John Cordery

Predicting integrity with the HEXACO personality model: Use of self- and observer reports

Publisher: Wiley

Date: 03-2008

DOI: 10.1348/096317907X195175

Correlates of Employee Attitudes Toward Functional Flexibility

Publisher: SAGE Publications

Date: 06-1993

DOI: 10.1177/001872679304600602

Abstract: Public service employees (3044) completed a questionnaire seeking information on their expectations regarding a proposal to increase their functional flexibility. It was proposed that beliefs concerning the unfavorability of outcomes of the intervention would be correlated with a range of biographical, affective, and job content variables. Multivariate analyses revealed that the scope of an employees' existing job and biographical variables (apart from age) were not generally predictive of attitudes to functional flexibility. Rather, unfavorable attitudes were weakly associated with low levels of extrinsic satisfaction, perceived reward equity, aspiration organizational commitment, and age. The implications of these findings for work and skills restructuring interventions and organizational change in general are discussed.

An international survey of the use and effectiveness of modern manufacturing practices

Publisher: Wiley

Date: 2002

DOI: 10.1002/HFM.10006

Curtin industrial safety trial: Managerial behavior and program effectiveness

Publisher: Elsevier BV

Date: 12-1996

DOI: 10.1016/S0925-7535(96)00077-X

Self-Management Efficacy as a Mediator of the Relation Between Job Design and Employee Motivation

Publisher: Informa UK Limited

Date: 2001

DOI: 10.1207/S15327043HUP1401_03

Gender differences in the relationship between presenteeism and extra-role behaviors

Publisher: Wiley

Date: 29-06-2023

DOI: 10.1002/JOB.2651

Abstract: The relationship between presenteeism, or working despite ill‐health, and extra‐role behavior can be negative, positive, or null. Our research examines the role of gender in influencing this relationship. We build on the self‐regulatory perspective on resource allocation in the context of presenteeism, which emphasizes the role of internal and external pressure on resources. We hypothesize that sick men will direct their resources toward protecting their performance rather than their health, thereby demonstrating citizenship. In contrast, sick women focus their resources on protecting their health, thereby not engaging in extra‐role behaviors. We tested our hypotheses in three studies. The results of Study 1, based on employees' ( N = 78) and their supervisors' ( N = 17) data, showed that sick men appeared to protect their performance by engaging in extra‐role behaviors. The findings of Study 2 ( N = 280) demonstrated that citizenship pressure was not related to the extra‐role behaviors of sick men. Yet it was associated with the performance of sick women, who, unlike men, appeared to preserve health and engaged in extra‐role behaviors only when they felt pressured to do so. The results of the experimental Study 3 ( N = 195) showed that, as predicted, women tended to protect health more than men and that when health protection motive was high (low), presenteeism was negatively (positively) related to extra‐role behavior.

Future work design research and practice: Towards an elaborated model of work design

Publisher: Wiley

Date: 11-2001

DOI: 10.1348/096317901167460

Leading Parallel Global Virtual Teams:

Publisher: Elsevier BV

Date: 07-2009

DOI: 10.1016/J.ORGDYN.2009.04.002

Work Design: Creating Jobs and Roles That Promote Individual Effectiveness

Publisher: Oxford University Press

Date: 18-09-2012

DOI: 10.1093/OXFORDHB/9780199928309.013.0009

Abstract: In this chapter, our objective is to review existing knowledge relating to the psychological impact of work design (task, job, and work role characteristics) on in iduals, and to set a clear, specific agenda for future research. Our starting point is an analysis of emergent trends in the characteristic nature of tasks and work roles within major contemporary and developing forms of work and occupation. This is necessary, as recent decades have witnessed dramatic shifts in how work is typically organized and performed within most occupations and industries, reflecting broader societal, environmental, technological, and economic changes. Following this analysis, we review key historical perspectives on work design before presenting an integrative theoretical model for considering the effects of work design on people. The chapter then moves to a consideration of the primary psychological processes and states, linking three broad categories of work design characteristics (task-related, relational, and contextual characteristics) to in idual effectiveness outcomes. Our concern here is to update and expand theory relating to the effects of work design, integrating major recent bodies of research and theory, such as those dealing with motivational states and goal striving, self-determination, regulatory focus, work engagement, and social identity. The chapter concludes with a comprehensive research agenda for the years to come.

Overcoming impediments to virtual team effectiveness

Publisher: Wiley

Date: 09-2008

DOI: 10.1002/HFM.20119

The role of supervisor behavior in facilitating opportunities for skill development and utilization

Publisher: Wiley

Date: 1999

DOI: 10.1002/(SICI)1520-6564(199924)9:1<49::AID-HFM3>3.0.CO;2-6

Work Organization

Publisher: Oxford University Press

Date: 02-09-2009

DOI: 10.1093/OXFORDHB/9780199547029.003.0010

Abstract: The past three decades have witnessed major changes to organizations and the work that is performed by their members, brought about in the main by technological changes and global competition. Terms such as lean production, manufacturing business process re-engineering, outsourcing, team-based working, kaizen, just-in-time production, empowerment, call centers, contingent workers, virtual teams, tele-work, and the learning organization are just some of the words that have entered the lingua franca of management, denoting ways in which organizations have attempted to respond to such changes. This article outlines a systems framework for describing the ways in which work activities are structured and coordinated by organizations in response to technological, economic, and social imperatives. In doing so, it is particularly mindful of the impact that evolving work configurations have upon an organization, its members, and the broader environment within which that organization operates.

Production uncertainty as a contextual moderator of employee reactions to job design.

Publisher: No publisher found

DOI: 10.1037//0021-9010.84.3.456

The impact of autonomy and task uncertainty on team performance: A longitudinal field study

Publisher: Wiley

Date: 22-01-2010

DOI: 10.1002/JOB.657

Abstract: In this paper, we seek to account for modest and inconsistent empirical support for a positive relationship between team autonomy and team performance by proposing that team task uncertainty impacts on team performance and moderates the impact of increased autonomy. Task uncertainty is defined in terms of a team's lack of prior knowledge about which operational problems will arise when, and the best way of dealing with them. Results from a longitudinal field study of 17 wastewater treatment teams showed that higher levels of task uncertainty were initially associated with reduced performance, assessed in terms of the quality of treated effluent produced by the teams. An intervention designed to enhance team autonomy led to general improvements in team performance, though moderated by team task uncertainty. Under conditions of enhanced team autonomy, a positive relationship emerged between task uncertainty and team performance. Copyright © 2010 John Wiley & Sons, Ltd.

Another case of the Emperor's new clothes?

Publisher: Wiley

Date: 12-2004

DOI: 10.1348/0963179042596432

CerS6-Derived Sphingolipids Interact with Mff and Promote Mitochondrial Fragmentation in Obesity

Publisher: Elsevier BV

Date: 05-2019

DOI: 10.1016/J.CELL.2019.05.008

Abstract: Ectopic lipid deposition and altered mitochondrial dynamics contribute to the development of obesity and insulin resistance. However, the mechanistic link between these processes remained unclear. Here we demonstrate that the C

Reinventing Work Design Theory and Practice

Publisher: Informa UK Limited

Date: 11-1997

DOI: 10.1080/00050069708257379

Job design, opportunities for skill utilization, and intrinsic job satisfaction

Publisher: Informa UK Limited

Date: 03-2005

DOI: 10.1080/13594320444000272

Production uncertainty as a contextual moderator of employee reactions to job design

Publisher: American Psychological Association (APA)

Date: 1999

DOI: 10.1037/0021-9010.84.3.456

Abstract: A number of authors in the job design field have proposed production uncertainty, the degree to which a qualified incumbent faces unexpected problems in the course of job performance, as a possible moderator of the effectiveness of job design. However, empirical support for this view is limited and has not been explicitly recognized within mainstream job design theory. This study of production operators in a waste water treatment setting provides further empirical support for production uncertainty as a contextual variable influencing job design outcomes, demonstrating that the relationship between job control and affective outcomes (job satisfaction and intrinsic motivation) varies with the level of production uncertainty.

Work Design and Supervisory Practice: A Model

Publisher: SAGE Publications

Date: 05-1985

DOI: 10.1177/001872678503800503

Abstract: In this paper it is argued that contemporary theoretical approaches to work design and redesign neglect the role played by supervision, and that this has been an impediment to both research and practice. From an examination of the literature in the area, relevant aspects of supervisory behavior are identified and a model presented which relates job characteristics to supervisory practices. Finally, the model is discussed in the context of leadership research.

A conceptual framework and practical guide for assessing fitness-to-operate in the offshore oil and gas industry

Publisher: Elsevier BV

Date: 07-2014

DOI: 10.1016/J.AAP.2013.12.005

Abstract: The paper outlines a systemic approach to understanding and assessing safety capability in the offshore oil and gas industry. We present a conceptual framework and assessment guide for understanding fitness-to-operate (FTO) that builds a more comprehensive picture of safety capability for regulators and operators of offshore facilities. The FTO framework defines three enabling capitals that create safety capability: organizational capital, social capital, and human capital. For each type of capital we identify more specific dimensions based on current theories of safety, management, and organizational processes. The assessment guide matches specific characteristics to each element of the framework to support assessment of safety capability. The content and scope of the FTO framework enable a more comprehensive coverage of factors that influence short-term and long-term safety outcomes.

MANAGING EMPLOYEE ASSISTANCE PROGRAMMES

Publisher: Emerald

Date: 1991

DOI: 10.1108/EUM0000000002855

Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance

Publisher: SAGE Publications

Date: 04-02-2013

DOI: 10.1177/0018726712464076

Abstract: Organizational communities of practice (OCoPs) are used increasingly to capitalize on valuable distributed knowledge and to fully engage the innovation potential of employees. OCoPs have become increasingly global in their reach, relying of necessity on virtual forms of interaction to engage the participation and expertise of a global workforce. An unanswered question is whether the performance of such global OCoPs may be predicted to benefit or suffer owing to their nationality ersity. Using data from over 200 members of 30 global OCoPs in a Fortune 100 US-based multinational mining and minerals processing firm, we found that nationality ersity was curvilinearly (U-shaped) related to community performance. We also found that the curvilinear relationship was moderated by psychological safety and the extent of rich communication media use. Specifically, the arc relating nationality ersity and performance became more positive at the higher end, and less negative at the lower end, to the extent that communities reported higher psychological safety and richer communication media use.

Managing a new collaborative entity in business organizations: Understanding organizational communities of practice effectiveness.

Publisher: American Psychological Association (APA)

Date: 11-2011

DOI: 10.1037/A0024198

Abstract: Companies worldwide are turning to organizational communities of practice (OCoPs) as vehicles to generate learning and enhance organizational performance. OCoPs are defined as groups of employees who share a concern, a set of problems, or a passion about a topic and who strengthen their knowledge and expertise by interacting on a consistent basis. To date, OCoP research has drawn almost exclusively from the community of practice (CoP) literature, even though the organizational form of CoPs shares attributes of traditional CoPs and of organizational teams. Drawing on Lave and Wenger's (1991) original theory of legitimate peripheral participation, we integrate theory and research from CoPs and organizational teams to develop and empirically examine a model of OCoP effectiveness that includes constructs such as leadership, empowerment, the structure of tasks, and OCoP relevance to organizational effectiveness. Using data from 32 OCoPs in a U.S.-based multinational mining and minerals processing firm, we found that external community leaders play an important role in enhancing OCoP empowerment, particularly to the extent that task interdependence is high. Empowerment, in turn, was positively related to OCoP effectiveness. We also found that OCoPs designated as "core" by the organization (e.g., working on critical issues) were more effective than those that were noncore. Task interdependence also was positively related to OCoP effectiveness. We provide scholars and practitioners with insights on how to effectively manage OCoPs in today's organizations.

Investigating Retesting Effects in a Personnel Selection Context

Publisher: Wiley

Date: 13-05-2011

DOI: 10.1111/J.1468-2389.2011.00549.X

Curtin industrial safety trial: Methods and safe practice and housekeeping outcomes

Publisher: Elsevier BV

Date: 12-1996

DOI: 10.1016/S0925-7535(96)00078-1

Autonomous work groups in a greenfield site: A comparative study

Publisher: Wiley

Date: 12-1983

DOI: 10.1111/J.2044-8325.1983.TB00134.X

The Operational Impact of Organizational Communities of Practice

Publisher: SAGE Publications

Date: 04-08-2014

DOI: 10.1177/0149206314545087

Abstract: Organizations are increasingly making use of communities of practice (CoPs) as a way of leveraging the dispersed knowledge and expertise of their employees. One important way in which CoPs are predicted to benefit organizations is by facilitating the transfer of best practices. In this study, we examined the impact of the introduction of global CoPs on changes made to operational procedures in three refineries operated by a multinational company over a period of more than 5 years. We used a Bayesian change point detection model to assess the probability that changes in the rate of adoption of new and revised operational procedures occurred following the introduction of CoPs. The results confirmed our predictions, providing support for the idea that CoPs benefit organizations by contributing to the development of better operational routines and demonstrating the utility of Bayesian techniques for assessing the impact of complex organizational change.

Empowerment, Performance, and Operational Uncertainty: A Theoretical Integration

Publisher: Wiley

Date: 2002

DOI: 10.1111/1464-0597.00083

Soaking It Up: Absorptive Capacity in Interorganizational New Product Development Teams

Publisher: Wiley

Date: 13-09-2015

DOI: 10.1111/JPIM.12295

Trust, individualism and job characteristics as predictors of employee preference for teamwork

Publisher: Informa UK Limited

Date: 02-2003

DOI: 10.1080/09585190210158538

Managing Employee Assistance Programmes

Publisher: Emerald

Date: 1990

DOI: 10.1108/EUM0000000001020

Abstract: An in‐depth, qualitative study of managers and accountants in a large Australian metropolitan banking organisation investigated the problems experienced by those responsible for the implementation of their organisation′s Employee Assistance Programme (EAP) guidelines. Two major elements were found to work against the EAP′s comfortable integration, and hence its utilisation, in the organisation. These related to the supervisor′s role in the diagnosis of alcohol‐related poor performance and the early intervention objective of the EAP. Findings are discussed in relation to their implications for successful implementation of EAPs, notably the need for the tailoring of EAP guidelines to make them compatible with existing organisational systems (e.g. formal and informal performance appraisal procedures) as well as with managerial practices normal to the organisation′s culture.

Team Work

Publisher: Wiley

Date: 2002

DOI: 10.1002/9780470713365.CH6

Multi-skilling: A discussion of proposed benefits of new approaches to labour flexibility within enterpris

Publisher: Emerald

Date: 03-1989

DOI: 10.1108/EUM0000000000772

Abstract: Using current Australian experience as a reference point, the costs and benefits of multi‐skilling are critically analysed. First, an attempt is made to identify key organisational elements involved in programmes of multi‐skilling at enterprise level. Secondly, some of the proposed benefits and possible costs associated with such developments are identified and discussed. Finally, some suggestions for future research and practice in the area are raised.

Curtin University

Location: Australia

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University Of Sheffield

Location: United Kingdom of Great Britain and Northern Ireland

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Linkage Projects - Grant ID: LP0882078

Start Date: 2008

End Date: 12-2014

Amount: $78,648.00

Funder: Australian Research Council

Linkage Projects - Grant ID: LP0991809

Start Date: 09-2009

End Date: 12-2014

Amount: $232,422.00

Funder: Australian Research Council

Linkage Projects - Grant ID: LP110201117

Start Date: 12-2011

End Date: 12-2016

Amount: $121,464.00

Funder: Australian Research Council

Linkage Projects - Grant ID: LP0668271

Start Date: 03-2006

End Date: 12-2011

Amount: $91,083.00

Funder: Australian Research Council

Linkage Projects - Grant ID: LP150100417

Start Date: 08-2015

End Date: 12-2020

Amount: $589,847.00

Funder: Australian Research Council

Linkage Projects - Grant ID: LP0454352

Start Date: 03-2004

End Date: 08-2008

Amount: $150,000.00

Funder: Australian Research Council

Linkage Infrastructure, Equipment And Facilities - Grant ID: LE110100049

Start Date: 05-2011

End Date: 12-2012

Amount: $600,000.00

Funder: Australian Research Council