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Journal articles on the topic 'Workplace belongingness'
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Cockshaw, Wendell David, Ian M. Shochet, and Patricia L. Obst. "General Belongingness, Workplace Belongingness, and Depressive Symptoms." Journal of Community & Applied Social Psychology 23, no. 3 (November 8, 2012): 240–51. http://dx.doi.org/10.1002/casp.2121.
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Jena, Lalatendu Kesari, and Sajeet Pradhan. "Conceptualizing and validating workplace belongingness scale." Journal of Organizational Change Management 31, no. 2 (April 9, 2018): 451–62. http://dx.doi.org/10.1108/jocm-05-2017-0195.
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Purpose Previous studies have treated general belongingness as an aggregated construct that encompasses all belongingness types and have ignored the importance of context specific belongingness. This omission can be attributed to the lack of any context specific instrument to measure belongingness. Thus, the purpose of this paper is to develop and validate a self-report measure of workplace belongingness that will uniquely capture and test individual’s sense of belongingness in organisational context. Design/methodology/approach In total, 824 managerial executives working in several Indian MNCs operating in manufacturing and service sectors participated in the study. Data were collected through face-to-face survey and through online questionnaire. Findings The 12-item unidimensional scale was revalidated through confirmatory factor analysis after obtaining the results from exploratory factor analysis. Originality/value The current study developed and tested a unidimensional workplace belongingness scale that fully captures the essence of an individual’s belongingness in workplace setting.
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Katsaros, Kleanthis K. "Exploring the inclusive leadership and employee change participation relationship: the role of workplace belongingness and meaning-making." Baltic Journal of Management 17, no. 2 (March 14, 2022): 158–73. http://dx.doi.org/10.1108/bjm-03-2021-0104.
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PurposeBy drawing on the need to belong theory, the paper aims to propose a moderated mediation model to examine the role of workplace belongingness and meaning-making in the positive relationship between inclusive leadership and employee change participation.Design/methodology/approachParticipants were 155 employees from 31 teams from a branch of a multinational pharmaceutical company located in an EU country. The company faces constant legal, regulatory and technology-related changes after the coronavirus disease 2019 (COVID-19) pandemic outbreak. Data were collected in three waves, approximately three weeks apart between March 2020 and May 2020. To test the mediating effect of workplace belongingness were performed first – a series of regression analyses – and second, bootstrapping to assess the statistical significance of the indirect effect (Preacher and Hayes, 2008).FindingsWorkplace belongingness mediates the relationship between inclusive leadership and employees change participation. Further, the research findings provide support that meaning-making moderates the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness such that the positive relationships are stronger when meaning-making is higher.Practical implicationsThe results indicate that should leaders and change management practitioners manage to influence positively employees' workplace belongingness by employing inclusive practices and procedures; leaders and change management practitioners will increase the level of participation during change and further the results note from an applied perspective the importance of mean-making as a facilitating factor during change in organizational settings. Relevant suggestions are made.Originality/valueThe findings provide new insights into how inclusive leadership and workplace belongingness can affect employees' change participation. Further, the research findings note the significant moderating role of meaning-making regarding both the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness.
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Raza, Mohsin, Worakamol Wisetsri, Thanyanant Chansongpol, Chanyanan Somtawinpongsai, and Edwin Hernan Ramírez-Asís. "FOSTERING WORKPLACE BELONGINGNESS AMONG EMPLOYEES." Polish Journal of Management Studies 22, no. 2 (December 2020): 428–42. http://dx.doi.org/10.17512/pjms.2020.22.2.28.
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Haldorai, Kavitha, Woo Gon Kim, Kullada Phetvaroon, and Jun (Justin) Li. "Left out of the office “tribe”: the influence of workplace ostracism on employee work engagement." International Journal of Contemporary Hospitality Management 32, no. 8 (July 13, 2020): 2717–35. http://dx.doi.org/10.1108/ijchm-04-2020-0285.
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Purpose The purpose of this paper is to investigate how workplace ostracism influences employee work engagement. It further examines the mediating role of workplace belongingness and moderating role of intrinsic work motivation. Design/methodology/approach Data was collected from 402 hotel employees from Thailand. A second stage moderated-mediation is used to test the relationship between workplace ostracism and employee work engagement. Findings Workplace ostracism negatively impacts employee work engagement and workplace belongingness mediates this relationship. The negative effect of workplace ostracism on employee work engagement through workplace belongingness is stronger for employees high on intrinsic motivation. Practical implications Hotel firms should make social connection an organization-wide strategic priority. They can include workplace ostracism as workplace harassment in their policy. Originality/value Besides contributing to the nascent literature on workplace ostracism in the hospitality industry, the present study extends research on workplace ostracism by empirically testing the relationship between workplace ostracism and employee work engagement. By using workplace belongingness as a mediator, a better understanding is provided regarding “why” workplace ostracism relates to employee work engagement. By introducing intrinsic work motivation as a moderator, scholars can gain a better understanding in regard to “whom” workplace ostracism negatively relates to employee work engagement.
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Wu, Wen, Haihua (Jason) Wang, and Lu Lu. "Will my own perception be enough?" Chinese Management Studies 12, no. 1 (April 3, 2018): 202–21. http://dx.doi.org/10.1108/cms-04-2017-0109.
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Purpose The purpose of this paper is to fill important gaps by using the belongingness theory and examining the effects of individual-level workplace ostracism on members’ voice behavior and the effects of group-level workplace ostracism. Design/methodology/approach The authors used samples of 77 groups from a high-technological company. Findings Individual-level workplace ostracism is detrimental to group members’ promotive and prohibitive voice behavior, and group members’ belongingness mediates such effect; and group-level workplace ostracism is negatively related to group cohesion. The influence of group members’ perception of ostracism on their voice behavior is contingent on overall level of ostracism. Originality/value Despite of a growing body of studies on workplace ostracism “the extent to which an individual perceives that he or she is ignored or excluded by others at workplace”, the effects of workplace ostracism on individual’s voice behavior in group settings have received scant attention.
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Cavanagh, Jillian, Hannah Meacham, Patricia Pariona-Cabrera, and Timothy Bartram. "Subtle workplace discrimination inhibiting workers with intellectual disability from thriving at the workplace." Personnel Review 50, no. 7/8 (October 17, 2021): 1739–56. http://dx.doi.org/10.1108/pr-10-2021-0723.
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PurposeThe purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.Design/methodology/approachThe research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.FindingsThe authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.Practical implicationsThere is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.Originality/valueThis study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.
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Shakespeare-Finch, Jane, and Emma Daley. "Workplace belongingness, distress, and resilience in emergency service workers." Psychological Trauma: Theory, Research, Practice, and Policy 9, no. 1 (2017): 32–35. http://dx.doi.org/10.1037/tra0000108.
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Mohamed, Z., J. M. Newton, and L. McKenna. "Belongingness in the workplace: a study of Malaysian nurses' experiences." International Nursing Review 61, no. 1 (December 30, 2013): 124–30. http://dx.doi.org/10.1111/inr.12078.
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Hershcovis, M. Sandy, Babatunde Ogunfowora, Tara C. Reich, and Amy M. Christie. "Targeted workplace incivility: The roles of belongingness, embarrassment, and power." Journal of Organizational Behavior 38, no. 7 (February 7, 2017): 1057–75. http://dx.doi.org/10.1002/job.2183.
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Yang, Liu-Qin, Xiaoming Zheng, Xin Liu, Chang-qin Lu, and John M. Schaubroeck. "Abusive supervision, thwarted belongingness, and workplace safety: A group engagement perspective." Journal of Applied Psychology 105, no. 3 (March 2020): 230–44. http://dx.doi.org/10.1037/apl0000436.
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O'REILLY, JANE, and SANDRA L. ROBINSON. "THE NEGATIVE IMPACT OF OSTRACISM ON THWARTED BELONGINGNESS AND WORKPLACE CONTRIBUTIONS." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–7. http://dx.doi.org/10.5465/ambpp.2009.44243707.
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Prieto, Leonel, and Md Farid Talukder. "Resilient Agility: A Necessary Condition for Employee and Organizational Sustainability." Sustainability 15, no. 2 (January 13, 2023): 1552. http://dx.doi.org/10.3390/su15021552.
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Resilient agility is a novel concept that refers to the combined resilience-agility capability that allows an actor to successfully perform in rapidly changing contexts. Change dynamics, at all levels, increase uncertainties and responsibilities for employees augmenting the need to strengthen the self via resilient agility. This study examines employee resilient agility as anteceded by supervisors’ safety, coworkers’ safety, workplace belongingness, job satisfaction, willingness to embrace organizational change, and creativity. Respondents are from multiple organizations, industries, and regions of the United States. Analyses were carried out utilizing PLS-SEM software. Findings indicate that supervisors’ safety, workplace belongingness, willingness to embrace organizational change, and creativity have substantial effects on explaining and understanding employees’ resilient agility. In contrast, the effects of coworkers’ safety were insignificant. This study (a) contributes to the nomological network of resilient agility by examining a set of its key antecedents and (b) suggests that drastic organizational restructuring (e.g., significant changes in the relative proportion of remote working during the COVID-19 pandemic) may negatively impact both relational-based constructs in organizations and employees’ ability to rapidly and effectively respond to change. Theoretical and practical implications as well as limitations and future research are discussed.
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Borrott, Narelle, Gary E. Day, Monique Sedgwick, and Tracy Levett-Jones. "Nursing students' belongingness and workplace satisfaction: Quantitative findings of a mixed methods study." Nurse Education Today 45 (October 2016): 29–34. http://dx.doi.org/10.1016/j.nedt.2016.06.005.
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Cockshaw, Wendell D., Ian M. Shochet, and Patricia L. Obst. "Depression and Belongingness in General and Workplace Contexts: A Cross-Lagged Longitudinal Investigation." Journal of Social and Clinical Psychology 33, no. 5 (May 2014): 448–62. http://dx.doi.org/10.1521/jscp.2014.33.5.448.
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COCKSHAW, WENDELL DAVID, and IAN SHOCHET. "The link between belongingness and depressive symptoms: An exploration in the workplace interpersonal context." Australian Psychologist 45, no. 4 (December 2010): 283–89. http://dx.doi.org/10.1080/00050061003752418.
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Özsungur, Fahri. "The Effects of Workplace Belongingness on Exploratory Innovation: The Mediating Role of Exploitative Innovation." Journal of Business Research - Turk 12, no. 2 (June 24, 2020): 1788–800. http://dx.doi.org/10.20491/isarder.2020.944.
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Somoray, Klaire, Jane Shakespeare-Finch, and Deanne Armstrong. "The Impact of Personality and Workplace Belongingness on Mental Health Workers' Professional Quality of Life." Australian Psychologist 52, no. 1 (June 16, 2016): 52–60. http://dx.doi.org/10.1111/ap.12182.
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Ong, Jeannette Ee-Lyn. "WORKPLACE OSTRACISM AND BANKING EMPLOYEES’ COUNTERPRODUCTIVE WORK BEHAVIOR IN THE MALAYSIAN BANKING SECTOR." International Journal of Management Studies 29, No.2 (July 26, 2022): 23–44. http://dx.doi.org/10.32890/ijms2022.29.2.2.
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According to Maslow’s Hierarchy of Needs Theory, individuals should be able to satisfy their needs for belongingness in their personal and work life. Individuals recognize the value of interpersonal connection as a form of social presence. As a result, it is critical to look at negative attitude and behavior that may occur when employees are disregarded, ignored, or dismissed by the group around them. Hence, this study seeks to examine the impact of workplace ostracism on the counterproductive work behavior of banking employees. Quantitative approach was used in this study where a survey was conducted on selected private commercial banks. Data were collected from 93 bank employees using a Likert scale close-ended questionnaire which included the scale of organizational ostracism and counterproductive work behavior. Regression analysis results revealed the relationship between counterproductive work behavior and workplace ostracism. Implications and limitations of the study are also discussed.
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Ramzan, Mehwash, Sana Mukarram, Aleena Mukarram, and Shaheryar Naveed. "Moderating influence of social support on the relationship of workplace loneliness and well-being of employees with special needs in Pakistan." Journal of Humanities, Social and Management Sciences (JHSMS) 2, no. 2 (November 15, 2021): 131–49. http://dx.doi.org/10.47264/idea.jhsms/2.2.10.
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Workplace Loneliness is a process, which begins with the psychological requirement of belongingness, and exposes on the reality of social relations within the organizations. This research finds out the impact of workplace loneliness of employees with special needs on their psychological well-being with moderating impact of perceived social support from co-workers and managers. For this purpose, 120 employees with special needs working on managerial role, belonging from public (37%), private (32%), and non-governmental (32%) sectors participated as respondents of the questionnaire-based survey, which was developed on a website according to international accessibility standards. The data was collected by circulating it through multiple social media platforms. The analysis of collected data was performed in MS Excel and IBM SPSS Statistics. Results are clearly showing that social support is an important factor in reducing workplace loneliness and in increasing the well-being of employees with special needs. Therefore, these special employees must be treated as differently abled bodies instead of disabled ones. Hindrances including Covid-19 and software inaccessibility were also faced during the whole process. On the basis of this study, future researchers can research further about type of social support that should be provided on workplace to employees with special needs.
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Kyei-Poku, Ivy. "The influence of fair supervision on employees’ emotional exhaustion and turnover intentions." Management Research Review 42, no. 9 (September 16, 2019): 1116–32. http://dx.doi.org/10.1108/mrr-12-2018-0494.
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PurposeDespite the importance of interactional fairness, it has been assessed less frequently in literature than has procedural and distributive justice. The effects of interactional fairness are at times stronger than the effects for procedural and distributive fairness, given that supervisors are prominent in any workplace environment and the chief source for interpreting information related to matters such as suitable business practices and goals needed by organizations. This study aims to examine the mediating mechanisms through which interactional justice influences emotional exhaustion and turnover intentions. Specifically, the hypothesis proposes that perceived organizational support and a sense of belongingness simultaneously mediates the relationship between interactional justice and emotional exhaustion, which in turn affects withdrawal cognitions.Design/methodology/approachThe author draws on the literature and studies on the link between organizational justice, stress and turnover to develop the hypotheses, collecting data from 141 employees of different organizations and occupations.FindingsResults of partial least squares structural equation modeling and Preacher and Hayes’ (2004) bootstrapping approach reveal that interactional justice is significantly positively associated with perceptions of organizational support and belongingness, which in turn is negatively associated with emotional exhaustion.Research limitations/implicationsInteractionally fair treatment engenders perceptions of organizational support and heightens a sense of belongingness, subsequently reducing the burden of physical and emotional fatigue on individuals and thereby freeing employees from engaging in turnover cognitions.Practical implicationsThe study underscores the importance of fair supervisors. Results suggest that fair supervisors help employees estimate the extent to which their organization is supportive. In addition, fair supervisors reassure subordinates that they are valued, which in turn lessens the experience of emotional exhaustion, giving organizations a competitive advantage due to the more favorable behavioral intentions held by employees.Originality/valueInteractional justice has been assessed less frequently in literature than has procedural and distributive justice. Research has overlooked the underlying process of how interactional justice reactions might motivate emotional exhaustion and turnover intentions responses. Thus, this study identifies an expanded group of mediators that link interactional justice to emotional exhaustion and turnover intentions.
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Adhiyajnaputri and Rosatyani Puspita Adiati. "Hubungan Rasa Memiliki Tempat Kerja dan Kelelahan Konferensi Video pada Karyawan." Buletin Riset Psikologi dan Kesehatan Mental (BRPKM) 2, no. 1 (July 28, 2022): 768–75. http://dx.doi.org/10.20473/brpkm.v2i1.36583.
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Zoom fatigue atau kelelahan konferensi video banyak dikeluhkan pasca penggunaan konferensi video pada masa Pandemi Covid-19 lalu. Adanya fenomena tersebut membuat para ilmuwan mencari tahu penyebabnya dalam rangka melakukan pencegahan. Hal ini menjadi penting mengingat para karyawan dalam organisasi menggunakan konferensi video untuk keperluan pekerjaannya. Penelitian ini dilakukan untuk mengetahui hubungan antara rasa memiliki tempat kerja dengan kelelahan konferensi video dalam konteks kerja. Untuk mengukur kedua variabel tersebut, menggunakan alat ukur Zoom Exhaustion and Fatigue Scale (ZEF Scale) dan Workplace Belongingness Scale yang telah diadaptasi ke dalam bahasa Indonesia. Analisis data menggunakan teknik regresi. Partisipan yang terlibat sejumlah 92 orang dengan berbagai latar belakang pekerjaan. Hasil penelitian menunjukkan bahwa terdapat hubungan antara kedua variabel dengan nilai p-value sebesar 0,038 (p < 0,05) dan koefisien determinan R2 = 0,0470
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Arasli, Huseyin, Hasan Evrim Arici, and Nagihan Çakmakoğlu Arici. "Workplace favouritism, psychological contract violation and turnover intention: Moderating roles of authentic leadership and job insecurity climate." German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, no. 3 (April 12, 2019): 197–222. http://dx.doi.org/10.1177/2397002219839896.
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The multilevel investigation examines the impacts of favouritism on non-beneficiaries’ turnover intention by focusing on the mediating role of psychological contract violation and the moderating roles of job insecurity climate and authentic leadership in family firms. Congruent with the theories of relative deprivation, belongingness, and social identity, this paper is among the first to propose and empirically examine how and when favouritism leads to higher or lower turnover intention in family firms. Having utilized time-lagged data from 576 non-beneficiaries who came from 101 work groups in 48 family firms in Turkey, our findings support the following: the significance of favouritism by demonstrating that non-beneficiaries’ turnover intentions are higher in family firms when they perceive favouritism to be high; favouritism in family firms positively influences psychological contract violation; psychological contract violation acts as a mediator of the association between favouritism and non-beneficiaries’ turnover intention; and both job insecurity climate and AL act as moderators of the relationship between favouritism and turnover intention. The theoretical and practical contributions of these findings are discussed.
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Phungsoonthorn, Tipnuch, and Peerayuth Charoensukmongkol. "Antecedents and outcomes associated with a sense of place toward the organization of Myanmar migrant workers in Thailand." Equality, Diversity and Inclusion: An International Journal 39, no. 2 (December 17, 2019): 195–218. http://dx.doi.org/10.1108/edi-06-2019-0177.
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Purpose The purpose of this paper is to examine some of the antecedents and outcomes associated with a sense of place (SOP) on the part of Myanmar migrant workers working in Thailand toward their place of work. The transformational leadership of top management and diversity climate were selected as the antecedent variables, whereas turnover intention was selected as the outcome variable. Belongingness theory and social identity theory were used as the theoretical foundation to support the roles of these variables. Design/methodology/approach Survey data were collected from Myanmar migrant workers working at two factories in Thailand (n=736). Partial least squares regression was used for the data analysis. Findings The results support a negative linkage between SOP and turnover intention. The positive contribution of transformational leadership of top management and diversity climate to SOP was also supported. Moreover, diversity climate was found to partially mediate the positive contribution of transformational leadership of top management to SOP. Finally, the analysis found that the linkage between diversity climate and SOP was positively moderated by the length of stay of the Myanmar migrant workers in the organization. Originality/value This study provides new evidence showing that SOP also matters for foreign migrant workers in terms of developing emotional attachment to the workplace outside their home country and that these workers were less likely to leave the workplace although they were a culturally minority group in the organization. This research also provides new evidence concerning the role of the transformational leadership of top management and workplace climate, which were antecedents of an SOP toward the organization.
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Mselle, Justine Martine, Sarah Phoya, and Harriet Eliufoo. "Craftsmen learning trajectory in the construction sector: An analysis of everyday craftsmen work practices." International Journal of Social Science Research and Review 5, no. 11 (November 4, 2022): 73–89. http://dx.doi.org/10.47814/ijssrr.v6i11.636.
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Practice-based learning (PBL) pathways is considered to be predominant approach for craftsmen learning and acquisition of knowledge and skills in many other developing countries, Tanzania inclusive. The skills and knowledge acquired through this pathway is accepted by both employers and educational stakeholders. However, the workplace context where learning learning and skills is acquired differ across the construction sector due to unique nature of the construction projects, something that can potentially influence the learning and learning trajectory of the learner across similar or different trades. Nonetheless, there exists a contraversy on how different learning and learning trajectories are influenced by different working context of the learning across different sectors. Based on the interview to the selected experienced craftsmen from construction sector, this study critically examined the craftsman learning experiences across the learning trajectories during work practices. A total of 19 experienced craftsmen were purposively sampled and interviewed. The results revealed three phases of craftsmanship trajectories, namely: belongingness to a craftsmanship, identity formation and immersion into occupation. The learning trajectory also differ between craftsmen in similar trades but with different learning workplace environment such as formal and informal construction sectors. However, irrespective of the experience craftsmen from this approach remain largely semi-skilled with high practical skills and limited theoretical and generic skills. It is recommended that there should be policy intervention in order to address the weakness inherent in this approach so that it can be an alternative to formal schooling.
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Vicente, Marvin. "The Voices that Cannot Be Heard: A Phenomenological Study on the Lived Experiences of Deaf Teachers." JPAIR Multidisciplinary Research 41, no. 1 (July 10, 2020): 16–36. http://dx.doi.org/10.7719/jpair.v41i1.788.
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Employment is described as life-changing for Deaf people. To date, they have few and limited employment opportunities. This phenomenological study focuses on exploring deaf teachers' lived experiences. It is crucial that we gain a better understanding of deaf teachers' experience to generate a new area of focus on deaf people in the employment field. To gain insight into the nature of deaf teachers' occupational experience, a focus group interview was conducted with 3 deaf teachers. Participants were gathered through chain referral sampling, also known as snowballing, where the researcher's chosen participant recruits other participants who might participate in the study. The analysis of the data led to the emergence of six essential themes: (1) professional and personal attribution; (2) equality and inclusion in the workplace; (3) feeling of belongingness and relatedness; (4) support provider; (5) job satisfaction and motivation; and (6) difficulty and challenges. Findings of the study suggest that deaf teachers’ positive working environment and experience can be influenced by professional identity, personal attribution, accommodation, and inclusive practices, relatedness to significant others, support and network, job satisfaction and motivation, and ability to adapt to difficulties and challenges.
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Botezat, Elena, Silvia L. Fotea, Marius Marici, and Ioan S. Fotea. "Fostering the Mediating Role of the Feeling of Belonging to an Organization Among Romanian Members of Generation Z." Studia Universitatis „Vasile Goldis” Arad – Economics Series 30, no. 4 (December 1, 2020): 69–91. http://dx.doi.org/10.2478/sues-2020-0025.
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AbstractThe addition of Generation Z/Centennials to the workplace landscape will bring about new challenges for the management of any organization. To tackle the changing work environment and workforce, we conducted a survey-based empirical exploratory study among students in economics from two universities located in the western part of Romania. Our study proposes an alternative view of the motivational potential, including the feeling of belonging to an organization in work settings. The aim was to explore the potential for the feeling of belonging to play the role of mediator between four distinct career attitudes and the turnover intention in the specific case of Romanian Generation Z members. Additionally, we investigated which variables are significant predictors for the feeling of belonging to an organization. The results indicate that is efficient to invest in creating belongingness for those Generation Z members inclined towards making moves between jobs and organizations (OMPA), for those who present the mental capacity to be mobile (BMA) and for those who can be adaptive in terms of performance and learning demands (SDA). For those Romanian Generation Z members who use their internal values to provide guidance and measure for success, including the feeling of belonging to an organization in work settings seems to be inefficient.
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Tökkäri, Virpi. "Organizational play: within and beyond managing." Qualitative Research in Organizations and Management: An International Journal 10, no. 2 (June 8, 2015): 86–104. http://dx.doi.org/10.1108/qrom-11-2013-1181.
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Purpose – The purpose of this paper is to synthetize qualitative research on play in the organizational context. Design/methodology/approach – Through a metasynthesis, the research premises and findings of 12 individual empirical studies were examined. Findings – The findings of the metasynthesis showed that the research on organizational play has focussed on three central themes addressing play as fun, pros and cons of organizational play, and management of play. In interpreting the findings, seven perspectives of organizational play are constructed as follows: authenticity, belongingness, experience, social activities, generating, functions, and artifacts. The perspectives are conceptualized into three dimensions of play as the orientation of being-in-the-world, play as meaning-making and enactment, and play as creations. Research limitations/implications – The sample consisted of 12 studies, which provided a limited insight into organizational play. However, following the guidelines of metasynthesis, the sample was appropriate and of good quality. The research suggests guidelines for further research into organizational play. Practical implications – Achieving psychosocial well-being at work and success in management requires understanding of essential personal and social processes, such as play. The findings provide knowledge that can be applied in management and other workplace practices. Originality/value – The study highlights the divergent perspectives of the organizationally important phenomenon of play. The paper contributes to a better understanding and the development of play in organizations.
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Sahu, Harsha. "Contribution of Top Management of Business Organization in Promoting Social Harmony." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 6, no. 1 (February 10, 2017): 60. http://dx.doi.org/10.21013/jmss.v6.n1.p9.
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<div><p><em>Management is the process of reaching organizational goals by working with people and other resources. Or knowing what you want people to do, and then getting them to do it the best way. </em><em>Management is not only practiced in organization and business entities, but management plays an important role in our daily lives and is practiced by every individual is some or the other way. </em><em>Management is a continuing process, and managers are always involved in it. It helps them to accomplish their objectives. </em><em>Man is a social being. But within each social group there may be heterogeneous traits and features. So each organization can be thought of as pluralistic and need social harmony for peaceful co-existence. </em><em>Management can contribute towards social harmony by building- up cordial industrial relationships, ensuring better life and welfare to employee’s increasing employees’ participation over decisions within the workplace. Consequently, employees will take more interest and initiative in the work assigned. They will feel that they are the vital element of the organization and the organization belongs to them. This will generate the sense of belongingness and loyalty towards the organization. The peaceful co-existence of people from different levels of management can create pleasant and harmonious atmosphere in the organization. The purpose of the study is to investigate how the strong and efficient top level management of the organization can contribute in encouraging social harmony in the workplace. The paper took into account the positive strategies adopted by top management for promoting social harmony in the organization and its implication on the employees, productivity and the economy of the organization. The research methodology is based on the secondary data which include compilation of research article of the experts in the field and the reflections of the essays and article published in the websites. The approach of the study is exploratory in nature.</em></p></div>
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Jabeen, Fauzia, Heather Lynn Friesen, and Kilani Ghoudi. "Quality of work life of Emirati women and its influence on job satisfaction and turnover intention." Journal of Organizational Change Management 31, no. 2 (April 9, 2018): 352–70. http://dx.doi.org/10.1108/jocm-01-2017-0016.
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Purpose The purpose of the paper is to examine the quality of work life (QoWL) and its influence on job satisfaction and turnover (job-leaving) intention of Emirati women employed in various public sector organizations in the United Arab Emirates (UAE). Design/methodology/approach Data were collected through a structured questionnaire gleaned from literature, and were analyzed through partial least squares structural equation modeling. Findings QoWL was found to have a significant relationship with all variables in the model, and was found, as hypothesized, to have a positive effect on job satisfaction and a negative effect on turnover intention. Research limitations/implications One of the main limitations of this study is that the sample is drawn from only Emirati female employees who were working in public organizations based in the Abu Dhabi region, the capital of UAE, and hence, cannot be generalized. Practical implications This study helps policy makers by identifying crucial points that can improve Emirati female employees’ QoWL with a commensurate reduction in turnover intention in a collectivistic society. Public sector organizations should address the factors that directly affect Emirati women’s QoWL and job satisfaction, as it will ultimately result in less staff turnover, greater productivity, and will also support the localization strategy. Originality/value The study is one of the first enquiries which stresses the importance of understanding how Emirati female employees perceive and categorize themselves as a valuable element of the workplace alongside the significance of augmenting their sense of belongingness to their organization.
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Thude, Bettina Ravnborg, Jette Primdahl, Hanne Irene Jensen, Mette Elkjær, Eva Hoffmann, Lilian Keene Boye, and Kirsten Specht. "How did nurses cope with the fast, comprehensive organisational changes at Danish hospital wards during the COVID-19 pandemic? An interview study based on nurses’ experiences." BMJ Open 11, no. 12 (December 2021): e049668. http://dx.doi.org/10.1136/bmjopen-2021-049668.
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PurposeThe COVID-19 pandemic has influenced hospital work and healthcare workers all over the world. We explored how Danish nurses coped with the fast, comprehensive organisational changes in their workplace and identified barriers to and facilitators for organisations ensuring the best possible conditions for nurses to meet these challenges. The study focuses on the organisational setting and how it did or did not support the nurses in their work.MethodsA qualitative explorative design was used in interviewing 23 nurses who had worked at a COVID-19 ward in one of three hospitals. Data were collected in the summer of 2020, and the analysis was inspired by Paul Ricoeur’s theory of narratives and interpretation.ResultsThe presence of managers in the wards helped the nurses in the form of psychological and practical support. Working within an organisation that provides a safe environment was essential for nurses. The experience of a safe environment allowed nurses to ask questions, which supported them in finding solutions to specific tasks in the new and critical working environment. Barriers to handling the new situation were an absence of managers and a lack of a sense of belongingness and trust.ConclusionThis study highlights the need for management to be present in the ward and for organisational support to be available to nurses so they can provide optimal treatment and care when working in new and unknown conditions during a pandemic. Practical assistance from managers to ease the job is beneficial. Furthermore, the presence of management is essential to provide psychological support and create a safe environment because this allows nurses to ask questions about how to better manage new and critical tasks.
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Gotsis, George, and Katerina Grimani. "The role of spiritual leadership in fostering inclusive workplaces." Personnel Review 46, no. 5 (August 7, 2017): 908–35. http://dx.doi.org/10.1108/pr-11-2015-0286.
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Purpose Inclusion is of critical importance to creating healthier workplaces, if the ongoing dynamic of workforce diversity is taken for granted. The purpose of this paper is to designate the role of spiritual leadership in fostering more humane and inclusive workplaces. Design/methodology/approach The authors review the extant literature on two distinct research streams, inclusion and inclusive leadership, and spiritual leadership, elaborate a mediation model, identify antecedents and outcomes, and articulate a set of propositions reflecting key findings. Findings The authors advance a conceptual model according to which inclusive practices founded on spiritual values will mediate the positive relationship between spiritual leadership and a climate for inclusion. They argue that calling and membership as components of spiritual wellbeing will reinforce employees’ experience of both uniqueness and belongingness, thus affecting their perceptions of inclusion and inducing multi-level beneficial outcomes. Practical implications Spiritual leadership assumes a preeminent role in embracing and valuing diversity: it embodies a potential for positioning inclusive ideals more strategically, in view of enabling employees unfold their genuine selves and experience integration in work settings. Social implications Spiritual leadership helps inclusive goals to be situated in their societal context; inclusion is thus viewed as both an organizational and societal good, embedded in social contexts, and pertinent to corporate vision, mission and philosophy. Originality/value The paper examines spiritual leadership as a predictor of climates for inclusion. Drawing on spiritual values, spiritual leaders display a strong potential for inclusion, facilitating diverse employees to experience feelings of both belongingness and uniqueness in work settings that assume high societal relevance.
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Gotsis, George, and Katerina Grimani. "The role of servant leadership in fostering inclusive organizations." Journal of Management Development 35, no. 8 (September 12, 2016): 985–1010. http://dx.doi.org/10.1108/jmd-07-2015-0095.
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Purpose The purpose of this paper is to provide an integrative framework of servant leadership and employees’ perception of inclusion. The authors argue that servant leadership embodies an inclusive leadership philosophy that is in a position to facilitate feelings of belongingness and uniqueness among diverse employees. Design/methodology/approach A theoretical model capturing the effect of servant leadership in shaping climates for inclusion, is developed. The authors elaborate on research streams focussing on climates for inclusion, and examine servant leadership as a potential predictor of inclusion. In this respect, the authors posit that inclusive practices mediate the servant leadership and inclusion relationship, while leaders’ inclusiveness beliefs moderate the servant leadership and inclusive practices relationship. Findings The model introduces mediating mechanisms that intervene in the indirect relationship between servant leadership and climates for inclusion. In so doing, the authors seek to identify how organizational practices supported through servant leadership behaviors address employee needs for belongingness and uniqueness. The model predicts multi-level beneficial outcomes for social identity groups. Practical implications The paper identifies a bundle of organizational practices facilitating employees’ perceptions of inclusion, by placing an emphasis on how servant leaders can enact and implement practices in view of attaining inclusiveness pursuits. Social implications Servant leadership is inclusive by empowering diverse employees and fostering equitable and more humane workplaces, as well as by being more sensitive to various societal expectations. Originality/value The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.
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Estacio, Dennis L. "Janitor’s Attitudes: Their Effect on Performance at La Consolacion University Phippines SY 2020-2021." International Journal of Multidisciplinary: Applied Business and Education Research 2, no. 8 (August 12, 2021): 664–76. http://dx.doi.org/10.11594/ijmaber.02.08.05.
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The purpose of this research project was to evaluate attitudes of the janitorial workforce in La Consolacion University Philippines of S.Y. 2020-2021 in order to ascertain whether there is a direct relation to their performance.
An attitude is a psychological state of mind. It is the way a person thinks about situations, and it ultimately determines a person's behavior. In the workplace, employees can have either a positive or negative attitude about specific work tasks, products or services, co-workers or management, or the company as a whole. Positive attitudes among employees make workdays more enjoyable. Tasks are performed to a higher standard and without complaint. An example of a positive employee attitude occurs when an employee views a negative customer service call as an opportunity to change the narrative for the customer from a bad experience to a good one. However, bad attitudes result in apathy to daily tasks. Employees are easily agitated by minor problems. Tasks are completed at substandard levels (Leonard, 2018).
Job attitudes such as satisfaction and involvement are criterion for establishing the health of an organization; rendering effective services largely depends on the human resource. Job satisfaction experienced by employees will induce the people to give their best to the organization. Both the attitudes required to enhance the performance of employees. Current study is based on the effect of attitude on employee performance. This study include the attitude related factors (behaviors of employees and leaders, job satisfaction, job commitment, motivation and training) to investigate their impact on employee performance.
This study utilized descriptive method of research. An instrument was developed by the researcher with 8 statements to measure the perceived level of satisfaction, involvement, and performance and then distributed among the respondents with the five- point Likert scale
In the totality, respondents rated majority of the janitors with an approval rating of VERY GOOD to the four janitors and GOOD to the Five Janitors while three of the Janitors got an average rating of FAIR. Result shows that all attitude related factors positively affect the employee performance. Motivation and job commitment has highly significant impact of performance of employees. As a result, organizations should value their experienced personnel and devise effective retention policy by giving competitive salary, experienced base pay and experienced based promotion. That will increase the overall performance of the organization.
Janitors have to change their poor attitudes and must exhibit more dedication towards their job. Other employees have to make effort to correct these attitudes that is affecting the work. The following are recommendations to improve values and attitudes and to increase the individual performance:
Let the janitors feel the sense of total belongingness and importance not to let them feel that they are categories into the lower level of the organizations, let them be involved and participate in all institutional activities to establish camaraderie.
Identifying the negative of bad attitudes of the janitors and provide corresponding trainings and seminars to correct their attitudes resulting to poor performance at work.
Motivating employees to achieve the high level of satisfaction and performance by giving appropriate awards and incentives.
Ensure feedback is specific – Don't just tell the employee their poor attitude needs to improve. Point out exactly what negative traits they have and the impact each has on their performance and monitor their action periodically for expected change to positive attitude towards work performance.
Generally, workers with good attitudes have stronger performance, and workers with poor attitudes exhibit less-than-superior performance. It is up to managers to monitor employee attitudes and address attitude problems such as negativity and laziness.
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Canlas, Aimee L., and Michael R. Williams. "Meeting Belongingness Needs: An Inclusive Leadership Practitioner’s Approach." Advances in Developing Human Resources, August 12, 2022, 152342232211189. http://dx.doi.org/10.1177/15234223221118953.
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Problem Theoretical and practical frameworks delineating the individual and relational needs inherent to creating perceptions of belongingness in the workplace are absent in Human Resources Development (HRD) literature. For inclusive leadership practitioners, the literature itself lacks direct mentioning of belonging, causing the awareness around the concept to be problematic. Without a clear understanding of factors that influence perceptions of belonging, leaders lack direction in building inclusive workplaces and reaping the beneficial business outcomes these have the potential to bring, including increased employee engagement, performance, and innovation. Solution The Individual and Relational Belongingness (IRB) model is introduced to explore and define the unique needs that are vital for individual to perceive a sense of belongingness in the workplace across individual, relational, personal, and organizational dimensions. Stakeholders Organizational and Human Resources Development scholar practitioners benefit from understanding the nuanced and complex needs that drive perceptions of belongingness, since these bring additional context to the scholarship and practice of inclusive leadership.
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Enwereuzor, Ibeawuchi Kingsley. "Diversity climate and workplace belongingness as organizational facilitators of tacit knowledge sharing." Journal of Knowledge Management ahead-of-print, ahead-of-print (March 5, 2021). http://dx.doi.org/10.1108/jkm-10-2020-0768.
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Purpose The purpose of this study is to examine the relationship between diversity climate and tacit knowledge sharing and the mediating role of workplace belongingness between them. Design/methodology/approach The sample for this study consists of 495 employees (52.1% male, n = 258) drawn from varied occupational groups. Data were collected online using existing self-report measures. Hypotheses were tested with ordinary least squares regression-based path analysis. Findings This study provides evidence that diversity climate is positively related to workplace belongingness and tacit knowledge sharing. Furthermore, workplace belongingness is positively related to tacit knowledge sharing. Finally, workplace belongingness mediates the relationship between diversity climate and tacit knowledge sharing. Practical implications The findings highlight the need for organizations to promote fair human resource (HR) policies and practices by enacting and judiciously implementing policies that promote inclusiveness and fair treatment to stand a chance of benefiting from employees’ tacit knowledge sharing. Originality/value This study builds on existing research but shifts the focus to the influence of diversity climate on tacit knowledge sharing and thus sets up a precedent for subsequent research in this area. This study is, therefore, the first to attempt to link diversity climate to tacit knowledge sharing through workplace belongingness.
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Mu, Xinyan, Jih-Yu Mao, and Mengying Liao. "Seeking approval: adopting impression management tactics upon experiencing workplace ostracism." Nankai Business Review International, January 24, 2022. http://dx.doi.org/10.1108/nbri-07-2021-0048.
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Purpose Being ignored or excluded is a painful experience. Belongingness theory suggests that individuals inherently desire for belongingness and social interactions. This study aims to explore whether ostracized employees take actions to seek potential re-inclusion in the workplace. Design/methodology/approach Data were collected from a two-wave survey. Ordinary least squares regressions were conducted to test the hypotheses. Findings Workplace ostracism is positively associated with victims’ impression management behaviors (i.e. self-promotion and exemplification) through need for approval. In addition, these indirect relationships are more salient for victims with stronger self-face concerns. Originality/value This study examines how ostracized employees strive for potential re-inclusion and who are more likely to seek approval. Specifically, this study identifies two impression management behaviors as victims’ potential re-inclusion tactics in response to ostracism in the workplace.
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Fatima, Tehreem, Ahmad Raza Bilal, Muhammad Kashif Imran, and Muhammad Waqas. "Relations outside the workplace matter! A nexus of coworker ostracism, relational capital, alternate belongingness and knowledge hiding." Evidence-based HRM: a Global Forum for Empirical Scholarship, May 26, 2022. http://dx.doi.org/10.1108/ebhrm-06-2021-0123.
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PurposeThe current study aims to investigate the impact of coworker ostracism on coworker-directed knowledge hiding through the mediating role of relational social capital and moderating role of alternate belongingness in Pakistani higher educational settings.Design/methodology/approachA time-lagged study was carried out in which data from teaching and non-teaching faculty (N = 217) from the higher education sector of Lahore, Pakistan, were collected through multi-stage sampling. The collected data were analysed using moderated mediation analysis (PROCESS model 4 and 7).FindingsThe results revealed that ostracism from coworkers has an unfavourable impact on relational social capital that in turn promotes knowledge hiding. Nonetheless, if ostracized employees had sources to fulfil belongingness needs outside the work settings, this negative association was strengthened.Originality/valueThe authors have taken the role of belongingness outside the workplace in explaining the coworker ostracism and knowledge hiding relationship in higher educational settings and identified the explanatory role of relational social capital.
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Pasman, Emily, Guijin Lee, Rachel Kollin, Michael J. Broman, Elizabeth Aguis, and Stella M. Resko. "Emotional exhaustion and workplace belongingness among peer recovery coaches during COVID-19." Journal of Social Work Practice in the Addictions, December 13, 2022, 1–13. http://dx.doi.org/10.1080/1533256x.2022.2156670.
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Ostermeier, Kathryn, Michele N. Medina-Craven, Kerri M. Camp, and Sara E. Davis. "Can I Be Me With You at Work? Examining Relational Authenticity and Discretionary Behaviors in the Workplace." Journal of Applied Behavioral Science, November 28, 2020, 002188632097662. http://dx.doi.org/10.1177/0021886320976627.
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Management scholars have long been interested in the topic of authenticity in the workplace, evidenced by the history of scholarship on authentic leadership and the many new authenticity constructs that have emerged. In this article, we take a narrower view of authenticity and focus on relational authenticity in the workplace, which we define as being genuine in workplace relationships. Adapting a validated relational authenticity scale to the organizational context, we explore the ways in which feeling authentic in workplace relationships has ramifications for discretionary behaviors. Specifically, we build on belongingness theory to posit that relational authenticity will result in an increase in engagement in both altruistic and sportsmanship behaviors. We also explore the moderating effect of proactive personality on these relationships. Results from our two-sample study ( N = 352; 500) indicate that relational authenticity is positively associated with engagement in both altruistic and sportsmanship behaviors.
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Li, Miaomiao, Xiaofeng Xu, and Ho Kwong Kwan. "Consequences of Workplace Ostracism: A Meta-Analytic Review." Frontiers in Psychology 12 (August 2, 2021). http://dx.doi.org/10.3389/fpsyg.2021.641302.
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Workplace ostracism, which is regarded as “social death,” is rampant in organizations and has attracted significant research attention. We extend the understanding of workplace ostracism by conducting a meta-analysis of studies of the relationships between workplace ostracism and its consequences. We also explore the moderating effects of national culture (i.e., collectivism vs. individualism) and the mediating effects of organization-based self-esteem (OBSE). The results of a meta-analysis of 95 independent samples (N = 26,767) reveal that exposure to workplace ostracism is significantly related to individuals’ attitudes, well-beings, and behaviors. Moreover, the effects of workplace ostracism on belongingness, job satisfaction, emotional exhaustion, organizational citizenship behavior (OCB) toward individuals (OCBI), organizational deviance, and interpersonal deviance are stronger in individualist contexts than in collectivist contexts. However, the relationships between workplace ostracism and organizational identification and OCB are stronger in collectivist contexts than in individualist contexts. Our meta-analytical structural equation modeling also provides evidence of the mediating effects of OBSE on the relationships between workplace ostracism and organizational commitment, job satisfaction, and job performance. The implications and limitations of our study and future research directions are also discussed.
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Koch, Lynn C., Rachel Glade, Christine M. Manno, Aten Zaandam, Lauren S. Simon, Phillip D. Rumrill, and Christopher C. Rosen. "On-the-Job Treatment of Employees With Disabilities: A Grounded Theory Investigation." Rehabilitation Counseling Bulletin, February 16, 2021, 003435522199357. http://dx.doi.org/10.1177/0034355221993571.
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Workplace mistreatment is common for workers with and without disabilities. Overt forms of mistreatment in the workplace (e.g., abuse, bullying, harassment) have been well studied; however, less is known about more subtle forms of workplace mistreatment for employees with disabilities. The purpose of this study was to examine how workers with disabilities are treated on the job, the types of mistreatment present in the workplace, the consequences involved (if any), the courses of action taken (if any), and workers’ satisfaction with the outcomes of actions taken. We used a grounded theory approach to learn from 26 employees with disabilities about their experiences with workplace treatment. Primary themes that emerged from the data were (a) the emotional toll of being mistreated on the job; (b) attempting to “grin and bear it,” as one participant described it, to avoid mistreatment; (c) a desire to feel a sense of belongingness at the workplace; and (d) the intersection of disability characteristics, individual characteristics, and work environment characteristics that influences how people with disabilities are treated on the job. Implications are presented for understanding the role that rehabilitation counselors play in helping workers and employers to respond to mistreatment of employees with disabilities.
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Alang, Tho, Pauline Stanton, and Mark Rose. "Enhancing Employee Voice and Inclusion Through Inclusive Leadership in Public Sector Organizations." Public Personnel Management, April 11, 2022, 009102602210855. http://dx.doi.org/10.1177/00910260221085583.
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This article explores the impact of inclusive leadership behaviors on Indigenous voice and the perception of workplace inclusion by Indigenous employees in Vietnam public agencies. Drawing from qualitative research with managers and Indigenous employees in three public organizations, we found that, first, inclusive leadership behaviors promoted workplace diversity by supporting Indigenous presence through recuitment; training and development opportunities; and promotion into decision making roles. Second, inclusive leadership facilitated Indigenous belongingness by accepting Indigenous employees as important group members, and sympathizing with their challenges. Third, in the context of a Confucian and collectivist-influenced country, inclusive leadership played a crucial role in valuing Indigenous uniqueness by encouraging their voice over their work; valuing their contributions; and respecting their differences. Theoretical and practical implications are discussed.
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EMMANUEL, AGBAEZE, OBIOYI YUSUF, AGU OKORO AGU, MONYEI FRANCIS, CHUKWUMA ISAAC, and MADU LEO. "EMPLOYEE VOICE MANAGEMENT AND WORKPLACE PERFORMANCE: A BANKING SECTOR PERSPECTIVE." Global Journal of Science & Engineering, July 25, 2020, 4. http://dx.doi.org/10.37516/global.j.sci.eng.2020.004a.
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Globally, employee voice addresses the notion that people want to be heard because being heard reinforces a sense of belongingness within an organization; while endearing a belief that a person’s action can have an impact in the overall productivity of a workplace. This study therefore becomes pertinent in accordance with calls for scholarly investigation to determine the rate of its impact on the banking sector amid the recent financial recession and turbulence of the sector. Taking a quantitative method, the descriptive survey research design was adopted for the study. The findings indicated that employee voice management had a significant positive correlation on workplace performance of the banking sector (r = 0.597; t = 23.703; F= 561.823; p < 0.05). It concluded that employee voice management improved job behaviours, industrial relations, and ultimately improved individual and team outcomes. The study further recommended that the banking sector should increase the autonomy and empowerment of its workforce, as it spurs their commitment to the workplace.
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"Moves to increase diversity and inclusion in the workplace." Human Resource Management International Digest 26, no. 2 (March 12, 2018): 41–43. http://dx.doi.org/10.1108/hrmid-01-2018-0012.
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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms that increase their emphasis on diversity and inclusion can generate positive perceptions and attitudes among employee groups that have been historically marginalized. Leaders play a significant role by consistently demonstrating fairness to all employees through formal practices and routine behaviors. Inclusion is determined more by the actions of co-workers who can help cultivate an environment where camaraderie and a sense of belongingness are the norm. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Badri, Siti Khadijah Zainal, Wai Meng Yap, and Hazel Melanie Ramos. "Workplace affective well-being: gratitude and friendship in helping millennials to thrive at work." International Journal of Organizational Analysis ahead-of-print, ahead-of-print (August 5, 2021). http://dx.doi.org/10.1108/ijoa-04-2020-2148.
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Purpose The purpose of this paper is to examine the relationship between gratitude and workplace friendship with affective well-being (AWB) at work amongst millennial employees. Specifically, it details the mediating effect of workplace friendship in explaining the linkages between gratitude and AWB at work. Design/methodology/approach This study used a sample of 272 millennial workers in this study. A survey invitation was sent out to all of the respondents through email. A 20-item job-related AWB (Van Katwyk et al., 2000) scale was used to measure AWB. Workplace friendship was measured using six-items of the workplace friendship scale (Nielsen et al., 2000) and gratitude was measured using McCullough et al.’s (2002) six-item gratitude questionnaire (GQ-6). Findings The study found that gratitude and workplace friendship enhanced workplace AWB among millennial workers. Workplace friendship functioned as a mediator, which delivered the effect from gratitude towards workplace AWB. Gratitude was found to positively predict workplace friendship and subsequently workplace friendship positively predicted workplace AWB. Practical implications Nurturing positive feelings at work through excellent psychosocial resources and healthy work friendships would improve millennial workers well-being. Henceforth, encouraging millennial employees to cultivate workplace friendships, can help the manager to enhance millennial employees’ feeling of belongingness, and thus, promote better AWB. Originality/value Investment on employee’s human capital and values can be valuable resources to increase millennial employees’ performance at work. Millennial workers are a unique generation that put emphasis on the subjective experience. Hence, capitalising on their subjective experience can be one of the keys to better increase their well-being and performance at work.
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Yang, Xianbi, Abrar Hussain Qureshi, Yenku Kuo, Nguyen Ngoc Quynh, Tribhuwan Kumar, and Worakamol Wisetsri. "Teachers' Value Consonance and Employee-Based Brand Equity: The Mediating Role of Belongingness and Self-Efficacy." Frontiers in Psychology 13 (May 26, 2022). http://dx.doi.org/10.3389/fpsyg.2022.900972.
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This study investigated the impact of value consonance on employee-based brand equity through the mediating role of teachers' self-efficacy and belongingness. For this purpose, a deductive approach was followed, and data were collected under a cross-sectional research design from academia through a questionnaire. Prior approval from the administration was sought before administrating the questionnaire on a large scale and a sample of 520 teachers was approached in the first phase. At this stage, 418 answered questionnaires were received, while in the second wave, questions related to the teacher's self-efficacy and employee-based brand equity were asked from the respondents. Out of these 418 re-distributed questionnaires, 387 were received back and after discarding the partially filled and incomplete questionnaires, the useable sample size was left as 372. Data have been analyzed by using the structural equation modeling technique, which was assessed through measurement and structural model. Results indicate that value consonance can promote positive behaviors in the workplace. Moreover, teachers with high self-efficacy can develop based on brand equity. Similarly, employees with high-value consonance develop a sense of belongingness with their academic institutes. Limitations and future directions are also discussed.
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Dinh, Kimberly. "Think Diversity Management Programs Are Enough? Think Again!" From Science to Practice: Organizational Psychology Bulletin, February 10, 2021, 19–22. http://dx.doi.org/10.19099/fstp.031904.
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Organizations are now starting to implement diversity management programs to address their diverse workforce needs. However, diversity management programs alone are not enough to reap the valuable (and profitable!) benefits of a diverse and inclusive workplace. Diversity management is more than just policies and procedures. It includes diverse demographics and a climate of inclusion. A climate of inclusion is defined as an environment where employees are treated fairly, have equal access to resources, and creates a sense of belongingness as well as uniqueness. Studies have shown that diversity management can promote attractive results like reducing turnover and increasing employee engagement in helping behaviors. But what are the factors that come into play to really leverage these diversity management programs?
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D, Weil-Lotan, Ilsar T, and Benbenishty J. "Sense of Belonging and the Use of Social Digital Communication Platform: Nursing Staff Comparison between Pre and During COVID-19." Annals of Nursing Research & Practice 6, no. 2 (August 17, 2021). http://dx.doi.org/10.26420/annnursrespract.2021.1043.
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In recent years use of digital social networks in the workplace has become the popular mode of team communications. The widespread use of different methods of interpersonal interaction and the availability of the user at any time and in any place have made the boundaries between the personal space and the professional space distorted. Aim: To investigate nurses’ perceptions of the use of digital application communication, level of belonging and stress before and during COVID-19 pandemic. Design: Quasi-experimental, prospective convenience sample correlational study. Method: Team cohesiveness, level of Belongingness and demographic questionnaire was distributed to five hospital departments in pre and during COVID-19 pandemic. Results: A total 178 nurses (83.3% females), average age 34.40 y/o; a significant positive correlation found between nurse seniority and level belongingness (β=.28, p<.01). Significant differences were found between during COVID-19 and pre-pandemic group in using digital platform for solving professional problems (χ² (1) = 7.74, p<.01). In addition, the more the respondents perceived the content of the digital application group for sharing personal experiences the greater their sense of belonging (β = .19, p=.03). Conclusion: This study examines nurses’ digital communication and sharing, deliberation, team cohesiveness and information exchange. The results demonstrate nurses’ interpersonal professional relationships expressed in this digital application as well comparison between two periods. The period of “normal” activity and during pandemic.
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Fatima, Tehreem, Ahmad Raza Bilal, Muhammad Kashif Imran, and Ambreen Sarwar. "Manifestations of workplace ostracism: an insight into academics' psychological well-being." South Asian Journal of Business Studies ahead-of-print, ahead-of-print (June 2, 2021). http://dx.doi.org/10.1108/sajbs-03-2019-0053.
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PurposeOstracism is a subjective and relative concept that renders itself to multiple manifestations and context-specific outcomes. Therefore, this study identified specific behaviours that are perceived as workplace ostracism by teaching faculty of Pakistani Higher Educational Institutions (HEIs). Building on belongingness theory, the ramifications of ostracism on psychological well-being are outlined along with the context-specific factors that shape these outcomes.Design/methodology/approachA phenomenological approach was adopted, and 30 semi-structured interviews from the teaching faculty of HEIs in Lahore, Pakistan, were conducted. The transcribed interviews were coded, and an inductive thematic analysis via NVivo 12 Plus software was used to generate themes and sub-themes.FindingsFive behaviours, i.e. biased treatment, exclusion from formal and informal interactions, interpersonal alienation, delayed sharing or hiding of knowledge, lack of work-related, social and emotional support constituted the acts of ostracism in studied HEIs. The psychological well-being of faculty suffered in terms of negative emotions, reduced job, career and life satisfaction in their work and family life. The contextual factors deciding the intensity of outcomes resulting from workplace encompassed head of department (HOD) support, pay, friendly relations, fear of confrontation, alternative job options and designation of faculty members.Originality/valueThis research is a pioneer in using an in-depth phenomenological approach to define a behavioural typology of ostracism in academia. Moreover, a much needed holistic outcome of psychological well-being is explored in work and non-work domains and further elucidated in light of context-specific factors.