What is in it for Me? Middle Manager Behavioral Integrity and Performance

Way, Sean A.; Simons, Tony; Leroy, Hannes; Tuleja, Elizabeth A.

doi:10.1007/s10551-016-3204-9

Cited by 31 publications

(36 citation statements)

References 35 publications

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“…Gerhart, Wright, and McMahan () questioned the reliability and validity of HRM research in which independent and dependent variables were derived from subjective measures and a single respondent/source. To circumvent this common source/common method problem, the independent (HRFLX L2MC) and dependent variables (firm financial performance) used to test this study's cross‐level moderation hypotheses were derived from data obtained from two distinct and independent sources (see Footnote 3; Way et al, in press). Accurate, objective firm‐level financial data were not available in this current study .…”

Section: Discussionmentioning

confidence: 99%

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HR flexibility: Precursors and the contingent impact on firm financial performance

Way¹,

Wright

Tracey

et al. 2017

Human Resource Management

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Using data from 170 for‐profit U.S. firms with 100 or more employees from 27 North American Industry Classification System (NAICS) industry subsectors, we investigated firm‐level precursors of HR flexibility and industry‐level boundary conditions of the HR flexibility—firm financial performance relationship. The findings denote that a contingency illumination is warranted in which consideration should be given to firm‐level factors such as flexibility business strategy and high‐performance work systems, which may play a key role in engendering HR flexibility, and external factors such as industry dynamism and growth, which may serve as boundary conditions that influence the relevance and impact of HR flexibility. This study is an important extension of extant HR flexibility research and adds clarity regarding the roles and relevance of HR flexibility and the circumstances in which HR flexibility and/or its focal factors may augment (or diminish) firm competitiveness and performance.

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Section: Discussionmentioning

confidence: 99%

“…As outlined below, to avoid common source/method concerns (Way, Simons, Leroy, & Tuleja, in press), the current study's firm‐level (level 1) variables were derived from data obtained from one of three independent and distinct sources (also see Footnote 3).…”

Section: Methodsmentioning

confidence: 99%

HR flexibility: Precursors and the contingent impact on firm financial performance

Way¹,

Wright

Tracey

et al. 2017

Human Resource Management

Self Cite

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“…Response options ranged from 1 ( strongly disagree ) to 7 ( strongly agree ). In addition, each item included in our surveys was translated into Chinese by this article’s first and the third authors following the back-translation procedure (see Way et al, in press). In this iterative process, the two translators individually translated each item (from English to Chinese) and then compared notes with each other over multiple revisions.…”

Section: Methodsmentioning

confidence: 99%

The Elicitation of Frontline, Customer-Contact, Hotel Employee Innovative Behavior: Illuminating the Central Roles of Readiness for Change and Absorptive Capacity

Chang

Way

Cheng

2017

Cornell Hospitality Quarterly

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Although service innovations have been recognized to be important for the long-term strategic success of hospitality firms, to date, the elicitation of innovative behavior has received little attention in the extant hospitality research literature. In the current study, we used a matched set of responses from 294 frontline, customer-contact, hotel employees and their direct supervisors to address this lack. Consistent with extant human resource management (HRM) studies that have advocated the agent-centered perspective, this study’s results illuminate a causal chain through which employee self-reported (Time 1, Source 1) perceived high-investment human resource practices (HIHRP) augments individual frontline, customer-contact, hotel employee supervisor-rated (Time 2, Source 2) innovative behavior. This study contributes to the extant hospitality and HRM research literatures by elucidating individual hotel employee self-reported perceived HIHRP as a key proximal determinant and individual hotel employee supervisor-rated innovative behavior as a key proximal consequence of two positive organizationally relevant individual-level psychological outcomes: that is, frontline, customer-contact, hotel employee self-reported readiness for change and absorptive capacity. Findings, implications, and limitations as well as avenues for future research are discussed.

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“…Current research focused on learning if older terminology in current performance review documents is a barrier toward organizational leaders measuring OCBs during formal performance evaluations as compared to the newer terminology used by current researchers to define OCBs and measure employee performance.Organizational leaders must take note that employee retention depends upon providing recognition and rewards for a job well done(Ahn et al, 2018;Sguera et al, 2018;Tourigny et al, 2019). While most employees accept words of appreciation, such as "thank you," or "nice job," many people desire status, title, or monetary rewards(Conzelmann, 2020;Martí-Vilar et al, 2019;Way et al, 2018). Compensation and benefits include incentive strategies for performance improvement and organizational success.…”

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confidence: 99%

Document Review: Journal Articles, Performance Evaluations, and Organizational Citizenship Terminology

Conzelmann

2020

BEL

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The purpose of conducting the document analysis was to visually compare various performance review documents with topical literature noting the exclusion of language that identifies and measures organizational citizenship behaviors among employees informal performance evaluation processes. A document analysis consisted of reviewing 56 publicly accessible, recent, and random performance review documents and 30 peer-reviewed journal articles identifying terms related to organizational citizenship behaviors. The expectation was to support the argument that most publicly accessible organizational performance evaluation documents exclude any significant terms related to organizational citizenship behaviors exhibited by employees. Findings from the document review supported the research inquiry of exclusion of terms listed in historical literature generally related to organizational citizenship behaviors in current performance evaluations. The inclusion of terms related to organizational citizenship behaviors in literature was extremely high. Emerson’s social exchange theory provided the theoretical foundation for the research. Podsakoff’s organizational citizenship behavior research was the principal impetus for comparison of performance evaluations and current literature, focusing on related terms for organizational citizenship behaviors in the workplace. Implications are that the belief and feeling of employee value, as based on formal performance evaluations, requires organizational leaders to provide a document worthy of measuring all aspects of expected and unexpected work behaviors. This paper addresses a need for organizational leaders to revise formal performance evaluation documents to ensure altruistically and above and beyond citizenship behavior terms from the literature are also part of the reward and recognition process. Changes in the formal performance evaluation process are necessary for future organizational success. Keywords: Altruism; Organizational Citizenship Behaviors; Performance Evaluations; Recognition and Rewards; Social Exchange Theory.

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What is in it for Me? Middle Manager Behavioral Integrity and Performance

Cited by 31 publications

References 35 publications

HR flexibility: Precursors and the contingent impact on firm financial performance

HR flexibility: Precursors and the contingent impact on firm financial performance

The Elicitation of Frontline, Customer-Contact, Hotel Employee Innovative Behavior: Illuminating the Central Roles of Readiness for Change and Absorptive Capacity

Document Review: Journal Articles, Performance Evaluations, and Organizational Citizenship Terminology

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