With a growing body of literature linking systems of high-performance work practices to organizational performance outcomes, recent research has pushed for examinations of the underlying mechanisms that enable this connection. In this study, based on a large sample of Welsh public-sector employees, we explored the role of several individual-level attitudinal factors--job satisfaction, organizational commitment, and psychological empowerment--as well as organizational citizenship behaviors that have the potential to provide insights into how human resource systems influence the performance of organizational units. The results support a unit-level path model, such that department-level, high-performance work system utilization is associated with enhanced levels of job satisfaction, organizational commitment, and psychological empowerment. In turn, these attitudinal variables were found to be positively linked to enhanced organizational citizenship behaviors, which are further related to a second-order construct measuring departmental performance.

Unlocking the black box: exploring the link between high-performance work systems and performance.

In a world that has become increasingly dependent upon employee ownership, commitment, and initiative, organizations need leaders who can inspire their␣employees and motivate them individually. Love, forgiveness, and trust are critical values of today’s organization leaders who are committed to maximizing value for organizations while helping organization members to become their best. We explain the importance of love, forgiveness, and trust in the modern organization and identify 10 commonalities of these virtues.

Love, Forgiveness, and Trust: Critical Values of the Modern Leader

Over the past two decades, Victor and Cullen’s (Adm Sci Q 33:101–125, 1988) typology of ethical climates has been employed by many academics in research on issues of ethical climates. However, little is known about how managerial practices such as communication and empowerment influence ethical climates, especially from a functional perspective. The current study used a survey of employees from Taiwan’s top 100 patent-owning companies to examine how communication and empowerment affect organizational ethical climates. The results confirm the relationship between these two managerial practices and organizational ethical climates. We discuss our results and their implications for both future academic research and practice.

Establishing Organizational Ethical Climates: How Do Managerial Practices Work?

We integrate and extend the literatures on perceived organizational support (POS), organizational citizenship behavior (OCB), and comparative cross-cultural management by examining whether the POS–OCB relationship is contingent on national culture. In social exchanges between the organization and its employees, employees are likely to act as good citizens in reciprocity to the support provided by their organization. At the same time, it is possible that national culture couches and hence modifies the strength of these exchanges. We use meta-analysis to test the hypotheses. To test national culture as moderator, we use country-level cultural dimensions from Hofstede. Results suggest that the POS–OCB relationship can vary across cultures. While perceived organizational support has a positive influence on citizenship, the influence is stronger in some cultural settings. Higher levels of collectivism, power distance, uncertainty avoidance, and femininity strengthen the POS–OCB relationship. Hence, the POS–OCB relationship is embedded within—and therefore moderated by—the cultural aspects of the larger society.

http://chakrabarty.com/Chiaburu_Chakrabarty_Wang_Li_2015_MIR.pdf

Organizational Support and Citizenship Behaviors: A Comparative Cross-Cultural Meta-Analysis

With a growing body of literature linking systems of high-performance work practices to organizational performance outcomes, recent research has pushed for examinations of the underlying mechanisms that enable this connection. In this study, based on a large sample of Welsh public-sector employees, we explored the role of several individual-level attitudinal factors—job satisfaction, organizational commitment, and psychological empowerment—as well as organizational citizenship behaviors that have the potential to provide insights into how human resource systems influence the performance of organizational units. The results support a unit-level path model, such that department-level, high-performance work system utilization is associated with enhanced levels of job satisfaction, organizational commitment, and psychological empowerment. In turn, these attitudinal variables were found to be positively linked to enhanced organizational citizenship behaviors, which are further related to a second-order construct measuring departmental performance.

Unlocking the black box: exploring the link between high-performance work systems and performance

The intensely competitive global environment demands creative management and utilization of employees' capabilities and potentials in the organization through the use of both extrinsic and intrinsic motivational techniques (Randolph, 1995; Wischnevsky and Damanpour, 2006). Employees are expected to go that extra mile to adopt "extra role behaviors" (Organ, 1988), which are the foundation for spawning creativity and innovation. To engender such outcomes, modern managers have manipulated and changed traditional organizational context to reduce formal control and cultivate employees' self-discipline (Randolph, 1995). Key words that describe these interventions include decentralization, re-engineering, job involvement, autonomous teams and, most recently, empowerment. Generally, managers empower through interventions to eliminate social structural constraints in organizations to reduce feelings of helplessness in employees (Conger and Kanungo, 1988). Empowered employees are intrinsically motivated to take personal ownership of their jobs, to exercise self-determination, to satisfy their need for power and to reinforce their personal self-efficacy beliefs (Bandura, 1986). Most empirical studies examine empowerment from the perspective of managers undertaking diverse social structural interventions to empower their subordinates (Bonnie and Bishop, 2003; Forrester, 2000; Johnson and Paper, 1998; Mills and Ungson, 2003). Spreitzer's (1995) validation of a four-factor psychological empowerment construct, however, provided the instrument for researchers to redirect their examination of empowerment to those who are being empowered (Fulford and Enz, 1995; Koberg et al., 1999; Martin and Bush, 2006; Kirkman and Rosen, 1999; Thomas and Velthouse, 1990). Although practitioners and researchers have often acknowledged that trust is a critical psychological state that determines the success of any empowerment process (Argyris, 1998; Harari, 2002; Mayer et al., 1995), little is known of the impact that empowerment interventions have on building subordinates' trust directed towards their supervisors (subordinates' trust), and the impact of subordinates' trust on the extent of psychological empowerment experienced. To address these issues, we develop a holistic nomological network model (Cronbach and Meehl, 1955) for psychological empowerment based upon the assertion that empowerment is a social exchange-driven process which requires managers to relinquish dependence on power and control and instead use cooperation and facilitation in relating with their subordinates. Further, we predict that empowered employees, within the context of social exchange, will chose to reciprocate the organization with Organizational Citizenship Behaviors (OCB). THEORETICAL FRAMEWORK Relational and Psychological Empowerment Empowerment research is dominated by two different approaches. The relational approach (Burke, 1986; Champy, 1995; Karsten, 1994) examines changing power relationships by the manipulation of "power tools" (Kanter, 1983). Such tools include information (technical knowledge, political intelligence, expertise), resources (funds, materials, space, time), and support (endorsement, backing, approval legitimacy). This approach assumes such empowerment interventions directly affect work-related outcomes. This conceptualization of relational empowerment has been criticized for neglecting the individuals' experiences in the empowerment process (Spreitzer, 1995; Thomas and Velthouse, 1990). Recent research has shifted focus to an individual-level construct called psychological empowerment, fueled by Spreitzer's (1995) seminal groundwork which operationalized and validated the construct. Psychological empowerment is conceptualized as the result of employees' positive cognitive assessment of their work context for meaning, self-determination, competency and impact (Spreitzer, 1995). Employees perceive meaning in an activity when the objectives of the organization are assessed to be compatible with their own value systems (Brief and Nord, 1990). …

https://www.jstor.org/stable/pdfplus/40604623.pdf

The Role of Subordinates' Trust in a Social Exchange-Driven Psychological Empowerment Process

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The Role of Subordinates' Trust in a Social Exchange-Driven Psychological Empowerment Process