Employees' perception of their organization's readiness for large-scale change was examined in two divisions of a national sales organization transitioning to work teams Results indicated that individual attitudes and preferences, work group and job attitudes, and contextual variables were all important in understanding readiness for change Study findings are discussed in terms of strategies for implementing the transition to team-based work and large-scale organizational initiatives Implications for research and theory-building are also discussed

Perceptions of Organizational Readiness for Change: Factors Related to Employees' Reactions to the Implementation of Team-Based Selling

Risk perceptions have, to a great extent, been studied exclusively as individual cognitive mechanisms in which individuals collect, process, and form perceptions as atomized units unconnected to a social system. These individual-level theories do not, however, help explain how perception of risk may vary between communities or within a single community. One alternative approach is based on a network theory of contagion. This approach, emerging largely from organizational and community social network studies, suggests that it is the relational aspects of individuals and the resulting networks and self-organizing systems that influence individual perceptions and build "groups or communities of like-minded" individuals. These social units, it is argued, behave as attitude, knowledge, or behavioral structures. The study reported in this article tests one aspect of this theoretical perspective. The central hypothesis proposes the existence of risk perception networks--relational groupings of individuals who share, and perhaps create, similar risk perceptions. To test this idea, data were collected from individuals involved in a community environmental conflict over a hazardous waste site cleanup. The statistical analysis used a matrix of relational social linkages to compare with a matrix of individual risk perceptions The analysis confirmed the hypothesis suggesting that social linkages in communities may play an important role in focusing risk perceptions.

A Social Network Contagion Theory of Risk Perception

Psychosocial factors such as work characteristics, life events, social support, and personality were examined as predictors of the change in medically certified sickness absence observed during a period of severe economic decline. Longitudinal data, derived from self-reports and register-based information relating to 763 local government employees, were collected at 3 points during a 5-year period: before the economic decline, during the nadir of that decline, and immediately after the nadir. After the effects of prior absence and demographic and lifestyle variables had been partialed out, the results of multiple Poisson regression analyses showed that work characteristics play a major role in forthcoming sickness absences. Negative life events and the personality trait sense of coherence (in women) also predicted forthcoming absence rate. Social support did not relate to absences either in men or in women.

Psychosocial factors predicting employee sickness absence during economic decline

We are fast becoming a multicultural, multiracial, and multilingual society. Such demographic changes are having a major impact on economic, social, legal, political, educational, and cultural systems. For businesses and industries to survive, they will need to meet the inevitable challenge of cultural diversity. A model for incorporating cultural diversity in organizations is presented. The model is based on a 3 × 3 × 3 matrix, which analyzes an organization's functional focus (recruitment, retention, and promotion), barriers (differences, discrimination, and systemic factors), and cross-cultural competencies (beliefs/attitudes, knowledge, and skills). Although it was originally developed for business and industry, the model seems to have usefulness in application to education and mental health organizations as well.

Estamos llegando a ser rapidamente una sociedad multicultural, multiracial, y multilingue. Estos cambios demograficos han tenido un gran impacto en los sistemas economico, social, legal, politico, educativo, y cultural. Para que los negocios e industrias sobrevivan, necesitaran enfrentarse al desafio inevitable de la diversidad cultural. Se presenta un modelo para incorporar la diversidad cultural en organizaciones. El modelo se basa en una metriz 3 × 3 × 3 que analiza el foco funcional de una organizacion (reclutamiento, retencion, y promocion), bloques (diferencias, discriminacion, y factores sistemicos), y competencias interculturales (creencias/actitudes, conocimientos, y habilidades). A la vez que se desarrollo el modelo originalmente para negocios e industria, se vio que el modelo tambien tiene utilidad para aplicarse en organizaciones educativas y de salud mental.

A Model for Cultural Diversity Training.

Increasingly, human resource professionals are being challenged to manage organizational programs that have proliferated in the wake of continual pressure to respond to competition and environmental change. This research examines program commitment, that is, an employee's commitment to an organizational program, and investigates its association with important organizational outcomes and a set of potential antecedents in 2 longitudinal field studies. In the first study, program commitment was positively related to participation in the program and program-related performance. In the second study, organizational commitment, change efficacy, and teamwork orientation were supported as antecedents to program commitment.

Program commitment: a multi‐study longitudinal field investigation of its impact and antecedents

Developing the Competitive Organization: Interventions and Strategies.

Board assessment is a governance practice established to ensure that a board effectively performs its duties. Over the past decade, knowledge about board assessment and what it can and cannot do for boards and the companies they serve has increased considerably. This paper sets forth some key lessons learned about board assessment, primarily in the United States and the United Kingdom, and explores how that learning may apply to board assessment opportunities around the world.

/pdf/leveraging-board-assessment-for-sustained-performance-47ir9ja6or.pdf

Leveraging board assessment for sustained performance

Changing primary care requesting practices for MRI knee: A quality improvement project

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Developing the Competitive Organization: Interventions and Strategies.

Leveraging board assessment for sustained performance

Changing primary care requesting practices for MRI knee: A quality improvement project