Refine your search
Collections
Co-Authors
Journals
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Kumar, Rashmi
- Why do Dysfunctional Norms Continue to Exist in the Workplace?
Abstract Views :413 |
PDF Views:0
Authors
Seema Singh
1,
Rashmi Kumar
2
Affiliations
1 AIBHAS, Amity University, Noida, IN
2 Department of Psychology, University of Allahabad, Allahabad, IN
1 AIBHAS, Amity University, Noida, IN
2 Department of Psychology, University of Allahabad, Allahabad, IN
Source
Journal of Organization and Human Behaviour, Vol 2, No 2 (2013), Pagination: 11-19Abstract
The objective of the present work is to understand the factors influencing internalization of dysfunctional norms amongst the employees of an organization. The factors considered in the present study which could possibly influence the internalization of dysfunctional norms were-cultural values, organizational structure, socialization strategies, and leader integrity. The study was conducted in two manufacturing organization in the industrial zone of district Allahabad in Uttar Pradesh. Total sample of employees was 307. Internalization of dysfunctional organizational norms was predicted by leader integrity, job codification, institutionalized socialization strategies, collaboration, and centralization. It was concluded that the predictor variables had stronger relationship with internalization of dysfunctional organizational norms in terms of pervasiveness as compared to the second dimension i.e. intensity. Among all the predictor variables perceived leader integrity and serial vs. disjunctive socialization tactics were found to be the most important facilitators of internalization of dysfunctional organizational norms. Also socialization strategies of the organization were found to mediate the impact of leader integrity, structural factors, and cultural/values on the internalization of the dysfunctional norms.Keywords
Dysfunctional, Norms, Internalization, Socialization
References
- Aiken, M., & Hage J. (1968). Organizational interdependence and intra-organizational structure. American Sociological Review, 33, 912-930.
- Bass, B. M. (1990). Bass and Stogdill’s handbook of leader-ship: Theory research, and managerial applications (3rd. ed.) New York: Free Press.
- Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
- Becker, T. E. (1998). Integrity in organizations: Beyond honesty and conscientiousness. Academy of Management Review, 23(1), 154-161.
- Bittner, E. (1965). The concept of organization. Social Research, 32, 239 - 255.
- Bradach, J. L., & Eccles, R. G. (1989). Markets versus hierarchies: from ideal types to plural forms. Annual Review of Sociology, 15, 97-118.
- Campoux, J. E. (2000). Organizational Behaviour: Essential Tenets for a New Millinium, Boston: South-Western College Publishing.
- Chatman, J. A., & Cha, S. E. (2003). Leading by leaveraging culture. California Management Review, 45(4), 20-34.
- Chen, C. C., Chen, Y. R., & Xin, K. (2004). Guanxi practices and trust in management: A procedural justice perspective. Organization Science, 15(2), 200-209.
- Crozier, M. (1964). The Bureaucratic Phenomenon. Chicago: University of Chicago Press.
- Douglas, Jack D., Ed. (1971) Understanding Everyday life. London. Routledge and kegan Paul.
- Falcione, R. L., Wilson, C. E. (1988). Socialization processes in organizations. In Gerald M. Goldhaber, & George A. Barnett (eds.) Handbook of Organizational Communication. Ablex Publishing.
- Gino, F., Ayal, S., & Ariely, D. (2009). Contagion and differentiation in unethical behavior. The effect of one bad apple on the barrel. Psychological Science, 20(3), 393-398.
- Gruenfeld, D. H., & Fan, E. T. (1999). What newcomers see and what old timers say: Discontinuities in knowledge exchange. In L.L. Thompson, J.M. Levine, & D.M. Messick (Eds.). Shared Cognition in Organizations. 245-265. Mahwah, NJ: Lawrence Erlbaum Associates.
- Hage, J., & Aiken, M. (1967). Relationship of centralization to other structural properties. Administrative Science Quarterly, 12, 72-92.
- Hage, J., & Aiken, M. (1969). Routine technology, social structure, and organizational goals. Administrative Science Quarterly, 14, 366-376.
- Hewlin, P. F. (2003). And the award for the best actor goes to…Facades of conformity in organizational settings. Academy of Management Review, 28, 633-642.
- Jones, G. R. (1983). Psychological orientation and the process of organizational socialization: An interactionist perspective. Academy of Management Review, 8, 464-474.
- Jones, G. R. (1986). Socialization tactics, self efficacy and newcomers adjustment to the organization. Academy of Management Journal, 29(2), 262-179.
- Kahn, R. L, Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rasonthal, R. A. (1964). Organizational Stress. New York: Wiley.
- Kirkpatrick, S. A. & Locke, E. A. (1991). Leadership: Do trails matter? Academy of Management Executive, 5, 48 60.
- Louis, M. R. (1980). Surprise and sensemaking: What newcomers experience in entering unfamiliar organizational settings. Administrative Science Quarterly, 25, 226-251.
- Macaulay, S. (1963). Non-Contractual relations in business: A preliminary study. American Sociological Review, 28, 55-67.
- Mayer, R. C. Davis, J. H., & Schoorman, F. K. 1995. An interactive model of organizational trust. Academy of Management Review, 20, 409-734.
- Merton, R. K. (1940). Bureaucratic structure and personality. Social Forces, 17, 560-568.
- Miller, B. (1990). The Icarus Paradox. New York: Harper Business.
- Nahaphiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23, 242-266.
- Northouse, P. G. (2003). Leadership: Theory and practice (3rd Ed.) New Delhi: Sage.
- Oldham, J. (1998). In the office politics game, look out, listen in and join up. Newbies: Get ready to rumble. Los Angeles Times.
- Ones, D. S., Viswesvaran, C., & Schmidt, F. L. (1993). Comprehensive meta-analysis of integrity test validities: Findings and implications for personnel selection and theories of Job performance. Journal of Applied Psychology, 18, 679-703.
- Pareek, U., & Rao, T. V. (1992). Designing and managing human resource systems (2nd Ed.). New Delhi: Oxford & IBM.
- Perrow, C. (1967). A framework for the comparative analysis of organizations. American Sociological Review, 32, 194-208
- Roethlisberger, F. J., Dickson, W. J., & Wright, H. A. (1939). Management and the Worker: An Account of a Research Program Conducted by the Western Electric Company, Hawthorne Works, Chicago (Cambridge: MA, Harvard University Press).
- Selznick. P. (1949). TVA and the grassischolar_mains. Berkeley, C. A.: University of California Press.
- Starbuck, W. H., Greve, A., & Hedberg, B. L. T. (1978). Responding to crisis. Journal of Business Administration, 9, 121 37.
- Trice, H. M. (1985). Rites and ceremonials in organizational cultures. Research in the Sociology of Organizations, 4, 221-70.
- Trice, H. M., & Beyer, J. M. (1993). The cultures of work organizations New Jersey: Prentice Hall.
- Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of intrafirm networks. Academy of Management Journal, 37, 765-802.
- Van Maanen, J. (1978). People processing: Strategies of organizational socialization. Organizational Dynamics, 7, 18-36.
- Van Maanen, J., & Schein, E. H. (1979). Towards a theory or organizational socialization. In B. M. Staw (Ed.), Research in organizational behaviour, 1, 209-264. Greenwich, CT: JAI Press.
- Watson, G.W., Teague, B.T., & Papamarcos, S.D. (2004). Understanding values in Organization. A value dynamics perspective. Journal of Human values, 10(1), 23-39.
- Yukl, G. A., & Van Flect, D. D. 1992. Theory and research on leadership in organizations. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (2nd. Ed.) 3, 147-197. Palo Alto, CA: Consulting Psychologists Press.
- Zimmerman, Don (1971). The Practicalities of rule use. In Jack Douglas (ed.). Understanding Everyday Life, 221-238. London: Routledge and Kegan Paul.
- Emotion, Attribution and Action in Different forms Relative Deprivation
Abstract Views :260 |
PDF Views:1
Authors
Affiliations
1 Department of Psychology, MDPG College, Pratapgarh, Uttar Pradesh, IN
2 Department of Psychology, University of Allahabad, Allahabad, Uttar Pradesh, IN
1 Department of Psychology, MDPG College, Pratapgarh, Uttar Pradesh, IN
2 Department of Psychology, University of Allahabad, Allahabad, Uttar Pradesh, IN
Source
IAHRW International Journal of Social Sciences Review, Vol 5, No 4 (2017), Pagination: 558-562Abstract
Different kinds of emotions experienced and causes attributed by participants in the various conditions of Relative Deprivation such as Egoistic Relative deprivation, Fraternalistic Relative Deprivation and Double relative Deprivation was investigated in this study on 5 3 students in the age range of 17 to 21 who were selected randomly as the sample. Actions taken after feeling relatively deprived were also seen. Condition of ERD, FRD, and DRD was created experimentally by the researcher with the help of instruction, allocation of marks and justifications given to the participants. In order to determine the attributions made and emotions felt during these condition of RD, Likert's five point scale measuring eight emotions- anger, sadness, anxiety, jealousy, discontent, shame, proud and happiness and seven attributions ability, performance, task difficulty, source, luck, chance and sex discrimination was used. In the results it was found that Anger, sadness, discontent and shame was more prominent in DRD in comparison to other two forms of RD and proud and happiness was more in FRD. Participants considered ability and performance responsible for their deprivation more in the case of FRD and Sex discrimination was attributed more in the condition of DRD. Individual Protest was the significant action taken by the participants and it was more prominent in DRD in comparison to other forms.Keywords
Relative Deprivation, Attribution, Emotion, Action, Forms of Deprivation.- Emotional Labour and its Consequences During Service Encounter:A Review of Literature
Abstract Views :179 |
PDF Views:0
Authors
Payal Kapoor
1,
Rashmi Kumar
1
Affiliations
1 Department of Psychology, University of Allahabad, Allahabad, Uttar Pradesh, IN
1 Department of Psychology, University of Allahabad, Allahabad, Uttar Pradesh, IN
Source
IAHRW International Journal of Social Sciences Review, Vol 6, No 3 (2018), Pagination: 341-344Abstract
Due to the rapid expansion of the service sector, Emotional Labour has emerged as a prominent concept in the understanding of Organizational Behavior. Managing emotions at work setting is termed as Emotional Labour. During a typical service encounter, emotions are the cluster of feelings evoked in customers and employees and at times employees are required to manage and modify their own emotions, while trying to manage the emotions of the customers. There is little agreement on the definition and conceptualization of Emotional Labour. In this regard, the present paper makes an attempt to review the literature to explain the concept 'Emotional labour1. The aim of this review paper is to integrate the conceptualization of Emotional Labour through a systematic analysis of literature and to identify its consequences during service encounter. This paper focuses on certain key perspectives of Emotional labour and thus provides a platform for further research.Keywords
Emotional Labour, Service Encounter, Deep Acting, Surface Acting.References
- Abraham, R. (1998). Emotional dissonance in organizations: Antecedents, consequences and moderators. Genetic, Social, and General Psychology Monographs, 124(2), 229-246.
- Arvey, R. D., Renz, G. L., & Watson, T. W. (1998). Emotionality and job performance: Implications for personnel selection. Research in Personnel and Human Resources Management, 16,103-147.
- Ashforth, B. E., & Humphrey, R. H. (1993). Emotional labor in service roles: The influence of identity. Academy of Management Review, 18(1), 88-115.
- Brannan (2005). Once more with feeling: Ethnographic reflections on the mediation of tension in a small team of call centre workers. Gender, Work, and Organization, 12(5), 420-439.
- Brotheridge, M., & Grandey, AA. (2002). Emotional labor and burnout: Comparing two perspectives of people work. Journal of Vocational Behavior, 60,17-39.
- Choi, Y.G., Kim, K. S., & Kim, S. J. (2014). A study on the concept, dimensions and consequences of emotional labour. The Standard International Journals Transactions on Industrial /Financial and Business Management, 2(3), 77-81.
- Chu, K. H. (2002). The effects of emotional labor on employeework outcomes. Doctoral Dissertation, The Faculty of the Virginia Polytechnic Institute and State University, Blacksburg, Virginia, USA.
- Ekman, P. (1973). Cross culture studies of facial expression. In P. Ekman (Ed.), Darwin and facial expression: A century of research in review (pp. 162-222). New York: Academic Press.
- Ekman, P., Friesen, W. V., & O'Sullian, M. (1997). What the face reveals: Basic and applied studies of spontaneous expression using the facial action coding system. London : Oxford University Press.
- Fisher, C. D., & Ashkanasy, N. M. (2000). The emerging role of emotions in work life: An introduction. Journal of Organizational Behavior, 21, 123-129.
- Goffman, E. (1959). Presentation of self in everyday life. New York, NY: Overlook Press.
- Grandey, A. A. (2000). Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5(1), 95-110.
- Grandey, A. A. (2003). When "the show must goon": Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery. Academy of Management Journal, 46(1), 86-96.
- Gross, J. (1998a). Antecedent- and response-focused emotion regulation: Divergent consequences for experience, expression, and physiology. Journal of Personality and Social Psychology, 7 4(1),224-231.
- Gross, J. (1998b). The emerging field of emotion regulation: An integrative review. Review of General Psychology, 2(3), 271-299.
- Hayes, S., & Kleiner, B.H. (2001). The managed heart: The commercialization of human feeling and its danger. Management Research News, 24(3-4), 81-5.
- Hochschild, A. R. (1979). Emotion work, feeling rules, and social structure. American Journal of Sociology, 85, 551-575.
- Hochschild, A.R. (1983). The managed heart: Commercialization of human feeling. Berkeley: University of CaliforniaPress.
- Hochschild, A. R (2003). The managed heart: Commercialization of human feeling (2nd ed.). Berkeley, CA: University of CaliforniaPress.
- Morris, J. A.,&Feldman,D. C. (1996). The dimensions, antecedents, and consequences of emotional labor. Academy of Management Review, 27(4), 986-1010.
- Morris, J. A., & Feldman, D. C. (1997). Managing emotions in the workplace. Journal of Managerial Issues, 9(3), 257-274.
- Parkinson, B. (1991). Emotional stylists: Strategies of expressive management among trainee Hairdressers. Cognition and Emotion, 5(6),419-434.
- Pugh, S.D. (2001). Service with a smile: Emotional contagion in the service encounter. Academy of Management Journal, 44{5)> 1018-1027.
- Rafaeli, A. (1989). When clerks meet customers: A test of variables related to emotional expression on the job. Journal of Applied Psychology, 74(3), 385-393.
- Rafaeli, A., & Sutton, R. I. (1987). Expression of emotion as part of the work role. Academy of Management Review, 72(1), 23-37.
- Schaubroeck, J., & Jones, J.R (2000). Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms. Journal of Organizational Behavior, 21, 163-183.
- Shuler, S., & Sypher, B.D. (2000). Seeking emotional labor: When managing the heart enhances the work experience. Management Communication Quarterly, 14, 50-89.
- Stazdins, L. M. (2000). Integrating emotions: Multiple role measurement of emotional work.. Australian Journal of Psychology, 52(1), 41-50.
- Wharton, A.S., & Erickson, RJ. (1993). Managing emotion on the job and at home: Understanding the consequences of multiple emotional roles. Academy of Management Review, 75(3), 457-486.
- Zapf, D. (2002).Emotional work and psychological well-being: A review of the literature and some conceptual considerations. Human Resource Management Review, 72,237-268.
- Influence of Organizational Structure on Organizational Citizenship Behavior
Abstract Views :156 |
PDF Views:0
Authors
Seemi Azam
1,
Rashmi Kumar
2
Affiliations
1 Department of Psychology, K. N. Government Post Graduate Degree College, Gyanpur, Bhadohi, IN
2 Department of Psychology, University of Allahabad, Allahabad, IN
1 Department of Psychology, K. N. Government Post Graduate Degree College, Gyanpur, Bhadohi, IN
2 Department of Psychology, University of Allahabad, Allahabad, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 54, No 4 (2019), Pagination: 707-719Abstract
This study attempts to probe organizational structure as an antecedent of Organizational Citizenship Behavior, OCB. Centralization, Formalization and Task Routineness were taken as the factors of organizational structure. The main objective of this paper is to determine the influence of organizational structure on OCB. For this purpose, a sample of 295 employees belonging to three different types of organizations across public and private sectors was taken to give their responses on organizational structure and OCB scales. It was hypothesized that all the three structure variables taken would be negatively associated to OCB dimensions. However, results only partially supported the hypotheses.References
- Adler, P. S. & Borys, B. (1996), “Two Types of Bureaucracy: Enabling and Coercive. Administrative Science Quarterly, 41(1): 61-89.
- Barnard, C. I. (1938), The Functions of the Executive, Cambridge, MA: Harvard University Press.
- Bhatnagar, J. & Sandhu, S. (2005), “Psychological Empowerment and Organizational Citizenship Behaviour in IT Managers: A Talent Retention Tool”, Indian Journal of Industrial Relations, 40: 449-69;
- Chahal, H & Mehta, S. (2011), “Antecedents and Consequences of Organizational Citizenship Behavior: A Conceptual Framework in Reference to Health Care Sector”, Journal of Services Research, 10: 25-44.
- Chaitanya, S. K. & Tripathi, N. (2001), “Dimensions of Organizational Citizenship Behavior”, Indian Journal of Industrial Relations, 37: 217-30
- Drago, R.& Garvey, G. T. (1998), “ Incentives for Helping on the Job: Theory and Evidence”, Journal of Labor Economics,16: 1-25.
- George, J. M. & Bettenhausen, K. (1990), “Understanding Pro-social Behavior, Sales Performance, and Turnover: A Group-level Analysis in a Service Context”, Journal of Applied Psychology, 75: 698–709.
- Hackman, J. R. & Oldham, G. R. (1980), Work Redesign,Addison-Wesley, Reading, MA Hage, J.& Aiken,M. (1967), “Relationship of Centralization to Other Structural Properties”, Administrative Science Quarterly, 12:17-92
- Iverson, R.D.& Maguire, C. (2000), “The Relationship between Job and Life Satisfaction: Evidence from a Remote Mining Community”, Human Relations, 53(6): 807-39.
- Jain, A. K. (2011). “Does Organizational Structure Predict Citizenship Behaviors” ? Journal of the Indian Academy of Applied Psychology, 37(2): 341-53.
- Johari, J. & Yahya, K.K. (2009), “Linking Organizational Structure, Job Characteristics, and Job Performance Construct: A Proposed Framework”, International Journal of Business and Management, 4(3): 145 – 52.
- Krishnan, R., Omar, R., Ismail, I., Alias, M., Hamid, R., Ghani, M. & Kanchymalay, K. (2010), “Job Satisfaction as a Potential Mediator between Motivational Job characteristics and Organizational Citizenship Behavior: Evidence from Malaysia”, Journal Of Information Technology & Economic Development, 1(1): 86-110.
- Lievens, F. & Anseel, F. (2004), “Confirmatory Factor Analysis and Invariance of an Organizational Citizenship behavior Measure across Samples in a Dutch-Speaking Context”, Journal of Occupational and Organizational Psychology, 77: 299-306.
- Nasurdin, M. A., Ramayah, T.& Yeoh, C. B.(2006), “Organizational Structure and Organizational Climate as Potential Predictors of Job Stress: Evidence from Malaysia”, International Journal of Commerce & Management, 16(2): 116-29.
- Organ, D. W. (1988), Organizational Citizenship behavior: The Good Soldier Syndrome”, Lexington, MA: Lexington Books.
- Organ, D.W., Podsakoff, P. M. & MacKenzie, S. B. (2006), Organizational Citizenship Behavior. Its Nature, Antecedents, and Consequences, Thousand Oaks: Sage Publications, Inc.
- Parker, S. K., Wall, T. D. & Cordery, J. L. (2001), “Future Work Design Research and Practice: Towards an Elaborated Model of Work Design”, Journal of Occupational and Organizational Psychology, 74: 413-40.
- Podsakoff, P. M., Niehoff, B. P., MacKenzie, S. B. & Williams, M. L. (1993), “Do Substitutes for Leadership Really Substitute for Leadership? An Empirical Examination of Kerr and Jermier’s Situational Leadership Model”, Organizational Behavior and Human Decision Processes, 54: 1–44.
- Podsakoff, P. M., MacKenzie, S. B. & Bommer, W. H. (1996a), “A Meta-analysis of the Relationships between Kerr and Jermier’s Substitutes for Leadership and Employee Job Attitudes, Role Perceptions, and Performance”, Journal of Applied Psychology, 81: 380–99
- Podsakoff, P. M., MacKenzie S. B., Paine, J. B. & Bachrach, D. G. (2000), “Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research”, Journal of Management, 26: 513-63.
- Tata, J. & Prasad, S. (2004), “Team Self-management, Organizational Structure, and Judgments of Team Effectiveness”, Journal of Managerial Issues, 16(2): 248-65.
- Todd,S.Y. & Kent, A. ( 2006), “Direct and Indirect Effect of Task Characteristics on Organizational Citizenship Behavior”, North American Journal of Psychology,8(2):253-68.
- Weber M. (1946), From Max Weber, Gerth H.Mills C. W. Trans.. New York: Oxford
- Williams, R. S. (2002). Managing Employee Performance: Design and Implementation in Organizations, London: Thompson Learning.
- Wynand E.J. Bodewes (2002), “Formalization and Innovation Revisited”, European Journal of Innovation Management, 5 (4):214-23