Daniel Wesolowski, Elsa Olivetti, Amanda Graham, Steve Lanou, Peter Cooper, Jim Doughty, Rich Wilk and Leon Glicksman
The purpose of this paper is to report on the results of an Massachusetts Institute of Technology Chemistry Department campaign to reduce energy consumption in chemical fume…
Abstract
Purpose
The purpose of this paper is to report on the results of an Massachusetts Institute of Technology Chemistry Department campaign to reduce energy consumption in chemical fume hoods. Hood use feedback to lab users is a crucial component of this campaign.
Design/methodology/approach
Sash position sensor data on variable air volume fume hoods are remotely collected. A 15 minutes average fume hood sash positions for each laboratory are recorded. Data are compiled monthly and a report with average sash position over time and relative frequency of hood position are delivered to the principal investigators of the labs.
Findings
Average sash height is lowered by 26 percent (from 16.3±0.85 percent open to 12.1±0.39 percent open) throughout the department, saving an estimated $41,000/year. Sash position during inactive periods is lowered from 9 to 6 percent open. Half of all department savings occurred in four (of 25) labs. Energy savings are substantially less than original expectations because most installed fume hoods use combination sashes. Labs with vertical sashes use the most energy, and see the most savings from the intervention.
Practical implications
Monthly feedback is an effective tool for encouraging better hood use behavior. Potential savings from even large behavior changes can be limited if existing equipment is relatively efficient, so conservation programs should be tailored to the existing conditions.
Originality/value
The present analysis provides data on the impact of a program in a relatively efficient setting compared to other fume hood conservation reports. The results have cautionary value for designers of similar programs. A breakdown of a laboratory building utility use is also provided.
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Karen Holcombe Ehrhart and Beth G. Chung
This study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in…
Abstract
Purpose
This study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in his or her work group will moderate the relationship between perceived work group inclusion and health, which in turn will predict turnover intentions.
Design/methodology/approach
Data were collected from two samples of full-time employees across multiple organizations. Hypotheses were tested using Hayes's (2013) PROCESS macro in SPSS.
Findings
Support was found for moderation with regard to perceived inclusion predicting negative health but not positive health. Both negative health and positive health predicted turnover intentions.
Research limitations/implications
Findings support the importance of perceived inclusion for employee health, and the research extends prior studies that have been conducted in non-work settings.
Practical implications
Providing a work environment in which work group members perceive inclusion could be useful in terms of reducing health issues for employees, especially for those who are racio-ethnic minorities in their work group.
Originality/value
This study extends prior work by investigating relative minority status within the work group, and it highlights the potential impact of inclusion on employee health.
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Alicia A. Grandey and Glenda M. Fisk
The link between emotion display rules and job strain has been well established. This chapter draws upon the organizational justice literature to propose a new individual…
Abstract
The link between emotion display rules and job strain has been well established. This chapter draws upon the organizational justice literature to propose a new individual difference, service emotion rule fairness (SERF), to predict job strain for service workers. We propose that when service workers believe that organizational control of emotional displays is unfair they have poor fit with the job and increased strain. In fact, in the survey and experimental studies presented here, SERF uniquely predicted turnover intentions and emotional exhaustion beyond individual and group characteristics. SERF was rated higher when displays to customers are perceived as a means to gain financial rewards or form relationships with others, supporting a self-interest model of fairness, whereas the extent that display rules made one feel controlled, SERF was lower. We also found evidence that those with more social and organizational power perceived that the requirements were fairer. Practical and research implications are discussed.
Vincent Cassar and Sandra C. Buttigieg
Psychological contract breach, which represents instances when organizations fail to fulfil their side of the employment bargain, has been associated with salient concepts in…
Abstract
Purpose
Psychological contract breach, which represents instances when organizations fail to fulfil their side of the employment bargain, has been associated with salient concepts in strategic human resources management. The purpose of this paper is to investigate moderated mediated relationships involving breach, organizational (procedural and interactional) justice and emotional well-being.
Design/methodology/approach
The study draws upon quantitative data collected by means of a questionnaire that was administered to 620 full-time technical and shop-floor employees in an automobile-parts company in Malta. The questionnaire included psychometrically validated scales on breach, justice and well-being.
Findings
Breach partially mediated the relationship between justice and well-being while justice levels did not differentiate this mediating effect except for interactional justice. Finally, the interaction between procedural and interactional justice failed to explain the mediating role of breach over and above their single contributions although interactional justice seemed to make a bigger impact.
Research limitations/implications
This study contributes towards a better understanding of the relationships between breach, justice and well-being. The major limitation is that because of its cross-sectional nature, causality cannot be inferred.
Practical implications
Given that managing the employment relationship impacts on how people feel and hence perform, understanding how breach, justice and well-being are related, is strategically important to human resources management.
Originality/value
To the authors’ knowledge, there is no previous research that links breach, justice and well-being in one study.
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Dujuan Huang, Song Chen, Gupeng Zhang and Jiangfeng Ye
The purpose of this paper is to examine how the organizational forgetting affect innovation performance under the consideration of the environmental turbulence as a moderating…
Abstract
Purpose
The purpose of this paper is to examine how the organizational forgetting affect innovation performance under the consideration of the environmental turbulence as a moderating factor of the analysis framework.
Design/methodology/approach
This study constructs and verifies a moderated mediating model of organizational forgetting to innovation performance, using the exploratory factor analysis and the hierarchical regression analysis based on a survey sample of 320 Chinese companies.
Findings
The organizational forgetting is a critical determinant for improving innovation performance of an enterprise. A more detailed analysis reveals that first organizational forgetting cannot promote organization’s innovation performance without absorptive capacity. Second, the mediating effect of absorptive capacity is more positive when environmental turbulence is higher.
Practical implications
This study provides empirical evidence about the importance of organizational forgetting in the firm innovation.
Originality/value
This paper adds to the existing literature by providing a clear explanation of the impacts of organizational forgetting on innovation performance through a comprehensive empirical study. Contrasting with previous research, this research clarifies the boundary conditions under which organizational forgetting enhances innovation performance. In particular, the authors find that organizational forgetting is not equally positive but instead increases with the level of environmental turbulence.