Equality, Justice and Identity in an Expatriate/Local Setting: Which Human Factors Enable Empowerment of Filipino Aid Workers?

Smith, Nigel V.

doi:10.1017/prp.2012.10

Cited by 9 publications

(3 citation statements)

References 70 publications

(145 reference statements)

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“…According to the humanistic management literature, there are at least two senses in which pay levels can enhance sense of workplace justice and fairness (Furnham 2012;Seth and Alkire 2014): compared to fellow workers, for example, in a similar job or sector (Smith 2012); and compared to management and executives within the same employing organization (Carr 2010a, b;ILO 2013). Both absolute and relative wage levels are linked to perceived justice and fairness at work (Card et al 2012;Mumford and Smith 2012).…”

Section: Anti-poverty Capabilitymentioning

confidence: 99%

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

et al. 2017

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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.

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Section: Anti-poverty Capabilitymentioning

confidence: 99%

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

et al. 2017

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“…This was done to clarify the role of identity-based information incorporated in organizational justice (Lipponen et al, 2011 ), as well as the mediating role of work identity in relation to the effects of organizational justice on different outcomes (Olkkonen and Lipponen, 2006 ; Cho and Treadway, 2011 ; He et al, 2014 ). Finally, interaction effects of social identity and organizational justice dimensions on different work-related outcomes have additionally been investigated (Cremer, 2006 ; Lipponen et al, 2011 ; Smith, 2012 ).…”

Section: Introductionmentioning

confidence: 99%

Motivation and Justice at Work: The Role of Emotion and Cognition Components of Personal and Collective Work Identity

Nordhall

Knez

2018

Front. Psychol.

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The aim of this study was to investigate the role of personal and collective work identity (including emotion and cognition components), in predicting work motivation (operationalized as work self-determined motivation) and organizational justice (operationalized as organizational pay justice). Digitized questionnaires were distributed by e-mail to 2905 members, teachers, of a Swedish trade union. A total of 768 individuals answered the questionnaire and by that participated in this study. Personal- compared to collective work identity was shown to positively associate with self-determined motivation accounted for by the emotion component of personal work identity. Collective compared to personal work identity was reported to positively associate with organizational pay justice accounted for by the cognition component of collective work identity. All this suggests that both work-related motivation and organizational justice might be, to some extent, accounted for by the psychological mechanisms of work identity and that, as predicted, different types of work identity, play different significant roles in predicting motivation and justice at work. More precisely, the emotion component of work identity was more pronounced in personal work-bonding relationships, and the cognitive component, of work identity in contrast, was more pronounced in collective work-bonding relationships.

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“…In this vein, Selmer (2000) showed that Swedish (expatriate) bosses in Hong Kong could recognize only one third of locals' contributions to their respective workgroups. As several humanitarian field reports highlight (Alcayna & Al-Murani, 2016;Bjerneld, Lindmark, Garrett, & Diskett, 2004;Da Costa, 2012;McWha, 2011;Shevchenko & Fox, 2008;Vaughan-Smith, 2012), these problems may emerge even more acutely in the aid context due to the various differences between expatriate and local aid workers. As a result, they may be less willing to collaborate.…”

Section: Collaboration Between Local and Expatriate Staff In Humanimentioning

confidence: 99%

How field office leaders drive learning and creativity in humanitarian aid: Exploring the role of boundary‐spanning leadership for expatriate and local aid worker collaboration

2017

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Summary Many humanitarian aid workers receive training prior to being dispatched into the field, but they often encounter challenges that require additional learning and creativity. Consequently, aid organizations formally support collaboration among the expatriate and local workers in a field office. At best, those aid workers would not only exploit their joint knowledge but also explore novel ways of managing the challenges at hand. Yet differences between expatriate and local groups (e.g., in ethnicity, religion, education, and salary) often thwart intergroup collaboration in field offices and, by extension, any joint learning or creativity. In response to this issue, we study the role of field office leaders—specifically, how their boundary‐spanning behavior may inspire collaboration between the two groups and therefore facilitate joint learning and creativity. We propose that a leader's in‐group prototypicality additionally catalyzes this process—that is, a leader's behavior has more impact if s/he is seen as representing his/her group. We tested and found support for our hypothesized moderated mediation model in a field sample of 137 aid workers from 59 humanitarian organizations. Thus, our study generally highlights the pivotal role that field office leaders play for crucial outcomes in humanitarian aid operations. Furthermore, we offer concrete steps for field office leaders who want to inspire better collaboration between the expatriate and local aid workers they lead.

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Equality, Justice and Identity in an Expatriate/Local Setting: Which Human Factors Enable Empowerment of Filipino Aid Workers?

Cited by 9 publications

References 70 publications

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

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

Motivation and Justice at Work: The Role of Emotion and Cognition Components of Personal and Collective Work Identity

How field office leaders drive learning and creativity in humanitarian aid: Exploring the role of boundary‐spanning leadership for expatriate and local aid worker collaboration

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