Employees’ Adaptability and Perceptions of Change-Related Uncertainty: Implications for Perceived Organizational Support, Job Satisfaction, and Performance

Cullen, Kristin L.; Edwards, Bryan; Casper, Wm. Camron; Gue, Kevin R.

doi:10.1007/s10869-013-9312-y

Cited by 272 publications

(290 citation statements)

References 45 publications

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“…Haar & Roche, 2010;Butts et al, 2013) and performance (e.g. Cullen, Edwards, Casper, & Gue, 2014;Mills, Matthews, Henning, & Woo, 2014) through the mechanisms of signalling and social exchange.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Organizational work–family support as universal remedy? A cross-cultural comparison of China, India and the USA

Stock

Strecker

Bieling

2015

The International Journal of Human Resource Management

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In both industrialized and emerging countries, organizations increasingly seek to support employees' efforts to maintain a healthy work-family balance. Research has identified two types of organizational support in this context: formal work-family programs and informal work-family cultures. This study examines the relative effects of work-family programs versus work-family culture on employees' job satisfaction and performance in various cultural environments. Drawing on the individualism-collectivism cultural dimension introduced by Hofstede, it is argued that employees' cultural background may affect family models, which in turn determine employees' need for formal organizational work-family support, but are not related to employees' need for informal support. In line with this notion, the results from comparisons of an industrialized country (the USA) with two emerging countries (China and India) show that work-family culture has positive effects in all three contexts. However, formal work-family programs positively affect job satisfaction and job performance only in India and the USA, whereas they exhibit no significant effect in the more collectivist setting of China.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Organizational work–family support as universal remedy? A cross-cultural comparison of China, India and the USA

Stock

Strecker

Bieling

2015

The International Journal of Human Resource Management

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“…(3) show that the H3 hypothesis is supported which means that non-routine organizations often follow tacit-oriented strategies. In other words, as we move from non-routine organizations towards routine ones, the type of knowledge is more tacit which is confirmed by the results of studies conducted by Schafermeyer, Cullen, and Davenport (Schafermeyer et al 2010;Cullen et al 2014;Davenport and Prusak 1998).…”

Section: Discussionmentioning

confidence: 57%

“…On the other hand, behavioral flexible employees search new sequence of work activities to cope with new circumstances (Beltrán-Martín et al 2008) and its main attributes include acting efficiently under uncertain circumstances (Wojtczuk-Turek and Turek 2015; Ketkar and Sett 2009;Hui et al 2010), employees' authority and willingness to deal with an unforeseen situation (Ketkar and Sett 2009;Beltrán-Martín et al 2008), flexibility in employees' behavior to meet customer needs and requirements (Bhattacharya et al 2005), enough adaptability to dynamic work requirements (Ketkar and Sett 2009;Martínez-Sánchez et al 2011;Cullen et al 2014), and flexibility of employees' work habits (Ketkar and Sett 2009;Beltrán-Martín et al 2008;Ketkar and Sett 2010). Consequently, on this review basis, we propose the following hypothesis:…”

Section: Human Resource Flexibilitymentioning

confidence: 99%

The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study

2016

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Despite the fact that a variety of analyses are conducted based on the performance of business excellence models according to organization type such as ownership, size and etc., the performance of organizations based on the factor of being routine or non-routine has not been investigated yet. In this paper, implementation of the European Foundation for Quality Management (EFQM) model for these types of organizations (routine and non-routine) has been examined. In order to do that, first we have developed a methodology to classify organizations into routine and non-routine categories. Then we have used discriminant analysis based on three factors, including process uncertainty, knowledge strategy and human resource flexibility to classify 64 applicants of Iranian National Quality Award. These factors have been calculated for those organizations based on a questionnaire and then the organizations have been classified into mentioned categories. Then, the scores of these two types of organizations based on assessment process through EFQM model have been compared. The results depict that there is a statistically significant difference between the mean score for routine and non-routine organizations and the mean for routine organizations is higher than the non-routine ones.

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“…Most of these studies measured only a subset of the dimensions of adaptability, with mixed results. Two studies found that dimensions of adaptability influenced performance indirectly through mediating variables, i.e., perceived organizational support (Cullen et al, 2014) and person-organization fit (Wang et al, 2011). Cades et al, 2010, shows that scores on the adaptability dimensions are not associated with performance, but the task studied (a tracking task) was quite narrow and one for which adaptability might not have a strong effect.…”

Section: Military Intelligence Stakeholders Identify Adaptability As mentioning

confidence: 99%

Assessing Competencies and Proficiency of Army Intelligence Analysts Across the Career Life Cycle

Lytell¹,

Straus²,

Serena³

et al. 2017

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Employees’ Adaptability and Perceptions of Change-Related Uncertainty: Implications for Perceived Organizational Support, Job Satisfaction, and Performance

Cited by 272 publications

References 45 publications

Organizational work–family support as universal remedy? A cross-cultural comparison of China, India and the USA

Organizational work–family support as universal remedy? A cross-cultural comparison of China, India and the USA

The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study

Assessing Competencies and Proficiency of Army Intelligence Analysts Across the Career Life Cycle

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