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The purpose of this paper is to present for practitioner (manager) consideration an approach to a collaborative learning and problem-solving effort by a manager in partnership with an employee. Fundamentally, in place of manager direction and expertise applied to employee learning, the approach is grounded on manager-employee collaboration that makes use of an approach to learning to: (1) address some work-based problem or issue, (2) share typical leadership roles of goal-setting and problem solving, and (3) jointly working to improve the knowledge, skills, and personal attributes of each partner.

The concept of reciprocal reflective approach to learning (RRAL) is created by consideration of some factors that are consolidated, ultimately, to yield an approach to change. They include shared efforts in goal-setting and related tasks, identification of knowledge and skill areas linked to the performance and growth of each of the partners, and the use of a specific learning model.

The approach presented can be achieved yet requires much attention by each participant. Reciprocity means that each participant is involved in their own increases in knowledge and skills as well as aiding their partner in her/his improvements. Problem solving is also a large component of their efforts as is relationship building.

The approach embraces how reciprocal action can go well beyond problem solving and includes manager and employee interest and attention in helping each other to learn, change, and recognize growth in personal attributes.

This study examines the effect of delegation of decision rights, moral justification (MJ), and ethical climate (EC) on managers’ misreporting in the financial services sector. We employed an online research panel called Qualtrics, to collect data based on a sample of 127 middle-level managers from various US financial services firms. We find that MJ mediates the relation between delegation and misreporting, suggesting delegation of decision rights increases employees’ misreporting indirectly by increasing MJ. We also find that EC significantly moderates the relationship between MJ and misreporting. Furthermore, our test of the moderated-mediation effect reveals that the indirect effect of the delegation of decision rights on misreporting through MJ is stronger when there is a higher level of instrumental climate (IC) and a lower level of principle climate (PC).

Many groups in organisations are unsuccessful in problem solving. However, the principle of continuous improvement necessitates that organisations refine their employees’ problem-solving skills. In this mixed-method, field-based lab experiment, we explored the impact of a treatment to enhance the quality of group problem-solving processes.

We focused on the structured problem-solving process in Kaizen Events by differentiating six consecutive phases. About 16 Kaizen Event groups (101 members) participated in a field-based lab experiment that used a lean simulation game to establish a group problem-solving context. Data were collected via video, surveys and group interviews. We examined if a high-quality process is strengthened through group members’ elevated awareness of problem-solving preferences. About 11 groups received a treatment of tailor-made individual feedback to increase awareness of their problem-solving preferences. Additionally, we repeated the experiment in five control groups, where member preferences were not shared.

In the treatment groups, where problem-solving preferences had been shared, we observed a clear improvement in Kaizen Event process quality and higher problem-solving self-efficacy levels. Moreover, their self-reported Kaizen Event behaviour had changed. Within the control groups, the participants also reported that their problem-solving self-efficacy had improved, but this did not have a positive impact on the quality of the objectively measured Kaizen Event process.

By combining insights from operations management and organisational behaviour, we demonstrate that the structured Kaizen Event problem-solving process improves when group members’ individual problem-solving preferences are shared. We thus add an individual-level variable to the extant models of Kaizen Event success factors. Our results provide fresh insights into how to improve the continuous improvement process within organisations. Kaizen Event stakeholders and their facilitators are offered guidance on how to increase one’s awareness of own and others’ problem-solving preferences in group-based problem-solving events.

Research focusing on psychological capital (PsyCap) has been mainly conducted at the individual level. However, recent research has expanded investigations to the collective level with a greater focus on team-level PsyCap. Although, as demonstrated by recent systematic reviews and meta-analyses, the relationships between individual-level PsyCap and the desirable/undesirable outcomes are fairly established in the literature, less is known about such relationships for team-level PsyCap. One of these important, yet least investigated, research areas is the research stream that focuses on the relationship between team-level PsyCap and the outcomes of health, Well-Being, and safety. This chapter aims to highlight the role of individual-level PsyCap as an important predictor of employees’ health, Well-Being, and safety outcomes, but also to go beyond that to provide insights into the potential role of team-level PsyCap in predicting such outcomes at both individual and team levels. To do so, the chapter first draws upon relevant theories to discuss the empirical research findings focusing on the relationship between individual-level PsyCap and the outcomes of health, Well-Being, and safety. It then focuses on team-level PsyCap from theoretical, conceptualization, and operationalization perspectives and provides insights into how team-level PsyCap might be related to health, Well-Being, and safety outcomes at both individual and team levels. Thus, this chapter proposes new research directions in an area of PsyCap that has been left unexplored.

The personalities of leaders have been shown to impact the culture of their organizations and are also expected to have a more distal impact on the firm’s financial performance. However, the authors also expect that leader gender is an important intervening variable such that exhibiting various personality dimensions may result in unique cultural and performance-based outcomes for women and men leaders. Thus, the authors seek to examine first the impact of leader personality on organizational performance, as driven through organizational culture as a mediating mechanism. In doing so, the authors propose the expected impact of specific personality dimensions on certain types of organizational cultures, and those cultures’ subsequent impact on the organization’s performance. The authors then extend to consider the moderating effects of leader gender on the relationship between leader personality and organization. To support their propositions, the authors draw from upper echelons and implicit leadership theories. The authors encourage researchers to consider the proposition within a sample of the largest publicly traded US companies (i.e., Fortune 500) at an important era in history such that for the first time, 10% of these companies are led by women. In doing so, the authors hope to understand the leadership dynamics at the highest echelons of corporate governance and provide actionable insights for companies aiming to optimize their leadership composition and drive sustainable performance.

This paper investigates the relationship between teleworkers' perceptions of corporate social responsibility (CSR) and employee engagement (EE) in remote work.

A quantitative research approach was used, involving a questionnaire distributed via convenience sampling. Data from 205 valid responses from teleworking employees in Spain were analysed using structural equation modelling to test the hypothesis regarding the association between CSR and EE.

The study found that CSR’s social and environmental dimensions positively impact EE among teleworkers. However, the economic dimension of CSR only partially influences EE in a telework setting.

The findings suggest organisations can enhance EE during telework periods by focusing on social and environmental CSR initiatives. This approach can mitigate the reduced EE associated with remote work, improving organisational performance, productivity, satisfaction and employee well-being.

This study provides empirical evidence on the positive effects of CSR’s social and environmental dimensions on EE in a telework context, offering valuable insights for organisations navigating the post-pandemic landscape. Also, specific CSR strategies can establish a competitive advantage by fostering a motivated and engaged remote workforce.

Este artículo investiga la relación entre las percepciones de los teletrabajadores sobre la responsabilidad social corporativa (RSC) y el compromiso de los empleados (EE) en el trabajo remoto.

Se utilizó un enfoque de investigación cuantitativa, mediante un cuestionario distribuido a través de un muestreo por conveniencia. Se analizaron datos de 205 respuestas válidas de empleados teletrabajadores en España utilizando modelos de ecuaciones estructurales para probar la hipótesis sobre la asociación entre RSC y EE.

El estudio encontró que las dimensiones sociales y ambientales de la RSC impactan positivamente en el EE entre los teletrabajadores. Sin embargo, la dimensión económica de la RSC solo influye parcialmente en el EE en un entorno de teletrabajo.

Los hallazgos sugieren que las organizaciones pueden mejorar el EE durante los períodos de teletrabajo al enfocarse en iniciativas de RSC social y ambiental. Este enfoque puede mitigar la reducción del EE asociada con el trabajo remoto, mejorando el rendimiento organizacional, la productividad, la satisfacción y el bienestar de los empleados.

Este estudio proporciona evidencia empírica sobre los efectos positivos de las dimensiones sociales y ambientales de la RSC en el EE en un contexto de teletrabajo, ofreciendo valiosas ideas para las organizaciones que navegan el paisaje post-pandémico. Además, estrategias específicas de RSC pueden establecer una ventaja competitiva al fomentar una fuerza laboral remota motivada y comprometida.

This study aims to investigate the effect of the Diamond Justice model on self-efficiency with the mediating role of job stress among the staff of Qazvin hospitals affiliated with Qazvin University of Medical Sciences. This study is a cross-sectional descriptive-analytical study conducted among the staff of Qazvin hospitals affiliated with Qazvin University of Medical Sciences in 2020.

Sampling was performed using the structural equation method. Data collection tools included three sections: demographic information, justice and self-efficiency questionnaire and job stress questionnaire. Data were finally analyzed using SPSS software version 26 and AMOS version 23 at a significance level of 0.05.

The structural equation model’s standard estimation coefficients show that all existing paths are at a significant level. Finally, the regression analysis showed that justice is inversely related to stress level (ß = −0.185, p = 0.015). Justice is directly related with self-efficiency (ß = 0.282, p < 0.001).

Justice, stress and self-efficacy have been measured in various studies among health workers. However, a fitting model showing these three variables’ interaction was necessary. Therefore, this study tries to conceptualize the multifaceted relationships of the components of these concepts by presenting a model.

In this study, the researchers explored the predictive powers of corporate cultural factors and self-efficacy on Pakistan's public sector bank employees' organizational commitment.

The researchers designed a co-relational study based on cross-sectional data using a questionnaire to collect the data from the Pakistan public sector banks' managers, assistant managers and operational managers. Consequently, the researchers based this study's findings on the 270 valid responses to the questionnaire.

This study's findings reveal that, except for teamwork, together with self-efficacy, the corporate cultural factors comprising organizational communication, training and development and reward and recognition have positive and significant impacts on organizational commitment. More specifically, self-efficacy plays a mediating role in terms of the relationships between organizational commitment and organizational communication, training and development and reward and recognition.

From establishing the most relevant corporate cultural factors, the researchers consider that this study's findings are helpful to policymakers and organizations in developing organizational commitment among employees. More practically in the case of Pakistan's public sector banks, the employees can improve employees' performance by recognizing the significance of the corporate cultural factors on employees' organizational commitment. In addition, the researchers consider that this study's findings can improve managerial efficiency which, in turn, can lead to the organizations becoming more successful.

In the context of Pakistan's public sector banks, this study's findings provide empirical insights to the relationships between the corporate cultural factors and organizational commitment. In addition, the findings provide insights to the role played by self-efficacy in mediating these relationships.