Enthusiastic employees

Sirota, David; Mischkind, Louis A.; Meltzer, Michael

doi:10.1017/cbo9780511802928.004

Cited by 34 publications

(57 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Likewise, research shows that individuals' high in pride are likely to cooperate with their groups and to strive to acquire and demonstrate abilities. For example, pride has been shown to have a direct, positive effect on rule--following (compliance, deference) behaviour (Tyler and Blader, 2001) and production--function orientated (in--role, extra--role) behaviour (Katzenbach, 2003;Kahn, 2005;Sirota et al, 2005;Blader and Tyler, 2009). Therefore, previous research, as discussed above, suggests that pride and self--respect functional mechanisms for increasing the cooperation of individuals with their construction TMO workgroups.…”

Section: Study Hypothesesmentioning

confidence: 93%

“…Tracy and Robins (2004) established the conceptual basis of pride as an adaptive self--conscious emotion that can encourage positive performance behaviours. Using case study and employee attitude surveys from over 2.5 million employees in 237 companies, Sirota et al (2005) examined what motivates employees to go the extra mile for their organisations. Their findings highlight, among others ('fair--dealing', individual and team empowerment), the criticality of pride and respect.…”

Section: Organization--related Status: Pride and Self--respectmentioning

confidence: 99%

“…Hubristic pride is generally associated with poor social outcomes and is responsible for the generally negative view of the emotion in common parlance (Williams and DeSteno, 2008). Pride also comes in two varieties, depending on whether the referent is the group or the individual Sirota et al, 2005). Mascolo and Fischer (1995: 66) defined personal pride as an emotion "generated by appraisals that one is responsible for a socially valued outcome or for being a socially valued person".…”

Section: Organization--related Status: Pride and Self--respectmentioning

confidence: 99%

“…Mascolo and Fischer (1995: 66) defined personal pride as an emotion "generated by appraisals that one is responsible for a socially valued outcome or for being a socially valued person". On the other hand, group pride implies identification with the accomplishments, track record and reputation of one's workgroup or organization, and the internalization of its causes and values (Tyler and Blader, 2003;Sirota et al, 2005). Previous research shows that the consequences of personal pride and group pride are analytically indistinguishable (Khalil, 2000;Tracy and Robins, 2004;Williams and DeSteno, 2008) and that the two tend to reinforce each other (Sirota et al, 2005).…”

Section: Organization--related Status: Pride and Self--respectmentioning

confidence: 99%

“…On the other hand, group pride implies identification with the accomplishments, track record and reputation of one's workgroup or organization, and the internalization of its causes and values (Tyler and Blader, 2003;Sirota et al, 2005). Previous research shows that the consequences of personal pride and group pride are analytically indistinguishable (Khalil, 2000;Tracy and Robins, 2004;Williams and DeSteno, 2008) and that the two tend to reinforce each other (Sirota et al, 2005). However, the present study focuses on authentic workgroup pride and subsequent uses of the term pride in this paper, unless otherwise qualified, shall refer to this specific form of the self--conscious emotion.…”

Section: Organization--related Status: Pride and Self--respectmentioning

confidence: 99%

See 4 more Smart Citations

Perceptions of status and TMO workgroup cooperation: implications for project governance

Anvuur

Kumaraswamy

Fellows

2012

Construction Management and Economics

View full text Add to dashboard Cite

Achieving and sustaining the cooperation of individuals with their temporary multi--organisation (TMO) workgroups is, arguably, one of the most enduring challenges facing the construction sector. A mediational model connecting pride and self--respect to each of four dimensions of cooperative behaviour -in--role, compliance, extra--role, and deference -is tested in a survey sample of 140 construction professionals in Hong Kong. Bootstrap tests of the indirect effect of pride on cooperative behaviour suggest that self--respect fully mediates the influences of pride on in--role behaviour and compliance behaviour, and partially mediates the influence of pride on extra--role behaviour. The results also suggest that pride has no effect on deference behaviour. While needing corroboration by future research, the findings suggest that viable strategies designed to foster pride and self--respect could engender and sustain cooperation in construction TMO workgroups, and support ongoing efforts to reform construction. The bootstrapping procedures for testing intervening variable models are elaborated in the hope that this will encourage more process analysis research in construction.

show abstract

Section: Study Hypothesesmentioning

confidence: 93%

Section: Organization--related Status: Pride and Self--respectmentioning

confidence: 99%

Section: Organization--related Status: Pride and Self--respectmentioning

confidence: 99%

Section: Organization--related Status: Pride and Self--respectmentioning

confidence: 99%

Section: Organization--related Status: Pride and Self--respectmentioning

confidence: 99%

See 3 more Smart Citations

Perceptions of status and TMO workgroup cooperation: implications for project governance

Anvuur

Kumaraswamy

Fellows

2012

Construction Management and Economics

View full text Add to dashboard Cite

show abstract

Humanistic Management and Living Wages: a Case of Compelling Connections?

et al. 2017

View full text Add to dashboard Cite

The balance between employee pay and human thriving remains theoretically and empirically under-explored at the lower-end of the wage and income spectrum. Poverty Trap theory and the Law of Diminishing Returns offer seemingly contradictory predictions of the relationship between thriving and wages. An exploratory survey of low-and middleincome earners from a range of occupations was used to test these competing possibilities by relating hourly wage rates to thriving as measured by sense of (i) work happiness (job satisfaction, empowerment, and pride), (ii) well-being (mental and physical health, participation in community life, life satisfaction); and (iii) wage fairness (compared to upper management, reciprocity for the job). Linkages between pay and human capabilities (i)-(iii) were statistically significant, and non-linear. Fairness (reciprocity) had the closest association with hourly wages and household income, suggesting a mediating role between pay and (i)-(ii). Increments in hourly pay yielded diminishing returns, whilst increments in household income only yielded clear gains, on feelings of pay justice, once the current campaigned-for living wage figure was breached. Poverty Traps and Diminishing Returns may each play a part in the link between on the one hand decent wages and income, and on the other hand eradication of working poverty.

show abstract

Small Business Total Worker Health: a Conceptual and Methodological Approach to Facilitating Organizational Change

et al. 2018

View full text Add to dashboard Cite

Nearly half of Americans are employed by small businesses, and future projections suggest that the number of those employed by small businesses will rise. Despite this, there is relatively little small business intervention research on the integration of health protection and health promotion, known as Total Worker Health® (TWH). We first discuss the importance of studying small businesses in TWH research and practice. Second, we describe an example of a small business TWH intervention, Health Links™ plus TWH owner/senior manager leadership training, that we are evaluating via the Small+Safe+Well (SSWell) study. Key features of the intervention and the SSWell study include attention to multi-level influences on worker health, safety and well-being; organizational change; and dissemination and implementation science strategies via the RE-AIM model. We offer several considerations for future small business TWH research and practice both in terms of the small business context as well as intervention development and evaluation. Our goal is to provide TWH researchers and practitioners with a framework and an example of how to approach small business TWH interventions. Ultimately, through the SSWell study, we aim to provide small businesses with strong evidence to support the use of TWH strategies that are practical, effective and sustainable.

show abstract

Enthusiastic employees

Cited by 34 publications

References 0 publications

Perceptions of status and TMO workgroup cooperation: implications for project governance

Perceptions of status and TMO workgroup cooperation: implications for project governance

Humanistic Management and Living Wages: a Case of Compelling Connections?

Small Business Total Worker Health: a Conceptual and Methodological Approach to Facilitating Organizational Change

Contact Info

Product

Resources

About