Personnel Mobility and Organizational Performance: The Effects of Specialist vs. Generalist Experience and Organizational Work Structure

2020 ◽  
Vol 31 (6) ◽  
pp. 1601-1620 ◽  
Author(s):  
Erin Fahrenkopf ◽  
Jerry Guo ◽  
Linda Argote
Keyword(s):  
Organizational Performance ◽  
Work Experience ◽  
Group Structure ◽  
Critical Factor ◽  
New Members ◽  
Recipient Group ◽  
Organizational Work ◽  
Group Members ◽  
Specialist Groups ◽  
Better Than

This study advances understanding of the conditions under which a new worker improves organizational performance. We argue that the extent to which new group members have experience working as specialists or generalists is a critical factor in explaining performance after the new member joins. We conceptualize specialists as those who concentrate on a particular component of an organization’s task, whereas generalists perform all components of the task. As such, a specialist must coordinate with other group members to complete the group’s task, which makes a specialist more interdependent with other members and in possession of more organization-specific knowledge than a generalist. We predict that (1) groups receiving specialist new members do not perform as well after the new member joins as compared with groups receiving generalist new members and (2) groups with new members whose work experience and recipient group structure are aligned (i.e., generalist movers into generalist groups and specialist movers into specialist groups) perform better than groups with new members whose experience and recipient group structure are not aligned. We test our hypotheses using a laboratory study in which we manipulate the extent to which new members and incumbent members of recipient groups work as specialists or generalists. Participants work as generalists or specialists in three-person groups and receive a new member who acquired experience as a specialist or generalist in another group. We find support for our hypotheses and provide evidence on mechanisms through which potential new members’ backgrounds enable them to contribute significantly to their recipient groups. New members who acquire experience in a structure similar to that of their recipient organizations report that they experience greater fit with their new groups, which enables their recipient groups to perform better than groups where new members’ experience and recipient group structure are not aligned. Additionally, our results suggest generalists may be more likely than specialists to transfer knowledge to their new groups.

Effects of early employment experiences on anticipated psychological contracts

2014 ◽  
Vol 43 (4) ◽  
pp. 553-572 ◽  
Author(s):  
Galit Eilam-Shamir ◽  
Erez Yaakobi
Keyword(s):  
Labor Market ◽  
Organizational Performance ◽  
Psychological Contract ◽  
Work Experience ◽  
Job Insecurity ◽  
Psychological Contracts ◽  
Theory And Practice ◽  
Negative Consequences ◽  
New Members ◽  
Content Type

Purpose – The purpose of this paper is to investigate how initial employment experiences of new entrants to the labor market, which results from changes in organizations employment practices affect individuals’ expectations from their future employers (their anticipatory psychological contracts and anticipated job insecurity) and to explore the implications of these effects for theory and practice. Design/methodology/approach – The paper focussed on four common experiences and tested the hypotheses about their effects using data collected by a relatively large survey among mature college students with work experience (n=1,164). Findings – Individuals who had been exposed to the experiences of being laid off, witnessing layoffs and having to accept reductions in pay or status held higher transactional and lower relational expectations from their future employers, in comparison with individuals who had not been exposed to such experiences. They also anticipated a higher level of job insecurity in their future employment. Practical implications – In order to mitigate the potential negative consequences of the phenomenon discovered on employee retention and organizational performance, organizations have to develop and implement specific HR practices to deal with cohorts of new members, who have been exposed to the employment experiences investigated. Of particular importance are orientation and socialization practices that address new recruits’ concerns and expectations, and exposing new members to training and learning experiences that increase their employability outside the organization. Originality/value – This is one of a few studies that documents empirically the (anecdotally based) claims about the effects of changes in the economic environment on individuals’ employment expectations and perhaps the first study to focus specifically on the effects of initial experiences of entrants to the labor market. It extends psychological contract research by focussing on the antecedants and formation of the psychological contract rather than on its consequences and on the anticipatory contract rather than on employees’ current psychological contracts.

scholarly journals When brain damage “improves” perception: neglect patients can localize motion-shifted probes better than controls

2015 ◽  
Vol 114 (6) ◽  
pp. 3351-3358 ◽  
Author(s):  
Stefania de Vito ◽  
Marine Lunven ◽  
Clémence Bourlon ◽  
Christophe Duret ◽  
Patrick Cavanagh ◽  
...  
Keyword(s):  
Right Hemisphere ◽  
Visual Fields ◽  
Critical Factor ◽  
Significant Shift ◽  
Stimulus Motion ◽  
Attentional Processes ◽  
Position Shift ◽  
The Right ◽  
High Level ◽  
Better Than

When we look at bars flashed against a moving background, we see them displaced in the direction of the upcoming motion (flash-grab illusion). It is still debated whether these motion-induced position shifts are low-level, reflexive consequences of stimulus motion or high-level compensation engaged only when the stimulus is tracked with attention. To investigate whether attention is a causal factor for this striking illusory position shift, we evaluated the flash-grab illusion in six patients with damaged attentional networks in the right hemisphere and signs of left visual neglect and six age-matched controls. With stimuli in the top, right, and bottom visual fields, neglect patients experienced the same amount of illusion as controls. However, patients showed no significant shift when the test was presented in their left hemifield, despite having equally precise judgments. Thus, paradoxically, neglect patients perceived the position of the flash more veridically in their neglected hemifield. These results suggest that impaired attentional processes can reduce the interaction between a moving background and a superimposed stationary flash, and indicate that attention is a critical factor in generating the illusory motion-induced shifts of location.

Organizational Conditions Affecting Withdrawal Intentions and Decisions as Moderated by Work Experience

1980 ◽  
Vol 46 (3_suppl) ◽  
pp. 1223-1231 ◽  
Author(s):  
James M. La Rocco ◽  
Allan P. Jones
Keyword(s):  
Work Experience ◽  
Active Duty ◽  
New Members ◽  
Organizational Conditions ◽  
Situational Characteristics ◽  
Initial Expectation ◽  
Withdrawal Decision ◽  
One Year ◽  
The Impact ◽  
The Relationship

Numerous studies of withdrawal from work organizations have considered demographic and other personal history characteristics of leavers. Relatively few of these studies have incorporated dynamic situational characteristics in their designs. In the present effort, the relationship between perceived characteristics of the work environment and stated intentions to reenlist were examined for two groups of first-term Navy enlistees: 198 with less than one year of active duty and less than six months of sea duty, and 516 personnel with more than one year of active duty and more than six months of sea time. It was hypothesized that: (a) the relationship between organizational conditions and intent to reenlist would be weaker for new members than for experienced men, (b) that new personnel would be most likely to change their intentions over time, and (c) that new personnel would quickly assimilate the beliefs, values, and perspectives of their more experienced co-workers. Hypothesis 1 was not supported although the pattern of relationships was in the predicted direction. Hypotheses 2 and 3 were supported. The authors discuss the need for research which emphasizes the impact of initial expectation and organizational socialization on the withdrawal decision process.

Entitlement Makes People Ignorant, Egocentric, and Mean

2021 ◽  
pp. 145-175
Author(s):  
Kristin J. Anderson
Keyword(s):  
Information Processing ◽  
Sexual Violence ◽  
People Of Color ◽  
Dominant Group ◽  
Group Members ◽  
Better Than

This chapter explores the ways in which entitlement facilitates ignorance, egocentrism, and inconsiderateness. People with power tend to engage in shoddy information processing. Compared to those who are marginalized, dominant group members think in shortcuts. Power emboldens people to be careless about repercussions, at least compared to those without power. Power holders do not feel compelled to view things from another person’s perspective and they do not feel obliged to know much about people with less power. For marginalized people, their very lives depend on understanding the idiosyncrasies of power holders and they understand these dynamics much better than powerful people. Power entitles people to conveniently and self-servingly assume they know more than they actually do when it comes to telling women and people of color how to think about sexism and racism (e.g., mansplaining and whitesplaining). At the same time, power entitles people to claim they know less than they actually do when they are called to account for sexual violence.

scholarly journals Emotional Intelligence a Critical Factor in Organizational Performance

2020 ◽  
Vol 1 (4) ◽  
pp. 10-39
Author(s):  
Neeta Baporikar
Keyword(s):  
Data Collection ◽  
Best Practices ◽  
Organizational Performance ◽  
Case Study Research ◽  
Critical Factor ◽  
Individual Performance ◽  
Qualitative Approach ◽  
Research Paradigm ◽  
Interpretative Research

The objective of this study is to understand how employee EI is a critical factor for improved organizational performance. Adopting a qualitative approach with a case study research design, a sample of 40 employees was selected from the organization; data collection was done through a questionnaire after pilot testing. An analysis is done using SPSS, within an interpretative research paradigm using thematic analyses. Findings reflect that understanding and knowledge on EI and its influence on the performance may add value to the organization as employees become aware of the best practices and contribute better for organizational performance. Further, it was also noted that EI is a significant predictor of job and organizational performance only if it is advocated and spearheaded through individual performance classified into the task and contextual performance.

Better than Raw: A Guide to Measuring Organizational Performance with Adjusted Performance Measures

2003 ◽  
Vol 63 (5) ◽  
pp. 607-615 ◽  
Author(s):  
Ross Rubenstein ◽  
Amy Ellen Schwartz ◽  
Leanna Stiefel
Keyword(s):  
Organizational Performance ◽  
Performance Measures ◽  
Better Than

THE USE OF VERSION SPACE CONTROLLED GENETIC ALGORITHMS TO SOLVE THE BOOLE PROBLEM

1993 ◽  
Vol 02 (02) ◽  
pp. 219-234 ◽  
Author(s):  
ROBERT G. REYNOLDS ◽  
JONATHAN I. MALETIC
Keyword(s):  
Genetic Algorithm ◽  
Genetic Algorithms ◽  
Decision Trees ◽  
General Framework ◽  
Performance History ◽  
New Members ◽  
Symbiotic Relationships ◽  
Version Space ◽  
History Of ◽  
Better Than

The Version Space Controlled Genetic Algorithms (VGA) uses the structure of the version space to cache generalizations about the performance history of chromosomes in the genetic algorithm. This cached experience is used to constrain the generation of new members of the genetic algorithms population. The VGA is shown to be a specific instantiation of a more general framework, Autonomous Learning Elements (ALE). The capabilities of the VGA system are demonstrated using the Boole problem suggested by Wilson [Wilson 1987]. The performance of the VGA is compared to that of decision trees and genetic algorithms. The results suggest that the VGA is able to exploit a certain set of symbiotic relationships between its components, so that the resulting system performs better than either component individually.

An empirical analysis of the effect of MBA programs on organizational success

2014 ◽  
Vol 28 (4) ◽  
pp. 451-460 ◽  
Author(s):  
Atul Gupta ◽  
Sara E. Bennett
Keyword(s):  
Organizational Performance ◽  
Work Experience ◽  
Local Governments ◽  
Relevant Literature ◽  
Local Economy ◽  
Special Importance ◽  
Recent Criticism ◽  
Mba Programs ◽  
Content Type ◽  
Mba Program

Purpose – The purpose of this paper is to empirically examine the value of Masters of Business Administration (MBA) degree. The authors aim to bridge the gap between the theory and individual understanding of the value of an MBA program. Design/methodology/approach – This empirical paper used a non-experimental design to test a proposed model based on a review of relevant literature. MBA alumni completed surveys capturing the constructs researched. Findings – The findings of this research suggest that an MBA adds value to both MBA alumni as well as the organizations who hire them. The main source of this value is the knowledge and skills acquired while taking academic courses in the MBA program. Research limitations/implications – The implication of this research is that an MBA does add value to students that is not necessarily obtained through work experience alone. Practical implications – The MBA degree qualifies an individual to manage an organization. An MBA does provide high potential for return on investment to both individuals well as the organization who hires them. Social implications – Economic growth requires entrepreneurs, professionals, business specialists, and managers. The research findings provide evidence that MBA program graduates do make a significant contribution toward improving the organization employing them. These profitable organizations in turn invest back in the community they operate in and help to improve the overall socio-economic fabric of the local economy. The results of this study also suggest that investment in MBA programs by local governments could bring back significant returns to the community in terms of job growth and availability of quality workforce. Originality/value – Although a considerable amount has been written about the value of an MBA education, there is still a lack of research in the area linking human capital with organizational performance for MBA graduates. This contribution is also of special importance amid the recent criticism of the MBA by prominent management scholars.

scholarly journals THE IMPACT OF MANAGERIAL CHARACTERISTICS ON CAPITAL STRUCTURE IN MALAYSIAN MANUFACTURING SMES

2020 ◽  
Author(s):  
Kuah Yoke Chin ◽  
Zuriawati Zakaria ◽  
Choong Chee Keong
Keyword(s):  
Small Business ◽  
Capital Structure ◽  
Work Experience ◽  
Critical Factor ◽  
Company Performance ◽  
External Financing ◽  
Corporate Managers ◽  
Technology Improvement ◽  
Business Entities ◽  
The Impact

Access to capital is a critical factor in stimulating small business creation and growth especially in developing companies. The failure of small business entities in securing the needed capital would entail them remaining small and limit their ability to create goods, services, and innovations in the marketplace, including jobs. This study focuses on manufacturing SMEs by examining the influence of managerial characteristics (age, gender, work experience and level of education) on capital structure towards technology improvement. Based on a survey of 219 respondents, the results indicated that male managers, managers with a lot of work experience and educated managers preferred internal and external financing. Furthermore, internal and external financing also showed positive relationships to improve manufacturing technology performance. This study provides and adds new knowledge to corporate managers to serve as benchmarks in making decisions on company performance. It could also enhance company ability to deal with competitive environments.  

scholarly journals Coping Strategies of Members of Open and Closed Contact

2020 ◽  
Vol 11 (4) ◽  
pp. 135-150
Author(s):  
V.A. Ilyin ◽  
N.A. Krayushkina
Keyword(s):  
Coping Strategies ◽  
Customer Service ◽  
Work Experience ◽  
Group Structure ◽  
Social Orientation ◽  
Individual Personality ◽  
Closed Groups ◽  
Closed Contact ◽  
The Individual ◽  
High Level

Objective. Identification of differences in copying behavior in members of closed and open groups, as well as identification of peculiarities of these differences. Background. One of the significant factors in the logic of considering the personality-group relationship, taking into account the degree of group closure, is the process of integration of the individual into the group and, above all, the mechanisms of adaptation into the community, in particular, copying behavior, due to his individual-personality characteristics. Study design. The study aims to identify differences in the preferred coping strategies of members of open and closed groups with different intragroup status. Intragroup status was detected using a standard package of socio-psychological methods. Preferred coping strategies — using the SACS methodology. Statistical analysis of the significance of differences was performed using the nonparametric Mann-Whitney test. Participants. 208 people participated in the study. 106 subjects working in production divisions of IT-companies, namely customer service managers of four departments of 20 to 30 people, the average age of subjects was 21.6 years, work experience from 1 to 3 years. 102 soldiers of army units of the “branch-platoon” level of 10 to 25 personnel, the average age of soldiers is 19.6 years. Measurements. Methods of research included: sociometry, referentometry, methodical acceptance of the definition of the informal inragroup structure of power in the contact community, algorithm of calculation of the integral status of the individual in the contact community M.J. Condratiev, method “Strategies for overcoming stress situations” (SACS) S. Hobfall in adaptation of N.E. Wateryanova and E.S. Starchenkova. Results. Based on the analysis of the obtained data, it is shown that in open-type organizations the achievement of a high-level position in the informal intra-group structure is facilitated by copying strategies with a high degree of activity and a pro-social orientation, while in closed-type organizations the achievement of a high-level position is facilitated by direct and asocial copying strategies. Conclusions. In open communities, conditionally constructive strategies are more preferred, while in closed conditionally destructive copying strategies.

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