Antecedents for achievement of alignment in organizations

Beehr, Terry A.; Glazer, Sharon; Fischer, Ronald; Linton, Larissa L.; Hansen, Curtiss P.

doi:10.1348/096317908x310247

Cited by 25 publications

(33 citation statements)

References 54 publications

(63 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The measure is scored on a 7-point scale ranging from 'very false' (1) to 'very true' (7). Mukherjee and Malhotra (2006) fotmd that the role ambiguity items of this measure should be renamed 'role clarity' and this is substantiated in other research (Beehr, Glazer, Fischer, Linton, & Hansen, 2009;Bray & Brawley, 2002) and tiierefore, for this study these items were utilised because role clarity is of interest. A typical item is 'explanation is clear of what has to be done' (Rizzo et al, 1970, p. 156) and a high score indicates high role clarity (or low role ambiguity).…”

Section: Measures Of Role Conflict and Ambiguity Questionnairementioning

confidence: 80%

Positive organisation: The role of leader behaviour in work engagement and retention

Mendes

Stander

2011

SA j ind psychol

View full text Add to dashboard Cite

Orientation: The positive organisation creates a framework in which its elements can be investigated in relation to the retention of talent.Research purpose: The aim of this study was to investigate if leader empowering behaviour can positively impact on role clarity, psychological empowerment and work engagement, with the final outcome being the retention of talent.Motivation for the study: In the ever changing work environment organisations place great emphasis on their human capital. The positive organisation utilises specific elements to optimise human capital’s potential. It is therefore important to identify the elements contributing to a positive organisation as well as the elements which lead to the retention of talent.Research design, approach and method: A survey research design was used. A convenience sample (n = 179) was taken from a business unit in a chemical organisation. The Leader Empowering Behaviour Questionnaire, Measures of Role Clarity and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Utrecht Work Engagement Scale and the Intention to Leave Scale were administered.Main findings: Leader empowering behaviour, role clarity and psychological empowerment predicted work engagement. Role clarity interacted with competence to affect employees’ dedication and interacted with the development of employees to affect absorption. Work engagement predicted employees’ intention to leave.Practical/managerial implications: Organisations should foster the elements of a positive organisation if they want to retain their talent.Contribution/value-add: The results of this research contribute to scientific knowledge about the effects of a positive organisation on retention.How to cite this article: Mendes, F., & Stander, M.W. (2011). Positive organisation: The role of leader behaviour in work engagement and retention. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 37(1), Art. #900, 13 pages. doi:10.4102/sajip.v37i1.900

show abstract

Section: Measures Of Role Conflict and Ambiguity Questionnairementioning

confidence: 80%

Positive organisation: The role of leader behaviour in work engagement and retention

Mendes

Stander

2011

SA j ind psychol

View full text Add to dashboard Cite

show abstract

“…Such variables are, for example, market opportunities (Chandler, 1962), product life cycle, market growth rate, and the relative competitive position of the organization (Venkatraman & Camillus, 1984). Also, since there is a lack of empirical evidence on how to enhance employee alignment (Beehr, Glazer, Fischer, Linton, & Hansen, 2009), our study provides insights into addressing this important issue. In this research, we focus solely on internal alignment and more specifically on employee strategic alignment.…”

mentioning

confidence: 99%

The mediating role of employee strategic alignment in the relationship between rational strategic planning and firm performance: A European study

Ouakouak

Ouédraogo

2013

Can J Adm Sci

View full text Add to dashboard Cite

Previous empirical studies examining the direct relationship between rational strategic planning and firm performance have produced contradictory results. Therefore, in order to better understand the nature of this relationship, it is important to take into consideration the role of some mediating and moderating variables. We take into account this aspect by testing the mediating role of employee strategic alignment in the rational strategic planning-firm performance relationship. Based on a quantitative empirical study conducted among 372 European firms, we find that employee strategic alignment is a full mediator in this relationship. We then discuss the theoretical contributions and practical implications of our study. RésuméLes travaux empiriques antérieurs examinant la relation directe entre la planification stratégique rationnelle et la performance de l'entreprise ont débouché sur des résultats contradictoires. Pour mieux comprendre la nature de cette relation, il importe de prendre en compte le rôle de certaines variables médiatrices et modératrices. La présente étude prend en compte cet aspect en testant le rôle médiateur de l'alignement stratégique des employés dans la relation planification stratégique rationnelle-performance de l'entreprise. Grâce à une étude quantitative réalisée dans 372 firmes européennes, l'étude révèle que l'alignement stratégique des employés est un médiateur à part entière dans la relation. L'article s'achève par une analyse des contributions théoriques et des implications pratiques de nos résultats.

show abstract

“…In contrast to the considerable research that has documented that the conclusions people make about how their goals are related very much affect their dynamics and outcomes, few studies have explored the motivational and other antecedents that affect conclusions about goal interdependence, especially in organizations (Beehr, Glazer, Fischer, Linton, & Hansen, 2009;Johnson & Johnson, 1998). This study directly tests the idea that sharing tangible and intangible rewards among departments contributes to their conclusions that their goals are positively related.…”

Section: Shared Rewardsmentioning

confidence: 97%

Shared rewards and goal interdependence for psychological safety among departments in China

Chen

Tjosvold²

2010

Asia Pac J Manag

View full text Add to dashboard Cite

Psychological safety has been shown to facilitate learning from experience that can help organizations adapt to the changing marketplace. Shared rewards and cooperative, but not competitive and independent, goals may help department members feel supported and able to discuss open-mindedly their experiences, including mistakes, and learn from them. One hundred and twenty five CEOs and 436 executives from 125 companies in China completed measures of psychological safety, goal interdependence, and shared rewards. The results of two structural equation analyses suggest that shared rewards can convince departments that their goals are cooperative and that this conclusion in turn leads to psychological safety. These results were interpreted as suggesting that shared rewards and cooperative goals are important foundations for organizational psychological safety in China and perhaps other countries as well

show abstract

Antecedents for achievement of alignment in organizations

Cited by 25 publications

References 54 publications

Positive organisation: The role of leader behaviour in work engagement and retention

Positive organisation: The role of leader behaviour in work engagement and retention

The mediating role of employee strategic alignment in the relationship between rational strategic planning and firm performance: A European study

Shared rewards and goal interdependence for psychological safety among departments in China

Contact Info

Product

Resources

About