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Time to Proficiency Following Job Transfers
... Le terme de mobilité interne s'applique également dans les cas où les missions d'un poste sont redéfinies, redéfinition qui entraîne un changement des contours d'un rôle déjà occupé (Louis 1980, Nicholson 1984. En outre, en plus d'entraîner un changement de poste et/ou de missions, la mobilité interne peut aussi occasionner un changement de niveau (Sullivan 2009), de statut social (Tuma 1976, Nicholson 1984, de profession (Latack 1984), de lieu de travail (Pinder 1987). ...
... (Martin and Strauss 1956) "Vertical and horizontal movement of personnel through the various positions making up the organization" Gestion (Tuma 1976) "Movement of a population among social positions unfolds over time" Sociologie (Louis 1980) "Period during which an individual is either changing roles (taking on a different objective role) or changing orientation to a role already held (altering a subjective state)" Gestion (Vardi 1980) "OCM is viewed here as the actual, intraorganizational job mobility experienced by employees and as the perceptions, attitudes and behaviors related to these experiences" Gestion (Anderson 1981) "Intra-organizational mobility can be characterized as having a certain rate (number of moves in a given time period), direction (up, down, or across) and pattern 16 " Gestion (Nicholson 1984) "Work role transitions are here defined as any change in employment status and any major change in job content, including all instances of "status passages", forms of intraand interorganizational mobility and other changes in employment status" Gestion (Latack 1984) "Career transitions also occur as an ongoing feature of organizational life when an employee changes jobs within the organization. (…) The number of changes in an intraorganizational career transition could range from a change of job alone to a change of job which is accompanied by a change in one or more of the following: organizational level (up or down), function, occupation, and occupational field (e.g., from engineering to management)" Gestion (Pinder 1987) "Relatively permanent job reassignment that entails the movement of an employee within an organization from one of its operating sites to another" Gestion (Sullivan 2006) "First, although there are two types of mobility-the physical, which is the transition across boundaries and the psychological, which is the perception of the capacity to make transitions" Gestion (Ng, Sorensen et al. 2007) "patterns of intra-and inter-organizational transitions over the course of a person's work life" Psychologie (Sullivan 2009) "both physical movements, such as between levels, jobs, employers, occupations, and industries, as well as the interpretation of the individual, including his or her perceptions of career events (e.g., viewing job loss as failure vs. as an opportunity for a new beginning), career alternatives (e.g., viewing limited vs. unlimited options), and outcomes (e.g., how one defines career success)" Au travers des définitions identifiées dans la littérature, il apparaît que la mobilité interne se traduit par de multiples formes (Louis 1980, Sullivan 2006, Ng, Sorensen et al. 2007 Les mouvements verticaux, ou promotions, sont caractérisés par une progression hiérarchique au sein d'un même métier ou entre plusieurs métiers d'une organisation (Schein 1978). ...
... Comme précisé dans la partie 2 de ce chapitre, une mobilité interne peut entraîner un changement de poste, de missions (mobilité latérale) (Latack 1984, Ng, Sorensen et al. 2007), de niveau (mobilité verticale ou descendante) (Latack 1984, Sullivan 2009), de statut social (Tuma 1976, Nicholson 1984, de profession (Latack 1984), de département au sein de l'entreprise (Eby and Dematteo 2000), de lieu géographique (Pinder 1987, Cerdin and Pargneux 2009. ...
Les changements environnementaux de ces trente dernières années, impliquant un dynamisme et une flexibilité accrue des organisations et des individus, ont conduit à faire évoluer la notion de mobilité interne. Autant la littérature que le discours des entreprises partent du postulat que les nouvelles formes et enjeux de mobilité sont mutuellement profitables aux entreprises et aux individus. Cette thèse vient questionner ce postulat, en prenant le cas de l’ingénierie,dans lequel ces nouvelles exigences de flexibilité posent des problèmes spécifiques en lien avec les caractéristiques contextuelles et structurelles de ce secteur. Elle amène à s’interroger sur le régime de mobilité qui serait soutenable dans un environnement d’ingénierie.Cette recherche prend place au sein d’une direction de l’ingénierie d’un constructeur automobile français et questionne la volonté de l’entreprise de déployer une nouvelle politique de mobilité. Dans un premier temps,la thèse caractérise et discute l’intention d’évolution du nouveau régime de mobilitéinterne. Puis, elle observe la mise en oeuvre de quatre évolutions liées à la gestion des mobilités, portant sur l’introduction de nouvelles formes de mobilité, de nouveaux acteurs et processus. La thèse vient ensuite questionner la cohérence entre ces evolutions et les attentes des individus en termes dedéveloppement de carrière, puis s’interroge sur la pertinence et la faisabilité de cette évolution du point de vue de la contingence vis-à-vis de l’activité et du contexte. Enfin, elle propose un outil d’accompagnement des mobilités à destination des managers.
... Table 3 indicates the conceptualizations of the experience construct from extant literature. For instance, in explaining the experience construct, some researchers (Fiedler (1970), Pinder andSchroeder (1987), McCall et al. (1988), Quinones et al. (1995), Tesluk and Jacobs (1998), ASME (2010), Manu et al. (2019b), as indicated in Table 3, suggest or emphasize the element of task. A task is the object of experience. ...
... Such information or knowledge, arising from the endeavor in a given environment, either confirm or invalidate prior information or knowledge about a phenomenon, thereby enhancing the understanding of an individual about a phenomenon. In that sense, as indicated in Table 3, some researchers (Fiedler, 1970; American Society of Mechanical Engineers (ASME) (2010) Involvement/participation in a given subject; actual observation or practical acquaintance with facts or events, with knowledge and/or skills resulting from this Manu et al. (2019b) A valuable understanding of a particular working environment or organizational context Hunt and Wallace (1997) Ways in which people make sense of situations they encounter in their daily lives and especially in workplace settings Marsick and Watkins (1990) The amount of time spent on or number of times a task has been performed Quinones et al. (1995) Job-relevant knowledge gained over time Fiedler (1970), McCall et al. (1988 The degree of similarity between a person's previous job and current job Pinder and Schroeder (1987) Job-related knowledge, skills and attitude an individual has accumulated over the course of his/her career Tesluk and Jacobs (1998) McCall et al., 1988;Tesluk and Jacobs, 1998;Manu et al., 2019b) indicate the element of information or knowledge in understanding experience. ...
... Again, the ability of an individual to overcome contextual disparities (Pratzner, 1985;Blunden, 1996) and to demonstrate flexibility in different contexts (Wood, 1989) is a critical justification for experience in respect of work performance. Hence, in construing the experience construct, some researchers (Marsick and Watkins (1990), Pinder and Schroeder (1987), Hunt and Wallace (1997) suggest the element of perceptual or cognitive flexibility. ...
Purpose
The prevention through design (PtD) initiative places a duty on designers to originate designs that are inherently safe for construction, maintenance, occupation and demolition. In the UK, legislation has been introduced creating a new statutory role called the principal designer (PD) to ensure that PtD occurs during the design process. To realize this objective, PDs under the regulations must have appropriate skills, knowledge and experience (SKE) of occupational safety and health risks as they relate to construction products. However, there is a paucity of knowledge, in the extant literature and in practice, regarding what specifically constitutes PDs’ SKE of PtD and how to measure the same.
Design/methodology/approach
The study undertook a systematic review of meanings of SKE and carried out content analyses to provide robust conceptualizations of the constructs SKE. This underpinned the development of nomological networks to operationalize the constructs SKE in respect of PDs’ ability to ensure PtD.
Findings
PDs’ SKE of PtD are presented as multidimensional constructs that can be operationalized at different levels of specificity in three theoretical models.
Practical implications
The models indicated in this study can assist project clients to clarify the PtD SKE of prospective PDs in the procurement process. Correspondingly, PDs can look to these frameworks to identify their SKE gaps and take steps to address them.
Originality/value
This study contributes to the PtD literature by providing theoretical frameworks to clarify the PtD SKE of PDs. The study provides a basis for future research to empirically test the attributes of these as they relate to PDs’ competence to ensure PtD.
... La clarté du rôle favorise l'adaptation d'un salarié transféré dans la mesure où il prendra plus rapidement connaissance des exigences de son nouveau poste. Les recherches sur les transferts nationaux (Dawis et Lofquist, 1984;Pinder et Schroeder, 1987) et internationaux montrent que la clarté du rôle réduit l'incertitude associée à la nouvelle situation de travail. Aryee et Stone (1996), Black (1988), Black et Gregersen (1991), Cerdin (1999), trouvent une relation positive entre la clarté dans le rôle et l'adaptation au travail. ...
... Au cours de ses travaux sur les transitions de carrières, Schein (1971) a mis en exergue l'importance capitale, pour la progression de la carrière d'un individu, de la séquence de ses mouvements à travers la structure de l'organisation. Pinder et Schroeder (1987) ont trouvé, en étudiant la mobilité géographique de cadres canadiens, que le temps d'adaptation auto-estimé des transférés était corrélé avec le changement de fonction, mais pas avec le changement hiérarchique. Cette récompense serait plutôt un facteur extrinsèque qui, comme les facteurs d'hygiène de Herzberg (1966), n'apporterait qu'une satisfaction temporaire sans modifier profondément le comportement et la motivation. ...
... Le soutien social est une "contribution physique, émotionnelle ou symbolique apportée aux individus, augmentant leurs capacités nettes à faire face au changement" (Walter et Marks 1981). Le soutien interpersonnel aide le nouvel employé dans un poste à surmonter l'incertitude et facilite son intégration (Brett, 1984;Pinder et Schroeder, 1987). Le soutien du supérieur et des collègues sont les variables les plus citées dans la littérature sur les transferts (Aryee et Stone, 1996). ...
Cette recherche empirique examine l’impact du pays d’origine sur l’adaptation au travail et ses antécédents. L’approche est quantitative. Le modèle de recherche intègre les facteurs organisationnels, individuels et contextuels classiques de l'adaptation et introduit le pays d’origine de l'expatrié comme variable modératrice. L’échantillon est composé de 224 cadres expatriés en Inde : 56 Français, 53 Allemands, 60 Coréens et 57 Scandinaves ont rempli un questionnaire auto-administré. La méthode d’analyse est basée sur des régressions hiérarchiques descendantes avec variable modératrice. Les résultats montrent que le pays d’origine a un effet direct sur l’adaptation au travail et un effet modérateur sur le pouvoir explicatif de ses antécédents. Les implications théoriques et manageriales des résultats de cette recherche sont discutées.
... La clarté du rôle favorise l'adaptation d'un salarié transféré dans la mesure où il prendra plus rapidement connaissance des exigences de son nouveau poste. Les recherches sur les transferts nationaux (Dawis et Lofquist, 1984;Pinder et Schroeder, 1987) et internationaux montrent que la clarté du rôle réduit l'incertitude associée à la nouvelle situation de travail. Aryee et Stone (1996), Black (1988), Black et Gregersen (1991), Cerdin (1999), trouvent une relation positive entre la clarté dans le rôle et l'adaptation au travail. ...
... Au cours de ses travaux sur les transitions de carrières, Schein (1971) a mis en exergue l'importance capitale, pour la progression de la carrière d'un individu, de la séquence de ses mouvements à travers la structure de l'organisation. Pinder et Schroeder (1987) ont trouvé, en étudiant la mobilité géographique de cadres canadiens, que le temps d'adaptation auto-estimé des transférés était corrélé avec le changement de fonction, mais pas avec le changement hiérarchique. Cette récompense serait plutôt un facteur extrinsèque qui, comme les facteurs d'hygiène de Herzberg (1966), n'apporterait qu'une satisfaction temporaire sans modifier profondément le comportement et la motivation. ...
... Le soutien social est une "contribution physique, émotionnelle ou symbolique apportée aux individus, augmentant leurs capacités nettes à faire face au changement" (Walter et Marks 1981). Le soutien interpersonnel aide le nouvel employé dans un poste à surmonter l'incertitude et facilite son intégration (Brett, 1984;Pinder et Schroeder, 1987). Le soutien du supérieur et des collègues sont les variables les plus citées dans la littérature sur les transferts (Aryee et Stone, 1996). ...
Cette recherche empirique examine l’impact du pays d’origine sur l’adaptation au travail et ses antécédents. L’approche est quantitative. Le modèle de recherche intègre les facteurs organisationnels, individuels et contextuels classiques de l'adaptation et introduit le pays d’origine de l'expatrié comme variable modératrice. L’échantillon est composé de 224 cadres expatriés en Inde : 56 Français, 53 Allemands, 60 Coréens et 57 Scandinaves ont rempli un questionnaire auto-administré. La méthode d’analyse est basée sur des régressions hiérarchiques descendantes avec variable modératrice. Les résultats montrent que le pays d’origine a un effet direct sur l’adaptation au travail et un effet modérateur sur le pouvoir explicatif de ses antécédents. Les implications théoriques et manageriales des résultats de cette recherche sont discutées.
... La plupart d'entre elles analysent surtout les attitudes au travail (satisfaction, climat, implication). Pinder et Schroeder (1987) insistent sur l'intérêt aussi bien pratique que théorique du concept de temps d'adaptation à un poste . Le temps qu'un salarié requiert pour devenir compétent après un changement de poste est très important, aussi bien pour l'employeur que pour le salarié. ...
... ________________________________________________________________________________________ Au cours de ses travaux sur les transitions de carrières, Schein (1971) a mis en exergue l'importance capitale, pour la progression de la carrière d'un individu, de la séquence de ses mouvements à travers la structure de l'organisation (c'est à dire via les niveaux hiérarchiques, les différents services, et les autres frontières internes à l'organisation). Pinder et Schroeder (1987) ont trouvé, en étudiant la mobilité géographique de cadres canadiens, que le temps d'adaptation auto-estimé des transférés était corrélé avec le changement de fonction, mais pas avec le changement hiérarchique. Cette récompense serait plutôt un facteur extrinsèque qui, comme les facteurs d'hygiène de Herzberg (1966), n'apporterait qu'une satisfaction temporaire sans modifier profondément le comportement et la motivation. ...
... "Ce qui est perçu comme réel par la personne est réel dans ses conséquences". Pinder et Schroeder (1987) La clarté du rôle. ...
... La plupart d'entre elles analysent surtout les attitudes au travail (satisfaction, climat, implication). Pinder et Schroeder (1987) insistent sur l'intérêt aussi bien pratique que théorique du concept de temps d'adaptation à un poste . Le temps qu'un salarié requiert pour devenir compétent après un changement de poste est très important, aussi bien pour l'employeur que pour le salarié. ...
... Au cours de ses travaux sur les transitions de carrières, Schein (1971) a mis en exergue l'importance capitale, pour la progression de la carrière d'un individu, de la séquence de ses mouvements à travers la structure de l'organisation (c'est à dire via les niveaux hiérarchiques, les différents services, et les autres frontières internes à l'organisation). Pinder et Schroeder (1987) ont trouvé, en étudiant la mobilité géographique de cadres canadiens, que le temps d'adaptation auto-estimé des transférés était corrélé avec le changement de fonction, mais pas avec le changement hiérarchique. Cette récompense serait plutôt un facteur extrinsèque qui, comme les facteurs d'hygiène de Herzberg (1966), n'apporterait qu'une satisfaction temporaire sans modifier profondément le comportement et la motivation. ...
... "Ce qui est perçu comme réel par la personne est réel dans ses conséquences". Pinder et Schroeder (1987) ...
... The first group of studies focus on the adjustment phase and the stress experienced after the transition ("stress-coping perspective"; Feldman & Ng, 2007;Munton & West, 1995;Pinder & Schroeder, 1987;West et al., 1987;West & Rushton, 1989). They argue that because transitions imply change and uncertainty, they induce stress and require some form of adjustment (Armstrong-Stassen, 2003;Moyle & Parkes, 1999;Nicholson, 1984;Pinder & Schroeder, 1987;Schlossberg, 1981). ...
... The first group of studies focus on the adjustment phase and the stress experienced after the transition ("stress-coping perspective"; Feldman & Ng, 2007;Munton & West, 1995;Pinder & Schroeder, 1987;West et al., 1987;West & Rushton, 1989). They argue that because transitions imply change and uncertainty, they induce stress and require some form of adjustment (Armstrong-Stassen, 2003;Moyle & Parkes, 1999;Nicholson, 1984;Pinder & Schroeder, 1987;Schlossberg, 1981). These studies found, among others, that transition demands, such as transition magnitude and high pace of work, may lengthen the time to proficiency and increase the transition stress (Moyle & Parkes, 1999;Pinder & Schroeder, 1987), whereas transition resources, such as social support and job control, help people to get through the adjustment phase (Brett, Stroh, & Reilly, 1992;Moyle & Parkes, 1999;West et al., 1987). ...
... They argue that because transitions imply change and uncertainty, they induce stress and require some form of adjustment (Armstrong-Stassen, 2003;Moyle & Parkes, 1999;Nicholson, 1984;Pinder & Schroeder, 1987;Schlossberg, 1981). These studies found, among others, that transition demands, such as transition magnitude and high pace of work, may lengthen the time to proficiency and increase the transition stress (Moyle & Parkes, 1999;Pinder & Schroeder, 1987), whereas transition resources, such as social support and job control, help people to get through the adjustment phase (Brett, Stroh, & Reilly, 1992;Moyle & Parkes, 1999;West et al., 1987). ...
This study examines when and why internal job transitions enhance employees’ motivation and retention. Building on the Challenge–Hindrance Framework and the Self-Determination Theory, we hypothesize that transition challenges (i.e., horizontal and vertical transition magnitude) satisfy people’s basic psychological needs and may therefore enhance motivation and retention, whereas transition hindrances (i.e., increased work–life conflict) thwart basic needs satisfaction and are accordingly likely to decrease motivation and retention. In addition, we argue that transition resources (i.e., social support and personal control) may boost the impact of transition challenges and buffer the impact of transition hindrances. Hypotheses were tested with 173 employees who recently made an internal transition. We found support for the positive impact of vertical transition magnitude and the negative impact of increased work–life conflict on motivation and retention through an impact on basic needs satisfaction. In addition, social support was found to boost the former path. No other moderation effects were found. Implications of the results are discussed.
... From the point of view of job factors, there could be found particular job factors that have the potential to facilitate work adjustment. Role clarity is, for example, important for an expatriate as the existing research indicates that it reduces the amount of uncertainty connected to the work situation (Black, 1998;Nicholson, 1984;Pinder and Schroeder, 1987); therefore, it facilitates adjustment at work (Nicholson, 1984). Karasek (1979) and Kahn et al. (1964) argue that role flexibility, another job factor, makes the transition easier as it enables expatriates to make the role more controllable, predictable, and familiar. ...
... Some job related factors were also found to inhibit an expatriate's adjustment. These include role novelty (Burr 1972;George 1980;Minkler and Biller 1979;Pinder and Schroeder, 1987) which could be defined as the difference between previous role and new role, role ambiguity (Harvey 1982;Pinder and Schroeder, 1987), role conflict (Kahn et al., 1964), the amount of ambiguity (Thomas, 1998) and role overload (Kahn et al., 1964;Karasek, 1979;. Interestingly, although the influence of job factors mainly affect the expatriate work adjustment in the foreign assignment, there were also found some spillover effects of job factors on other facets of adjustment (Thomas, 1998). ...
... Some job related factors were also found to inhibit an expatriate's adjustment. These include role novelty (Burr 1972;George 1980;Minkler and Biller 1979;Pinder and Schroeder, 1987) which could be defined as the difference between previous role and new role, role ambiguity (Harvey 1982;Pinder and Schroeder, 1987), role conflict (Kahn et al., 1964), the amount of ambiguity (Thomas, 1998) and role overload (Kahn et al., 1964;Karasek, 1979;. Interestingly, although the influence of job factors mainly affect the expatriate work adjustment in the foreign assignment, there were also found some spillover effects of job factors on other facets of adjustment (Thomas, 1998). ...
... Time to proficiency was defined by Pinder and Schroeder (1987) as the period it takes an employee in a new job to reach an acceptable performance level. The time expatriates take to become proficient may have several important implications both for themselves and for their organizations. ...
... Expatriates' time to proficiency can also be an important issue for the organization since new employees typically will not be able to achieve to their full potential during a period of settling in. Therefore, it would be in the interest of both the expatriate and the employing organization to keep time to proficiency as short as possible (Pinder and Schroeder, 1987). ...
... Time to proficiency was measured by four items from Pinder and Schroeder (1987). On two of the items, respondents reported on a five-point scale how quickly they became proficient/ comfortable in their new job after relocating, sample item: 'Overall, how quickly do you feel you became proficient at your new job (starting from the day you arrived in the host location)?' ...
Despite the apparent increasing internationalization of the academic world, research on expatriate academics has remained negligible compared to the literature on business expatriates, which has increased rapidly in recent years. This is regrettable, since it is not obvious to what extent research findings regarding business expatriates also are applicable to expatriate academics. To examine cognitive and affective reasons to expatriate and work adjustment, a questionnaire was directed electronically towards expatriate academics from 60 countries employed in 35 universities in 5 northern European countries. Results indicated that one of the affective reasons to expatriate, refugee reasons (life change/escape), has a clear negative influence on both job adjustment and time to proficiency. However, none of the other studied reasons for expatriate academics to go abroad had any association with their subsequent adjustment to work. Hence, explorer reasons (adventure/travel), architect reasons (careers) or mercenary reasons (financial incentives) do not seem to have any effect on how well expatriate academics adjust to their work abroad. Implications of these findings are discussed in detail.
... Organizational social support on arrival, on the other hand, includes providing on-site or country training as well as acting as a mentor or supervisor. Social support from coworkers and possibly superiors in the novel environment that would provide an expatriate with information relating to the description of acceptable, less acceptable, or unacceptable behaviors in the new organizational setting could reduce the uncertainty caused by organizational culture novelty [32]. ...
... By pre-departure training or briefing, intern students will be well-informed about a general understanding of the destination country, such as climate, dialect, and other useful information required at their internship site [48]. The sending organization must also provide information about intern student roles at internship site [32,49] to ease the transition by allowing interns to make the role more controllable, predictable, familiar, and leading to realistic expectations [29]. ...
The purpose of this study is to evaluate internship programs in Japan held by Japanese departments at universities in Indonesia as an implementation of the Indonesian Ministry of Education and Culture's policy on independent study on campuses in 2020, examining the students’ culture shock level and the difficulties they encountered during the internship program. This study used a mixed-methods approach with case studies. We used quantitative data to measure the students’ culture shock level, and qualitative data to uncover the difficulties they encountered. Data were collected through a questionnaire, and a semi-structured interview with 100 intern students took place. This research found that Indonesian intern students’ culture shock was at a moderate level and encountered difficulties due to language, job performance, Japanese work culture, negative local attitude toward intern students, and the intern's personalities such as low adaptability and lack of confidence. This study also found that all of the students at each level of culture shock faced difficulties in performing jobs because of their low Japanese ability and work culture differences, but student personalities and locals’s responses are the determinants of the student’s culture shock level. The implications of this study highlight the need for an evaluation of Japanese language and culture learning curricula and methods in Indonesia.
... The causes for it include work identity conflicts and the loss of both power and rewards at the employee's end (Beer, 1987;Dent & Goldberg, 1999;Saksvit et al., 2007;Parent, 2010;Karaxha, 2019). In addition, the literature has identified several factors that influence workers' resistance to change: 1) previous personal experiences of change (Martin, 1995), with those who have previously experienced organisational change responding better to it (Pinder & Schroeder, 1987;Parent, 2010); 2) age, with older employees reacting with greater resistance to change (Fossum et al., 1986;Heinrich, 2004), due in part to a lack of management strategies to adapt to their needs (Sterns & Miklos, 1995;Warr & Fay, 2001); and 3) lack of accurate knowledge and leadership orientation (Fossum et al., 1986;Pinder & Schroeder, 1987;Schweiger & DeNisi, 1991;Hultman, 2003;Lunenburg, 2010). In this sense, employees who have clarity about their role and are supported by their managers have fewer problems adapting to change (Klein, 1976;Dent & Goldberg, 1999;Kohler et al., 2006). ...
... The causes for it include work identity conflicts and the loss of both power and rewards at the employee's end (Beer, 1987;Dent & Goldberg, 1999;Saksvit et al., 2007;Parent, 2010;Karaxha, 2019). In addition, the literature has identified several factors that influence workers' resistance to change: 1) previous personal experiences of change (Martin, 1995), with those who have previously experienced organisational change responding better to it (Pinder & Schroeder, 1987;Parent, 2010); 2) age, with older employees reacting with greater resistance to change (Fossum et al., 1986;Heinrich, 2004), due in part to a lack of management strategies to adapt to their needs (Sterns & Miklos, 1995;Warr & Fay, 2001); and 3) lack of accurate knowledge and leadership orientation (Fossum et al., 1986;Pinder & Schroeder, 1987;Schweiger & DeNisi, 1991;Hultman, 2003;Lunenburg, 2010). In this sense, employees who have clarity about their role and are supported by their managers have fewer problems adapting to change (Klein, 1976;Dent & Goldberg, 1999;Kohler et al., 2006). ...
Platformisation has greatly affected the operations of the media industry, forcing media corporations to undergo major changes. Under such circumstances, public service media (PSM) corporations have found themselves engaged in a process of rethinking their economics, structures and ways of working. However, the latter is rarely established without resistance. Through 60 in-depth interviews with Spanish PSM managers, this study analyses how resistance to change operates in the ongoing platformisation process. The results confirm the existence of a problem of obsolescence in Spanish PSM, which is motivated by four elements: legislation, financial means, technological capacity, and workforce. Furthermore, three possible strategies to address this challenge are identified: communication, training, and renewal of professional profiles.
... Further, a manager who remains but is transferred also is positioned to help former subordinates find future promotions in the organization (Baek et al., 2021). Thus, a transfer can shape favorable expectations about achieving one's career goals (Pinder & Schroeder, 1987). Employees may misunderstand formal policies about internal advancement (Gerhart et al., 2000), making the visibility of relevant practices more impactful (Bowen & Ostroff, 2004). ...
... Employees may misunderstand formal policies about internal advancement (Gerhart et al., 2000), making the visibility of relevant practices more impactful (Bowen & Ostroff, 2004). A managerial transfer demonstrates vividly that the organization provides opportunities (Pinder & Schroeder, 1987). Thus, although transfers will be disruptive and perceived by many employees as challenging, a manager transfer, compared to a manager voluntarily leaving, should lead to more positive appraisals of one's own future and the organization's future, thus strengthening organizational attachment. ...
This work provides a theoretical explanation for the mechanisms that can drive collective turnover in response to a unit-level shock by applying event systems theory to collective turnover. Specifically, we recognize the importance of modeling a disruption phase following a shock, the social mechanisms that influence the collective turnover response, and boundary conditions on the impact of the shock on the collective turnover response. We examine collective turnover following 239 general manager departures in a large U.S. retailer from 2012 to 2014 to observe how a unit-relevant shock affects the collective turnover response across time. In doing so, we identify and explain a potential delay before the disruption phase and the cumulative abnormal voluntary turnover that occurs in the disruption phase following a unit-level shock. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
... Enfin, la nouveauté du rôle semble jouer moins d'importance (Bhaskar-Shrinivas et al., 2005). Pinder et Schroeder (1987) ont trouvé, en étudiant la mobilité géographique de cadres canadiens, que le temps d'adaptation auto-estimé des transférés était corrélé avec le changement de fonction, mais pas avec le changement hiérarchique. ...
... Le soutien social est une « contribution physique, émotionnelle ou symbolique apportée aux individus, augmentant leurs capacités nettes à faire face au changement 13 » (Walter et Marks, 1981). Le soutien interpersonnel aide le nouvel employé dans un poste à surmonter l'incertitude et facilite son intégration (Brett, 1984;Pinder et Schroeder, 1987). Le soutien du supérieur et celui des collègues sont les variables les plus citées dans la littérature sur les transferts (Aryee et Stone, 1996). ...
Les recherches de référence sur la socialisation organisationnelle ont été présentées dans le chapitre VII. Les ouvertures offertes par une approche cognitive et identitaire ainsi que par la perspective interactionniste ont été développées dans le chapitre VIII. Ce chapitre s’achève par une analyse critique des pratiques de socialisation dans les organisations au vu des connaissances établies jusqu’à présent. Les limites et les pistes de recherche ont été précisées tout au long de ces chapitres. Il apparaît que l’étendue et la multiplicité des processus de socialisation rendent l’élaboration d’une théorie générale particulièrement difficile. Une manière de contourner cette difficulté est d’étudier la socialisation dans des contextes particuliers et d’en reconnaître les spécificités. Le chapitre IX fait ainsi état des travaux sur la socialisation dans le cadre du syndicat et de l’expatriation. Nous nous sommes par ailleurs intéressés à la socialisation d’un type spécifique de salariés, le personnel en contact avec la clientèle. Pour finir, une ouverture nouvelle est proposée par l’analyse d’une catégorie « d’employés partiels » de l’organisation avec le concept de socialisation organisationnelle du client.
... Much of this work begins with the premise that transition experiences are shaped by a variety of individual, situational, and role characteristics (Ashford and Taylor, 1990). In turn, variation in how individuals assume their new work roletypically involving exit from a prior work rolehas been shown to have a large impact on important transition outcomes including satisfaction in the new role, and more distal outcomes such as turnover (Pinder and Schroeder, 1987;Dawis and Lofquist, 1984). In particular, researchers have noted that a transition may be abandoned if the individual has difficulties in executing the new role, or in adopting the underlying perspective consistent with the new role, or both. ...
... In the face of role novelty, disengaging from one role and engaging in a new role may be perceived as negative and distressing, with consequences for adjustment and success in the new role. In empirical work, the magnitude of a transition has been linked to the perceived challenge of adjustment to a role change (Bruce and Scott, 1994), time to proficiency in a new role (Pinder and Schroeder, 1987), and degree of reported personal change, e.g. in attitudes or values, as a result of the transition (West et al., 1987). The concept of role novelty is particularly applicable to the study of entrepreneurial transitions because the opportunities that individuals choose to pursue can vary in the level of their difficulty: some founders build new firms based largely on skills and relationships that they already have, while others identify opportunities that require the development of new skills and social ties. ...
... The time dimension relates to the speed with which the expatriate academic achieves full adjustment to the job at the new location. Time to proficiency was defined by Pinder and Schroeder (1987) as the period it takes for an employee in a new job to reach an acceptable performance level. A long time to proficiency could be seen as a conceptualization of maladjustment, representing a lack of speed in skill acquisition in order to function as an expatriate academic. ...
... Response categories ranged from (1) "not adjusted at all" to (7) "completely adjusted", sample item: "Specific job responsibilities" (alpha=.85). Time to Proficiency was measured by four items from Pinder and Schroeder (1987). ...
While there is a growing interest in expatriate academics, their specific role as teachers with daily contact to local students seems to have been ignored when examining their adjustment and work outcomes. Here, we focus on how teacher-student relations affect expatriate academics' job performance and job satisfaction. Moreover, we study the moderating effect of intercultural job adjustment and time to proficiency. We do this because good teacher-student relations could be a useful job resource for emotional and instrumental social support for expatriate academics.
We surveyed expatriate academics adjusting to a university position in China by use of 124 responses from foreign university employees. We found that teacher-student relations had positive associations with job performance and job satisfaction. We also found that teacher-student relations increased job satisfaction more for individuals with a slow time to proficiency.
Relatively little research exists on expatriate academics and so far relations to students have not been paid much attention.
... This is often measured by the amount of difficulty experienced in the management of everyday situations and is argued to increase the individual's effectiveness (Hemmasi and Downes, 2013;Isakovic and Whitman, 2013;Ward and Kennedy, 1994). To this concept of adjustment, one can also add the time it takes for the expatriate to become proficient at the job as an important element (Pinder and Schroeder, 1987). The shorter the period is before one is fully proficient at the job, the more efficient the transition into the new job or work role (Shaffer and Harrison, 1998). ...
... Response categories ranged from (1) very unadjusted to (7) completely adjusted. Added to this, we used a four items scale by Pinder and Schroeder (1987) to measure time to proficiency (a ¼ 0.77) as another indicator of intercultural adjustment. ...
While engagement seems to have promising prospects for predicting organizational behavior in domestic organizations, few scholars have included this in cross-cultural management research. We use survey results from 640 self-initiated expatriate academics in Greater China to study the relation between work engagement and intercultural adjustment. We focus on expatriates in Greater China because in terms of economy, this is a fast-growing area and because, with regard to language and culture, this region deviates substantially from the Western countries that most expatriates there come from. This is not least in relation to age perceptions. Contrary to the dominating theoretical position, we found that the different dimensions of work engagement, namely, vigor, dedication, and absorption, have different effects on intercultural adjustment. Moreover, we found that the effect of job dedication on reducing time to proficiency was stronger for older expatriates.
... D'autres travaux mettent en lien les phénomènes de socialisation et l'apprentissage, révélant que la montée en compétences sur un nouveau poste se fait moins au travers de supports de formation formalisés et souvent détachés de la réalité, mais plus souvent au sein de communautés de pratique informelles (Brown and Duguid 1991). L'idée « d'apprentissage par la pratique » ou « sur le tas » a été reprise plus tard par des travaux sur le compagnonnage, en indiquant notamment que les compétences des « apprentis » se développent via la transmissionde savoir des pairs et le volume de formation en dehors du temps de travail, créant ainsi un sentiment de communauté fort entre les apprentis eux-mêmes, ainsi qu'entre les apprentis et les anciens (Malloch 2007 (Pinder 1987). Ils en arrivent à la conclusion que le niveau de soutien dont un nouvel arrivant bénéficie de la part de ses pairs et supérieurs sur un nouveau poste est très important dans la réduction de l'incertitude et du stress liée à sa mobilité, et vient même compenser les différences perçues entre l'ancien et le nouveau poste et le sentiment de complexification des missions qui lui sont confiées. ...
... D'une part, les résultats sont en accord avec la littérature sur l'importance de la présence d'un soutien de la part d'un acteur dédié ou d'un collectif plus large de pairs et de hiérarchiques et leur contribution à l'apprentissage du nouvel arrivant (Kram 1985a, Cerdin 2000, Chandler 2007). Il en va de même sur la nécessité d'avoir un temps de maîtrise suffisant du poste et que ce temps de maîtrise soit cohérent avec la propre estimation de l'acteur concerné du temps et du niveau de soutien qui lui sera nécessaire pour être à l'aise sur son nouveau poste (Pinder 1987). Cependant, les résultats ont révélé que le caractère cumulatif des expériences vécues au fil des mobilités avait une importance majeure dans la façon d'appréhender son nouveau poste. ...
... Enfin, la nouveauté du rôle semble jouer moins d'importance (Bhaskar-Shrinivas et al., 2005). Pinder et Schroeder (1987) ont trouvé, en étudiant la mobilité géographique de cadres canadiens, que le temps d'adaptation autoestimé des transférés était corrélé avec le changement de fonction, mais pas avec le changement hiérarchique. ...
... Le soutien social est une « contribution physique, émotionnelle ou symbolique apportée aux individus, augmentant leurs capacités nettes à faire face au changement 120 » (Walter et Marks, 1981). Le soutien interpersonnel aide le nouvel employé dans un poste à surmonter l'incertitude et facilite son intégration (Brett, 1984 ;Pinder et Schroeder, 1987). Le soutien du supérieur et celui des collègues sont les variables les plus citées dans la littérature sur les transferts (Aryee et Stone, 1996). ...
... Time to proficiency relates to the speed with which the expatriate achieves full adjustment to the new job. This was defined by Pinder and Schroeder (1987) as the period it takes for an employee in a new job to reach an acceptable performance level. A long time to proficiency could be seen as a conceptualization of maladjustment, representing a lack of speed in skill acquisition (Shaffer & Harrison, 1998). ...
... Time to proficiency was measured by four items from Pinder and Schroeder (1987). On two of the items, respondents reported on a five-point scale how quickly they became proficient/comfortable in their new job after relocating (sample item: 'Overall, how quickly do you feel you became proficient at your new job (starting from the day you arrived in the host location)?'). ...
Research on various outcomes of foreign assignments has seldom involved the specific organizational context. This study examines the acculturation of self-initiated expatriates in local and foreign-owned organizations. Based on the choice-within-constraints framework in new institutional theory, we propose that self-initiated expatriate academics in local organizations are better adjusted to general life and interaction with host country nationals than their counterparts in foreign-owned organizations. We also suggest that, due to limited available human cognitive capacity, the adjustment of expatriate academics with regard to general life and interaction in the two types of organizations has different consequences for work-related outcomes. Specifically, we hypothesize that for expatriates in foreign organizations, general adjustment is positively associated with work-related outcomes while, for expatriates in local organizations, interaction adjustment is instead positively associated with their work-related outcomes. Based on 210 self-initiated expatriate academics in China and Taiwan, our findings generally provide support for these hypothesized relationships. By demonstrating the role of organization type in expatriate adjustment we contribute to the use of social learning theory in this area) arguing that acculturation should not be perceived to occur in a vacuum. Rather the adjustment patterns of expatriates are affected by the social and institutional context.
... This concept has been labeled "time to proficiency" and is defined as the period it takes for an employee in a new job to reach an acceptable performance level. The shorter this period is, the more efficient the transition into the new job or work role (Pinder and Schroeder 1987). Obviously, the time for expatriates to become proficient after transfers may have several important implications for both them and their organizations. ...
... Time to proficiency was measured by the scale of Pinder and Schroeder (1987). On two of the items, respondents reported on a five-point scale how quickly they became proficient at/comfortable in their new job after relocating. ...
Increasing global mobility has directed attention to the self-initiated relocation of workers from one country to another. However, not all individuals are equally suited to start up a new life in another country, and self-initiated expatriates (SIEs) could be particularly vulnerable due to having no support from a home organization. Accordingly, the personality of SIEs could be even more important than that of organizational expatriates. Moreover, extant research on the relation between the "Big Five" personality traits and expatriate adjustment has been inconclusive. Hence, there could be good reasons to investigate other personality traits that may more accurately predict adjustment. In this article we focus on the effect of the personality traits' dispositional affectivity on the adjustment of 329 SIEs in Denmark. Results showed consistent beneficial associations between positive affectivity and all the studied adjustment variables, and detrimental relationships between negative affectivity and the studied dependent variables.
... Researchers can use pre-post experimental designs in conjunction with a control group to determine the effectiveness of this training to improve performance on the discovered metrics. Additionally, to assess the effectivity of the training, several measures can be used such as time to proficiency [21], retention of training [22], and transfer of training to other operational conditions [22]. ...
The training program for a Remote Ground Control Station Operator Pilot in Command (R-GCSO PIC) at NASA Langley Research Center marks a pivotal evolution in preparing operators for Beyond Visual Line of Sight (BVLOS) operations. This program, developed within the Advanced Air Mobility (AAM) project High Density Vertiplex (HDV) subproject, was crafted to bridge the gap between traditional Ground Control Station Operators (GCSO) and R-GCSO PICs, focusing on uncrewed aircraft systems (UAS). It encompassed extensive theoretical and practical training, including hands-on experience with advanced simulators and live flight operations, while ensuring a deep understanding of BVLOS complexities. The training leveraged NASA technologies like the MPATH (Measuring Performance for Autonomy Teaming with Humans) ground control station software and incorporated human factors principles to enhance operational readiness. This paper details the program's development, execution, and the critical insights gained, emphasizing the necessity of continuous adaptation in training methodologies to meet the evolving demands of UAS operations in the National Airspace System.
... Time to proficiency. The amount of time that an employee needs to become proficient in their role is important to organizations (Pinder & Schroeder, 1987). Time to proficiency reflects how soon employees become adapted to new work contexts and function at their normal level of proficiency. ...
Expatriate effectiveness has been studied extensively in the expatriate literature. Despite its popularity, the construct has not been well-defined or properly operationalized. Adopting a performance perspective, we conceptualize expatriate effectiveness in terms of task, contextual, and adaptive performance. The relative importance of each type of performance may vary across expatriate jobs and over the course of the expatriate’s tenure. We propose six operational and implementation guidelines for expatriate effectiveness measurement in the contexts of the nature of the expatriate job, the prioritized performance at each stage of adjustment, rater sources and capabilities, rater culture, frequency of evaluation, and the fit between measurement methods and criteria. We contribute to cross-cultural management research by providing a thorough description of the criterion issues in this literature, offering a conceptual framework to differentiate and integrate a variety of constructs that reflect different aspects of cross-cultural effectiveness, and calling attention to the influential role of measurement operations and implementation for the validity of research studies.
... The purpose of management mutation is to avoid saturation in work routines that are sometimes boring (Pinder & Schroeder, 1987;Huang, 1999). The mutation has a function that is so that employees can master and explore work in other fields. ...
This study is aimed at examining the impact of work mutations on work stress, as well as on employee performance. Having seen the differences in the phenomenon that occurs between female employees and male employees. The respondents were included in this study were 108 millennial employees of Dental Clinic Centre, consisting of 68 women and 40 men. The technique of data analysis used is WrapPLS. The results of the study indicate that work mutations have a negative impact on work stress, as well as work stress negatively affects performance. Work stress furthermore mediates the impact of work mutations on employee performance. It’s also found that there were differences between men and women in facing the work mutations that occurred. The employee of men is found to be calmer and not stressed in facing the work mutations that occur, while women are the opposite.
... Similarity is described as the correspondence between the characteristics of the new job and the variability of experience from prior employment (Pinder & Schroeder, 1987). ...
A special library is established to provide information resources and services which are of direct relevance to the interest and activities of the parent institution. Information services delivery in special libraries assists in providing, storing, retrieving and disseminating information to the clientele of such libraries. However, poor information service delivery appears to be rampant in special libraries especially in Nigeria nowadays. This study, therefore, investigated the influence of information resources availability and staff quality on information service delivery in libraries of French-based institutions in Lagos and Oyo States, Nigeria. In order to achieve the objectives of the study, six (6) research questions were raised, and two (2) null hypotheses formulated. The research design adopted for the study was descriptive survey design of the correlational type. Data was collected from four (4) librarians, eleven (11) library staff, and five hundred and twenty-seven (527) library users at French-based institutions in Lagos and Oyo States through questionnaire. Data analysis was done in an SPSS output format based on simple frequency count and percentages to answer the research questions 1-6 while Pearsons’ Product Moment Correlation Coefficient was used to test the null hypothesis 1 and 2. The findings of this study revealed that the main services available in libraries of French-based institutions are Current Awareness Services, Reference Services, Bibliographic Services, Audio-visual Services, and Shelf-labeling. The quality of the library staff manifest in their communication skills, information resources selection skills, ICT skills especially the use of search engines to locate and retrieve web-based information resources, and knowledge from trainings and education. Findings reveal that the main challenges of information service delivery by libraries of the French-based institutions include: Lack of Internet facilities (mean=3.26); Lack of ICT devices and tools (mean=3.13); Epileptic power supply (mean=2.95); among others. Adequate information resources coupled with quality staff were available for services delivery in the libraries while ICT devices coupled with lack of Internet facilities and epileptic power supply tend to limit the performance of library staff in terms of services delivery. It is therefore recommended among others that management of the libraries of French-based institutions should strive to make Internet facilities, ICT devices, and alternative power supply available for modern day services delivery.
... In organizational psychology, several studies started to examine the adjustment phase after (intraand interorganizational) career transitions (Latack, 1984;Nicholson, 1984). These studies mainly applied a stress-coping perspective: career transitions are often stressful because they entail uncertainty and change, disrupt patterns and routines, and may threaten people's self-concept (Armstrong-Stassen, 2003;Moyle and Parkes, 1999;Pinder and Schroeder, 1987;West et al., 1987). Organizational psychology researchers also started to examine outcomes of career transitions, such the impact on organizational commitment, satisfaction and engagement (Gesthuizen and Dagevos, 2008;Kalleberg and Mastekaasa, 2001;Verbruggen et al., 2015). ...
How individuals can be employable and make successful career transitions throughout their working life is gaining increased attention from scholars in the field of vocational and organizational psychology for several decades now. Although contemporary career literature implicitly or explicitly assumes a strong connectedness between career transitions and employability, these two concepts have their own historical development in the literature. In this paper we provide a historical account of how the research fields around both have evolved, and we highlight some key insights from seminal work. We then review the literature to explore in more detail how the relationship between career transitions and employability has been empirically studied in the vocational and organizational psychology literature so far. We end with discussing the major observations from this review and formulate pathways for future research.
... Social support. Social support was operationalized by adapting a measure created by Pinder and Schroeder (1987) to study how quickly individuals adapted to new jobs after having been transferred. Coworker support was measured by four items, including "My coworkers go out of their way to do things to make my work life easier for me." ...
Pastoral ministry is a demanding and stressful vocation, and the empirical and anecdotal literature on ministry has often emphasized this negative outlook. More recent work, however, has shifted toward a more positive emphasis on personal characteristics that might help pastors be more resilient. The present study examined the interplay of identity demands, social support, and self-regard in accounting for both positive (positive affect and life satisfaction) and negative (negative affect and burnout) outcomes. Self-compassion, which was measured using the short form of Neff’s (2003) Self-Compassion Scale (SCS-SF), was herein reconceptualized as being comprised of two types of self-regard: self-compassion and self-criticism. Regression analyses with data collected from 200 United Methodist pastors indicated that social support and self-compassion (in descending order of importance) explained a significant proportion of the variance of the positive outcome, while self-criticism, social support, demand, and gender explained the negative.
... Scholars also argue that HCNs play a perfect role of good intermediaries and as such, the unique information and resources they possess can be a source of countless support, insight and assistance to new assignees, more so than relying on information from supplementary sources (Morrison, 2000;Toh & DeNisi, 2005, 2007. Certainly, access to support from insiders can facilitate learning as well as lessen the time period needed to attain expertise in performing one's assigned duties (Pinder & Schroeder, 1987). In relation to the outlined arguments, it is evident that when expatriates are sufficiently supported, their integration into the host culture can be enhanced. ...
This study investigates host country nationals’ (HCNs) attitudes towards expatriates and their implications for willingness to co-work and offer social support. Survey data from 211 HCNs indicate that attitudes of HCNs directly influence their willingness to provide social support to expatriate employees in host subsidiaries. The results of the study also reveal that HCNs’ attitudes are positively related to the willingness of host employees to co-work with expatriates. Implications of our findings for research and practice are presented.
... Their line of argument is that any difference that exists in academic achievement of males and females cannot be directly linked to sex difference. Pinder [26] state that male and females compete favorably in science subjects. He warned that the view that males perform better than females in science is un-acceptable and has no scientific proof. ...
This study sought to determine the effect of senior secondary school students' prior knowledge of instructional objectives on their achievement in chemistry. Three research questions and three null hypotheses guided the study. The design employed was a pretest posttest experimental design. The population was four thousand six hundred and ninety-three (4393) SS2 students who were offering chemistry in all the secondary schools in Awgu Educational Zone. Chemistry achievement test (CAT) developed by the researcher was used to collect relevant data from a sample of 184 senior sec. students selected from single sex schools in Awgu Educational Zone. The CAT was face and content validated by experts in educational measurement and evaluation and chemistry education. Reliability coefficient of 0.80 was obtained for CAT using Kuder Richardson formula-20. Mean and standard deviation scores were used to test the three null hypotheses at an alpha level of 0.05. the study revealed that students taught with prior knowledge of instructional objectives (experimental group or Wipkoiob) achieved better results than students taught without prior knowledge of instructional objective (control group or Wopkoiob) and males achieved better than the females. There is no significant interaction of gender and strategy on students' chemistry mean achievement. The researcher therefore recommended that chemistry teachers in Nigeria should present instructional objectives in their lesson plans to their students ahead of instruction.
... 12 The complexities and uncertainties involved in culturally novel foreign assignments can promote resistance from workers, and more time is required for proficiency. 3,13 This paper contributes to the organizational behavior and HR literature in general and to the expatriate literature in particular in several avenues. ...
Background: The purpose of this study is to present a broad-brush picture based on empirical evidence on the role of hindrance stressors, motivation, and cultural novelty in expatriate adjustment. Drawing on trait activation theory, this study examines the moderating role of extraversion in enhancing cultural adjustment to achieve positive work engagement and organizational citizenship behavior (OCB) by expatriates.
Methods: We gathered data using a sample of 458 eastern expatriates with current international assignments in different countries around the world. They completed questionnaires sent to them using online platforms for expatriates.
Results: The results reveal that hindrance stressors and intrapersonal motivation significantly predict adjustment. Adjustment plays a partially mediating role in achieving OCB and expatriate work engagement. However, this work engagement is stronger when adjustment is used as a mediating factor. Surprisingly, our results provided paradox role of extraversion in predicting adjustment which was somewhat in contradiction to our hypothesized direction of moderating effect.
Conclusion: Our research puts forward strategies for international business organizations when assigning business expatriates, especially in novel cultures. Our research provides valuable information about expatriates’ context for international organizations planning for the accomplishment of their assignments in distant cultures.
... Time to proficiency was measured by four items from Pinder and Schroeder (1987). On two of the items, respondents reported on a seven-point scale how quickly they became proficient/comfortable in their new job after relocating, sample item: 'Overall, how quickly do you feel you became proficient at your new job (starting from the day you arrived in the host location)?' . ...
The purpose of this article is to assess how management level as a contextual factor interacts with personal characteristics in predicting expatriate performance. In particular, we focused on proactive personality (the individual’s disposition to change the organizational environment) and self-control (the individual’s disposition to change oneself to fit the organizational environment). Surveying 307 business expatriate managers in China, we hypothesized that in relation to work outcomes, the effect of proactive personality would be stronger for CEOs while the effect of self-control would be stronger for non-CEOs. We found both proactive personality and self-control to have favorable effects on our performance indicators: job performance, effectiveness, and time to proficiency. In line with our prediction, we also found the effect of proactive personality on job performance to be stronger for CEO expatriates while the effect of self-control on performance was stronger for non-CEO expatriate managers.
... Also, performance expectations raised by job changers' new supervisors and subordinates can be particularly demanding when moving to a different area (Feldman & Brett, 1983). Pinder and Schroeder (1987) have also shown that the time required to become proficient in the new job is longer when moving to a different area. Hence, we expect that rotating between different areas of expertise (in our case between job families) causes a weaker positive effect on performance than a rotation within the same job family. ...
Job rotation, i.e. a lateral transfer of an employee between jobs within a company, is frequently used as a means to develop employees, learn about their abilities as well as to motivate them. We investigate the determinants and performance effects of job rotation empirically by analyzing a large panel data-set covering the German banking and financial services sector. In particular, we study (i) how prior individual performance affects the propensity to rotate and (ii) how performance changes after the rotation. We find that while both, low- and high-performers rotate, lateral moves are more frequent among low performers. However, those having been rotated between jobs achieve a higher performance in subsequent years as compared to other non-rotating employees in a comparable position. Interestingly, this effect is driven by high performers, whereas for low performers, we find no significant relationship between job rotation and future performance. The results thus suggest that firms should focus their job rotation programs on high performers and should not expect that low performers achieve performance gains when being rotated to a different function.
... Researchers found several factors that influence the cultural adjustment of international students. These include language differences and skills ( Klineberg and Hull, 1979), motivation for coming to study to the United States (Gardner and Lambert ,1972), general attitude toward the host country and its hosts (Norris, 2001), age and maturity of the student ( Brett and Stroh, 1995) , and length of time in the United States ( Pinder and Klaus , 1987). The most important factor, however, is social interactions within the host country (Church, 1982). ...
... Specifi c outward signs are apparent: staff have problems adjusting to new conditions and may well be disoriented and disillusioned. The following concept of collective culture shock was developed after comparing several international comparative culture studies on East Central Europe, which were undertaken in course of the 1990s (Fink and Feichtinger, 1998;Fink and Meierewert, 1999) and after studying the literature on the issues of acculturation and repatriation of individuals, on identifying appropriate persons for expatriate assignments, and on psychological adjustment of individuals to assignments abroad (Black et al., 1991;Birdseye and Hill, 1995;Brett, 1980;Dunbar, 1994;Feldman and Thomas, 1992;Fisher, 1986;Gudykunst, 1998aGudykunst, , 1998bHarvey, 1997;Jones, 1986;Louis, 1980;Parker and McEvoy, 1993;Pinder and Schroeder, 1987;Rogers and Ward, 1993;Van Maanen and Schein, 1979; and so on). We believe that the concept of collective culture shock is useful for the study of cultural issues in cross-border mergers and acquisitions where important factors, which can only marginally be infl uenced by the HQ organizations, have not as yet been explicitly conceptualized After an acquisition headquarters delegates expatriates as new managers to the acquired fi rm with the main task of gaining control over the acquisition, that is, in order to implement headquarters management knowledge in the acquired subsidiary. ...
... To date, several scholars (e.g. Feldman, 1976;Feldman, 1981;Feldman & Brett, 1983;Pinder & Schroeder, 1987), have cited the importance of the role of the supervisor in providing employees with key resources enabling them to effectively cope with job demands, thereby reducing the risk of burnout. However, although literature continues to cite the importance of supervisory behavior as a factor contributing to subordinate burnout, a cogent model detailing the role of the supervisor in the subordinate burnout process has yet to be articulated. ...
Several scholars have cited the importance of the role of the supervisor in providing employees with key resources enabling them to effectively cope with job demands, thereby reducing the risk of burnout. However, although literature continues to cite the importance of supervisory behavior as a factor contributing to subordinate burnout, a cogent model detailing the role of the supervisor in the subordinate burnout process has yet to be articulated. Understanding the role of the supervisor in the subordinate burnout process is critical because as it may help organizations develop leadership practices that reduce and eliminate burnout's prevalence in the workplace. This paper articulates and tests a model whereby subordinate role stressors mediate the supervisor to subordinate burnout relationship. Drawing from a sample of 164 dyads, results and implications are discussed.
... A myriad of individual differences have been proposed co affect a newcomer's learning and adjustment, from openness to experience (Wanberg & Kammeyer-Mueller, 2000) to conscientiousness (Colquitt & Simmering, 1998), and from selfefficacy (Saks, 1995) to desire for control (Ashford & Black, 1996). Here, I consider four major individual differences that are inherently temporal in the sense chat they speak to one's past, present, and furure.7 First, one's prior experiences, particularly work-related, are likely to facilitate learning and adjustment to the extent the experiences are relevant and transferable to the new serting8 and the lag between prior and current experiences is relatively short (Beyer & Hannah, 2002;Carr, Pearson, Vest, & Boyar, 2006;Gibson & Papa, 2000;Morrison & Brantner, 1992;Pinder & Schroeder, 1987). For exan1ple, Carr et al. (2006) found that prior occupational experience was associated with lower voluntary turnover, and chis association was mediated by pre-entry person-job fir and pre-entry value congruence with the organization. ...
Although socialization is explicitly about preparing newcomers for the future, time plays only a backstage role in most models and studies. To help move time to the front stage, six issues are discussed. First, the distinction between clock time and event time suggests that learning and adjustment are "lumpy" in that they are often prompted by a series of events. Second, the rate of learning and adjustment are strongly influenced by temporally oriented individual differences, the difficulty of transitioning from one's former role to one's current role, and various features of the work context. Third, the rate is also strongly influenced by socialization processes enacted by the organization (socialization tactics) and newcomers (proactivity). Fourth, time lags, the duration of effects, the relative stability of learning and adjustment, and evolving newcomer needs are considered. Fifth, the increasing need for "swift socialization" is recognized, along with how organizations are addressing this need. Finally, prescriptions are offered for when and how often to measure socialization dynamics.
... Both breach and violation generate dissatisfaction, leading in turn to a termination of the employment relationship. Based on previous findings, when an employee joins a new organization, s/he may experience personal or professional difficulties related to on-and off-the-job issues (Pinder & Schroeder, 1987). Following Dalton and Todor (1993), employees may prefer to move within an organization (i.e. ...
span style="font-family: Times New Roman; font-size: small;"> Empirical research supports the idea that the perception of under-fulfillment of psychological contract (i.e., breach and violation) increases the willingness to leave the employer via turnover cognitions (i.e., available alternatives and search a job). Further research indicates that employee turnover is not only restricted to the notion of an employee leaving an employer to join another employer. To go beyond this restriction, data were collected among a sample of professional employees. The results suggest that when employees feel that under-fulfillment of psychological contract occur, they may leave the organization or the current job for one another by in the same organization, but did not consider leaving the profession. Findings are discussed in light of relevant literature.
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... Job adjustment (α ¼ 0.88) was assessed by the commonly used scale developed by Black and Stephens (1989). To measure time to proficiency (α ¼ 0.77), we used the four-item scale by Pinder and Schroeder (1987). Job satisfaction (α ¼ 0.77) was assessed by a four-item, seven-point scale by West et al. (1987). ...
Purpose
– Job engagement has attracted much attention recently. However, very little research distinguishes between how the context may affect different engagement dimensions differently. Based on a theory of resource exhaustion, the purpose of this paper is to focus on a cognitively demanding work context in order to explore variations in effect of different engagement dimension and different expatriate work outcomes.
Design/methodology/approach
– The authors use survey results from 102 expatriate academics in Singapore to study the relations between job engagement and expatriate work outcomes. Contrary to most studies, the authors examine physical, emotional, and cognitive engagement separately.
Findings
– The authors found that for expatriate academics, the different dimensions of job engagement have different relationships with work outcomes such that physical engagement and emotional engagement are positively associated with various work outcomes while cognitive engagement is negatively related or not associated at all with the same work outcomes. The authors explain the variation in results by drawing on recent developments in social cognitive neuroscience.
Originality/value
– This is one of the first empirical studies to examine job engagement in an international setting and the application of a social cognitive neuroscience provides a novel perspective. An engagement theory of resource exhaustion could enhance theory building as well as facilitate the understanding of the association between job engagement and work outcomes in varying contexts.
... For example, Olson and The literature on the effect of specific job stressors on marital dysfunction is sparse. An exception which has been more extensively studied is job relocation, which is seen as placing a particular burden on family relationships (Brett, 1982;Burke, 1986;Duncan & Perucci, 1976;Munton, 1990; Pardine, P., Higgins, R., Beres, J., Szeglin, A. & Kravitz, R., 1981;Pinder, 1977;Pinder and Schroeder, 1987). ...
... Hambrick (1994) defines TMT behavioral integration as a ''meta-construct'' that describes the degree to which a group engages in mutual and collective interaction, especially in information processing and collaborative decision making. Following Hambrick's (1994) proposition that behavioral integration has three major elements: quality and quantity of information exchange, collaborative behavior, and joint decision making, we developed a seven item measure of behavioral integration that was adapted from Sividas and Dwyer's (2000) measure of communication and Pinder and Schroeder's (1987) measure of coordination. Specifically, the dimensions of information exchange quantity and quality were gauged by three items: the partner shares vital information with me; the partner provides information helpful to me; the partner provides me with adequate information. ...
Purpose
– This study seeks to identify antecedents of trust among top managers representing partners in international joint ventures (IJVs) and to show how this trust influences IJV performance.
Design/methodology/approach
– The paper proposes that the national cultural distance of the foreign partner, the business similarity of partners' organizations and behavioural integration are antecedents to trust, and that trust is a key mediator through which these antecedents affect IJV performance. Data are collected through a field survey from IJVs in Beijing and Shenzhen, PRC, and employ regression analysis to test these propositions.
Findings
– It is found that: trust across IJV factional subgroups is influenced by partners' business similarity and by the behavioural integration of top managers representing the partners from both sides; and this trust mediates the relationship between the behavioural integration of top managers in Sino‐foreign IJVs and overall venture performance. The effects of business similarity and partner national cultural distance on overall performance were not mediated by trust.
Research limitations/implications
– The sample of the study used is limited to one country only – China. Besides, the paper's measures of cultural distance and categorization of national origin of foreign partners of IJVs may be subject to criticism.
Practical implications
– First, the paper explicitly hypothesizes and tests the role of trust as a mediator of the relationships between trust antecedents and IJV performance. This is done in order to develop a more detailed understanding of how fixed partner characteristics and adjustable group processes affect IJV outcomes. Second, the study finds evidence that supports situational perspective and developmental perspective of trust development, but not the deterministic perspective. This is also consistent with some additional qualitative evidence which the authors collected through interviews. Third, the results indicate that some trust antecedents have direct effects on IJV performance, while others affect IJV performance through partner trust.
Originality/value
– The study's exploratory results offer important new information for IJV researchers and for managers of IJVs.
... 사회적 지원은 파견국에 해외주재원이 파견되었을 때 이 주재원을 도울 수 있는 현지국의 동료와 상사의 지원을 말한다 (Copeland & Griggs, 1985). Black, Mendenhall과 Oddou(1991) (Bhaskar-Shrinvas et al, 2005;Pinder & Schroeder, 1987). 이러한 맥락에서 해외주재원에 대한 조직지원이 없다면, 업무적인 변동이 있 거나 지리적 위치와 업무적인 변동이 모두 있는 해외주재원은 현지적응에 매우 큰 어려움을 겪게 될 것이다 (Cohen & Wills, 1985 (Aycan & Kanungo, 1997). ...
Training is a vital means to continuously improve service quality. Although much literature has concentrated on the relationship between on-the-job training and job outcomes, these studies are usually static and cross-sectional in research design, which fails to capture the dynamic changes of training outcomes. This study attempted to address this issue by adopting a learning and development perspective. Drawing on psychological capital theory and self-determination theory, we examined how training progress facilitates trainees’ personal growth and psychological development. Specifically, we utilized the latent growth modeling approach to examine hotel employees’ trajectory of change regarding service knowledge, self-efficacy and job satisfaction over the pre-training, mid-training, and post-training stages. By surveying full-time trainees working in three luxury hotels, we found that the mean level of employees’ service knowledge would increase over time, while this improvisation would also result in gradual enhancement of self-efficacy and job satisfaction.
Adopting an institutional perspective, we propose that home country intellectual property (IP) and employee protection institutions moderate the relationship between corporate entrepreneurship (CE) and firm performance. Examining 9642 European firms, we find that whereas internal CE is more positively correlated with firm performance in countries with less stringent IP protection and less stringent employee protection, external CE is particularly negatively correlated with firm performance in countries with less stringent IP protection and more stringent employee protection. These results provide a richer view of the relationship between CE and firm performance than the extant entrepreneurship and international businesses literatures suggest.
The recent rise in academic expatriates brings to the forefront the need for research to further explore this specific group of self-initiated expatriates. The purpose of this research is to study the relationship between cultural learning and adjustment of academic expatriates. Cultural learning of an academic expatriate is the strengthening and development of his/her cultural understanding, competence, and intelligence, whilst adjustment is the personal, social, and work adaptation leading to feelings of comfort towards the environment and better functioning. The main hypothesis is that increased cultural learning, which is manifested as cultural competence, is linked to well-adjusted academic expatriates. The dual theoretical framework is the theory of cultural learning and the model of cultural adjustment. The study was carried out amongst 103 academic expatriates in the UAE using quantitative methodology. The main conclusions are that: academic expatriates in the UAE are culturally competent and well adjusted; there is a positive relationship between cultural competence and adjustment in academic expatriates; cultural competence and adjustment increase with years of experience and age; expatriates from different cultural backgrounds to the host country adjust better and are more culturally competent.
Personal proactivity and emotional self‐regulation have been shown to be central aspects in a successful international relocation process. However, we do not know how these elements function in combination. Drawing from the proactive motivation model, we examine if and how low emotional self‐regulation, in the form of angry temperament, interacts with proactive personality in the prediction of expatriate performance outcomes. Results from regression analyses based on a sample of 531 business expatriates in East Asia confirm our proposed moderated mediation model. Thus, findings indicate that angry temperament inhibits the beneficial effects of proactive personality on time to proficiency. Moreover, results suggest that time to proficiency functions as a mediator in the relationship between proactive personality and performance. This mediation effect was found to be conditional and accordingly hinges on the level of expatriates' angry temperament. Our research implies that organizations should consider expatriates' personality and particularly assess proactive personality and angry temperament in selection processes.
Purpose
The purpose of this paper is to examine the direct impact of individual variables (cultural openness, social orientation, willingness to communicate, confidence in own technical abilities, active stress resistance, prior international experience) on expatriate time to proficiency (TTP); and the moderating effects of the home country on the relationships between these individual variables and expatriate TTP.
Design/methodology/approach
The authors use a quantitative, self-administered questionnaire to gather data from assigned expatriates from different countries in India, analysed through partial least squares.
Findings
The findings show that, first, four individual variables, i.e. social orientation, willingness to communicate, confidence in technical abilities and active stress resistance reduce expatriate TTP in the global sample. Second, the individual antecedents of expatriate TTP vary significantly across home countries.
Research limitations/implications
The results confirm the importance of individual antecedents in explaining expatriate TTP and the importance of context in the study of expatriates’ cross-cultural effectiveness. The authors also propose new, shorter measures for the individual antecedents.
Practical implications
The practical implications for HRM professionals relate mainly to selection and cross-cultural training. Expatriates may also get a better understanding of the individual and contextual variables that impact their TTP.
Originality/value
The authors show that individual antecedents interact with context, here home country, to predict expatriate TTP in an under-researched host country, India.
For public institutions such as government institutions, managing Human Resources is a key to provide a better public service. Therefore, investigating the factors which could affect the job satisfaction of the employees is needed to ensure the goal achievement. This study aims to investigate the factors related to the satisfaction level of the employees regarding the job relocation policy, a policy which is considered necessary to be implemented by Directorate General of Treasury for some reasons. A sample of 178 respondents of DG of Treasury employees utilized. Questionnaires were employed as a quantitative measurement to determine the relationship between job relocation factors and job satisfaction levels. The factors are future career enhancement, compensation and organizational support, location preference, family consideration and socio-culture problem. The findings showed that compensation and organizational supports has a salient effect on the job satisfaction level, while location preference and socio-culture statistically significant affect the job satisfaction in a moderate level. Hence, this study has significant implication on how to formulate a proper job relocation policy, especially for public institutions. Abstrak Bagi organisasi publik seperti institusi pemerintahan, mengatur Sumber Daya Manusia adalah kunci untuk mewujudkan pelayanan kepada masyarakat yang lebih baik. Oleh karena itu, menginvestigasi faktor-faktor apa saja yang dapat mempengaruhi kepuasan kerja para pegawai diperlukan untuk memastikan tercapainya tujuan organisasi yang diinginkan. Penelitian ini bertujuan untuk mengidentifikasi faktor-faktor yang dapat mempengaruhi tingkat kepuasan pegawai terkait kebijakan relokasi kerja, salah satu kebijakan dalam pengelolaan kepegawaian yang dilaksanakan oleh Direktorat Jenderal Perbendaharaan (DJPb). Sample dari 178 responden pegawai DJPb digunakan. Kuesioner digunakan sebagai alat metode pengukuran kuantitatif untuk mengukur hubungan antara faktor-faktor terkait relokasi kerja serta tingkat kepuasan pegawai. Faktor – faktor tersebut antara lain : peningkatan karir, kompensasi dan dukungan organisasi, preferensi lokasi, pertimbangan keluarga serta sosialkulutral. Hasil penelitian menunjukan bahwa kompensasi dan dukungan organisasi merupakan faktor terpenting dalam menentukan tingkat kepuasan kerja, sedangkan preferensi lokasi dan aspek sosialkultural secara statistik mempengaruhi kepuasan kerja pada tingkat yang “moderat”. Selanjutnya, penelitian ini dapat berdampak pada bagaimana memformulasikan kebijakan relokasi kerja yang tepat, terlebih lagi bagi institusi pemerintahan.
Although social network analysis has become a staple of research in organizational behavior, organizational theory, and strategic management, integration and utilization of this perspective has been much slower in the area of human resource management. We attempt to nudge the study of human resources management toward “Social Resource Management”—adding the social network perspective to research and practice. We discuss how a social network perspective informs managing employee competencies (recruitment, selection, training, and development), managing employee behaviors and attitudes (performance management, compensation, turnover, and retention), and managing employees for competitive advantage (strategic human resource management and strategic human capital). Our goals are twofold: provide a summary of existing research relevant to human resource management that employs a social network perspective and stimulate future work in social resource management. We provide guidance to ensure that work in this area does not simply apply the label of a social network perspective, but rather meaningfully integrates the two fields.
Purpose
Knowledge workers in Information Technology (IT) sector have become one of the key drivers for strategic competitiveness as they contribute towards an organization’s performance. In this context, the role of knowledge workers, who work on deputation to client side, is even more critical as they contribute directly to the revenue inflows. In this study, an attempt is made to explore their role efficacy (RE) & organizational role stress (ORS) dimensions, which have been affecting their performance and organization effectiveness. The study further explored the relationship between role efficacy and role stress dimensions. Two distinct samples were identified, one where Indian KWs working in Indian company and Indian KWs working in foreign firm, where they have been discharging client facing technical roles.
Design/methodology/approach
A primary study has been conducted choosing questionnaire survey and telephonic interviews. A questionnaire was designed in such a manner so that we can extract the required information from the respondents about various dimensions of role efficacy. This instrument was used to test the conceptual model of role efficacy. Overall 50+ responses were obtained from IT companies in each of the two selected categories.
Findings
The results have shown that role expectation conflict and role isolation are the two major dimensions contributing to role stress for the selected sample, while centrality and integration have contributed to overall role-efficacy for both the categories. Human Resource (HR) interventions were suggested to enhance their role efficacy and reduce their role stress
Originality/value
This study made an attempt to investigate the relationship between role efficacy and role stress dimensions of the knowledge workers which has not been attempted in any any previous published literature.
By means of the increasing global competition and internationalization of world markets, international expatriates assignments are more and more essential to successful worldwide development for many multinational corporations. Therefore, international expatriates are imperative to the survival of globe enterprises in the twenty-first century. Expatriates can become an important human resource to international enterprises or multinational operations. To facilitate business expatriates adjust to an overseas environment and work effectively, MNCs need to recognize the demographic factors those to affect cross-cultural adjustment. The main purpose of this study is utilizing Lee’s (2002) model to investigate the relationship among the demographic factors and cross-cultural adjustment of Taiwanese expatriates assigned to Mainland. Also, the empirical outcomes were compared between Taiwanese expatriates located in Mainland China and United States.In examining the significant degree of Taiwanese expatriates assigned to Mainland China, the instrument was a questionnaire survey conducted to this study. The variables of interest were measured using items Likert-type of questions, and those items are divided into seven categories. Data collected from 353 participants who have experience of post to Mainland China for international assignments. Descriptive statistics, ANOVA and T-test were employed to analyse data.The statistical results of this study were compared Lee’s (2002) research that associated with Taiwanese banking expatriates in United States. This thesis concludes with suggestions for both international enterprises or MNCs and individual expatriate who operate overseas journey in their normal path of business.
Purpose
– The purpose of this paper is to examine the relationship between cultural distance and cross‐cultural adjustment. The authors address four hypotheses regarding this relationship: the Cultural Distance Hypothesis; the Cultural Distance Paradox; the Null Hypothesis; and the Asymmetry Hypothesis, in an effort to reconcile the disparities found in the literature. Specifically, portions of the extant literature support a positive relationship, while others support the opposite. There is also some evidence that this relationship may vary depending on the direction of expatriate transfer. Finally, some of the research has failed to support any significant relationship between cultural distance and adjustment.
Design/methodology/approach
– Survey data were collected from 125 expatriates (117 expatriates and eight repatriates), representing 36 nationalities and on assignment in 32 different countries. Multiple regression analyses were used to regress cultural distance on both general and work‐related adjustment. Cultural distance was first operationalized as a composite of the scores on Hofstede's cultural dimensions. Subsequently, distances for each of the dimensions were entered into the regression models.
Findings
– The authors concur with the Cultural Distance Paradox that greater differences in individualism between home and host cultures facilitates work adjustment. Findings also support the Asymmetry Hypothesis that travel from individualistic societies to more collectivist ones results in greater adjustment than does travel in the opposite direction.
Practical implications
– Based on the Cultural Distance Paradox, firms may be well‐advised to direct their expatriate training efforts toward those assignments where the home and host cultures are presumably similar, as there may be a tendency to take adjustment for granted and therefore forgo cross‐cultural training. Similar efforts should be made to ease transfers to locations where the culture is more individualistic than that of the parent country.
Originality/value
– Rather than fixate on one set of findings from the literature, this study considers all four of the possible relationships between cultural distance and adjustment, as found or suggested in previous research. This comprehensive approach should advance our understanding of cultural distance as a complex construct, with a role that cannot be consistently defined across all situations. This represents a departure from the need to assign static roles to variables that may be dynamic in nature.
This paper presents a new theory of work role transitions, linking personal and organizational adjustment outcomes with the characteristics of the person, the role, and the organization. The need for theory is argued in a brief overview of the field, and a conceptual framework for analyzing modes of adjustment to transition is presented. The main body of the theory for predicting adjustment modes is set out, and the implications and predictions of the theory for changing patterns of adjustment over work histories and lifetime careers are discussed.
Investigated the relationship between job transfer mobility and well-being of 350 mobile male employees (aged 25–60 yrs), their wives, and their children. Ss, all of whom had been transferred domestically by a US corporation, were compared with 3 samples drawn from the 1977 Quality of Employment Survey, the 1978 Quality of American Life Survey, and the 1976 Mental Health Survey. Ss were assessed on variables of work, self, marriage and family life, friendships, and standard of living. The major finding, repeated across aspects of well-being, was that there were few differences between more and less mobile and stable Ss. Mobile Ss and their wives were more satisfied with their lives, families, and marriages than were stable Ss and their wives; however, mobile Ss and their wives were less satisfied with social relationships. Moving created problems for children, but there was little evidence that mobility was related to lasting social integration problems. (31 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
To improve the efficiency of selection techniques, a method is proposed in which individuals whose criterion score predictability—as measured by the difference between their standard test scores and standard criterion scores—is high, are screened first on a measure (such as an occupational inventory) that correlates with this difference, and then those so screened are further screened on the basis of their test scores. An example based on data for two samples of taxicab drivers, using a tapping and dotting test for prediction of criterion performance, and an occupational level inventory measure to identify the "predictable" individuals, is presented. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Suggests that there has been growing interest within several subfields of psychology in the schematic nature of mental representations of real-world objects and events. One simple form of schema is the "script," embodying knowledge of stereotyped event sequences. The present author traces applications of the script concept in artificial intelligence, cognitive psychology, and social psychology. Scripts are compared and contrasted with related concepts such as habits, roles, and games. The suggested theoretic function of the script concept is to unify central notions in learning, developmental, clinical, social, and cognitive psychology. The present concept, while still incompletely articulated, offers encouragement toward such a unification. Areas of accumulating empirical evidence and of needed theoretical extension of the script concept are indicated. (76 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A model of individual socialization into organizations is presented and tested. The model (a) identifies three distinct stages of socialization, (b) specifies the activities engaged in by an individual at each stage, and (c) specifies the personal and organizational contingencies that control an individual's movement through the stages. Interview and questionnaire data collected from 118 hospital employees - nurses, nurse's aides, radiology technologists, tradesmen, and accounting clerks - were used to develop, refine, and test the model. The model basically was supported by the data. Four variables are identified as possible outcomes of the socialization process: general satisfaction, mutual influence, internal work motivation, and job involvement. Two of these variables - general satisfaction and mutual influence - are empirically linked with important aspects of the socialization process, and are shown to increase steadily as individuals progress through socialization. The differences between the socialization experiences of professional, paraprofessional, and nonprofessional workers are identified and explained, and implications for the conduct of socialization programs are drawn.
Cent quatre vingt seize employes (masculins) et leur epouse faisant partie de trois succursales de grandes entreprises canadiennes repondirent par correspondance au questionnaire se rapportant a leur attitude concernant leurs experiences durant la periode de deplacement. Ce questionnaire comprenait des questions touchant sur la satisfaction personnelle de l'individu en rapport avec les plans de deplacement et les dispositions d'aide etablies par les compagnies. Des elements d'analyse identifierent quatre facteurs fondamentaux entre les attitudes des directeurs, mais seulement un facteur entre les epouses. Des analyses de regression multiples utilisant des coefficients de surete furent employees pour examiner l'importance relative de satisfaction, avec plusieurs dispositions positives pour la satisfaction complete de l'individu, par rapport au plan de deplacement d'employes de l'etablissement. Les resultats suggerent qu'en general les employes (masculins) furent moins satisfaits que leur epouse des dispositions offertes par leurs etablissements pour les habitations a long-terme et des dispositions pour le cout. Cependant, les employes (masculins) ont tendance a etre plus satisfaits que leur epouse avec les dispositions pour depenses de relocalisations a courts-delais. Les consequences des plans de deplacement d'employes dans les grandes entreprises restent encore a etre etudiees.
Having estimated a linear regression with p coefficients, one may wish to test whether m additional observations belong to the same regression. This paper presents systematically the tests involved, relates the prediction interval (for m = 1) and the analysis of covariance (for m > p) within the framework of general linear hypothesis (for any m), and extends the results to testing the equality between subsets of coefficients.
This paper presents a set of concepts about the nature of the organization, the nature of the individual, and the nature of the career-the set of events which tie the individual and the organization together. The purpose is to provide a frame of reference and a set of concepts to make it possible to think in more empirical terms about a variable like "career," yet which relate this variable both to organizational and psychological variables. Concepts such as "organizational boundaries," labile and stable "social selves," career stages and transitional processes are used to generate some hypotheses about organizational influences on the individual (socialization) and individual influences on the organization (innovation).
Growing disillusionment among new members of organizations has been traced to inadequacies in approaches to organizational entry. Current directions of research on organizational entry and their limitations are described, and a new perspective is proposed. The new perspective identifies key features of newcomers' entry experiences, including surprise, contrast, and change, and describes the sense-making processes by which individuals cope with their entry experiences. Implications for research and practice on organizational entry are drawn.
- Jones G. R.
- Schwab D. P.