The (socio) politics of misfit: a moderated-mediation model

PurposeThe growing instability of the labor market will almost certainly result in more employees whose values misfit with their organization’s. This paper draws from the exit-neglect-voice-loyalty model to examine a broader range of responses to misfit; explores sociopolitical resources as the mechanisms through which misfit transmits its effects and investigates job mobility as a boundary condition enhancing or constraining responses to misfit.Design/methodology/approachA novel model (N = 152 New Zealand employees) examined links from misfit to two sociopolitical resources (perceived influence and organizational responsiveness) and from these to exit-neglect-voice-loyalty moderated by job mobility. Supplemental analyses examine moderated-mediation.FindingsMisfit negatively predicted both sociopolitical resources, perceived influence and organizational responsiveness. Moderated-mediation analyses showed that the constructive reactions to misfit (voice and loyalty) were predicted conditionally at low levels of job mobility and indirectly via the respective sociopolitical resources. In contrast, destructive reactions to misfit (exit and neglect) were predicted directly, with neglect predicted at high levels of job mobility.Research limitations/implicationsImplications for human resource practitioners highlight the deleterious repercussions of misfit but also include the conditions under which misfit employees may attempt to constructively salvage their employment relationship.Originality/valueThis study integrates a broader set of concurrent responses to misfit using the exit-neglect-voice-loyalty typology, as well as introducing sociopolitical perspectives to the literature on misfit.

INTRAPRENEURSHIP AND ORGANIZATIONAL RESPONSIVENESS OF BOTTLE WATER MANUFACTURING FIRMS IN RIVERS STATE

The challenges of poor adjustments and modifications to the exertions of the environment, amidst growing competition and market rivalry, are such that requires a re-assessment of the options available to the organization. One of such is the focus on the internal resources and creativity availed by the members of the organization. This paper investigated the role of intrapreneurship in the actualization of organizational responsiveness in 9 bottle water manufacturing firms in Rivers State, duly registered with the Manufacturers Association of Nigeria (MAN), Rivers and Bayelsa State chapter. The paper was designed as a cross-sectional survey and detailed the use of the structured questionnaire in the generation of data from 36 managers within the manufacturing firms. Hypotheses were tested using the Spearman’s rank order correlation. Results from the test indicate that the dimensions of intrapreneurship, namely: innovativeness, risk-taking and pro-activeness, all have significant and positive relationships with organizational responsiveness. The study based on this evidence affirmed that that the availing of platforms and supportive policies or frameworks that allow for innovative behaviour, risk-taking and pro-activeness within the organization has a strong tendency to enhance outcomes of organizational responsiveness for manufacturing firms in Rivers State, Nigeria.

Self-Reflexivity as a form of Client Participation: Clients as Citizens, Consumers, Partners or Self-Entrepreneurs

The article suggests that self-reflexive participation should be considered a distinct form of client participation. Self-reflexive participation is an individualized form of participation that occurs through a development-oriented dialogue between the client and a practitioner. In this dialogue, clients reflect on themselves, set goals for the future and devise strategies, thereby improving their self-regulatory potentials. The article discusses important differences between self-reflexive participation and democratic, consumerist and co-productive participation in terms of the form participation takes, the aim of participation, the client role, the resources required from clients to participate, the assumed relationship between the agency and the client and organizational responsiveness. Self-reflexive participation is based on a view of the client as capable and reflexive and it may foster a tailoring of social services to the wishes and life-projects of clients. However, self-reflexive participation is based on the assumption that clients can be empowered through improved skills of self-observation and life-planning. When focus is on these skills, it may gloss over important conflicts between clients and agency and detach questions of client participation from organizational responsiveness and struggles over user control.

Understanding Heterogeneity in the Performance Feedback – Organizational Responsiveness Relationship: A Meta-Analysis

Organizational performance feedback theory (PFT), which is derived from the Behavioral Theory of the Firm, has emerged as a key perspective guiding studies investigating how performance relative to aspiration levels (i.e., performance feedback) influences organizational responsiveness. While the PFT literature refers to a core prediction - performance below aspirations induces more responsiveness than performance above aspirations does - empirical evidence reveals considerable conflicting findings. In line with contested issues in the current PFT literature, we propose a series of research questions and more refined predictions, which we elated to specific dimensions of performance feedback (valence, type of aspiration level and performance indicator), type of responsiveness (search versus change), and organizational characteristics (age, form of ownership, and industry). We test these refinements with various meta-analytic approaches, based on 263 effect sizes extracted from 156 studies. Our results demonstrate that the way in which performance feedback influences organizational responsiveness is sensitive to the factors we based our predictions on, with meta-analyzed effect sizes ranging from -0.106 to 0.055. Our findings help to systematically distinguish patterns in the heterogeneity associated with the performance feedback-responsiveness relationship. These results support our contention that more refined explanations, measures, and models of organizational performance feedback are needed.

What Factors Influenced Turkish Military Officers’ and NCOs’ Motivation to Serve Prior to the July 2016 Coup Attempt?

Motivation is a key factor for the military institution to accomplish its goals. Extant academic research, however, has generally focused on the combat motivation and the motivation to serve has been understudied. This study examines the motivation to serve and its predictors among Turkish military officers and NCOs. The aim of the current study is 2-fold: (1) to test the effectiveness of measures proposed by previous studies in Turkish Armed Forces and (2) to build on the existing body of knowledge by showing the impacts of perceived fairness and satisfaction with social benefits. Survey data, which were conducted only 2 months before the coup attempt in Turkey on July 15, 2016, were used to assess the motivation. Findings revealed that institutional and moral commitments, organizational responsiveness, perceived fairness, and satisfaction with social benefits were positive significant determinants of motivation to serve, while occupational commitment had a negative relationship with it.

Ethno-racial Diversity on Nonprofit Boards: A Critical Mass Perspective

The need for greater diversity among organizational leaders and directors remains a challenge for organizations within the third sector, and beyond. This study examines diversity through a critical mass lens; that is, we examine an alternative approach to understanding the relationship between the ethno-racial composition of boards of directors and their perceived ability to engage stakeholders, improve organizational responsiveness, and effectively manage fiduciary responsibilities. Our study, drawing on a survey of 247 boards, clarifies the need for a critical mass approach to leadership diversity by highlighting the uneven impact of diversity on performance demonstrated by periods of accelerating and decelerating effect. We find that boards achieving a critical mass of ethno-racial diversity improved board performance among three governance activities—fiduciary performance, stakeholder engagement, and organizational responsiveness—with our critical mass approach illustrating the uneven impact of diversity on performance for each governance activity.

Effect of Organizational Cultural Differences and Mutual Trust on Contract Management of Nonequity Construction Project Alliances

This study aims to examine the impact of organizational cultural difference and mutual trust on the contract management of nonequity project alliances in the construction industry. A questionnaire survey was conducted to collect the quantitative data for this study. The relationships between the variables were analyzed using hierarchical regression analysis. It was found that the contractual complexity of nonequity project alliances was impacted by the differences in management style, differences in organizational responsiveness, mutual goodwill trust, and mutual competence trust. It was also found that the relationship between differences in organizational responsiveness and contractual complexity was moderated by mutual goodwill trust. The research may provide theoretical basis for the management when making decisions on the selection of project alliance partners and contracts. The findings imply that when the firms seek to form project alliances, they need to recognize the level of organizational cultural differences and then determine the proper contractual complexity of the project alliance. In addition, the establishment of mutual goodwill trust between alliance partners will not only reduce the costs of making contracts but also the costs of implementing the contracts.