THE RELATIONSHIPS AMONG ORGANIZATIONAL CONTEXT, PAY DISPERSION, AND AMONG MANAGERIAL TURNOVER.

2002 ◽  
Vol 45 (1) ◽  
pp. 33-42 ◽  
Author(s):  
M. Bloom ◽  
J. G. Michel
Keyword(s):  
Organizational Context ◽  
Managerial Turnover ◽  
Pay Dispersion

The Relationships Among Organizational Context, Pay Dispersion, and Among Managerial Turnover

2002 ◽  
Vol 45 (1) ◽  
pp. 33-42 ◽  
Author(s):  
Matt Bloom ◽  
John G. Michel
Keyword(s):  
Organizational Context ◽  
Managerial Turnover ◽  
Pay Dispersion

The influence of organizational context on the managerial turnover–performance relationship

2019 ◽  
Author(s):  
Elena Revilla ◽  
Beatriz Rodriguez‐Prado ◽  
Cristina Simón
Keyword(s):  
Organizational Context ◽  
Managerial Turnover

Development and Construct Validation of the German Workplace Trust Survey (G-WTS)

2010 ◽  
Vol 26 (1) ◽  
pp. 3-10 ◽  
Author(s):  
Nale Lehmann-Willenbrock ◽  
Simone Kauffeld
Keyword(s):  
Convergent Validity ◽  
Affective Commitment ◽  
Discriminant Validity ◽  
Organizational Context ◽  
Organizational Trust ◽  
Three Dimensional ◽  
Future Research ◽  
Work Related ◽  
Reliable Assessment ◽  
Workplace Trust

In research on trust in the organizational context, there is some agreement evolving that trust should be measured with respect to various foci. The Workplace Trust Survey (WTS) by Ferres (2002) provides reliable assessment of coworker, supervisor, and organizational trust. By means of a functionally equivalent translation, we developed a German version of the questionnaire (G-WTS) comprising 21 items. A total of 427 employees were surveyed with the G-WTS and questionnaires concerning several work-related attitudes and behaviors and 92 of these completed the survey twice. The hypothesized three-dimensional conceptualization of organizational trust was confirmed by confirmatory factor analysis. The G-WTS showed good internal consistency and retest reliability values. Concerning convergent validity, all of the three G-WTS dimensions positively predicted job satisfaction. In terms of discriminant validity, Coworker Trust enhanced group cohesion; Supervisor Trust fostered innovative behavior, while Organizational Trust was associated with affective commitment. Theoretical and practical contributions as well as opportunities for future research with the G-WTS are discussed.

Performance antecedents of voluntary and involuntary managerial turnover.

1985 ◽  
Vol 70 (2) ◽  
pp. 329-336 ◽  
Author(s):  
Deborah L. Wells ◽  
Paul M. Muchinsky
Keyword(s):  
Managerial Turnover

Validating a situational based emotional intelligence test in an organizational context

2011 ◽  
Author(s):  
Norbert Tanzer ◽  
James A. Scrivani ◽  
Richard Roberts
Keyword(s):  
Emotional Intelligence ◽  
Organizational Context ◽  
Intelligence Test

PERSONALITY TRAITS IN ORGANIZATIONAL CONTEXT: OCCUPATIONAL PERSONALITY PROFILE OF THE GAME- TESTER

2016 ◽  
Vol 7 (1) ◽  
pp. 17-25
Author(s):  
TRANDAFIRESCU ANA-MARIA ◽  
◽  
TUDOSE CORNELIA ELENA ◽  
MIHĂILĂ TEODORA
Keyword(s):  
Personality Traits ◽  
Organizational Context ◽  
Personality Profile

Authentic leadership development: scrutiny of an apparent paradox

2014 ◽  
Author(s):  
António Calheiros
Keyword(s):  
Leadership Development ◽  
Authentic Leadership ◽  
Organizational Context ◽  
Social Identification ◽  
Self Awareness ◽  
True Self ◽  
Apparent Paradox ◽  
Positive Behaviors ◽  
Individual Self ◽  
Authentic Leadership Development

Leadership has long been a topic of interest for both academics (Hiller, DeChurch, Murase, & Doty, 2011; Sanders & Davey, 2011) and practitioners (Bennis, 2007; George, 2003). Academics have tried to understand the concept and identify its consequences and determinants. Practitioners have focused their efforts in its training and development hoping to reap its promised benefits. Over the last decade, authentic leadership has emerged as the fashionable leadership theory. More than just promising impacts on performance and subordinates’ work satisfaction, authentic leadership addresses management’s long term demand for and ethic and moral commitment (Ghoshal, 2005; Rosenthal et al., 2007). Authentic leadership is “a process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development” (Luthans and Avolio, 2003). The components of authentic leadership’s self-regulated authentic positive behaviours are balanced (non-prejudice) processing, relational orientation and internalized moral perspetive. One key point of authentic leadership is the authenticity of leaders, which can be defined as “knowing, accepting, and remaining true to one’s self” (Avolio et al., 2004). Recent research (Ford & Harding, 2011) have argued that this demand for one’s true self privileges a collective (organizational) self over an individual self and thereby hampers subjectivity to both leaders and followers, and could lead to destructive dynamics within organizations. This paper discusses the seeming paradox of developing authenticity in leaders, (namely addressing the issues raised by Ford & Harding) and clarifies the aim of authentic leadership development. It also assesses the suitability of traditional leadership development methodologies in meeting the challenges posed by a process-based approach to leadership with a focus on individual and social identification.

Team Pay Inequality: Pay Disparity in Large Teams Increases Employee Turnover by Reducing Job Control.

2018 ◽  
Author(s):  
Jon Jachimowicz ◽  
Christopher To ◽  
Oliver P Hauser
Keyword(s):  
Financial Services ◽  
Employee Turnover ◽  
Large Scale ◽  
Job Attitudes ◽  
Organizational Outcomes ◽  
Job Control ◽  
Organizational Attribute ◽  
Pay Dispersion ◽  
Pay Inequality ◽  
Control Work

Pay dispersion is a core organizational attribute, but its’ relationship to employee turnover is relatively unclear. We propose this is the case because prior research suffers from two limitations: (1) it neglects how pay dispersion impacts employees’ psychological attitudes toward their job, and (2) it assumes that teams are homogenous, disregarding that variations in team characteristics shape how employees experience pay dispersion. The current research addresses these shortcomings by drawing on job demand-control theories to investigate how pay dispersion shapes employees’ job attitudes, and explicitly incorporates one aspect of team heterogeneity, team size variations. More specifically, our core proposition is that team pay inequality, i.e., the pay dispersion of employees within a team, reduces employees’ job control—their perceived capability to control work—particularly when teams are larger. This, in turn, makes it more likely employees in large unequal teams leave their organization. Two unique large-scale archival and survey datasets from a technology (N = 881) and financial services company (N = 22,816) provide support for our hypotheses. The current research thus offers a novel perspective on pay dispersion: salary differences within teams fundamentally shape employees’ job attitudes—particularly their job control—and thus determine important organizational outcomes.

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