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The purpose of this paper is to investigate how different team learning activities relate to different types of team performance as rated by team members and managers.

The 624 respondents, working in 88 teams in seven different organizations indicate their perceptions of team learning and their performance ratings of the team. Moreover, managers in the organization are asked to evaluate the team performance.

Team member ratings of effectiveness are positively related to the boundedness and stability of the team and information processing and negatively related to information acquisition. Manager ratings of effectiveness are positively related to boundedness and stability, information processing and information storage and retrieval. Team member ratings of efficiency are positively related to information processing and negatively related to information acquisition. Manager ratings of efficiency are positively related to boundedness and stability and information storage and retrieval. Team member ratings of innovativeness are positively related to information processing, while no predictors are found for manager ratings of innovativeness.

Since the data are cross‐sectional, the authors cannot draw conclusion about the causality between the variables. Longitudinal designs that study the sequence of team learning and team performance are called for. Furthermore, future studies might include more objective performance measures.

As team learning proved to have predictive value for diverse team performance indicators, rated by team members and managers, team should carefully organise their learning process in order to enhance their performance.

Although some studies have proven the significance of team learning for team performance, none have investigated which team learning activities are related to which types of performance ratings.

The purpose of this paper is to operationalise critical reflection. Although critical reflection is widely recognised as a crucial element in individual and organisational learning, not many instruments exist to measure critical reflection in the context of work organisations.

Critical reflection was operationalised by using a combination of a literature review and a survey.

Critically reflective work behaviour was defined as a set of connected activities carried out individually or in interaction with others, aimed at optimising individual or collective practices, or critically analysing and trying to change organizational or individual values. Based on the survey, an instrument was developed for measuring six dimensions of critically reflective work behaviour, namely, critical opinion‐sharing, asking for feedback, challenging group‐think, openness about mistakes, experimentation and career awareness.

Future research should focus on the predictive validity of the instrument by relating it to performance appraisals from supervisors or to ratings of innovative behaviour. Further research could also focus on inter‐rater reliability by contrasting self‐ratings with ratings from colleagues and supervisors.

In combination with an instrument measuring organisational climate, the instrument may play a role in relating the work behaviour of employees to job characteristics and perceptions of organisational climate.

The concept of critically reflective work behaviour focuses on the role of the behaviour of all employees in the organisation in becoming a learning company.

The purpose of this study is to add to the existing literature on the impact of organizational changes on psychological contracts by examining the exchange between employer and employee obligations and organizational commitment and intention to turnover in a causal model.

Psychological contracts of 450 health care workers were assessed in a three‐wave longitudinal design, covering a one‐year period. The Tilburg Psychological Contract Questionnaire measures perceived obligations with respect to Job Content, Career Development, Social Atmosphere, Organizational Policies and Rewards (perceived organizational obligations) and In‐role and Extra‐role Obligations (perceived employee obligations). Linear structural equation modeling was used to test the changes in psychological contracts and outcome variables over time, and also to investigate the changes in the relationships between the dependent and independent variables over time.

The results show that organizational changes negatively affect the fulfilment and violation of perceived organizational obligations. However, perceived employee obligations are not affected. The perceived fulfilment of Organizational Policies and violations of the psychological contract in general are most strongly affected.

Empirical longitudinal field research on the effects of organizational changes on psychological contracts is virtually non‐existent. This study is a valuable contribution to psychological contract research, because of the longitudinal nature of the study and the linear structural equation models that are used.

“Turnover intention” is defined as an employee's intention to voluntarily change jobs or companies. The purpose of this paper is to set “turnover intention” in relation to “preparedness for change”. The former relates to the change of jobs or companies, the latter to employees' willingness to change their current workplace. Both phenomena relate to employability, i.e. an employee's adaptability to changing internal (i.e. the current employer) and external labour market demands. The main aim of this paper is to compare both phenomena and identify antecedents of employability, namely, leader‐member exchange (LMX) and occupational self‐efficacy.

A questionnaire study was conducted in two samples of German and Dutch employees.

Results indicate that the two concepts (turnover intention, preparedness for change) are, to some extent, related and show, to some extent, similar relationships to the antecedents.

In both samples, self‐reported data were used as well as a cross‐sectional design.

The results highlight that the direct supervisor of employees may serve as an organization's agent, with a determining influence on the employees' attitudes and behaviours towards the respective organization.

For the first time, turnover intention and “preparedness for change” are considered in one study and the mutual relationship is investigated.

This bibliography is offered as a practical guide to published papers, conference proceedings papers and theses/dissertations on the finite element (FE) and boundary element (BE) applications in different fields of biomechanics between 1976 and 1991. The aim of this paper is to help the users of FE and BE techniques to get better value from a large collection of papers on the subjects. Categories in biomechanics included in this survey are: orthopaedic mechanics, dental mechanics, cardiovascular mechanics, soft tissue mechanics, biological flow, impact injury, and other fields of applications. More than 900 references are listed.

The purpose of this paper is to examine how the quality of change information influences employees’ attitude toward organizational change and turnover intention. Additionally, the role of engagement, psychological contract fulfillment and trust in the relationship between change information and attitude toward change is assessed.

In a technology services organization that was implementing a “new way of working,” questionnaire data of 669 employees were gathered. The organizational change in question sought to increase employees’ autonomy by increasing management support and improving IT support to facilitate working at other locations (e.g. at home) or at hours outside of regular working hours (e.g. in evening).

The results showed that change information was positively related to psychological contract fulfillment and attitude toward change. Engagement and psychological contract fulfillment were positively related to attitude toward change and negatively related to turnover intention. Contrary to what was expected, trust did not influence attitude toward change but was negatively related to turnover intention.

The study presents a model that can help management to foster positive affective, behavioral, and cognitive responses to change, as well as to reduce employee turnover. Fulfilling employees’ psychological contracts and cultivating engagement is important in this respect, as well as continuously considering whether information about the organizational change is received in good time, is useful, is adequate and satisfies employees’ questions about the change.

As one of the first studies in its field, attitude toward change was conceptualized and operationalized as a multidimensional construct, comprising an affective, a behavioral and a cognitive dimension.

WE are confident that our readers will approve our use of the amount of space we have given this month to the memory of Dr. Arundell Esdaile, whose death we announced briefly in July. As Mr. Berwick Sayers writes, there must be many of his old Students who revere his memory, and many others who have directly or indirectly benefited from his work for our profession.

The aim of this paper is to extend the knowledge of the link between job insecurity and job performance by exploring potential mediating mechanism of psychological strains and moderation role of psychological advantages on the mentioned relationship in the hospitality industry.

A sample of 288 frontline employees from five and four star hotels in north Cyprus was selected through judgmental sampling. Structural equation modeling was used to investigate the research model, and hierarchal multiple regression was used to test forwarded hypotheses.

The results showed that Job Insecurity mitigates Job Performance. The results further suggested that anxiety, as a psychological strain, mediates the effect of job insecurity on job performance. Additionally, psychological advantages (supervisor support and intrinsic motivation) play a crucial role as a delimiter against the negative effect of job insecurity on job performance.

Hotel managers need to establish and communicate transparent human resource polices including, win-win-based employee contracts, fair selection, placement, appraisal, compensation, reward and similar human resource systems within hotels. Empowering and developing relations skills between supervisors and employees by providing continued training programs are vital for minimizing organizational stress and anxiety from job insecurity. Keeping in mind high employee turnover rates in the industry and its considerable costs, especially intrinsically motivated employees willing to work long hours should be selected in those organizations. Additionally, buddy-buddy approach in mentoring can be used by well-selected senior employees to help new employees socialize, improve their performance via social support and retain them in the end. By implication, lacking time lag is considered as the limitation.

Empirical research relating to the psychological strains and leverages of job insecurity is sparse in the hospitality industry. Based on job demand-resource and conservation of resource theories, the present research aimed to fill this gap.

The purpose of this paper is to discuss the impact of leadership styles on negative work-home interference among highly educated employees in the hospitality industry.

A survey was conducted among a sample of 126 highly educated hospitality employees working in various different companies. Hierarchical regression analyses were carried out to examine the effects of leadership styles, work-home arrangements and overtime on perceived negative work-home interference.

Autocratic leadership style, working overtime and a lack of work-home arrangements contributed significantly to negative work-home interference.

The study was conducted with a limited sample in a relatively limited part of the sector. Further research is needed in other layers of hospitality organisations.

The findings provide insight into the impact of leadership on negative work-home interference. A variety of studies have identified negative work-home interference as an important precursor for employee turnover, and this study helps managers in developing beneficial management styles as well as HR policies to address negative work-home interference and its subsequent organisational effects.

What is new in this paper is the measurement of leadership style in relation to negative work-home interference in the hospitality industry. In addition, next to charismatic and transactional leadership styles, autocratic leadership style is taken into account.