Suzanne Crampton, John Hodge and Jaideep Motwani
Reviews the literature on the problems of stress‐related issues inthe computerized workplace. An empirical analysis of ergonomics andworkstation issues of service organizations in…
Abstract
Reviews the literature on the problems of stress‐related issues in the computerized workplace. An empirical analysis of ergonomics and workstation issues of service organizations in the US midwest is conducted through a questionnaire survey. A six‐step process model is also suggested for defining and analysing office‐related VDT problems.
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Maya Cara, Julian Birkinshaw and Suzanne Heywood
In this chapter, we explore the relationship between organizational complexity and firm-level innovation. We define and operationalize a new construct, experienced complexity…
Abstract
In this chapter, we explore the relationship between organizational complexity and firm-level innovation. We define and operationalize a new construct, experienced complexity, which is the extent to which the organizational environment makes it challenging for decision makers to do their jobs effectively. We distinguish experienced complexity from structural complexity, which is the elements of the organization, such as the number of reporting lines or integrating mechanisms, that are deliberately put in place to help the organization deliver on its objectives, and we argue that structural complexity correlates positively with firm-level innovation, while experienced complexity correlates negatively with innovation. Using a novel dataset combining survey and objective data on 209 large firms, we find support for our arguments.
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Monica Forret and Suzanne de Janasz
This study sets out to examine whether protégés have more favorable perceptions of an organization's culture for balancing work and family than non‐protégés.
Abstract
Purpose
This study sets out to examine whether protégés have more favorable perceptions of an organization's culture for balancing work and family than non‐protégés.
Design/methodology/approach
Data were obtained from 418 employees of a major public accounting firm who completed a survey on mentoring and work‐family issues. Correlation analyses, t‐tests, and regressions were performed to test the hypotheses.
Findings
The results strongly support the view that protégés had more favorable perceptions than non‐protégés of the organization's work‐family culture – the degree to which integration of employees' work and family lives is supported. Having a mentor was significantly related to each component of work‐family culture (managerial support, time demands, and career consequences) in the predicted direction.
Research limitations/implications
By focusing on respondents in a single firm, it is impossible to determine whether the findings generalize to individuals in other industries or companies.
Practical implications
To attract and retain employees, organizations have become increasingly concerned about their cultures for balancing work and family. By encouraging mentoring, organizations can transmit the message to their employees of resources and support available to help achieve balance.
Originality/value
Despite strong interest in the fields of mentoring and work‐family balance, few research studies have attempted to link these two domains. This research integrates these areas and demonstrates the important role mentors play in developing perceptions of an organization's culture for work‐family balance.
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The purpose of this paper is to examine the relationship among job involvement, organizational commitment, team commitment and professional commitment and to explore generational…
Abstract
Purpose
The purpose of this paper is to examine the relationship among job involvement, organizational commitment, team commitment and professional commitment and to explore generational differences for these variables.
Design/methodology/approach
It used structured questionnaire survey approach for which data were collected from 477 full-time employees of 13 organizations from diverse sectors in India. Respondents were categorized into four generational cohorts following the classification reported in Robbins et al. (2011).
Findings
The findings of the study indicated that professional commitment is negatively related with job involvement, affective organizational commitment, normative organizational commitment, and team commitment. Job involvement, affective and normative organizational commitment, and team commitment were positively correlated. Differences were observed among Generation Y, Generation X, Liberals, and Socialist for job involvement, affective organizational commitment, normative organizational commitment, professional commitment, and team commitment. Generation Y, for example, was found high in professional commitment, while Socialist were found higher on affective organizational commitment compared to other generations.
Practical implications
Findings suggests that there is a decrease in job involvement, affective organizational commitment, normative organizational commitment, and increase in professional commitment in young generations. Organizations need to take consideration this while designing the HR policies for employees’ engagement.
Originality/value
The contribution of the study lies in examining the employees’ attitude to different dimensions of work life and differences among Indian generations.