Following Through the Good and the Bad?

Followers are underrepresented in the organizational change literature despite their considerable influence on change success. Politics, culture, motivation, communication, and readiness have a large impact on change success, and these influences are examined in the change context. Each of these are influenced by leaders and followers. The role of authentic followers in enabling positive change through their organizational engagement is explored in depth. This chapter demonstrates that while the influential role of leaders in change is established, the authentic follower represents a large body of potential change agents with the capacity to positively influence the success of change. Many behaviors of the authentic follower make them an ideal candidate for this role, including moral potency, high levels of engagement in organizational structure, and flexibility. Further research highlighting the value of the authentic follower is warranted.

Implementing Age-Friendly University Principles: Institutional Supports, Barriers, and Outcomes

The University of Utah Gerontology Interdisciplinary Program received an Age-Friendly University (AFU) seed grant through GSA’s Academy of Gerontology in Higher Education, funded by AARP, to develop a model for promoting lifelong learning in partnership with university and community stakeholders. We designed and instituted a targeting marketing campaign that supported our goals: 1) to implement AFU principles; 2) to promote awareness of HB60, a legislative bill allowing people 62+ to audit courses at public universities for a minimal cost; 3) to enhance HB 60 enrollment through increased communication of online course options and tuition waiver support; and 4) to improve university and community stakeholder engagement. This presentation describes project benefits, including increased awareness of AFU initiatives, promoting age diversity, safe participation through online coursework, and enhanced community partnerships. The initiative garnered strong departmental support for marketing, communications, and structure for the post-award process. Barriers occurred due to a lack of HB60 infrastructure at the university level, which inadvertently obstructs organizational engagement. This initiative targeted AFU principles while supporting the university’s strategic goal of engaging communities and preparing to pursue membership in the AFU Global Network. Future AFU goals include developing advocacy channels within the university to improve organizational support.

Exploring the Intra Entrepreneurship-Employee Engagement-Creativity Linkage and the Diverse Effects of Gender and Marital Status

This research examines which of the sub-dimensions of intra entrepreneurship (innovativeness, pro-activeness, risk-taking), and corporate social responsibility (CSR) support affects employee engagement (organizational and job engagement), which leads to employee creativity. The study uses survey data from SME employees in South Korea and applies the Structural Equation Modeling (SEM)-Artificial Neural Network (ANN) approach, to find that innovativeness and CSR support affect creativity through mediating roles of organizational engagement and job engagement, where job engagement plays a mediating role in the relationship between organizational engagement and creativity. The study also examines how employee gender and marital status effects the relative importance of intra entrepreneurship, organizational engagement, and job engagement on creativity. Findings of ANN analysis evaluates the effects per group (male-unmarried, male-married, female-unmarried, female-married) and shows how the importance of organizational engagement, job engagement, CSR support and innovativeness differ for each group. Contribution to theory and practice are discussed.

PREDICTING ORGANIZATIONAL CITIZENSHIP BEHAVIOR THROUGH PSYCHOLOGICAL OWNERSHIP AND JOB SATISFACTION IN FOUR-STAR HOTELS

This study examines the relationship between Psychological Ownership (PO) on Job Satisfaction (JS) and Organizational Citizenship behaviour (OCB). Using 240 front-line samples from five-star hotel workers, these studies are quantitatively planned. Empirical data were collected from employees via a questionnaire and analysed using Partial Least Square (PLS). The results indicate that Psychological Ownership and Job Satisfaction enhance the Organizational Citizenship behaviour, but the Psychological Ownership has a stronger impact. This result also provides evidence that there is a disparity in control between the employee's personality and their attitude toward their actions at the workplace. The findings of this article can provide insights to improve the Organizational Citizenship behaviour of employees, and that management must pay attention to personalities of employees, as personality traits of workers appear to influence Organizational Citizenship behaviour. This study examined the attitude effect (JS) and personality traits (PO) against OCB. Theoretically, some previous studies suggest that the predictors of OCB are JS and organizational engagement as indicators of the attitudes of the employees. Thus, this study would investigate JS, PO and OCB at well-known hotels in Bali, Indonesia.

How CEO Workaholism Influences Firm Performance: The Roles of Collective Organizational Engagement and TMT Power Distance

Based on upper echelons theory, the current study examines how and under what conditions CEO workaholism influences firm performance. Specifically, we propose that CEO workaholism is positively related to collective organizational engagement, which has a subsequent positive effect on firm performance. Top management team (TMT) power distance would moderate the relationship between CEO workaholism and collective organizational engagement in such a way that workaholic CEOs are more likely to stimulate collective organizational engagement when TMTs have a high level of power distance. Findings based on multi-source, multi-wave data from a sample of 122 CEOs in state-owned enterprises and their corresponding TMT members supported the hypotheses. This study is an initial attempt to empirically examine the effects of leader workaholism at the firm level, which answers the call for more research into the intersection of workaholism and leadership and carries implications for organizational management practices.

The Behavior of Organization in Economic Crisis: Integration, Interpretation, and Research Development

We investigated the significance of an economic crisis for organizations’ ethical behavior, employees’ unethical behavior, and association. To capture the effect of the “2008’ World economic crisis,” we compared the behaviors of organizations and employees’ unethical behavior during a crisis with their behavior in more favorable circumstances before and after the crisis. We used structural equation modeling to analyze answers collected from 2024 employees in Slovenian organizations between 2006 and 2016. The results showed significant growth of organizational engagement in ethical behavior, despite the crisis in the middle of the observed period. The employees’ unethical behavior was significantly less acceptable in crisis compared to before the crisis, while after the crisis, its acceptability increased again, despite not significant. The aggregate sample revealed a significantly negative influence of employee’s unethical behavior on organizations’ ethical behavior that was not significantly different across the considered periods. The research suggests the need to manage the organization’s ethical behavior in times of economic downturn, like in the present COVID 19. Additionally, managers need to devote more attention to prevent employees’ unethical behavior and its influence on organizations’ ethical behavior.

Work Engagement of Employees in Moonlighting: A Moderated Mediation Model From a Boundaryless Career Perspective

Using a panel of 324 Chinese employees in public sectors, this paper examines the work engagement of employees in moonlighting with the proxy of boundaryless career orientations. We divided work engagement into job engagement and organizational engagement and test their relation to boundaryless career orientations. The results demonstrate that boundaryless career orientations are positively related to job engagement via the mediating effects of role conflicts, and negatively related to organizational engagement through the mediating effects of the relational psychological contracts. Moreover, organizational climate for openness moderates the negative correlation between boundaryless career orientations and role conflicts. There is no significant evidence provided for a moderating effect of organizational climate for openness between boundaryless career orientations and relational psychological contracts.

The Effect of Using Social Media on Job Satisfaction: Is There A Role for Job Engagement and Organization Engagement As a Mediator?

This study aims to determine how the influence of the use of social media (Work-related social media use) and social media (Social-related social media use) on job satisfaction. In addition, to find out how the role of work engagement and organizational engagement, as a mediating variable in the relationship.The research was conducted in Indonesia with the analysis unit of the State Civil Servant (SCS) domiciled in Banda Aceh and Aceh Besar. A sample of 212 respondents obtained by using a questionnaire distribution technique using google form, data analysis using SEM-AMOS.The results of the analysis show that the use of social media (Work-related social media use) has no effect on job satisfaction, but the use of social media (Social-related social media use) is found to increase the job satisfaction of SCS.The results of the analysis also show that the use of social media (Work-related social media use) can increase work engagement, but has no effect on increasing organizational engagement. The use of social media (Social-related social media use) contributes to an increase in work engagement and organizational engagement. Furthermore, it was found that there was a significant effect of work engagement and organizational engagement on SCS job satisfaction. Work engagement and organizational engagement play a role as a mediating variable (partially) in the relationship between social media use (Social-related social media use) and job satisfaction. But there is no role as a mediating variable in the relationship between (Work-related social media use) and job satisfaction.