Organizational Tenure Diversity as Predictors of Combat Performance in ROK Army

2013 ◽  
Vol 25 (4) ◽  
pp. 345-353 ◽  
Author(s):  
Soojin Kim ◽  
Keunyoung Seo ◽  
Seokho Kang ◽  
Sungzoon Cho
Keyword(s):  
Organizational Tenure

Comprehensiveness of Strategic Planning: The Importance of Heterogeneity of a Top Team

1993 ◽  
Vol 73 (1) ◽  
pp. 35-49 ◽  
Author(s):  
Karen A. Bantel
Keyword(s):  
Strategic Planning ◽  
Group Process ◽  
Top Management Team ◽  
Management Team ◽  
Process Theory ◽  
Team Members ◽  
Demographic Heterogeneity ◽  
Key Dimensions ◽  
Organizational Tenure ◽  
Oriented Approach

A conceptual model linking the demographic heterogeneity of the top management team to comprehensiveness of strategic planning is developed. Planning comprehensiveness is one of the key dimensions underlying the dominant models of formulation of strategy, consistent with the tradition of “synoptic” strategic planning. Drawing on group process theory, heterogeneity among team members in outlooks and perspectives, represented by their demographic backgrounds, is expected to stimulate an open, broad, and challenge-oriented approach to the process of strategic planning, consistent with comprehensiveness. Heterogeneity on five characteristics—age, organizational tenure, team tenure, functional background, and educational curriculum—was included. Also discussed are the complexities of managing the group process of a heterogeneous team and additional influences, external to the team, on the comprehensiveness of strategic planning.

Team Knowledge Diversity and Team Creativity: The Moderating Role of Status Inequality

2018 ◽  
Vol 46 (10) ◽  
pp. 1611-1622 ◽  
Author(s):  
Won-Woo Park ◽  
Joon Yeol Lew ◽  
Eun Kyung Lee
Keyword(s):  
Team Creativity ◽  
Team Members ◽  
Task Knowledge ◽  
Knowledge Diversity ◽  
Status Inequality ◽  
Using Data ◽  
Organizational Tenure ◽  
The Relationship ◽  
Moderating Role

We examined the relationship between team task knowledge diversity and team creativity, and the moderating role of team status inequality, with a focus on organizational tenure and rank inequality. By adopting an input–process–output framework, we hypothesized that teams would achieve high levels of creativity when they have a large pool of task-relevant expertise that is differentiated and specialized among team members, but the relationship would be weakened when team members have different statuses. We tested our hypotheses using data from 325 teams of employees at 10 companies in South Korea. Results showed that task knowledge diversity was positively associated with team creativity and a team's status inequality in terms of organizational tenure moderated the relationship in a negative way. Our findings contribute to the literature on team creativity by providing new insights regarding how status inequality, which is almost ubiquitous in workplaces, plays a role in a dynamic team process for creativity.

The Relationship Between Role Variables and Turnover Intentions Among IT Professionals

2011 ◽  
pp. 264-281
Author(s):  
Patrick Chang Boon Lee
Keyword(s):  
Information Technology ◽  
Questionnaire Survey ◽  
Role Ambiguity ◽  
Turnover Intentions ◽  
Information Technology Professionals ◽  
Retention Strategies ◽  
Moderating Variables ◽  
Using Data ◽  
Organizational Tenure ◽  
The Relationship

Results from prior studies have indicated that role ambiguity and role conflict are sometimes directly related to turnover intentions among information technology professionals, but sometimes they are not. The purpose of this research is to provide possible explanations for these discrepant results. This study hypothesized that the relationships between role variables and turnover intentions are moderated by (a) achievement need strength and (b) organizational tenure. These hypotheses were tested using data from a questionnaire survey. The results showed that achievement need strength moderates the relationship between role variables and turnover intentions, and organizational tenure moderates the relationship between role ambiguity and turnover intentions. One implication of these results is that moderating variables may help to clarify inconsistent findings in prior research. Another implication is that employers should take into consideration the effects of moderating variables when designing retention strategies.

scholarly journals A Person-Centered Perspective on the Combined Effects of Global and Specific Levels of Job Engagement

2020 ◽  
Vol 45 (4) ◽  
pp. 556-594
Author(s):  
Nicolas Gillet ◽  
Alexandre J. S. Morin ◽  
Christine Jeoffrion ◽  
Evelyne Fouquereau
Keyword(s):  
Emotional Exhaustion ◽  
Psychological Health ◽  
Affective Commitment ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Job Engagement ◽  
Normative Commitment ◽  
Task Variety ◽  
Organizational Tenure ◽  
Task Significance

This study examines how the different dimensions of job engagement combine within different profiles of workers ( n = 264). This research also documents the relations between the identified job engagement profiles, demographic characteristics (gender, age, education, working time, and organizational tenure), job characteristics (work autonomy, task variety, task significance, task identity, and feedback), attitudes (affective and normative commitment), and psychological health (emotional exhaustion and ill-being). Latent profile analysis revealed four profiles of employees defined based on their global and specific (physical, emotional, and cognitive) job engagement levels: Globally Disengaged, Globally Engaged, Globally but not Emotionally Engaged, and Moderately Engaged. Employees’ perceptions of task variety and feedback shared statistically significant relations with their likelihood of membership into all latent profiles. Profiles were finally showed to be meaningfully related to employees’ levels of affective commitment, normative commitment, emotional exhaustion, and ill-being.

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