Characteristics of Employees of Small Manufacturing Businesses by Occupation

Hunt, Mary Kay; Hennrikus, Deborah J.; Brosseau, Lisa M.; Hannan, Peter J.; Katz, Marc; Pinsker, Erika A.; Lando, Harry A.; Egelhoff, Claudia

doi:10.1097/jom.0000000000000536

Cited by 5 publications

(4 citation statements)

References 58 publications

(59 reference statements)

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“…Differently is the measure of recognition perceived just by those members of support subculture whose work can be recognized as less essential and thus less appraised compared to the work of managerial or production subcultures. Similar findings show the differences between managerial and support subcultures in production, even though they focus on other aspects (e.g., Hunt et al, 2015).…”

Section: Motivational Factors Of the Organizational Culture In 2007 (...supporting

confidence: 74%

Is There a Possibility to Characterize an Organizational Culture by Its Selected Cultural Dimensions?

Copuš,

Madzík,

Šajgalíková

et al. 2023

Sage Open

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Many dimensional models of organizational cultures were developed decades ago, thus, in very different contexts. The world has become more complex, and such complexity can be identified in many aspects of everyday life, including working spheres. The objective of the study is to identify the changes in the perception of the complexity of characteristics of organizational cultures. Research is based on the Nine Factors Methodology aimed at the analysis of the motivational potential of organizational cultures and, based on the results, the analysis of the differences between/among selected subcultures. In the study, bivariant correlation analysis and factorial analysis with PCA extraction are used. The results show that the number of factors (dimensions) has lowered through the decades. While in 1999, nine factors of organizational culture were used to characterize it, in 2007, there were seven factors, and in 2017, only four factors which assumably led to the increase in their complexity. Even though the importance of existing dimensional models cannot be underestimated at present, the study indicates that the complexity of organizations and their organizational cultures results in more complex and interconnected individual dimensions than suggested initially. According to the study, when analyzing organizational cultures, a wider context must be considered, including relations between and among their dimensions because atomizing culture into individual dimensions provides an incomplete picture of the culture in question. At the same time, it is necessary to look at the organizations as heterogeneous units, which include several possible subcultures.

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Section: Motivational Factors Of the Organizational Culture In 2007 (...supporting

confidence: 74%

Is There a Possibility to Characterize an Organizational Culture by Its Selected Cultural Dimensions?

Copuš,

Madzík,

Šajgalíková

et al. 2023

Sage Open

View full text Add to dashboard Cite

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“…Employers need to prioritize well-being interventions as 77% of employees report feeling burnt out (Fisher, 2019) and around 59% USA employees feel stressed at work, with a quarter of them reporting very high levels of stress, but they place high value on the support provided to them by their employers (Mercer, 2021). However, few studies focus on management's views on prioritizing stress-related policies (Hunt et al, 2015;Kohler, 2016) and employee willingness to participate in such programs (Toker et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Role of psychosocial safety climate in job satisfaction and emotional exhaustion: mediating role of effort–reward imbalance

Tripathi,

Priyadarshi,

Kumar

et al. 2023

EBHRM

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PurposeThe purpose of this paper is to study the role of psychosocial safety climate (PSC) on job satisfaction and emotional exhaustion among employees and to examine the mediating role of effort–reward imbalance (ERI) in this relationship.Design/methodology/approachThis study investigated a mediation model with ERI explaining the relationship between PSC and the outcome variables using a sample of 441 employees of information technology (IT) organizations in India. The data were analyzed using structural equation modeling (SEM) techniques with LISREL (linear structural relations) 8.72 software.FindingsThe results suggest that PSC significantly influences the employees' experiences of job satisfaction and emotional exhaustion. Also, ERI was demonstrated as a significant intervening construct with full mediation of the PSC–emotional exhaustion relationship and partial mediation of the PSC–job satisfaction relationship.Research limitations/implicationsThe study provides substantial results and arguments to encourage organizational-level commitment for psychosocial risk management through distributive fairness and reciprocity in the form of ERI to foster positive attitudes and prevent negative health and psychological outcomes. The cross-sectional nature of the study limits generalizability but contributes to the literature on work stress in a developing country's context.Originality/valueThe study demonstrates how employee outcomes like job satisfaction and emotional exhaustion often result from their perceptions of inequity and imbalance at the workplace. Further, the study builds a strong case for helping organizations contribute to the United Nations (UN) 2030 sustainability goals by empirically establishing the crucial role of top management's commitment and prioritization of employee psychosocial health and safety for designing primary stress-management initiatives for sustainable psychosocial risk prevention and management.

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“…Even fewer studies address the issue of entrepreneurs' perspectives on prioritizing work-stress management implementations (e.g. Hunt et al , 2015; Kinnunen-Amoroso and Liira, 2014; Kohler, 2016) or of employees' willingness to participate in such programmes (Toker et al , 2015). Meanwhile, ESENER-2 (2014) results show that 33% of organizations declared an action plan to prevent or limit work-related stress.…”

Section: Introductionmentioning

confidence: 99%

Are organizations committed to stress management interventions?

Molek-Winiarska

Molek‐Kozakowska

2020

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PurposeWork-related stress causes individual, societal and economic costs. Stress management interventions (SMIs) are implemented to decrease those costs, reduce the psychosocial harms and increase workers' productivity. This article reports on a study of a substantial sample of enterprises to verify what types of SMIs they implemented and how they assessed the results of these interventions.Design/methodology/approachSpecially designed surveys were collected in 2015–2017 from 408 organizations of different sizes and sectors in Poland, including multinationals. The reliability of the questionnaire was satisfactory (Cr. 0.84).FindingsResults show that 59% of enterprises are aware of SMIs but only about 30% implemented one within the last three years. The implementations usually covered both organizational and individual-level interventions. The assessment of SMI effectiveness was conducted in just about one-third of the organizations and was based on estimations of the levels and sources of stress. Hardly any companies compared economic and psychosocial costs of stress before and after SMIs.Research limitations/implicationsThe most important recommendation from this study is to increase the awareness of causes of stress among managing directors. Also, organizations and HR staff need more assistance from specialists who know how to measure and help reduce work stress.Originality/valueThe literature on stress interventions at work usually focusses on their psychological effects. This paper explores the organizational perspective and the commitment to implement the interventions in companies.

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Characteristics of Employees of Small Manufacturing Businesses by Occupation

Cited by 5 publications

References 58 publications

Is There a Possibility to Characterize an Organizational Culture by Its Selected Cultural Dimensions?

Is There a Possibility to Characterize an Organizational Culture by Its Selected Cultural Dimensions?

Role of psychosocial safety climate in job satisfaction and emotional exhaustion: mediating role of effort–reward imbalance

Are organizations committed to stress management interventions?

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