Organizational Success and Worker Dignity: Complementary or Contradictory?

Hodson, Randy; Roscigno, Vincent J.

doi:10.1086/422626

Cited by 89 publications

(76 citation statements)

References 75 publications

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“…Parker et al (2003) also found that psychological climates "do have reliable relationships with employees' work attitudes, psychological well-being, motivation and performance" (p. 405). Our results are also consistent with the literature that suggests an association between worker dignity and organizational results (Hodson & Roscigno, 2004).…”

Section: Discussionsupporting

confidence: 93%

Perceptions of Authentizotic Climates and Employee Happiness: Pathways to Individual Performance?

Rego

Cunha

2006

SSRN Journal

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We discuss how six dimensions of the authentizotic psychological climate explain stress and affective well-being at work, and how stress and affective well-being explain self-reported individual performance. The sample comprises 199 employees from 118 organizations. The findings indicate the good psychometric properties of the authentizotic climate measure, and suggest that (a) affective well-being, mainly enthusiasm and vigor, explain unique variance of selfreported performance and (b) the perceptions of authentizotic climates explain unique variance of stress, affective well-being and self-reported performance. A configurational approach is also presented for dealing with the ways people combine their perceptions of authentizotic climates, emotional states, stress and self-reported performance.Keywords: authentizotic psychological climate; stress; affective well-being at work; self-reported individual performance 3 In a paper on the value of happiness in the workplace, Gavin and Mason (2004) stressed that economic productivity has been extracted from the average worker, in large measure, at the cost of his/her health and happiness and that this trend towards dysfunctional effects needs to be reversed.This reversion is what the "positive organization studies" movement (Seligman & Csikszentmihalyi, 2000;Luthans, 2002;Cameron et al., 2003) have been looking for. It suggests that more efforts must be devoted to developing people's strengths, to help people achieve happiness and to contribute to make life meaningful. Gavin and Mason (2004) illustrated their arguments with companies ranked in Fortune's "100 best companies to work for". This ranking, published in several countries, considers five dimensions as characteristic of the good workplace: credibility, respect, fairness, pride and camaraderie. The ranking affords the idea a great deal of attention, with featured companies serving as potential benchmarks to organizations in search of improvement and good publicity. The presence in the ranking may be a significant source of reputation in the job market in this era of "war for talent" . The model represents the popular expression of a focus on the human side of the organization, which is also present in projects such as the Best Companies for Working Mothers and APA's Psychologically Healthy Workplace Award.A useful dialogue between the managerial and scholarly fields can be seen in the interest shown by the academia in the positive impact of "best places to work for" on organizational performance (Filbeck & Preece, 2003;Fulmer et al., 2003). One prominent example of this dialogue arose when Kets de Vries' (2001) notion of the "authentizotic organization" to capture the essence of these workplaces. "Authentizotic" is a neologism that combines the Greek words "authentekos" and "zoteekos", meaning that an organization is trustful and reliant, and vital to life, respectively.The idea underpinning the authentizotic theory is that organizations can be a source of meaning and growth for people, instead of l...

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Section: Discussionsupporting

confidence: 93%

Perceptions of Authentizotic Climates and Employee Happiness: Pathways to Individual Performance?

Rego

Cunha

2006

SSRN Journal

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“…Not only have reductions in work force size increased in frequency in recent years (Burton, Mitchell, & Lee, 2005), they have changed in character as well (Hodson & Roscigno, 2004). In the past, layoffs were a last option used by managers confronted with recessions and/or plummeting firm performance (environmental decline).…”

Section: Organizational Downsizingmentioning

confidence: 99%

Business customers' satisfaction: What happens when suppliers downsize?

Lewin

2009

Industrial Marketing Management

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“…Many publications have identified indifferent, critical, cynical, disaffiliated, and disparaging employee behavior because employees experience adverse workplace conditions, incoherent enterprise practices and lack of enterprise integrity [24,33,40,53]. In all these cases the behavior context lacks 'contextual legitimacy' [54].…”

Section: Coherent and Consistent Behavior Contextmentioning

confidence: 99%

The imperative for employee-centric organizing and its significance for enterprise engineering

Hoogervorst

2017

Organ Des Enterp Eng

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Traditional thinking about enterprises considers (executive) management as the primary and exclusive custodians of enterprise performance. Employees, under management control, must behave instrumentally as parts of the enterprise machine. Hence, no employee variety: standard, predefined instrumental behavior is often required and expected. This paper submits a fundamentally different perspective by arguing that variety in employee behavior is crucial. Moreover, the instrumental approach to employee behavior conflicts in our view with moral and ethical considerations concerning employees and society at large. Our main points are outlined as follows. In the foundational section theoretical perspectives are offered that clarify and corroborate the importance of employee variety in behavior for enterprise operational and strategic performance. This importance necessitates employee involvement and consequently employee-centric organizing. Additionally, the 'unitarist' view on uniting employee and enterprise interests is argued, which implies the shift from traditional management behavior towards behavior that manifests leadership characteristics. The subsequent section will elaborate on a few implications of our theoretical position. Chief among these implications is the humanization of enterprises and the affordance of meaningful work. Next, we stress the importance of enterprise coherence and consistency, specifically in view of the focus on employee behavior and avoiding employee cynicism. Achieving coherence and consistency has consequences for the way enterprises are conceptualized. Dominant ways of enterprise conceptualization are questioned. Philosophical and ontological considerations B Jan Hoogervorst jan.hoogervorst@ams.ac.be; j.a.p.hoogervorst@planet.nl 1 University of Antwerp, Antwerp, Belgium will be offered in relation to the emphasized employeecentric way of organizing, followed by some observations about common approaches to organizational thinking that preclude the employee-centric focus. The final section summarizes main points.

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Organizational Success and Worker Dignity: Complementary or Contradictory?

Cited by 89 publications

References 75 publications

Perceptions of Authentizotic Climates and Employee Happiness: Pathways to Individual Performance?

Perceptions of Authentizotic Climates and Employee Happiness: Pathways to Individual Performance?

Business customers' satisfaction: What happens when suppliers downsize?

The imperative for employee-centric organizing and its significance for enterprise engineering

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