Cynicism and disengagement among devalued employee groups: the need to ASPIRe

O’Brien, Anne; Haslam, S. Alexander; Jetten, Jolanda; Humphrey, Louise; O'Sullivan, Lucy; Postmes, Tom; Eggins, Rachael A.; Reynolds, Katherine J.

doi:10.1108/13620430410518129

Cited by 32 publications

(34 citation statements)

References 36 publications

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“…Teicher (1992) has argued that involvement has been used to generate legitimacy for decisions already made by management, while O'Brien et al (2004) have argued that opportunities for involvement are "fundamentally contingent on concern for the bottom line and management prerogative . .…”

Section: Discussionmentioning

confidence: 99%

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Organizational change cynicism: The role of employee involvement

Brown¹,

Cregan²

2008

Human Resource Management

182

164

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Organizational change efforts can bring about a range of outcomes: some intended, such as organizational survival and profitability, and some unintended, such as heightened levels of organizational change cynicism (OCC) among employees. This article focuses on processes for managing OCC: we examine the role of information sharing and involvement in decision making as ways to lessen employee reports of OCC. While both of these strategies have the potential to be effective, they rest on a significant assumption—namely, that employees will enthusiastically embrace any opportunities to become involved. In this research, we investigate this assumption through an analysis of the relationship between an employee's willingness to become involved (”active orientation”) on employee reports of their OCC. We find, using data from 1,214 public‐sector employees, that an active orientation toward involvement plays a significant role as a moderator in reducing employee reports of OCC. The findings suggest that HR practitioners concerned about OCC should encourage their line managers to adopt a participatory style of management (information sharing, involvement in decision making), especially in those workplaces where employees are more likely to embrace the opportunities for involvement. © 2008 Wiley Periodicals, Inc.

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Section: Discussionmentioning

confidence: 99%

“…Therefore, the nature of the change appears to be significant. O'Brien et al (2004) have suggested that the status of the employees affected by change is important. They argued that organizations have difficulty getting low-status employees to identify with the organization and exert effort on behalf of it.…”

Section: Policy and Practice Implicationsmentioning

confidence: 99%

Organizational change cynicism: The role of employee involvement

Brown¹,

Cregan²

2008

Human Resource Management

182

164

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“…After more than a decade of research this is a prediction that now enjoys a broad base of support – with relevant evidence having been garnered from quantitative and qualitative studies of hospital staff (O'Brien et al ., ), military medics (Peters et al ., ), the Copenhagen climate change conference (Batalha & Reynolds, ), school teachers, students (Reynolds, Subasic, Lee, & Tindall, in press), and even a simulated expedition to Mars (Persaud et al ., ). Our current research also points to the value of AIRing as a clinical procedure that can be used to inform both diagnosis and intervention (e.g., Best et al ., in press; Cruwys, Dingle, et al ., ).…”

Section: Lessons From and For An Applied Social Identity Approach (Asia)mentioning

confidence: 99%

Making good theory practical: Five lessons for an Applied Social Identity Approach to challenges of organizational, health, and clinical psychology

Haslam

2014

British J Social Psychol

Self Cite

114

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Social identity research was pioneered as a distinctive theoretical approach to the analysis of intergroup relations but over the last two decades it has increasingly been used to shed light on applied issues. One early application of insights from social identity and self-categorization theories was to the organizational domain (with a particular focus on leadership), but more recently there has been a surge of interest in applications to the realm of health and clinical topics. This article charts the development of this Applied Social Identity Approach, and abstracts five core lessons from the research that has taken this forward. (1) Groups and social identities matter because they have a critical role to play in organizational and health outcomes. (2) Self-categorizations matter because it is people's self-understandings in a given context that shape their psychology and behaviour. (3) The power of groups is unlocked by working with social identities not across or against them. (4) Social identities need to be made to matter in deed not just in word. (5) Psychological intervention is always political because it always involves some form of social identity management. Programmes that seek to incorporate these principles are reviewed and important challenges and opportunities for the future are identified.

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“…In this dimension, the employee may get alienated from or sever her ties with the organization (O'Brien et al, 2004). …”

Section: Behavioral Dimensionmentioning

confidence: 99%

The Role of Psychological Capital on Job Embeddedness and Organizational Cynicism: A Study on Menoufia University Hospitals

Nafei¹

2015

JMS

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Purpose: The objective of this study was to provide empirical evidence on the relationships between Psychological Capital (PsyCap), Job Embeddedness (JE) and Organizational Cynicism (OC).Research Design/Methodology: Using Luthans, 2006 of PsyCap, the study develops a number of hypotheses and tests them. Out of the 338 questionnaires that were distributed to employees at Menoufia University hospitals in Egypt, 315 usable questionnaires were returned, a response rate of 93%. Findings:The results showed that PsyCap is significantly related to the JE and OC. In other words, self-efficacy, optimism, hope and resilience significantly correlated with JE and OC. The results also supported the hypothesized model. The results refer to a direct effect in the opposite direction between the PsyCap and OC of employees. The study findings support the view that the dimensions of PsyCap were positively related with JE. Practical implications:The study suggests that Menoufia University hospitals in Egypt can improve JE by influencing its PsyCap, specifically, by developing self-efficacy, optimism, hope and resilience. The study provided that it is necessary to pay more attention to the dimensions of PsyCap as a key source for organizations to enhance the competitive advantage which is of prime significance for JE and OC. Originality/value: Preliminary evidence of the psychometric properties of the PCQ-24, which measures the construct of PsyCap (hope, self-efficacy, resilience and optimism) on an Egyptian sample, was provided in this study.

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Cynicism and disengagement among devalued employee groups: the need to ASPIRe

Cited by 32 publications

References 36 publications

Organizational change cynicism: The role of employee involvement

Organizational change cynicism: The role of employee involvement

Making good theory practical: Five lessons for an Applied Social Identity Approach to challenges of organizational, health, and clinical psychology

The Role of Psychological Capital on Job Embeddedness and Organizational Cynicism: A Study on Menoufia University Hospitals

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