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stress as they are aspects of the job that require employees to invest sustained effort to deal with them such as a high workload or an unfavourable physical environment ( Bakker and Demerouti, 2007 ). Job resources are helpful as they relate to the aspects of the work environment that employees perceive to be valuable in enabling them to do their job well, such as performance feedback, autonomy and social support ( Bakker and Demerouti, 2007 , 2014 ). The JD-R model argues that when employees have sufficient levels of job resources that help them cope successfully
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enhancing perceived social responsibility (full mediation)?, or do they directly impact work attitudes in concert with perceived social responsibility (partial mediation)? Consequently, the purpose of this study was to investigate, using a full mediation model, the impact of ethics training hours and a shared ethics code on the perceptions of social responsibility; the impact of perceived social responsibility on a positive job attitude, comprised of job satisfaction and an intention to stay, was also investigated. In addition, the relationships between the ethics
that the strength of social networks plays a pivotal role in employee responses to PCB.
In social network research, organisations are viewed as clusters of people joined by a variety of links. Related research focusses on patterns of relationships among people rather than on people in isolation from one another ( Brass, 1984 ). Employees rely on colleagues in their network during times of perceived contract violation when trying to cope with circumstances such as radical change or organisational crises ( Krackhardt, 1992 ). It has also been found that employees
the research. Some people made distinctions between themselves and other people in the critical community. Distinctions were also made between those who were more influenced by critical pedagogy and those who were more theoretically and politically influenced. Others were of the opinion that being critical involved a more pluralistic approach ( Fournier and Grey, 2000 ) rather than stressing your own political views. Therefore, will you be perceived as being someone who talks and theorises about criticality or works with it and is interested in what it means to
, 2003 ). The management of people on numerous issues is fraught with issues of perceived (un)fairness, (in)justice, and (in)equality ( Boxall and Purcell, 2011 ; O’Sullivan et al., 2015 ). Such complexities surrounding the management of people at work means that whistle-blowing, as a contemporary regulatory practice, is underdeveloped both conceptually and empirically.
Kenny (2012) argues that there is a deficit with regard to the theoretical development of whistle-blowing. The personal stresses involved in disclosing a corporate wrongdoing or malpractice can
only under a certain set of circumstances. In this paper, we examine two case studies where AH was introduced at around the same time. One case is a perceived success and a well-known exemplar of workplace partnership; the other is a perceived failure. We explore the capacity of AH to generate mutual gains and identify the factors that facilitate or constrain this. We find that many similar factors were present in both cases, although the process through which AH was introduced differed, with the successful company adopting a workplace partnership approach and the
Interpersonal work conflict refers to a disagreement among individuals. It is often associated with negative emotions due to a perceived divergence of views, goals, interests and proposed courses of action ( Darling and Walker, 2001 ). Conflict management is based on the principle that it is impossible (and not always desirable) to eliminate conflict and not all conflicts can be resolved, but learning how to manage work conflicts is beneficial for employees and the organisation (Dreu and Weingart, 2003; Teague and Roche, 2012 ). Traditionally
autonomy ( Amabile, 1993 ; Patterson et al., 2005 ), empowerment does not feature in the dynamic capabilities literature. A focus on these managerial interventions also finds support from the national survey of employers in Ireland ( Watson et al., 2010 ). This highlighted that organisational interventions in the form of empowerment, relational capital and learning had a significant positive effect on innovation outcomes. Yet while these strategies reflect the intention of management, equally important is the impact of such practices in terms of how they are perceived