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A Person-Environment Fit Model for Virtual Organizations
Abstract
While the increasing sophistication of information technology has led to the spread of virtual organizations, there has been very little research on what factors contribute to individuals’ effectiveness in such organizations. This paper argues that organizations possess different degrees of virtuality based on four dimensions of temporal, spatial, cultural, and organizational dispersion. Using a person-environment fit framework, a theoretical model that identifies individual qualities required to fit into virtual organizations, virtual teams, and virtual jobs is developed, taking into account dimensions and degrees of virtuality. Mechanisms for enhancing fit in virtual organizations as well as theoretical and practical implications of the model are addressed.
... Using a complementary fit perspective, some scholars in the pre-COVID-19 era proposed individual qualities required to optimally fit into virtual work environments (i.e. organisations, teams, and jobs) (Shin, 2004) and temporary work settings (Goetz, Wald & Freisinger, 2020) as compared to traditional ones such as, a fixed office or fixed desk place (Shin, 2004). The concept of the virtual organisation as used in the literature since 1995 (e.g. ...
... Using a complementary fit perspective, some scholars in the pre-COVID-19 era proposed individual qualities required to optimally fit into virtual work environments (i.e. organisations, teams, and jobs) (Shin, 2004) and temporary work settings (Goetz, Wald & Freisinger, 2020) as compared to traditional ones such as, a fixed office or fixed desk place (Shin, 2004). The concept of the virtual organisation as used in the literature since 1995 (e.g. ...
... The employee attributes that were purported to be vital in such virtual and/ or temporary work environments (Goetz, Wald & Freisinger, 2020;Shin, 2004) therefore currently prove to be crucial in order to ensure a good PE fit. A number of competencies may matter in terms of professional (e.g. ...
This chapter consists of two parts. The first part discusses theories of social capital and their application to networks of social work organisations. The theoretical perspectives of Granovetter, Coleman, and Burt are generally regarded as very influential within the study of social networks (Borgatti and Halgin, 2011). More specifically, these authors start from a network approach to the concept of social capital, defined as: “the sum of the actual and potential resources embedded within, available through, and derived from the network of relationships possessed by an individual or social unit” (Nahapiet and Ghoshal, 1998, p. 243). In other words, they view social capital as the result of the structure and content of social relationships between actors: the information and influence experienced within these relationships ensures that social capital is embedded in them. Generally speaking, an important question here concerns the relationship between the characteristics of the network and the social capital acquired by the individual. The theories of Granovetter, Burt and Coleman each assume that some networks are better able to realise social capital than others. However, they differ in their views on which networks can realise the most social capital. We briefly discuss the most important ideas and differences in this regard and illustrate this by applying these theories to the study of networks of social work organisations.
The second part (1) briefly discusses the link between structural embeddedness, transaction costs, and the emergence of network governance, and (2) illustrates this discussion with the case of mandated public-non-profit service networks. Structural embeddedness can be defined as “the impersonal configuration of linkages between people or units” (Nahapiet and Ghoshal, 1998, p. 244). Following a transaction cost economics logic, organisational networks are seen as a distinct form of coordinating economic exchanges besides markets and hierarchies (firms, governmental agencies, and non-profit organisations). In particular, Jones, Hesterly, and Borgatti (1997) postulate that certain configurations of exchange conditions as suggested by transaction cost economics will promote structural embeddedness among groups of organisations, which in turn will increase the likelihood of network governance emerging. We briefly discuss this idea and illustrate it with the case of mandated public-non-profit service networks (Van Puyvelde and Raeymaeckers, 2020).
... Using a complementary fit perspective, some scholars in the pre-COVID-19 era proposed individual qualities required to optimally fit into virtual work environments (i.e. organisations, teams, and jobs) (Shin, 2004) and temporary work settings (Goetz, Wald & Freisinger, 2020) as compared to traditional ones such as, a fixed office or fixed desk place (Shin, 2004). The concept of the virtual organisation as used in the literature since 1995 (e.g. ...
... Using a complementary fit perspective, some scholars in the pre-COVID-19 era proposed individual qualities required to optimally fit into virtual work environments (i.e. organisations, teams, and jobs) (Shin, 2004) and temporary work settings (Goetz, Wald & Freisinger, 2020) as compared to traditional ones such as, a fixed office or fixed desk place (Shin, 2004). The concept of the virtual organisation as used in the literature since 1995 (e.g. ...
... The employee attributes that were purported to be vital in such virtual and/ or temporary work environments (Goetz, Wald & Freisinger, 2020;Shin, 2004) therefore currently prove to be crucial in order to ensure a good PE fit. A number of competencies may matter in terms of professional (e.g. ...
Non-profit economics (or the economics of non-profit organisations) involves the use of economic logic and methods to understand the existence, behaviour, and performance of organisations that are prohibited from distributing profits to those in control of the organisation.
... Using a complementary fit perspective, some scholars in the pre-COVID-19 era proposed individual qualities required to optimally fit into virtual work environments (i.e. organisations, teams, and jobs) (Shin, 2004) and temporary work settings (Goetz, Wald & Freisinger, 2020) as compared to traditional ones such as, a fixed office or fixed desk place (Shin, 2004). The concept of the virtual organisation as used in the literature since 1995 (e.g. ...
... Using a complementary fit perspective, some scholars in the pre-COVID-19 era proposed individual qualities required to optimally fit into virtual work environments (i.e. organisations, teams, and jobs) (Shin, 2004) and temporary work settings (Goetz, Wald & Freisinger, 2020) as compared to traditional ones such as, a fixed office or fixed desk place (Shin, 2004). The concept of the virtual organisation as used in the literature since 1995 (e.g. ...
... The employee attributes that were purported to be vital in such virtual and/ or temporary work environments (Goetz, Wald & Freisinger, 2020;Shin, 2004) therefore currently prove to be crucial in order to ensure a good PE fit. A number of competencies may matter in terms of professional (e.g. ...
Liber Amicorum Marc Jegers
... Using a complementary fit perspective, some scholars in the pre-COVID-19 era proposed individual qualities required to optimally fit into virtual work environments (i.e. organisations, teams, and jobs) (Shin, 2004) and temporary work settings (Goetz, Wald & Freisinger, 2020) as compared to traditional ones such as, a fixed office or fixed desk place (Shin, 2004). The concept of the virtual organisation as used in the literature since 1995 (e.g. ...
... Using a complementary fit perspective, some scholars in the pre-COVID-19 era proposed individual qualities required to optimally fit into virtual work environments (i.e. organisations, teams, and jobs) (Shin, 2004) and temporary work settings (Goetz, Wald & Freisinger, 2020) as compared to traditional ones such as, a fixed office or fixed desk place (Shin, 2004). The concept of the virtual organisation as used in the literature since 1995 (e.g. ...
... The employee attributes that were purported to be vital in such virtual and/ or temporary work environments (Goetz, Wald & Freisinger, 2020;Shin, 2004) therefore currently prove to be crucial in order to ensure a good PE fit. A number of competencies may matter in terms of professional (e.g. ...
Marc Jegers has made a remarkable and multifaceted contribution to the literature on the non-profit governance. For example, his 2009 review article (Jegers, 2009) does not only provide an interesting overview of the economic perspective on non-profit governance, it also summarises what Marc does best: i.e. a no-nonsense clarification of the research questions that matter. Similarly, his book ‘Managerial Economics of Non-Profit Organisations’ – which is currently in its fifth edition (2021) – is used by many scholars, including the authors of this chapter, for research and teaching. Moreover, Marc has enabled through several third-party funding projects to hire, engage, and co-author with a hand-full of scholars that proudly represent his non-profit governance succession for years to come. Non-profit governance refers to the systems and processes concerned with ensuring the overall direction, control, and accountability of non-profit organisations (Cornforth, 2014, p. 4–5). It has emerged as a separate field of study, with contributions from a wide range of disciplines (Jegers, 2009; Cornforth and Brown, 2014; Van Puyvelde, 2016). This chapter builds further on the abovementioned research by exploring some determinants of board effectiveness in non-profit organisations. Board effectiveness constitutes an important topic in the non-profit governance literature (Ostrower and Stone, 2006; Cornforth, 2012; Renz and Andersson, 2014; Wellens and Jegers, 2014; Van Puyvelde, 2016). For example, it has been found to be positively associated with judgments of organisational effectiveness (Green and Griesinger, 1996; Herman and Renz, 1997, 2004; Brown, 2005) as well as to shape innovation in non-profit organisations (Jaskyte, 2012, 2018). Based on previous literature (Cornforth, 2003; Miller-Millesen, 2003; Brown and Guo, 2010; Van Puyvelde, 2016), a distinction is made between three major governance roles (a controlling role, a partnership role, and a boundary-spanning role). We analyse the relationship between board human capital, board chair leadership, and the perceived effectiveness of the board in performing these roles. Although deemed important, empirical evidence pertaining to the effects of board human capital (Cornforth, 2001; Jaskyte, 2018) and board chair leadership (Harrison, Murray, and Cornforth, 2013; Van Puyvelde et al., 2018) is rather limited. The aim of this chapter is to add to this literature. Our results show that board chair leadership and the human capital of the board are positively associated with board effectiveness as perceived by board chairs as well as chief executives. In addition, board size is positively associated with board effectiveness in the boundary-spanning role. We conclude by formulating implications for theory and practice.
... Given the mixed evidence with regard to the benefits and shortcomings of WFH, it seems plausible that certain individuals may be better suited to WFH than others [21][22][23]. An important issue, then, is identifying conditions and individual characteristics that foster adjustment to WFH, particularly in times of crisis. ...
... First, prior research has considered structural factors (e.g., task independence), technological factors (e.g., tech support), and relational factors (e.g., organizational connectedness) as predictors of WFH adjustment. Moreover, several studies have suggested that WFH adjustment is influenced by personal skills such as time management, communication, and ability to work autonomously [22,[34][35][36]]. Yet, little is known about personality traits that may relate to WFH adjustment. ...
... In the 20 years since the concept of WFH adjustment was first introduced, research has empirically confirmed that WFH adjustment is influenced by factors related to organizational training and support, professional skills, and availability and quality of technology [22,[34][35][36]. To our knowledge, only two studies to date have considered personality traits with relation to WFH adjustment: Raghuram, Wiesenfeld, and Garud [35] found that employees with high self-efficacy showed better WFH adjustment compared to employees with low self-efficacy. ...
An organization’s capacity to sustain a crisis, and to benefit from work-from-home (WFH) arrangements in routine times, is dependent on its employees’ ability to successfully adjust to WFH conditions. The COVID-19 pandemic, which forced vast numbers of employees worldwide to WFH, provides an unprecedented opportunity to identify factors that facilitate WFH adjustment. Leveraging this opportunity and drawing from theories on person-environment fit and work adjustment, we consider trait optimism as a possible facilitator of WFH adjustment during the pandemic. We further investigate how situational optimism and cultural (country-level) optimism contribute to the relationship between trait optimism and WFH adjustment. Using data from 388 employees in five countries, we find that trait optimism positively relates to WFH adjustment. This relationship is partly mediated by situational expectations regarding health/financial benefits of WFH amid the pandemic. Moreover, trait optimism is more strongly related to WFH adjustment in countries with high (vs. low) cultural optimism. This study addresses the call to investigate whether and how personality traits relate to WFH adjustment. Our findings can improve organizations’ ability to select and train employees who WFH, and to enhance operational resilience to future crises. Managers in global firms can draw from our results to understand how cultural differences affect the ease with which WFH is adopted, and to develop country-specific WFH practices.
... . ) ( ) ( (Shin, 2004) . . (Caplan, 1987) . ...
... -: (Singh & Greenhaus, 2004) . - (Carless, (Shin, 2004) . . -- (Lauver & Kristof-Brown, 2001) -- (Carless, 2005) - (Carless, 2005) . ...
The existence of a good fit between a person and his/her work environment could promote the level of job satisfaction and mental-physical well being. The so-called person-organization (p-o) fit has a significant effect on the workplace outcomes (e.g., organization attraction, job choice, job satisfaction, organizational commitment, turnover). Because P-O fit leads to positive work attitudes, employees who develop a good fit with their organization become “committed,” wishing to remain in the organization; but looking to change positions if their job fit is poor.
The purpose of this research is to study the relationship between P-O fit, on the one hand, and the level of work alienation and work engagement, on the other. We have used “field study” as our main method and selected “correlation” for statistical technique. Data were collected from 136 employees of the University of Tehran. The results indicate that the higher level of P-O fit leads to higher level of work engagement and lower level of work alienation.
... The former refers to the two way relationship between the leader and followers which creates a conducive rapport and work environment. The latter can be defined as the level of matching between a person's skills, technical know-how, job knowledge and experience to the specific requirements of the job (Shin, 2004;Werbel & DeMarie, 2005) [43,49] . Some of the most commonly studied relationships were IL-PsyS-EC, IL-PsyS-IWB and IL-LMX-EVB. ...
... The former refers to the two way relationship between the leader and followers which creates a conducive rapport and work environment. The latter can be defined as the level of matching between a person's skills, technical know-how, job knowledge and experience to the specific requirements of the job (Shin, 2004;Werbel & DeMarie, 2005) [43,49] . Some of the most commonly studied relationships were IL-PsyS-EC, IL-PsyS-IWB and IL-LMX-EVB. ...
... The concept of PO is derived from Person-Environment fit (Shin, 2004) and based on the theory of work adjustment (Bretz & Judge, 1994). This theory posits that individuals who fit well within organizations have positive work-related outcomes (Spurk et al., 2019;Menezes, 2015), such as intent to remain with their firm (Ostroff & Bowen, 2016) which can be explained by the 'work environment congruence' and 'value congruence' approaches (Westerman & Cyr, 2004) of PO fit. ...
... This study employed a survey method based on the Person-Environment fit by Shin (2004) and the theory of work adjustment by Bretz & Judge (1994). The survey was used to gauge the preferred mix of benefits held by respondents working at the first three level designations (starting from the entry point into the engineering cadre of the firm) in tier 1 Indian IT firms. ...
Although the Information Technology (IT) sector accounts for the highest contribution to Gross Development Product in India, it has high employee turnover. This turnover is a waste of investment and detracts from organizations’ knowledge and experience pools. Person organization (PO) fit theories posit that when people are hired by and for organizations (not just individual jobs), they are less likely to quit. This study examines the benefits provided by IT firms to retain their employees and how these benefits’ effectiveness vary by designation and firm. It does so by employing the ‘work environment congruence’ approach to PO fit. Moreover, it proposes how to build a strategic model of the mix of benefits for retaining staff at different position levels (designations) in the firm. Findings show that preferred benefits differ by designation. For all factors except location, organization does not play an important role in retention, but designation impacts it in all the factors. Keywords: Retention strategies, Retaining employees, Information technology, Indian IT industry.
... Scholarly productivity is an important measure of knowledge-building activities at the micro level, which poses broad implications for enhancing the knowledge-based economy (Powell and Snellman, 2004;Hamermesh and Oster, 2002;Ponomariov and Boardman, 2010). Under a canonical Person-Environment Fit framework (Shin, 2004), in addition to personal characteristics, there are primarily two external factors that affect research productivity, i.e., interpersonal collaboration and work environment (Vuong et al., 2019). ...
... Under a canonical and broad-based Person-Environment Fit framework, in addition to J o u r n a l P r e -p r o o f personal factors, there are primarily two external factors that affect the adjusted (research) productivity, i.e., collaboration and work environment (Vuong et al., 2019). Extending the framework in a digital economy, the literature highlights the incorporation of ICT supports further reshapes the role of collaboration and work environment in impacting productivity under the emergence of virtual teams and remote work arrangements (Townsend et al., 1998;Shin, 2004). Deeper insights have been gained into the impact and transmission channel of these ICT supports in general productivity, which is especially vital in the knowledge production process of the academic sector relying more on complex information transfer, and skills of self-management and self-discipline. ...
In this paper, we exploit the natural experiment of the COVID-19 outbreak and investigate the role of collaborative integration and workplace flexibility in scholarly productivity. Using data on the quantity and quality of the journal and working paper submissions, we first identify a discontinuity pattern in the productivity of Chinese scholars around the Chinese New Year (CNY). Second, we find that COVID-19 has a negative impact on the productivity of Chinese scholars in terms of quantity and quality post-CNY. Furthermore, the short-term detrimental effect on scholarly productivity is induced mainly through the channel of collaborative integration and workplace flexibility due to mitigation policy shocks in terms of social distancing and working-from-home arrangements. The results suggest while advances in virtual communication technologies can facilitate productivity by lowering collaboration costs, virtual team communication cannot be a perfect substitute for face-to-face communication in collaborative integration. In addition, higher workplace flexibility might hinder productivity in sectors relying more on the skills of self-management and discipline.
... Our suggestion for practice relating to WFH is that organizational support and empowerment are perceptions that leaders can and should foster in employees through managerial action. Our findings suggest that organizations should act to empower employees who WFH for the enhancement of well-being in an environment characterized by increasing complexity and virtuality (Shin, 2004). Note. ...
In the literature on the antecedents and mediators of employee well-being, there is little or no acknowledgement of sudden changes in the social and environmental context in which perceptions of well-being are formed. Contextual influences are rarely so impactful and unexpected as those associated with the COVID-19 pandemic. To continue operating within lockdown restrictions, many organizations, apart from those unable or unwilling to initiate such changes, abruptly adopted a work from home (WFH) or hybrid working pattern. These circumstances raise novel questions about the influence of impactful, unanticipated contextual factors on employee well-being outcomes. To address these questions in the context of a shift to WFH, we tested a model adapted from aspects of Event Systems Theory (EST) and the Psychology of Working Theory (PWT). Central to our theoretical adaptation was a unique perspective on PWT “decent work” perceptions based on principles of empowerment. In a study of 337 employees during the lockdown period, we applied a Bayesian multilevel model to investigate the contrast between in-lockdown perceptions relative to current pre-lockdown perceptions. Results suggested the contextual shift to WFH related negatively to relative perceptions of well-being, job satisfaction, and organizational commitment. Empowerment significantly mediated all well-being outcomes. Organizational support, neuroticism, and home readiness related directly to empowerment and indirectly to well-being outcomes via empowerment. We discuss how sudden contextual changes interacted with relationships observed in our model, and how our findings progress a context-responsive adaptation of EST and PWT in the new world of WFH.
... Workplace hazing, person-job fit, and turnover intention P-J fit refers to 'judgments of congruence between an employee's skills and the demands of a job' (Cable & DeRue, 2002, p. 876). It is described as the assumed extent of connection amongst the experience, capabilities, and skills of an employee and the needs of specific tasks and duties entangled in the job (Saleem et al., 2021;Shin, 2004). Good P-J fit occurs when an individual possesses sufficient skills to carry out the assigned work (Schmidt et al., 2008). ...
... Job satisfaction is one of the most important factors in organizational success that increases efficiency, productivity as well as individual satisfaction [15]. Individual adaptation to occupation also relates to the compatibility of knowledge, skills, and abilities of a person and job requirements [29]. The individual's fit with the job focuses on the matching of personality traits and career characteristics. ...
This study aims to explain the indicators of human resource productivity management in Kerman executive agencies. It is a descriptive, correlational as well as a developmental study purposefully conducted as a survey in the field of human resources. The sample includes 30 experts in the field of management and administration. It was obtained by purposeful sampling method and included 524 employees of the Kerman executive agencies that were gathered by stratified sampling method. Two questionnaires were used by the experts to confirm the validity and reliability of the model and one questionnaire was used to answer the questions. The validity and reliability of all questionnaires were confirmed. AMOS and SPSS statistical software were used for data analysis. The 42 subscales of human resource productivity management are summarized in 5 factors (individual, organizational, complementary organizational, occupational, and extra-organizational). It is an applied developmental study considering the simultaneous identification of factors related to human resource productivity in line with the development indicators and can be used by all executive agencies throughout Iran.
... Prior to the pandemic, scholars predominantly focused on the question "how effective is virtual work?" (e.g., Allen et al., 2015;Gajendran & Harrison, 2007;Raghuram et al., 2019). In other words, researchers devoted considerable attention to identifying the individual and team outcomes of working virtually, as well as the set of boundary conditions that mitigate these relationships (Shin, 2004). Overall, this mainstream research identified optimistic conclusions about virtual work arrangements (Allen et al., 2015). ...
... One of the most important factors that a company can consider when it comes to hiring and retaining the right people is the availability of a supportive and conducive environment. This can help boost the productivity of the team and improve the project's meaningful and productive outcome (Shin, 2004). The person-job fitness of an individual is based on the consistency of their work and mission. ...
... The best way to achieve success is to hire the right person for the right job. To achieve the project's meaningful and productive result is to generate a friendly and supportive working environment for staff in which they can grow more and boost their resources [29]. ...
Computing software plays an essential role in almost every sector of the digital age, but the process of efficient software development still faces several challenges. Effective software development methodology can be the difference between the success and failure of a software project. This research aims to evaluate the overall impact of Agile Software Development (ASD) on the individual, organizational, software development, and project management dimensions. For this purpose, we surveyed several software development professionals from a variety of backgrounds (experience, location, and job ranks) to explore the impact of ASD on the IT industry of Pakistan. Our analysis of the collected information is two folds. First, we summarized the findings from our surveys graphically clearly show the opinions of our survey respondents regarding the effectiveness of the Agile methodology for software development. Secondly, we utilized quantitative measures to analyze the same data statistically. A comparison is drawn between the graphical and statistical analysis to verify the reliability of our findings. Our findings suggest the existence of a strong relationship between effective software development and the use of Agile processes. Our analysis shows that the job fit of software development professionals and ASD are critical factors for software development project success in terms of cost, quality, stakeholders satisfaction, and time. Although the study focuses on the IT industry of Pakistan, the findings can be generalized easily to other developing IT industries worldwide.
... The best way to achieve success is to hire the right person for the right job. To achieve the project's meaningful and productive result is to generate a friendly and supportive working environment for staff in which they can grow more and boost their resources [29]. ...
Computing software plays an essential role in almost every sector of the digital age, but the process of efficient software development still faces several challenges. Effective software development methodology can be the difference between the success and failure of a software project. This research aims to evaluate the overall impact of Agile Software Development (ASD) on the individual, organizational, software development, and project management dimensions. For this purpose, we surveyed several software development professionals from a variety of backgrounds (experience, location, and job ranks) to explore the impact of ASD on the IT industry of Pakistan. Our analysis of the collected information is two folds. First, we summarized the findings from our surveys graphically clearly show the opinions of our survey respondents regarding the effectiveness of the Agile methodology for software development. Secondly, we utilized quantitative measures to analyze the same data statistically. A comparison is drawn between the graphical and statistical analysis to verify the reliability of our findings. Our findings suggest the existence of a strong relationship between effective software development and the use of Agile processes. Our analysis shows that the job fit of software development professionals and ASD are critical factors for software development project success in terms of cost, quality, stakeholders satisfaction, and time. Although the study focuses on the IT industry of Pakistan, the findings can be generalized easily to other developing IT industries worldwide.
... While many socio-emotional (relationship building, trust, cohesion) and task processes (communication and coordination) can influence virtual team outputs (Powell, Piccoli, & Ives, 2004), the inputs to these systems are equally crucial and can directly affect both group and individual performance outcomes (Webster & Staples, 2006). Though recent research has begun to focus on the presence of elements of remote work, they have mainly focused on the impacts of specific types of virtual work structures on the morale and productivity of employees instead of the individual characteristics required for employees to be effective (Shin, 2004). However, the individual and team factors leading to the effectiveness of virtual teams remain uncertain. ...
Risk management practices of financial institutions play a significant role in
financial stability and thereby strengthen the confidence of stakeholders. The
purpose of this study is to examine the impact of banks‟ risk management
capabilities on stock returns. Four basic risk management capability measures
are used for this purpose.The data from the financial reports of eight listed
commercial banks for the period from 2006 to 2018 are used for the analysis.
The DuPont analysis of ROE calculation is used to identify four risk
management variables such as interest rate risk management, bank income
diversification, credit risk managementand solvency risk management. The
standard market model is estimated using two different regressions as
regression 01 and regression 02 to capture the impact of firm size (control
variable) on the whole model.The findings of regression 01 and regression 02
reveal that market return ( and income diversification (NNIM) are
significant to predict bank stock returns. However, Interest rate risk
management capability (NETIM), credit risk management capability (PROV),
solvency risk management capability are insignificant variables under both
models. The impact of firm size on the whole model is also insignificant and
there is an insignificant positive relationship between bank stock returns and
firm size (TA). Therefore, bank managers can employ effective strategies to
increase non-interest income, hence it contributes to generate a higher return
for the shareholders. Therefore, the study suggests shareholders to purchase
the stocks of banks which has increased non-interest income and to aware on
the market index changes in order to increase their returns.
Keywords: Bank income diversification; Risk management capability; Stock
returns
... The theory has previously been used to explain both remote work and work-life balance and can serve as a useful framework to integrate research that examines the link between the two topics. The term fit refers to the congruence between attributes of an individual and those of the environment (Shin 2004). Its central proponents suggest that stress and conflict arise from the misfit or incongruence between an individual and their environment (Edwards and Rothbard 1999). ...
Popular representations of remote work often depict it as a flexible, technologically feasible, and family-friendly work arrangement. Have the images of remote working as a desirable work arrangement been challenged by the COVID-19 pandemic? What have we learned from the widespread involuntary remote work imposed on many employees during this time? To answer these questions, we analysed 40 recent empirical studies that examined work-life balance while working from home during the pandemic. Our analysis was informed by the person-environment fit theory and complemented by literature reviews on remote work conducted prior to the pandemic. We found four themes representing misfits between desirable expectations and the undesirable realities of remote work: (1) flextime vs. work intensity, (2) flexplace vs. space limitation, (3) technologically-feasible work arrangementvs. technostress and isolation, and (4) family-friendly work arrangement vs. housework and care intensity. We highlight the important role HRD practitioners can play in assisting employees to achieve a fit between their expectations and experiences of remote work.
... The virtual workplace is defined as an environment where a "group of individuals that are geographically dispersed and collaborate via electronic technologies to accomplish a specific goal." [33]. On the other hand, the digital workplace encompasses all the information, technologies, tools, and processes used by the employees in a work environment [73]. ...
Technological advancements have enabled a new perspective on the future of work, by bringing about job creation, job destruction, and different ways of work. In the meantime, new generations are becoming the majority of the global workforce. In this context, we performed a Systematic Literature Review (SLR) to understand how employees experience the digital workplace. We focused on generations Y (Millennials) and Z. We identified the need for the companies to consider process, people, and technology to provide a workplace where employees can perform their jobs seamlessly wherever they are. The SLR also provided the necessary input to propose a systematization of a set of guidelines across four phases to support organizations in the implementation of an engaging digital workplace.
... While some studies suggest a weak relationship between the two constructs (DeLange et al., 2008;Weigl et al., 2010), others point toward no relationship (Mauno et al., 2007). This variation in relationship between the two might be the result of differences in perception of autonomy or differences in the values that an individual attaches to autonomy (Carnevale & Hatak, 2020;Shin, 2004;Stiglbauer & Kovacs, 2018). One of the many reasons that entrepreneurs thrive is the value they place on autonomy (Prottas, 2008;van Gelderen, 2016). ...
Prolonged lockdown as a part of the community mitigation steps to control the spread of the corona virus has led to massive work reorganization throughout the world. Companies as well as individuals are attempting to adjust to this new world of work. Organizations have shifted substantial parts of their work for certain sets of jobs to a “work from home (WFH)” format. The aim of this study is to investigate the relationship between WFH) work engagement and perceived employee happiness. WFH work engagement was hypothesized to be influenced by WFH autonomy, WFH convenience, and WFH psychosocial safety. All of the constructs were adapted from established scales. Convenience sampling was used for data collection as, under the circumstances, this was the only viable method. Partial least squares structural equation modelling was used for data analysis. Results from this study indicate that WFH work engagement was able to predict a 23.9% variance in perceived happiness, while exogenous constructs, such as WFH autonomy, WFH convenience, and WFH psychosocial safety, were able to predict a 25.2% variance in WFH work engagement. Further f2 effect size (0.313) between WFH work engagement and happiness indicates high effect size. In order to assess the predictive relevance of the model, a blindfolding procedure was used to obtain Q2 values. Q2 values greater than zero indicate that the model has predictive relevance.
... There is a sudden shift not only in employee productivity and engagement but also responses and identification. Since the strategies and policies are not designed in advance or intermittently HR professionals are indeed trying their best to build strategies, policies and possibilities to overcome these challenges and provide employees with appropriate work tools and also trying to gather real-time updates which support employees to untangle the complexities [20][21][22][23]. ...
There has been a world alarming and warming situation due to global outbreak of COVID-19 pandemic taking along most important the human cost, mentally, physically with economic cost too. All of a sudden organization across have been alerted themselves to adapt toward this unforeseen unprecedented event and thereby find new solutions. Organizations around the world are taking measures as it’s important to stay at home for social distancing, this leading to drastic increase in economic loss, poor job satisfaction, reduced motivation and workplace depression crisis among organization’s employees with far reaching impacts. The sudden work culture shift has created new challenges for Human Resource (HR) professionals and in this time of global critical condition, the companies and organizations need their HR professionals to help the employees out of this badly driven health and economic crisis. The HR Professionals has been actively partnering with Business to solve some of the trickiest questions the business world faces today. This article discusses some of the priorities and challenges faced by HR professionals in helping the employees to adjust and cope with their changed work environment during COVID-19 pandemic.
... In addition to prior competence, some research (Cascio, 1999;Shin, 2004;Pink, 2011) shows that certain combinations of personal attributes (autonomy, flexibility, communication skills, etc.) make individuals who possess them more successful in virtual teams. ...
... Following comparable research on other forms of organizations (Shin, 2004), the temporariness of an organizational unit (T OU ) is the unweighted sum of the temporariness scores (TSs) of the five TO dimensions i (i = 1, n). To allow higher values to be synonymous with a higher degree of temporariness, the sum is inverted: ...
This study investigates individual employee performance, both task‐oriented and innovation‐generating, in temporary organizations (TOs) by applying the person‐environment (P‐E) fit concept. Prior research on work outcomes has revealed distinct differences between TOs and their surrounding permanent organizations (POs) but has not included a differentiated investigation of the antecedents of employee performance in TOs. Accordingly, we examine the influence of different P‐E fit dimensions and the moderating role of the temporariness of the organizational unit on task performance and innovative performance using a cross‐industry sample of 341 TO members and 20 of their supervisors. Our findings suggest that (i) both task and innovative performance in TOs are significantly increased by overall P‐E fit, within which (ii) the dimension of Person‐Job fit has the largest impact, and (iii) temporariness can increase the positive effect of P‐E fit on task performance.
... To further investigate the requirements for TO success, a model that links the various factors can be useful. Person-environment (P-E) fit has proved useful as a core concept in research on selection and recruitment as well as organizational culture ( Chuang, Shuwei Hsu, Wang & Judge, 2015 ;Shin, 2004 ;Werbel & Gilliland, 1999 ). P-E fit is broadly defined as the consistency between an individual and a work environment that appears when the characteristics of both are well-matched ( Kristof-Brown, Zimmerman & Johnson, 2005 ). ...
Projectification has led to the widespread use of temporary organizations (TOs) in many industries, but the various factors that determine successful work by employees in TOs are unexplored. We argue that organizations have different degrees of temporariness depending on the following five TO dimensions: temporal duration, nature of the task, team composition, hierarchy, and coordination. Considering the TO dimensions and varying degrees of temporariness, we propose a person-environment (P-E) fit model. The model comprises three levels – organizational-, group-, and job-oriented – and relates personal attributes to the TO dimensions. We contribute to theory by developing a set of propositions on the relationships between personal attributes and organizational-, group-, and job-oriented factors of the work environment in TOs. In doing so, we also extend research on P-E fit to temporary work environments. The model provides a theoretical basis for future empirical research on human resource management in TOs as well as criteria for practitioners involved in decisions on the staffing of temporary teams.
... Telecommuting research focuses on issues relating to individual telecommuters' motivation or ability to telecommute as well as their telecommuting outcomes. These motivators and enablers include individual characteristics such as gender and family orientation (Bailey & Kurland, 2002), self-efficacy and need for affiliation (Raghuram, Wiesenfeld, & Garud, 2003;Shin, 2004;Staples, Hulland, & Higgins, 1999); job characteristics such as interdependence ; and organizational practices and policies (Kossek, Lautsch, & Eaton, 2006). Some of the outcomes examined in telecommuting include its impact on individual work-family balance (Baruch, 2000;Kossek et al., 2006), job stress (Raghuram & Wiesenfeld, 2004), job satisfaction (Fonner & Roloff, 2010;Golden, 2006), isolation (Bartel, Wrzesniewski, & Wiesenfeld, 2012;, and productivity (Bailey & Kurland, 2002;Gajendran & Harrison, 2007;Golden, Veiga, & Dino, 2008). ...
... While many socio-emotional (relationship building, trust, cohesion) and task processes (communication and coordination) can influence virtual team outputs (Powell, Piccoli, & Ives, 2004), the inputs to these systems are equally crucial and can directly affect both group and individual performance outcomes (Webster & Staples, 2006). Though recent research has begun to focus on the presence of elements of remote work, they have mainly focused on the impacts of specific types of virtual work structures on the morale and productivity of employees instead of the individual characteristics required for employees to be effective (Shin, 2004). However, the individual and team factors leading to the effectiveness of virtual teams remain uncertain. ...
... Yet, with the spread of COVID-19, many employees are mandated to work from home as opposed to selecting themselves into such autonomous work modes that might have naturally aligned with other employees' needs and preferences. That is, when considering those unaccustomed to working in remote contexts, the extent to which the provision of greater job autonomy will be effective may largely depend on the extent to which an individual values autonomy and associated self-responsibility in the first place (Shin, 2004;Stiglbauer & Kovacs, 2018). ...
Today’s organizations have to remain alert and adaptive to unforeseen events, such as external crises, which create increased uncertainty among their workforce and pose immediate threats to the organizations’ performance and viability. However, with the recent COVID-19 pandemic, organizations suddenly have to navigate the unprecedented and thereby find new solutions to challenges arising across many areas of their operations. In this article, we discusses some of these challenges, focusing on the implications COVID-19 has for human resource management (HRM) as organizations help their workforce cope with and adjust to their newly altered work environment. In addition, we propose several avenues for future research and advocate for an integrated research agenda for tackling the challenges discussed.
... According to Shin (2004), person-job fit can be described as "the perceived degree of harmonizing between one's knowledge, skills, abilities, needs, values, and the requirements of specific jobs or job tasks." It is said to be a good person-job fit when an individual appears to perform a job with compatible abilities (Kristof-Brown et al., 2002). ...
This study aims to investigate the direct effects of inclusive leadership on person-job fit, employee well-being, and innovative behaviour. It also extends existing research to observe the role of mutual recognition respect and intrinsic motivation in job performance. By using a structural equation model approach to analyse the data survey from 387 respondents, who were working at interior design and construction companies, the results revealed that inclusive leadership has a positive impact on key determinants such as employee well-being, person-job fit, and innovative behaviour. However, person-job fit and employee well-being had no significant direct impact on job performance. The study also identified the mediating role of innovative behaviour in the linkage between person-job fit and job performance. Moreover, the results recognised two potential mediators as mutual recognition respect and intrinsic motivation could create a relationship between employee well-being and job performance. The findings highlighted theoretical and empirical contributions to further understanding of the roles of leader-member exchange policies on job performance. Finally, some managerial implications were suggested to enhance job performance in the workplace.
... Further, virtual work is expected to grow significantly due to travel restrictions resulting from recessionary forces and September 11th (Staples 1999;Kirkman, Rosen, Gibson, Tesluk and McPherson 2002). Thus, selecting, training and socializing employees in virtual-team work has become an important human resource function (Shin 2004). ...
... Virtual teams: Asatiani and Penttinen 2019, Breu and Hemingway 2004, Chudoba et al. 2005, Gilson et al. 2015, Schweitzer and Duxbury 2010, Shin 2004, van Alstyne and Brynjolfsson 2005 Innovation activities: Arakji and Lang 2007, Boland Jr. et al. 2007, Lyytinen et al. 2016, Phene et al. 2006, Puranam et al. 2006, Wagner et al. 2012 ...
While spaces are an important theoretical concept in various research fields, the influence of digitalization on spaces is unclear. Owing to their unique characteristics, digital technologies may shape spaces differently, limiting the applicability of existing theories. To examine whether this is in fact the case, we conduct a systematic literature review, revealing that digital technologies lead to what we call "digital spaces". These are digitally open, i.e. they use digital technologies to blur boundaries between themselves and other physical or virtual spaces. Based on this insight, we provide an agenda for further research on digital spaces covering empirical validation; development of a digital spaces theory; methodical approaches to analyze digital spaces; design, constitution, reconfiguration, and discontinuance of digital spaces; interplay of different sub-spaces and boundaries in a digital space; shape and role of boundaries in digital spaces; and technologies in digital spaces.
Objective - The COVID-19 pandemic has compelled organizations to transition from the existing working model to a hybrid or fully virtual one. The need to address pandemic constraints, coupled with a growing trend towards more flexibility in global mobility, has prompted companies to review their policies regarding international virtual work and establish new rules. Employees will still travel to the host country; however, the frequency and duration of travel will be reduced. This new model of international work for virtual assignments is emerging as an alternative to the traditional model, and in the coming years, it is expected to be the primary focus of human resource management. Therefore, the aim of this article is to contribute to a better understanding of how organizations can reframe existing HR practices to support international virtual assignees in enhancing their job performance. Methodology/Technique - This article attempts to examine the current state of international virtual assignments, the challenges, and future directions in developing HR practices for international virtual assignments, which are considered the most emerging form of work, based on a comprehensive literature review. Findings and Novelty – According to the research, it has been proven that the biggest challenge for international virtual assignees, not yet fully addressed by HRM practices, is virtual work combined with occasional international travels. It is confirmed that further research focusing on the development of supportive HRM practices for these specific assignees is essential. Type of Paper: Review JEL Classification: M50, M55, M59. Keywords: virtual assignments, virtual work, expatriates, HR practices, global mobility Reference to this paper should be made as follows: Ludwikowska, K; Koszela, A. (2023). HR practices for international virtual assignments – review, challenges, and future discussion, J. Mgt. Mkt. Review, 8(4), 145 – 157. https://doi.org/10.35609/jmmr.2023.8.4(5)
Purpose
The purpose of this study is to investigate the factors that influence the development of human capital by examining the interplay between different organizational mechanisms, including leadership, organizational culture and human resources management (HRM) practices. This study aims to enhance our understanding of how knowledge exchange influences human capital, with a specific focus on the unique context of Dubai, an area and context that have been underexplored in this research domain.
Design/methodology/approach
This study used a survey-based approach, involving 611 participants working across different sectors based in Dubai. This study used partial least squares structural equation modeling as the statistical analysis method.
Findings
The results of the study indicate that leadership behaviors have a predictive influence on organizational culture. In turn, organizational culture significantly affects knowledge exchange. Additionally, the study reveals that commitment-based HRM practices play a significant moderating role in the relationship between organizational culture and knowledge exchange.
Originality/value
This study contributes to the existing literature by providing valuable insights into the interplay between leadership, organizational culture and commitment-based HRM practices. By exploring these factors and their influence on knowledge exchange and human capital, the study enhances both the theoretical understanding and practical application in this field.
A capacidade de liderar consiste em moldar comportamentos pessoais em prol dos objetivos de uma empresa, entretanto, algumas empresas como os órgãos públicos, estão inseridos em ambientes que os forçam a ter comportamento organizacional semelhante, considerando o ambiente na qual estão inseridos. Desta forma, esta pesquisa visa identificar a influência do estilo de liderança no isomorfismo, com análise voltada para compreensão do setor público. Para isso, realizou-se uma pesquisa descritiva, realizada por meio de levantamento e abordagem quantitativa dos dados, utilizando a regressão e a correlação de Pearson aplicada as ariáveis. A amostra desta pesquisa compreendeu 180 secretários, dos 100 municípios que apresentaram maior produto interno bruto do estado de Santa Catarina. Os resultados desta pesquisa demostram que nas instituições públicas os líderes capazes de motivar seus subordinados de forma ética levam as organizações a apresentar maior isomorfismo, porém, o modelo de liderança norteado por recompensas e punições minimiza o trabalho autônomo dos colaboradores. Sendo assim, compreender sobre os modelos de liderança e isomorfismo é a chave para o bom desenvolvimento de uma organização, saber motivar e incentivar os funcionários em tempos de crise, ou em uma organização que possui grande quantidade de regras é um grande diferencial.
The COVID-19 pandemic has had a significant impact on the way we work and live, with working from home becoming more than the occasional desire but a regular feature of work and life. While an increasing number of research studies have promoted the virtues of what is often described as the positive unintended consequences of the pandemic, there are also downsides, especially during periods of imposed restrictions on the about to get out and about, that have broadly been described as impacting mental health and life's worth. In this paper we use data collected in New South Wales during September 2020 and June 2021, seven and 16 months after the pandemic began, to obtain an understanding of the extent to which the pandemic has impacted on how worthwhile things done in life are for workers. We investigate whether there is a systematic behavioural link with working from home, reduced commuting linked to distance to work, and various socio-economic characteristics. The evidence suggests that the opportunity to have reduced commuting activity linked to working from home, increased perceived work-related productivity have contributed in a positive way to improving the worth status of life, offsetting some of the negative consequences of the pandemic.
This study was conducted to examine what contributes to a satisfied employee by examining a number of factors such as job fit, good communication, appreciation and clear objectives. The study also looked at the roles of the organization and individual in employee satisfaction. This study discusses employee engagement, job fit, and how to develop a successful employee engagement program. Job performance, another key success factor for organizations, was also examined. The link between job fit and performance findings has been expounded and recommendations on what can be done to improve the variable relationship has been provided. This study provides compelling information that will help to understand the advantages of having satisfied and high performing employees as well as using the power of employee engagement to ensure business sustainability. Keywords: Employee Engagement, Job fit and Job Performance
The purpose of this research was to investigate the effect of organizational Fit on organizational citizenship behavior regarding the role of mediation of psychological empowerment of employees in experts of physical education departments of Iranian universities. The research method is descriptive-survey and in terms of applied purpose. The statistical population consisted of all experts of physical education departments of Iranian universities. By sampling the whole number, 240 individuals were selected as samples. Data were collected using three standard organizational fit scales (Scrooggins, 2003), psychological empowerment questionnaire (Spraitzer and Mishra, 1995) and organizational citizenship behavior inventory questionnaire (Podsakoff et al., 1990). Structural equation modeling and path analysis using LaserL software were used to analyze the data. The results of the research showed that organizational adequacy affects organizational citizenship behavior and psychological empowerment of employees, and psychological empowerment mediates the effect of organizational proportions on organizational citizenship behavior. We conclude, therefore, that when managers of organizations, if they are looking for a suitable citizenship behavior, can create an appropriate Fit between the individual and the organization and take steps to empower the employees psychologically
Donation-based crowdfunding, as part of impact investment, plays a vital role in promoting economic development and alleviating poverty. In order to enhance the lender's enthusiasm for lending behavior, some platforms, for example Kiva, have introduced groups to facilitate lending. This study examines how the group environment can affect the lenders’ behaviors in crowdfunding. It has been found that lenders who join groups contribute 1.2 more loans (about $30-$42) per month than those who do not, but the theoretical mechanism of these differences is unclear. To understand in depth how the group environment affects lending behaviors, we introduce and develop the Person-Organization fit theory and Free-rider theory in this study. Combining machine-learning techniques with empirical analysis, the results show that the matching degree of motivation between group and lender has a positive effect on the lender behavior, i.e., lending to loans, and this relationship is weakened by free-riding in large groups. In addition, the group openness can have different effects on lenders of different group sizes. Our research enriches the existing crowdfunding literature and fills the gap in the research on new lending models in crowdfunding, and it will also be useful for crowdfunding platforms in setting the rules for building groups.
Purpose
The purpose of this paper is to develop a framework on how to deal with stressors emerging from the COVID-19 outbreak. The theoretical framework aims to explain pandemic-related stressors and potential ways to prevent them, considering a wide range of interacting factors at individual, team and organizational levels to ensure their employees’ health.
Design/methodology/approach
The authors drew on an integrative literature review to identify pandemic-related stressors influenceable by the organization and gathered solution approaches to counteract them. Popular psychological stress theories served as a theoretical base for the framework.
Findings
The authors based the framework on an integration of the transactional stress theory (Lazarus and Folkman, 1984) and the job demands resources model (Schaufeli and Bakker, 2004), focusing on their respective theoretical strengths. The final framework offers a solid orientation for scholars regarding the introduction of holistic and strategic measures in coping with pandemic-related stressors. A section describing possibilities for practitioners’ use of the framework has been integrated.
Originality/value
To the best of the authors’ knowledge, this study is the first to offer a framework on how to handle COVID-19-related stressors in the workplace by implementing teamwide and companywide measures.
Working on projects in global virtual teams has become the norm in the modern world. In the beginning, such teams were used to enhance the productivity and efficiency of the firms; however, over time we have realized that this organizational form is not sustainable without considering the wellbeing of global virtual teams (GVTs). The relationships the members of such teams form and develop over time are crucial to their wellbeing. Many studies have focused on the connection between relationships and a firm’s performance, while others have focused on singular aspects, such as the role of trust in relationships. Most of these studies have followed the input-process-outcome approach.
This study takes a critical stance towards the mainstream view of input-process-outcome models, arguing that before we embark on the singular variable approach, we must evaluate what we know about relationship development processes and how they unfold in GVTs. To accomplish this aim, the researcher followed a number of GVTs from their formation to dissolution to reveal how the processes of relationship development unfold in GVTs. This research applies interpretive philosophy through the sensemaking perspective and uses narratives to build individual-level explanations of relationship development processes. To further explain these processes at the group level, lifecycle, teleological, dialectical, and evolutionary process types were used.
The above methodology and methods were applied to the empirical data collected from the GVTs, which consisted of student teams. These individuals were enrolled in Master’s degree programs and executive business education in different universities across four different European countries and represented more than 11 nationalities. The members of these teams did not have prior interactions. Much of the qualitative data gathered from these GVTs was in the form of individual reflections on the activities undertaken by the teams, class interactions, qualitative feedback from instructors on GVTs task performance, and informal discussions with the participants of the study.
Relationships among GVT members are dynamic and a combination of fluid processes unfolding at multiple levels. These processes are driven by virtual communication, through which GVTs try to realize projects. While projects and communication influence relationship development processes, they also create a team climate that influences these processes. This study proposes three theses to explain the relationship development processes in GVTs. These theses are based on the fact that individuals in GVTs are not merely resources but capable and complex human beings. Their sensemaking of the events leads to the enactment of social structures and shared understandings, which in turn enable the formation and development of relationships.
The “organizational thesis” of relationship development shows that three aspects (task, communication, and team climate) are interlinked, and therefore they influence and are influenced by one another. This implies that the people responsible for overseeing the working of GVTs must first implement the essential structural elements of task and communication. The repeated adaptive actions and future interactions relating to tasks, communication, and team climate then decide the trajectory of relationship development processes.
The “perception, interaction, and reflection thesis” proposes that these three basic dimensions work dynamically to create multiple outcomes, including relationship development processes. These dimensions include individuals’ perceptions, interactions with other team members, and self-reflection processes pertaining to the project work, based on the tools used to create a virtual environment. Each dimension drives perceptions and interactions at different levels, shaping individual thinking patterns and group dynamics while team members work together . The individual perceptions contribute to the understanding of tasks and others in the team. These individual perceptions, combined with others’ perceptions of interactions, create a shared space based on shared perceptions. These shared perceptions help to precipitate personal meaning to a team-level meaning. The group-level shared perceptions and the actual execution of the tasks lead to a team climate helpful in further developing the processes of relationships.
The psychological safety thesis argues that individuals in a GVT, initially, perceive relationship development processes through their sociocultural background. Due to continuous interactions with others, over time, psychological safety becomes an entity responsible for the team climate. Everyone simultaneously interacts with technology and with each other, and this human-technology interaction contributes to the team climate, which gives rise to the relationship development processes. The assurance of a psychologically safe environment during these complex interactions makes it possible for GVTs to develop positive relationships.
Much of the discourse on the digital divide focuses on issues of information disparity and accessibility, frequently in socioeconomic terms. This perspective overlooks an important aspect of the digital divide, the lack of access and missed opportunities faced by persons with disabilities, referred to here as the “disability divide.” Barriers to access and knowledgeable use of information and communication technology (ICT) represent more than simple exclusion from information to encompass social segregation and devaluation. At its most insidious, barriers to ICTs limit full community engagement in employment activities. This chapter examines the ramification of the impact of digital divide on the nature of employment and participation in the workplace, using ICT to conduct telework, and explores challenges to social policy with respect to ‘reasonable’ accommodations. In the absence of practices, structures, and policies targeting the distributive work environment, telework is much less likely to close the digital divide for persons with a disability. This suggests the need to explore and develop potential policy options to close the disability divide.
This paper attempts to examine the effects of virtual team dimensions on social identities of its members. A review of the literature shows that the geographically dispersed, culturally diverse as well as temporary dimensions of virtual teams do not match with their stability as members have different ethnic, social, or cultural backgrounds. Sources like culture, place, and time seem to continuously acquire social identities. Due to the importance of social identity, an attempt has been made to examine its influence on organizational variables (i.e. job satisfaction, job involvement, job commitment, and organizational citizenship behavior). Questionnaire-based data have been accomplished from 149 members of 44 teams. The hypothesized relationships among the proposed variables are tested via a structural equation model (SEM). Results show that the geographically disperse and culturally diverse variables are negatively related to the social identity as against those of temporary and organizational variables which are related positively.
This paper attempts to examine the effects of virtual team dimensions on social identities of its members. A review of the literature shows that the geographically dispersed, culturally diverse as well as temporary dimensions of virtual teams do not match with their stability as members have different ethnic, social, or cultural backgrounds. Sources like culture, place, and time seem to continuously acquire social identities. Due to the importance of social identity, an attempt has been made to examine its influence on organizational variables (i.e. job satisfaction, job involvement, job commitment, and organizational citizenship behavior). Questionnaire-based data have been accomplished from 149 members of 44 teams. The hypothesized relationships among the proposed variables are tested via a structural equation model (SEM). Results show that the geographically disperse and culturally diverse variables are negatively related to the social identity as against those of temporary and organizational variables which are related positively.
Digital Labor, taking up flexible but small‐scale employment arrangements on online intermediary platforms, with few constraints on how much, when, and where work is performed, are becoming the new work reality for many individuals. Scholars have argued that this type of work is inherently demeaning. We seek to explore the worker’s perspective and how their long‐term perspective aligns or misaligns with their actual work arrangement. We draw on career construction theory and hypothesize a job–career congruence model suggesting that when workers’ cognitive presentations of their microwork as jobs or careers are incongruent, they are less likely to experience their work as meaningful. The results from a two‐stage field study of 803 workers from two microworking platforms support the negative effect of an incongruent job–career schema on workers’ experience of meaningful work. Additionally, results demonstrate that even workers who are proactive in nature, seem unable to excel in these fluid work settings when their job‐career schema are not aligned.
Practitioner Points
Contrary to what platform organizations may expect, digital labourers view crowdworking as both a job and a career, which in turn fosters meaningfulness. Careers are important aspect in understanding digital labourers’ understanding of their jobs and careers. Keeping this in mind, we would encourage platform organizations to:
• provide career development opportunities, instead of focusing on short‐term incentives. This would cultivate crowdworkers’ career outlook, cultivate job–career congruence, and help mediate issues related to lack of career prosperity in microwork design.
• recognize aspirational career elements, such as career ladders, employability, and work–life balance to reduce possible exploitation in this employment area. Focusing only on job features such as flexibility, autonomy, and rewards is insufficient to motivate and inspire meaningfulness among digital labourers.
• provide training focused on career adaptability. This may attract relevant talent and platforms may benefit from providing training opportunities in the long term.
Purpose
This study empirically verified employee engagement (EE) as an outcome of organizational communication and confirmed that the formation of EE is strengthened when smartphone use (SU) is at a higher level.
Design/methodology/approach
A quantitative approach was used in this research, whereby 408 valid samples were collected with an online survey. The hypotheses of direct effects were tested using the structural equation modeling (SEM) procedure, and the moderating effects were tested using the unconstrained product indicator method and the PROCESS macro.
Findings
The results showed that EE was significantly influenced by person–organizationvalue fit (POVF), transformational leadership (TFL) and job autonomy (JA), and the effects of POVF and TFL were moderated significantly by SU. Although the influence of social support (SS) on EE was insignificant in the full model, SU moderated the effect of SS. The evidence also showed that work–family conflict (WFC) had no negative impact on EE.
Research limitations/implications
The participants of this study were restricted to a local area.
Practical implications
Organizations should develop job designs via two-way communication to bring up EE and SU can facilitate the process.
Originality/value
Previous research has identified EE as an outcome of organizational communication, but this concept has not yet been empirically verified. This research provides evidence to verify the above-mentioned concept and additionally confirms the moderating role of SU.
The rapid development of information communication technology has led towards the emergence of the “connected world” characterised by the pervasive embeddedness of smart technologies. Smart technologies have a transformative impact on different domains of life. The application of smart technologies redefines the way people live, interact and conduct business. To date, the attention of the scholarly community has been paid primarily to smart cities, smart manufacturing and smart homes. However, despite numerous studies discussing the benefits of advanced technologies in the workplace, there is a lack of research on smart offices and how they affect productivity and employee well-being. This opinion paper argues that office spaces constitute a distinctive type of space, and research on smart homes or manufacturing does not suffice to capture its essence. Therefore, the aim of this paper is to propose a research agenda that can advance the current literature on smart and information communication technologies in relation to workplace spaces and the potential implications these could have on productivity.
In this longitudinal study on job search, fit perceptions, and employment quality, 113 graduates completed surveys prior to organizational entry and 4 months after entry. Job search behavior and career planning were positively related to pre-entry person-job (P-J) and person-organization (P-O) fit perceptions, and pre-entry P-J fit perceptions mediated the relationship between career planning and postentry P-J fit perceptions. P-J and P-O fit perceptions were positively related to job and organizational attitudes, and pre-entry P-J fit perceptions mediated the relationship between career planning and job attitudes. Further, the relationships between pre-entry fit perceptions and employment quality were mediated by postentry fit perceptions. These results indicate that P-J and P-O fit perceptions play an important role in linking job search to employment quality.
Work values have been receiving increased research attention. Ravlin, Meglino, and their associates have recently conceptualized and provided measurement of work values. Although the effects of work values on job satisfaction, commitment, and individual decision making have been studied, work values have not been explicitly linked to job choice decisions. Using a sample of professional degree students and a policy-capturing design, we examined the influence of organizational work values on job choice in the context of job attributes that have been shown to affect this decision process. Organizational work values significantly affected job choice decisions. Individuals were more likely to choose jobs whose value content was similar to their own value orientation.
Virtual workplaces, in which employees operate remotely from each other and from
nianagers, are a reality, and will become even more common in the future. There are
sound business reasons for establishing virtual workplaces, but their advantages may be
offset by such factors as setup and maintenance costs, loss of cost efficiencies, cultural
clashes, isolation, and lack of trust. Virtual teams and telework are examples of such
arrangements, but they are not appropriate for all jobs, all employees, or all managers.
To be most effective in these environments, managers need to do two things well: Shift
from a focus on time to a focus on results: and recognize that virtual workplaces, instead
of needing fewer managers, require better supervisory skills among existing managers.
Taking these steps can lead to stunning improvements in productivity, profits, and
customer service.
It has become almost axiomatic that business success depends upon expanding the global reach
of an organization. Moreover, the adoption of the transnational organizational model for
multinational enterprise is widely acknowledged as the preferred means of “going global.”
Designing effective transnational organizations depends on the effective deployment of advanced
information technologies. Because globalization requires employees and business partners to be
geographically and temporally distant from one another, deploying information technologies
within a “virtual organization” is an obvious choice for overcoming spatial and temporal
boundaries. This article reviews three competitive requirements of the transnational enterprise:
efficiency, responsiveness, and learning. We then describe the role of specific information
technologies in meeting these requirements and offer practical guidelines for using these
technologies to increase competitiveness in global markets.
Time serves as a medium for collaboration in teams, allowing members to exchange personal and task-related information. We propose that stronger team reward contingencies stimulate collaboration. As time passes, increasing collaboration weakens the effects of surface-level (demographic) diversity on team outcomes but strengthens those of deep-level (psychological) diversity. Also, perceived diversity transmits the impact (if actual diversity on team social integration, which in turn affects task performance. Results from four waves of data on 144 student project teams support these propositions and the strong relevance of time to research on work team diversity.
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
Sixty-four undergraduate students who did not previously know each other were placed in 32 pairs and randomly assigned to a conversation with a partner in either a face-to-face setting or an Internet chat program. Emotional understanding, self-disclosure, closeness, and depth of processing were measured. The findings indicate that the face-to-face group felt more satisfied with the experience and experienced a higher degree of closeness and self-disclosure with their partner. There were no significant differences between groups in regard to the level of emotional understanding of their partner, although the face-to-face group reported higher levels of positive and negative affect. No significant differences were found in depth of processing during the follow-up phone call. The implications for online counseling are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
54 campus recruiters in 4 colleges provided examples of "best-fitting" and "worst-fitting" applicants from just-completed interview schedules, along with specific descriptions of what it was that made each applicant "fit" or "not fit." Examination of interview transcripts suggested that despite the recent emphasis on unique organizational values, strategies, or cultures in discussions of fit, by far the most frequently mentioned determinants of fit were either (1) job-related coursework or experience or (2) generally (rather than uniquely) desirable personal characteristics such as articulateness, positive personal appearance, and good general communication skills. However, some systematic differences were detected in the extent to which particular characteristics were sought by recruiters in different colleges. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Extends R. V. Dawis and L. H. Lofquist's (1984) Theory of Work Adjustment (TWA). It was hypothesized (1) that person-organization fit (POF) positively predicts tenure, (2) that POF positively predicts satisfaction, and (3) that POF exerts a main effect on indicators of career success (e.g., salary level, job level). 873 graduates from 2 large industrial relations programs were surveyed regarding career success, factors shown to affect career success, organizational environment, and preferences for different organizational environments. Results support the hypothesized influences of POF on both tenure and satisfaction. Consistent with the TWA, salary and job level may be indirectly affected by POF. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Organizations today must constantly adapt to the ever-changing, fiercely competitiveb usiness environment not only to be successful but also to survive. There are a host of external and internal forces that make constant change almost a necessity. Rapid changes in customers' tastes and needs, incredible advancements in technology, phenomenal growth in the internationalization of businesses, volatile capital markets, varying employee attitudes, and changing customer demographics are all part of the fluid scenario.
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
The present study examines the impact of organizational values and value congruency on satisfaction, commitment, and cohesion within a not-for-profit setting. Information for the study was collected from 387 highway and transportation department executives. The findings indicate that organizational values affect satisfaction, commitment, and cohesion. Moreover, value congruence (i.e., a fit between professed organizational values and the values deemed appropriate by employees) also impacts these behavioral variables. If organizations lack the values studies and/or value congruence is low, the study results indicate that action should be taken to change the organization's value orientation.
The workplace will become dramatically different in the future due to factors such as electronically linked worksites, computerized coaching and monitoring equipment, and a more diverse work force. This dynamic organization will require workers to be able to jump quickly into new ventures and manage temporary, project-focused teams, as more and more work responsibilities will lie outside of the traditional `work niche' consisting of a rigid job description and functional organizational `home.' The following six skills will prove to be an important part of an adaptive manager's survival kit: rapid response; sharp focus; stress-busting; strategic empowerment; staff juggling; and team building.
Understanding and predicting behavior in organizations requires a consideration of person and situation factors, and how these factors interact. This paper develops and longitudinally tests a model of person-organization fit (POF). POF is defined, and antecedents (selection and socialization) and consequences (commitment, performance, and tenure) are examined.
One outgrowth of the person-situation debate has been the use of fit or congruence models to explain work outcomes. In this study, the profile-comparison process, a Q-sort-based technique that provides an isomorphic assessment of job requirements and individual competencies, was used to assess person-job fit in 7 small samples representing a variety of jobs and organizations. The results show that overall person-job fit is strongly related to a number of outcomes, including job performance and satisfaction. Implications for the assessment of persons and jobs are discussed.
We propose a theory of trust in interorganizational virtual organizations that focuses on how trustworthiness can be communicated and trust built in this environment. The theory highlights three issues that must be dealt with if the potential obstacles to the development of trust in the virtual context are to be overcome. These are communication of trustworthiness facilitated by reliable Information and Communication Technology (ICT), establishment of a common business understanding, and strong business ethics. We propose four specific propositions relating to these issues, and suggest topics to be explored in future research.
R esearch has established that mentoring is beneficial to participants. Belle Rose Ragins and John L. Cotton in their article for Personnel Journal assertn the race to the top, mentors can make the difference between getting onto the inside track and trailing behind in the field'' (p. 20). The optimism for mentoring in the popular press assumes that individuals will be able to link up and develop great interactions rather easily. In reality, mentoring can be restrictive regarding who participates and when. Bar-riers such as organizational structure, inter-personal skills, cross-gender relationships, differences in ethnicity, and flexible working arrangements challenge the myth that find-ing mentors and fostering mentoring connec-tions is effortless. Furthermore, these barriers occur disproportionately across gender and ethnicity. For instance, women may not initi-ate mentoring relationships at the same rate as their male counterparts, due to fears asso-ciated with cross-gender interpersonal rela-tionships, such as sexual overtones. Male mentors are more likely to initiate relation-ships with male prote Âge Âs. What's more, when mentoring occurs in spite of the above barriers, mentoring outcomes tend to suffer. Electronic mentoring, or e-mentoring, may help overcome these mentoring problems by increasing the pool of available mentors and allowing relationships to develop in virtual spaceÐrelatively free of social bias. E-mentoring refers to the process of using electronic means as the primary channel of communication between mentors and pro-te Âge Âs (virtual mentoring has also been used to refer to the same process). The key distinc-tion between electronic mentoring (e-mentor-ing) and traditional mentoring (t-mentoring) is re¯ected in the face-time between mentors and prote Âge Âs. In traditional mentoring set-tings, the mentoring relationship is created and nurtured by frequent face-to-face contact between the prote Âge  and the mentor. In e-mentoring, the mentor±prote Âge  relationship may be created face-to-face or electronically, but the continuation primarily takes place electronically. Various electronic media, such as e-mail, chat, Web, and message boards may be employed. Thus, the foundation of the mentor±prote Âge  relationship rests on a different type of interaction than that found in traditional mentoring.
This study investigated the relationship between person-environment (P-E) congruence and organizational performance. Person factors were represented by personal orientations and environment factors by organizational climates. It was hypothesized that P-E congruence would be related to the effectiveness of organizations. Organizational effectiveness data were collected for 29 schools; personal orientations were assessed from 597 teachers and organizational climate from 581 teachers within these schools. Personal orientations and climates were aggregated to the organizational level, and P-E congruence was assessed. Results of correlational analyses between congruence and effectiveness generally supported the expected relationships.
This study extended the research into the person-organization fit (values congruency) phenomenon by investigating the impact of demographic factors, such as age, gender, ethnic background, organizational level, management position, length of service, and functional area, on work attitudes. Data from over 1600 professionals and management personnel from a large multinational manufacturing firm revealed that person-organization values congruency was directly related to positive work attitudes and that demographic factors did not moderate this relationship.
This review examines the personal and situational variables that influence an individual's choice of comparative referent. Earlier models (Goodman, 1974; Levine & Moreland, 1987) are considered, which predict referent choice based on the availability of referent information and the relevance of the referent. These models are then expanded to consider situational and personal variables that may influence availability and relevance. Hypotheses detailing the effects of these personal and situational variables on referent choice are presented, and the potential impact of these choices for organizations is explored.
The Internet could change the lives of average citizens as much as did the telephone in the early part of the 20th century and television in the 1950s and 1960s. Re- searchers and social critics are debating whether the Internet is improving or harming participation in com- munity life and social relationships. This research exam- ined the social and psychological impact of the lnternet on 169 people in 73 households during their first i to 2 years on-line. We used longitudinal data to examine the effects of the Internet on social involvement and psycho- logical well-being. In this sample, the Internet was used extensively for communication. Nonetheless, greater use of the Internet was associated with declines in partici- pants'communication with family members in the house- hold, declines in the size of their social circle, and in- creases in their depression and loneliness. These findings have implications for research, for public policy, and for the design of technology.
Managers are challenged to develop strategically flexible organizations in response to increasingly competitive marketplaces. Fortunately, a new generation of information and telecommunications technology provides the foundation for resilient new organizational forms that would have not been feasible only a decade ago. One of the most exciting of these new forms, the virtual team, will enable organizations to become more flexible by providing the impressive productivity of team-based designs in environments where teamwork would have once been impossible. Virtual teams, which are linked primarily through advanced computer and telecommunications technologies, provide a potent response to the challenges associated with today's downsized and lean organizations, and to the resulting geographical dispersion of essential employees. Virtual teams also address new workforce demographics, where the best employees may be located anywhere the world, and where workers demand increasing technological sophistication and personal flexibility. With virtual teams, organizations can build teams with optimum membership while retaining the advantages of flat organizational structure. Additionally, firms benefit from virtual teams through access to previously unavailable expertise, enhanced cross-functional interaction, and the use of systems that improve the quality of the virtual team's work.
We hypothesized that people who can better disclose their “true” or inner self to others on the Internet than in face-to-face settings will be more likely to form close relationships on-line and will tend to bring those virtual relationships into their “real” lives. Study 1, a survey of randomly selected Internet newsgroup posters, showed that those who better express their true self over the Internet were more likely than others to have formed close on-line relationships and moved these friendships to a face-to-face basis. Study 2 revealed that the majority of these close Internet relationships were still intact 2 years later. Finally, a laboratory experiment found that undergraduates liked each other more following an Internet compared to a face-to-face initial meeting.
Few topics have received more attention in the management literature of recent years than that of virtual organizations. Articles abound on the possibilities of virtual meetings, work teams, offices, factories, firms, and alliances. Given the burgeoning interest in this emerging phenomenon, it is surprising that very little empirical research exists on virtual organizations. Especially lacking are studies of communication processes within virtual organization settings. To help remedy this situation, this special issue provides an early window into several important communication processes that occur in virtual contexts. We are pleased to provide readers with a compendium of six articles that, collectively, advance current knowledge of communication processes for virtual organizations. Both single and multifirm studies are included here, with analyses covering such diverse topics as communication content, communication structure and effectiveness, tradeoffs in electronic and face-to-face relationships, and the use of communication in formation of organizational identity. All of the studies include rigorous analysis and careful measurement of communication, and all take place within naturally occurring organizational contexts, not laboratory settings.
This chapter reviews existing research and thought on the role of group interaction in task-oriented groups, and provides suggestion that part of the difficulty in understanding the relationship between group interaction and group effectiveness has to do with the nature of existing methodological and conceptual tools. It proposes an alternative framework for research on group effectiveness. The major functions group interaction serves in enhancing and depressing group effectiveness have been explored in the chapter and a set of strategies for influencing group interaction and group performance by alteration of “input” factors has been proposed within the new framework. The chapter presents an argument for a return to action-oriented research as a way to improve simultaneously the understanding of the determinants of group effectiveness and the capability to change and improve it. Implications for research and for action have been drawn and explored.
My purpose in this article is to introduce studying cultural variability in communication in general and this special issue in particular. I begin by examining the nature of culture. Next, I review the emic and etic approaches to studying communication and culture with a focus on the major dimensions of cultural variability used to explain communication across cultures. Following this, I examine individual-level processes that mediate the influence of culture on communication. I conclude by overviewing the articles included in this issue and discussing how they are consistent with current trends in the study of cultural variability in communication.
Today's organizations use virtual teams in order to respond to their dynamic environ- ments. Members in virtual teams geographically dispersed and coordinate their work predomi- nately via information and communication technology (ICT). Leadership in virtual teams need to redefined, it is surely different from the traditional one. In this paper we try to answer this question: How does ICT affect the leadership?
Selection theory typically considers person–job fit as the basis for selecting job applicants. This chapter suggests that selection theory should consider making fit assessments based on person–job fit, person–organization fit, and person–workgroup fit. Knowledge, skills, and abilities should be used to evaluate person–job fit. Values and needs should be used to assess person–organization fit. Interpersonal attributes and broad-based proficiencies should be used to assess person–workgroup fit. A facet model of selection decisions is developed that outlines the predictor and criterion variables in the selection process associated with each type of fit assessment. Predictor variables include work experience, educational experience, values, needs, broad-based proficiencies, and interpersonal attributes. Criterion measures include performance, motivation, extra-role behaviors, work attitudes, retention, group cooperation, and group performance. Research related to the predictor and criterion domains is examined. Propositions are developed to suggest when a type of fit assessment is most appropriate to use with different organizational conditions. (PsycINFO Database Record (c) 2012 APA, all rights reserved)