Abstract: Employee happiness or well-being is an emerging topic in management as well as in psychology. The purpose of this paper is to investigate the effects of perceived organizational support (POS) and psychological capital (PsyCap) on happiness in employees’ work (i.e. work engagement), careers (i.e. career satisfaction), and lives (i.e. subjective well-being (SWB)).,Data were collected from 550 employees in a conglomerate in South Korea. For statistical analysis, we conducted confirmatory factor analysis, reliability and correlation analysis, and structural equation modeling analyses.,Employees were highly engaged in their work, satisfied with their careers, and felt a greater sense of well-being in their lives when they had higher POS and PsyCap. Work engagement fully mediated the relationship between PsyCap and career satisfaction. POS had an indirect effect on SWB through career satisfaction. With regards to the relationships among the three outcome variables, career satisfaction turned out to fully mediate the relationship between work engagement and SWB. In addition, the direct effect of PsyCap on SWB was also found to be significant.,This study focused on knowledge workers in South Korean for-profit firms. The participants were mostly male, junior or middle managers. Using a cross-sectional survey method, this empirical study leaves room for speculation about the causality among the variables. As the results of exploratory and confirmatory factor analyses indicate, however, common method variance was found to not be of great concern.,The mission of human resources (HR) and organization development (OD) professionals in organizations is to improve individual and organizational performance and to enhance employees’ well-being. HR/OD professionals can enhance employees’ happiness not only in their work and careers but also in their lives by improving POS (e.g. growth opportunity, performance management, and compensation system) and developing PsyCap (e.g. staffing, training, and development, etc.).,This study linked the emerging constructs in positive psychology in general, in HR/OB in particular. To date, no study has empirically investigated the effects of PsyCap and POS on the three workplace happiness constructs: work engagement, career satisfaction, and SWB. This is the first study that found the relationship between POS and PsyCap. Last, while South Koreans are more collectivistic and less satisfied with their lives than the Organisation for Economic Co-operation and Development average, the respondents in this study, working for highly reputable firms, perceived high level of happiness in their work and career, and eventually in their lives. Thus, organizational features had a stronger effect on workplace happiness than national culture.

Abstract: Purpose The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization. Design/methodology/approach Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource activities and their link with sustainable organizational development. In the second phase, data were collected from the manufacturing organizations to analyze the status of the activities identified in the first phase. Findings This study highlights status of green human resource practices such as environmental training, green recruitment, performance appraisal, employee involvement and compensation. The findings suggest that there is further scope to utilize the full potential of GHRM practices for encouraging pro-environmental behavior in the organizations. Analyses of data also reveal that top-management support and mutual learning among departments are crucial to facilitate green behaviors among employees. Research limitations/implications This study provides a comprehensive literature review of green-human resource management practices. It suggests an interdisciplinary framework for building holistic sustainable organizations by integrating learnings from green human resource management, green supply-chain management, competitive advantage strategy and green corporate social responsibility. It highlights gaps in the system and provides insights to managers and policy makers on building holistic sustainable organizations. Originality/value This study fulfills the need to explore green human resource management in emerging economies like India. Studies like these are more important in developing countries, which have alarming environmental concerns and poorly implemented government regulations.

Abstract: Purpose Organizations must reframe their approach to how they relate to their employees. The new multi-generational workplace demands a new way of thinking about human resource management. Putting the employee’s total experience at the center produces a very different approach, beyond increasing perks or “funifying” the workplace, to engaging the employee in the workplace. The purpose of this study is to reframe the traditional approach to human resource management that better fits that modern workplace and enables the empowerment and engagement that organizations so desperately seek. Design/methodology/approach Design thinking is applied to employee experience in an organization. By viewing employee experience as a set of holistic perceptions of that relationship, human resource management transforms into a more strategic process for engaging the employee through meaning and providing value. Six principles for employing this methodology are specified in this paper. Findings Perks are not the answer to employee engagement. An organization must understand each employee more deeply and co-design experiences with them that demonstrate care. It must embrace expansive and holistic thinking, face the intangible aspects of organizational life and use tools to help make them tangible, experiment and iterate, building solutions organically, while recognizing that the process is just as important, if not more important, than the product. Originality/value Organizations recognize a need for change and struggle with engaging employees. Most modern approaches to engagement and retention foundationally stem from old ways of thinking that will not work in today’s workplace. Design thinking has been applied successfully for customer experience and user experience; it is just beginning to be recognized as an approach for employee experience.

Abstract: In celebration of the anniversary of the Journal of Applied Psychology (JAP), we take a hundred-year journey to examine how the science of cross-cultural industrial/organizational psychology and organizational behavior (CCIO/OB) has evolved, both in JAP and in the larger field. We review broad trends and provide illustrative examples in the theoretical, methodological, and analytic advances in CCIO/OB during 4 main periods: the early years (1917-1949), the middle 20th century (1950-1979), the later 20th century (1980-2000), and the 21st century (2000 to the present). Within each period, we discuss key historical and societal events that influenced the development of the science of CCIO/OB, major trends in research on CCIO/OB in the field in general and JAP in particular, and important milestones and breakthroughs achieved. We highlight pitfalls in research on CCIO/OB and opportunities for growth. We conclude with recommendations for the next 100 years of CC IO/OB research in JAP and beyond. (PsycINFO Database Record

Abstract: Summary An extensive body of research on organizational identification has developed over the last 25 years. This work has typically taken the view that organizational identification is good for individuals and organizations. However, the underlying social identity processes of organizational identification do not suggest that only positive outcomes should be expected. We review the work addressing organizational identification's dark side. Our review suggests that organizational identification can lead to unethical behaviors, resistance to organizational change, lower performance, interpersonal conflict, negative emotions, and reduced well-being. Conditions facilitating these undesirable outcomes include situation factors (e.g., identity threats, work characteristics) and person factors (e.g., morality, other identifications). By providing a counterpoint to the generally positive approach to organizational identification, we attempt to move the literature toward a more balanced view. Copyright © 2016 John Wiley & Sons, Ltd.

Abstract: In recent years, scholars have increasingly recognized that the theoretical underpinnings of employee-organization relationships (EOR) are in need of further extension in light of recent organizati...

Abstract: Evidence-based practice (EBP) implementation represents a strategic change in organizations that requires effective leadership and alignment of leadership and organizational support across organizational levels. As such, there is a need for combining leadership development with organizational strategies to support organizational climate conducive to EBP implementation. The leadership and organizational change for implementation (LOCI) intervention includes leadership training for workgroup leaders, ongoing implementation leadership coaching, 360° assessment, and strategic planning with top and middle management regarding how they can support workgroup leaders in developing a positive EBP implementation climate. This test of the LOCI intervention will take place in conjunction with the implementation of motivational interviewing (MI) in 60 substance use disorder treatment programs in California, USA. Participants will include agency executives, 60 program leaders, and approximately 360 treatment staff. LOCI will be tested using a multiple cohort, cluster randomized trial that randomizes workgroups (i.e., programs) within agency to either LOCI or a webinar leadership training control condition in three consecutive cohorts. The LOCI intervention is 12 months, and the webinar control intervention takes place in months 1, 5, and 8, for each cohort. Web-based surveys of staff and supervisors will be used to collect data on leadership, implementation climate, provider attitudes, and citizenship. Audio recordings of counseling sessions will be coded for MI fidelity. The unit of analysis will be the workgroup, randomized by site within agency and with care taken that co-located workgroups are assigned to the same condition to avoid contamination. Hierarchical linear modeling (HLM) will be used to analyze the data to account for the nested data structure. LOCI has been developed to be a feasible and effective approach for organizations to create a positive climate and fertile context for EBP implementation. The approach seeks to cultivate and sustain both effective general and implementation leadership as well as organizational strategies and support that will remain after the study has ended. Development of a positive implementation climate for MI should result in more positive service provider attitudes and behaviors related to the use of MI and, ultimately, higher fidelity in the use of MI. This study is registered with Clinicaltrials.gov ( NCT03042832 ), 2 February 2017, retrospectively registered.

Abstract: Organizational learning includes processes of creating, retaining and transferring knowledge and has implications for the performance and competitiveness of organizations. Given the knowledge-based view of resources inherent in management of technology (MOT), in this paper, we adopt an organizational learning framework that considers knowledge to be embedded in three major components of organizations – members, tasks and tools – and the networks formed by crossing them. We present research related to these components that is most applicable to MOT. In suggesting future research in MOT, we explicate the framework further by proposing that learning occurs in an organizational context. This article is protected by copyright. All rights reserved.

Abstract: It is the year 2016, society has integrated the ability to connect with people around the world in formal and informal means. There is Snapchat to gain a visual glimpse, virtual meetings for discussions, Facebook to maintain friendships, LinkedIn to build professional networks. We can google an event or idea to find people of like minds. Are we becoming a society with common values and thoughts? Are we one culture? No, one could advocate that we are as unique in our many cultural groups today as centuries ago. Interestingly, it could be said that we create our own bubbles or silos by excluding others based on our experiences, memberships, groups, and contact lists. One forecast of our future is “the concurrence of postmodernism and digital media may, ironically, hold out the potential for a second age of Enlightenment (Gardner, p. 196).” In this global era, international organizations develop their organizational culture to cut across various nations. Nevertheless, it is important to recognize that “cultural differences are especially exacerbated when accompanied by extreme religious and ideological viewpoints (Gannon & Pillai, 2016, p. 22).” As an overwhelming amount of information is available, extreme views have a clear voice for communication networks to grow. Based on definitions of culture being shared values and experiences, people developed a shared culture through work, referred to as, work culture (Anderson, 1964). For leaders, the question is since our reach has broadened how have we expanded our understanding of workers and their work culture? How can organizational culture learn from within? This essay poses more questions than recommendations seeking to open minds to a deeper level of appreciation for the culture of a group of workers, work culture.

Abstract: Based on literature development, the purpose of this paper is to propose a conceptual framework and the theoretical model in order to examine the influence of leadership, organizational learning (OL), and organizational innovation (OI) in Taiwan’s financial and information technology industries,Structural equation modeling is employed to evaluate the degree of influence each variable has on the others and whether their relationships differ in different industry This study investigates a selection of firms from the top 100 financial and the top 1,000 high-technology enterprises in Taiwan in 2012 as the population A total of 377 valid responses were collected from 2012 to 2013,The research results indicate that OL acts as a full mediator between leadership and OI Furthermore, industry type has moderating effect in the proposed research model,Thus, considering appropriate leadership styles through learning to innovate might be a well leadership model to be further considered by different industries in the global countries

Abstract: Prior research on workplace spirituality has mostly looked at the antecedents and consequences of the construct. The purpose of the present research is to investigate the mediating effect of employ...

Abstract: Work engagement and organizational commitment are among the most studied topics in a range of fields, including human resource development (HRD) and organization development (OD). The value of such...

Abstract: Research summary>: We take a microfoundational approach to understanding the origin of heterogeneity in firms' capacity to adapt to technological change. We develop a computational model of individual-level learning in an organizational setting characterized by interdependence and ambiguity. The model leads to organizational outcomes with the canonical properties of routines: constancy, efficacy, and organizational memory. At the same time, the process generating these outcomes also produces heterogeneity in firms' adaptive capacity to different types of technological change. An implication is that exploration policy in the formative period of routine development can influence a firm's capacity to adapt to change in maturity. This points to a host of strategic trade-offs, not only between performance and adaptive capacity, but also between adaptive capacities to different forms of change. Managerial summary: Why are firms differentially effective at adapting to technological change? We argue that firms differ in the adaptive capacity of the routines that underlie their capabilities. These differences arise well before change occurs, and result because firms build routines that are differentially responsive to signals of performance decline associated with technological change. Thus, early managerial efforts to build superior productive efficiency must be complemented by efforts to build superior adaptive capacity. Our theory suggests that managers can prepare for technological change by implementing policies, in the formative period of organizational development, that promote individuals' exploration of novel actions. However, there are trade-offs because preparation aimed at building adaptive capacity to one type of technological change may limit adaptive capacity to other types of change. Copyright © 2016 John Wiley & Sons, Ltd.

Abstract: Leaders are essential actors in public performance improvement and organizational change. However, a key question has not been adequately addressed in prior literature on the topic: how do leadership processes make a difference? Using data on New York City public schools, this article explores the organizational mechanisms by which a specific form of principal's leadership—transformational leadership—influences objective organizational outcomes as measured by standardized test scores. The empirical results indicate that a principal's transformational leadership style affects student test scores through the mediating effects of purposeful performance information use and stakeholder engagement.

Abstract: Based on person–organization fit theory, this article moves beyond theories of motivation and social exchange relationships that have often been used in commitment literature. This article contributes to understanding perceptions of organizational culture (OC) and affective commitment (AC) through perceptions of a learning organization (LO). Such understanding helps to tackle current commitment issues in Malaysia through strategic human resources development (HRD) planning and deploying organization development activities. We examined: (a) the extent to which organizations with an embraced LO mediated OC and AC, (b) the most influential component of OC in promoting employee AC, and (c) the most important component of LO for influencing OC and AC. We obtained 516 respondents (64.5% response rate) in selected Malaysian private organizations. It was concluded that LO mediated the relationship between OC and AC. Respect for people was an influential factor of OC for AC, while empowerment played a sign...

Abstract: Purpose This paper aims at integrating previous studies investigating the relationship between inter-organizational cooperation and organizational innovation. Earlier research provides mixed results regarding this relationship. In this paper, it is argued that this may be because of an empirical bias in these studies, as they tend to focus on one sector, one type of innovation or one country. Using a cross-national comparative data set enables to account for these potential biases and establish the relationship between inter-organizational cooperation and organizational innovation. Design/methodology/approach The study examines the effect of inter-organizational cooperation on product, process, organizational and market innovation, using data from 32 European countries and 6 different sectors (n = 27,019). The data are analyzed using logistic regression analysis. Findings The analysis shows that there is a positive relationship between inter-organizational cooperation and organizational innovation, even when controlled for common innovation variables including general characteristics, organizational structure, organizational culture, HR strategies, networking interaction and external knowledge acquisition. Originality/value In contrast to most prior studies that rely on data from one sector, one country and one innovation type, this study examines the relationship between inter-organizational cooperation and organizational innovativeness by taking into account multiple sectors, countries and types of innovation. This intends to generate more robust results regarding the link between inter-organizational cooperation and organizational innovativeness.

Abstract: This article focuses on the study of organizational communication, which is a dominant subarea of communication scholarship as recognized by the National Communication Association (NCA) and the International Communication Association (ICA). Because communication, and organizational communication as a subarea, is multiperspectival, this article first defines communication and then organizational communication. Next, the article describes the philosophical perspectives of organizational communication. The next section points to specific areas of individual-, dyadic-, group-, and organizational-level communication research in which communication and organizational psychology and organizational behavior (OPOB) share similar interests. The article concludes by describing practical implications of this area of scholarship (i.e., what can organizations and individuals do with the findings of organizational communication scholarship) and by identifying promising areas of organizational communication study.

Abstract: This article presents a conceptual refigurationy of action-research based on a “sociorationalist” view of science. The position that is developed can be summarized as follows: For action-research to reach its potential as a vehicle for social innovation it needs to begin advancing theoretical knowledge of consequence; that good theory may be one of the best means human beings have for affecting change in a postindustrial world; that the discipline’s steadfast commitment to a problem solving view of the world acts as a primary constraint on its imagination and contribution to knowledge; that appreciative inquiry represents a viable complement to conventional forms of action-research; and finally, that through our assumptions and choice of method we largely create the world we later discover.

Abstract: In this edition of the organizational zoo series, we take a closer look at an interesting organization design case—GitHub, a software company from California. Similar to Valve, the subject of the previous article in the series (Puranam and Hakonsson, J Organ Design 4: 2–4, 2015) GitHub is used to delegate the choice of projects and project allocation to its workers, fitting the recent trend in running organizations without bosses. The interesting fact about GitHub is that after years of praising its own unorthodox organizational structure, the company suddenly decided to abandon it for something much more traditional. We asked several renowned organization scientists to share their thoughts on this interesting case and discuss what we can learn from it.

Abstract: Although organizational learning has been studied extensively, empirical studies in relation to crises and theory building have remained scarce. This study explored what factors affect the learning process from crises of a public sector organization. We studied the responses of the Dutch food safety services (NVWA) to the veterinary crises classical swine fever (1997–1998), foot-and-mouth disease (2001), avian influenza (2003) and Q fever (2007–2010). Data from in-depth interviews with key experts in the organization and from crisis management documents pointed to political–economic context, social–emotional understanding, organizational structure, organizational culture, crisis management stage and organizational forgetting as key factors. Remarkably, postcrisis evaluation reports, leadership and a shared sense-making of what lessons to learn were not found to play a central role.