional aim, to examine the moderating role of supportive organizational norms. Two hundred and twenty nine participants read scenarios that manipulated workgroup mistreatment, supervisor mistreatment and organizational norms. The results of hierarchical regression analyses revealed the significant harmful effects of workgroup mistreatment, over and above the influence of supervisor mistreatment. The results also revealed the mediating role of perceived rejection. The direct effect of positive organizational norms also emerged, consistent with previous research. In addition, the result revealed that employees who experienced supportive organizational norms were more likely to reconcile with their workgroup members after experiencing mistreatment compared to employees who experienced hostile organizational norms. Finally, an unexpected pattern on the key affective variables of depression and organizational based self esteem emerged, such that mistreatment led to more negative outcomes in the supportive norms condition than in the hostile condition, where employees appeared to be desensitized. This paper is currently under review at the Journal of Applied Social Psychology. In Study 4 (Chapter 4), the overall model of workplace mistreatment was tested on a sample of full-time workers in an applied setting. One hundred and seventy two adults took part in the study. Participants were required to evaluate their workplace regarding mistreatment and organizational norms and to report their own psychological, behavioral and organizational outcomes. The results revealed that workgroup mistreatment was associated with increased depression, stress and avoidance, over and above supervisor mistreatment. In addition, the results revealed that perceived rejection acted as an explanatory variable linking workgroup mistreatment to a number of outcomes. Furthermore, the moderating role of hostile organizational norms emerged on depression, stress, reconciliation and avoidance. This paper is currently under review at the Journal of Occupational Health Psychology. Overall, the four studies provided empirical support for the majority of the hypotheses. The effects were demonstrated for a range of psychological, behavioral, and organizational level outcomes, using multiple methods of data collection, across part-time and full-time workers. At the conclusion of the thesis (Chapter 5), an overall summary is provided of the findings across all four studies, practical and theoretical implications and research directions.

No description available.

The relationship between perceived leader behavior and work group behavior was examined. Archival survey data was used in the analyses. The company that developed the survey randomly selected 595 employees to complete the survey. Results suggest there is a strong and significant relationship between leader and subordinate behavior. Group members who report that their leader demonstrates a particular behavior also report that their work group demonstrates the same or similar behavior, suggesting that subordinates may be modeling the behavior of their leader. Leadership behaviors related to trust, availability, respect, conflict, and support seem to be the best predictors of work group behavior. Furthermore, whether or not group members have received team training appears to have an effect on their perceptions of their leader and work group. The challenge for leaders is to understand modeling principles so that they can facilitate the modeling of functional rather than dysfunctional behaviors.

This study developed and tested a contingency model of group communication in Korean workgroups that posited that the communication effectiveness and group performance of workgroups is determined by the “fit” of communication practices with organization structure and group relational climate. A contingency model incorporates three variables: contingency variables, response variables, and performance variables. Based on a review of the literature on Korean organizations and groups, the model incorporated two contingency variables: organizational structure and group relational climate. Organizational structure was indexed by the level of centralization and formalizations in the organization. Group relational climate was indexed by the level of closeness and group conformity among members. The response variables, communication practices of Korean workgroups, was measured in terms of the frequency of formal and informal meetings held by the workgroups. Two types of performance were measured: communication effectiveness and performance level. The contingency model hypothesized that the level of communication effectiveness and group performance of a workgroup that engages in communication practices which fit the requirements of organizational structure and group relational climate will be higher than that of a group whose communication practices do not fit the requirements of organizational structure and group relational climate. It also hypothesized the communication effectiveness group performance would be lower in groups which faced conflicting contingencies than in groups that faced consistent contingencies. A survey of 409 members of 84 workgroups in 37 Korean organizations was conducted. Results of this study supported the predictions of the contingency model. In particular, centralization, formalization, and closeness were significant contingency variables. The hypothesis regarding conflicting contingency was not supported. Implications of the study regarding the contingency theory, group communication and group effectiveness, and the nature of Korean groups and organizations are discussed.

Cette recherche se propose d’analyser, à partir du cas des ouvriers de l’assistance aéroportuaire en piste en Île-de-France, le processus de modernisation du travail qui transforme les régulations du travail et de l’emploi dans deux directions apparemment opposées: 1/ un mouvement de dérégulation, initié par les politiques de libéralisation du transport aérien, provoque la fragmentation des structures économiques par l’externalisation des activités d’assistance au sol et la déstabilisation des groupes professionnels. Au niveau des sociétés d’assistance en piste, la diffusion de l’emploi précaire et la gestion concurrentielle du personnel segmente le groupe ouvrier et en déstabilise les régulations informelles. 2/ un retour des régulations, en premier lieu de contrôle suivant des orientations sécuritaire dans une logique de prévention des risques et de discipline des salariés et industrielle selon un principe de flux tendu et une démarche qualité. Au niveau informel, se développent arrangements et loyautés entre personnels d’exécution et d’encadrement, en réponse à l’intensification du travail et à la précarisation de l’emploi. De nouvelles formes de solidarité entre ouvriers, de nature ethnique, générationnelle ou statutaire tendent à se substituer à la solidarité de métier défaillante. Nous défendrons alors la thèse suivante : dans le cadre du secteur libéralisé et sous-traité de l’assistance en piste, les sociétés soumettent leurs salariés à un régime concurrentiel traduisant des logiques de marché, en rupture avec la régulation précédente. Afin d’éviter les effets contre-productifs de cette gestion du personnel et de garantir aux compagnies clientes une certaine « qualité de services », le management redéfinit une régulation de contrôle du travail plus contraignante fondée sur la responsabilité individuelle. Dans ce contexte, les ouvriers de piste parviennent à tenir au travail par le biais de défenses, de solidarités ethniques et d’arrangements informels avec l’encadrement, mais au prix de souffrances individuelles et de la fragmentation du collectif de travail et de la régulation autonome dont il est le support. / This research aims at analyzing, based on the case of the ramp handling workers on Paris airports, the process of work rationalization which transforms work and employment regulations in two, apparently opposed, directions:1/ a deregulating motion, initiated by air transport liberalization policies, fragments the market structures through outsourcing ground handling services and destabilizes professional groups. The progress of insecure employment and competitive workforce management within ramp handling firms divides the work group and undermine its informal regulations. 2/ a regulatory fallout, first defined by the increase of the managerial control on work on security issues, to ensure risk prevention and workers discipline, and on industrial issues, to implement just in time production and quality management. Informal agreements and loyalties are formed between workers and supervisors to compensate work intensification and job insecurity. New models of solidarities at work of ethnic, generational and positional natures emerged in the context of the decline of the traditional professional culture. We will then defend the following argument: in the liberalized and outsourced sector of ground handling services, the management of the workforce evolved towards a higher degree of competition between employees reflecting the market pressure. So as to prevent the counter-productive effects of this human resources model and to ensure good service quality to the airline companies, managers redefine a more constraining set of work rules based on individual responsibility. Within this context, ramp agents manage to hold on at work by means of psychological defenses, ethnic bonding and informal loyalties with the supervisory staff, but at the price of individual sufferings and the fragmentation of the work group and its regulations.

No description available.

Knowing which candidate is the perfect fit for your workplace is not as easy as it seems. Recruitment assessments are becoming more and more complex as organisations evolve and require more flexibility. A qualitative content analysis has been carried out with the aim of investigating which perception and experience recruiters in a decision-making role have during new employment and explore if the recruiter considers aspects in order to create a well-functioning workgroup. A total of seven in-depth interviews were conducted. The distribution consisted of four men and three women between the ages of 45 years to 57 years. Four of the participants worked in the public sector and three worked in the private sector. Twelve categories were identified; Formal frameworks for the recruitment process to take into account, The right formal competence of the candidate is important, Influence of work and knowledge tests, Right personality for the job is important, The impact of similarity-attraction effect, Important that day form does not affect decisions, Objective assessment is important, Other people's input and coherence in decisions is important, Important to create the right group dynamics, The gut feeling is important, Clicking is not necessary and Weighting between personality and formal competence. Finally, it can be stated that participants were keen that the recruitment decision result in the right person being in the right place both with regards to tasks as well as the workgroup. / Att kunna avgöra vilken kandidat som passar bäst in på en arbetsplats är ingen självklarhet. Bedömningarna kring rekrytering blir mer och mer komplicerade i takt med att organisationer utvecklas och kräver mer flexibilitet. En kvalitativ innehållsanalys har gjorts med syfte att undersöka vilka uppfattningar och erfarenheter rekryterare i beslutsfattande roll har vid rekrytering, samt undersöka hur rekryteraren beaktar aspekter i samband med rekrytering för att skapa en välfungerande arbetsgrupp. Totalt har sju djupintervjuer med beslutsfattare vid rekryteringsbeslut utförts. Fördelningen av deltagare utgjordes av fyra män och tre kvinnor mellan åldrarna 45 år till 57 år. Fyra deltagare arbetade inom offentlig sektor och tre deltagare inom privat sektor. Genom analysen identifierades tolv kategorier; Formella ramar för rekryteringsprocessen att ta hänsyn till, Rätt formell kompetens hos kandidaten är viktigt, Test och arbetsprov påverkar, Rätt personlighet för jobbet är viktigt, Likhetseffekten påverkar, Viktigt att dagsform inte påverkar beslut, Objektiv bedömning är viktigt, Andras input och samstämmighet i beslut är viktigt, Viktigt att skapa rätt gruppdynamik, Magkänslan är viktig, Att klicka är inte nödvändigt och Väga mellan personlighet och formell kompetens. Slutligen kan det konstateras att deltagarna är måna om att rekryteringsbeslutet utmynnar i att rätt person är på rätt plats både med avseende på arbetsuppgifter och arbetsgruppen.

Purpose: The purpose of this study is to explore how employees apprehend leadership qualities to develop an effective, cohesive and communicative workgroup in the hybrid environment. By using the employee’s perspective, it will help us to elucidate what a successful leader is in the hybrid environment. Method: We have conducted a case study with a qualitative and abductive approach. The empirical data has been collected through semi-structured interviews with eight different employees who work in a company's customer service and works or has worked in a hybridenvironment. Empirical data has also been collected by using the company's internal documents. To examine the collected empirical data, a thematic analysis has been used. Conclusion: This study indicates that the leader of a hybrid workgroup seems to need functional qualities to integrate several areas while the relational ties it together in a different way. One of the studies' conclusions is that employees perceive different components in each area that are important to elaborate efficiency, cohesion and communication in the hybrid environment, and to do this the study shows that different leadership qualities are important. Another conclusion in the study is that the leadership quality to organize will manage the three areas simultaneously and can in theory be seen as the most important to possess for a successful leader in the hybrid environment. The study also empirical indicates that the leadership qualities of being socially competent, responsive, plainness and determined which only handles two areas simultaneously are important for a leader to be considered successfulin a hybrid environment. The conclusion shows that the leader doesn't always have to develop the three areas simultaneously to be perceived as successful.

People simultaneously hold a multitude of social identifications while at work, some of which are work-related and some of which transcend the workplace. To date, the vast majority of studies on social identities focus on these identities in isolation. Two important identities that transcend the work domain are those associated with gender and ethnicity. These attributes have been widely studied in the workplace, however, there is a lack of understanding in how the identities associated with these attributes (demographic-related identities) have implications for identification in the workplace and work-related outcomes. In this paper, I examine the relationship between perceived threats to these demographic-related identities and work-related attitudes and behavior, specifically turnover intentions, and extra-role behaviors. I also explore moderating (degree of demographic-related identity centrality) and mediating (organizational and workgroup identification) mechanisms in this relationship. Data were collected across two studies. The results demonstrate that perceived threats to demographic-related identities have severe ramifications for work-related identification. The supplemental analysis indicated a direct relationship between demographic-related identity centrality and turnover intentions. Furthermore, demographic-related identity centrality moderated the relationship between perceived threats to demographic-related identity by both the organization and the workgroup on work-related outcomes. / Doctor of Philosophy / This research examined the relationship between perceived threats to gender and ethnic identities in the workplace and the impact these threats have on work-related identification and outcomes. Results suggest that perceived threats to these identities have important implications for both extra-role behaviors and turnover intentions, regardless of how important these identities are to the individual.