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This literature review is on advanced computer analytics, which is a major trend in the field of Human Resource Management (HRM). The authors focus specifically on computer-assisted text analysis (CATA) because text data are a prevalent yet vastly underutilized data source in organizations. The authors gathered 341 articles that use, review, or promote CATA in the management literature. This review complements existing reviews in several ways including an emphasis on CATA in the management literature, a description of the types of software and their advantages, and a unique emphasis on findings in employment. This examination of CATA relative to employment is based on 66 studies (of the 341) that bear on measuring constructs potentially relevant to hiring decisions. The authors also briefly consider the broader machine learning literature using CATA outside management (e.g., data science) to derive relevant insights for management scholars. Finally, the authors discuss the main challenges when using CATA for employment, and provide recommendations on how to manage such challenges. In all, the authors hope to demystify and encourage the use of CATA in HRM scholarship.

Person—environment (P—E) fit has long been a focus in organizational research. A climate‐based measure of P—E Fit was developed for use in organizational and individual assessment. A series of studies with a Q‐sort measure of climate and fit (the Organizational Fit Instrument—OFI) indicated ways in which P—E fit information can be used in organizational development. In addition, the psychometric properties of the OFI assessed in these studies suggested that, despite the ipsative nature of the measure, it may provide the organizational development practitioner or researcher with a sound and useful tool. Suggestions for future research are proposed.

The aim of this chapter is to provide an overview of the student mental health crisis in Higher Education (HE), and how resilience and grit, two important positive psychological constructs, can be beneficial for university students’ success and wellbeing. As part of a discussion around some of the current approaches to intervening in wellbeing in universities, the chapter provides evidence for the use of PPIs for wellbeing in university students, alongside some of the challenges of implementing these in HE. It also provides an overview of the Thriving Students Framework and presents a case for a multicomponent approach to monitoring and improving educational success. In particular, a wellbeing framework that, alongside resilience, also recognises the importance of strengths, persistence in the face of difficulty, a growth mindset, self-control and mental wellbeing; Academic Tenacity. The implications of utilising this framework for educational attainment in university students are discussed. The Bolton Uni-Stride Scale (BUSS), a single short measure of academic tenacity that combines the attributes enabling measurement and intervention to support university students to thrive, is also presented for educators to use.

Narrow, managerially centered notions of organizational culture remain hegemonic, marginalizing richer, anthropological approaches as well as efforts to understand how the beliefs and practices of organizations are fundamentally shaped by the wider societal dynamics within which they are embedded. In this paper, the authors draw upon recent efforts to explore the interface of scholarship on practice and the institutional logics perspective to highlight the utility of a practice-driven institutional approach to the study of organizational culture that brings society back in. Empirically, the authors present a longitudinal case study of a Chinese private enterprise, and analyze how the unfolding dynamics of a strong community logic increasingly affected by a rising market logic, shaped the formation of political coalitions internally and externally as organizational members aimed to maintain truces between the push and pull of logics over a period of 22 years. Through an analysis of seven episodes that we conceptualize as “cultural encounters,” the authors find that a combination of compartmentalization and overall integration of logics contributes to provisional truces, and that people in the same cohort who share common geographic socialization are more likely to form allies. Our aim is to encourage future scholars to study how societal beliefs and practices work their way into organizations in a variety of explicit as well as more mundane, hidden ways.

This study investigates the benefits and detriments of emotional and task‐related conflict in work groups. Group value consensus (GVC), or the extent to which group members share values, and group value fit (GVF), or the degree to which the culture of the group matches the ideal culture envisioned by external parties with control over the group, are hypothesized to decrease conflict. In examining 88 workgroups performing comparable organizational tasks, it was found that groups with low levels of value similarity among members and between the group and governing superiors had higher levels of conflict than groups with high levels of value similarity. As hypothesized, emotional conflict was negatively associated with group performance and satisfaction, while task conflict was positively associated with group performance. The implications of these results for conflict management and group effectiveness are discussed.

Introduction In recent years there have been significant additions to the technologies associated with building structures.

The purpose of this paper is to investigate the relationship between job tension (JT) and the use of intimidation in the workplace, as well as positive and negative affectivity as two potential personality trait moderators of this relationship.

The paper hypothesizes that employees would use more intimidation when they perceive higher levels of JT based on a fight response. Furthermore, it hypothesizes that when JT was high, people high in negative affectivity would use more intimidation in the workplace due to trait activation, whereas individuals high in positive affectivity would use less intimidation due to greater resource pools. The hypotheses was tested with a sample of 134 employees from a wide range of occupations and industries who completed an online survey measuring their levels of felt JT, usage of intimidation behaviors, and self‐reported affectivity.

Hierarchical moderated regression analyses revealed that JT was positively related to intimidation usage. The analyses also showed support for negative affectivity as a moderator, such that high levels of intimidation occurred when JT and negative affectivity were both high. Positive affectivity did not moderate the relationship.

Although persons high in negative affectivity are particularly vulnerable to the effects of JT, organizations must be aware of the potential for behaviors (e.g. intimidation) that can result from felt tension. Prior research has primarily viewed tension as an outcome variable; the research conceptualizes tension as an antecedent in the stressor‐strain‐outcome paradigm. Intimidation is shown to be an outcome of workplace tension – a behavioral reaction to psychological strain that is an attempt to protect valued resources.

Based on the theory of organizational socialization, this article broadens the knowledge in the field of organizational commitment by determining the relationship between the organizational climate (OC) and the employees’ commitment, as well as the moderating role of the person-environment (P-E) fit.

We conducted quantitative research using three psychometric questionnaires. We investigated a large sample (N = 1,032) of employees hired in Poland.

We found strong relationships between the OC, the employees’ fit and their commitment. Moreover, both supplementary and complementary fit significantly moderated the relationships between the majority of climate dimensions and, especially, affective commitment. Interestingly, highly fitted employees with longer tenure showed a stronger relationship between material climate dimensions and commitment compared to similarly fitted newcomers, for whom the most important were relationships with co-workers and superiors.

We analyzed only a subjective fit among employees working in Poland. Although it was beneficial for developing the OC knowledge of non-American sample, the results require cautious generalization.

Assessing a candidate’s fit with the organization through detailed interviews, behavioral questions or practical tasks during the selection process can improve candidates' and employees’ P-E fit. A better fit can increase commitment, even if the OC or other factors are not perfect. Socialization tactics aimed at strengthening the fit can facilitate better alignment with the climate and higher commitment among employees with longer tenure.

This study is the first to empirically verify the moderating role of the P-E fit on the relations between OC and organizational commitment. It also considers the comparison between more experienced employees and newcomers.

An accelerating trend in the development of aqueous paint has been taking place recently so much so that it has been predicted that at the end of the present decade 80% of all motorcar finishes will be water‐based. Anticorrosion primers are included in these forecasts and there is now available a range of primers based on a new generation of polymers with improved mechanical properties, low moisture vapour permeability, good UV resistance, adhesion and solvent resistance. Using water to protect steel from corrosion would appear to fly in the face of logic, but an ever‐increasing number of paint manufacturers are doing just this. It has been claimed that properly formulated waterborne primers offer performance equal or superior to conventional solvent‐based systems.

This study aims to investigate the relationship between organizational culture and performance. It concerns the aspects of culture related to culture strength and unbalance and its impact on introvert and extrovert firm performance, controlling for business environment and size.

Based on the competing values model (CVM), culture strength is measured as the intensity of the culture values driving the company. The cultural unbalance is measured by the sum of absolute deviations of organizational members’ culture perceptions across the four archetypes (adhocracy, clan, hierarchy and market) imposed by CVM from the individual “average” shared cultural value. Evidence is drawn upon a sample of 1,305 employees of 114 Greek firms.

The findings indicate a strong positive relationship between culture strength and internal performance (innovation competence and human relations) as well as firm outcomes (profitability, growth and reputational assets). On the contrary, culture unbalance exerts a negative influence to market position, growth and innovation competence.

Understanding the nature of the association between culture strength, unbalance and firm performance would enable academics and practitioners to reflect critically on the core culture values which shape employee involvement and formulate leaders’ quality improvement decisions and actions, so as to achieve sustainable competitive advantage at the organizational level.

This research provides supporting empirical evidence for the culture–performance link by identifying the principle culture value characteristics (strength and unbalance), which exert both direct and interaction effects on the introvert and extrovert aspects of firm performance.