Suchergebnisse

PurposeThe paper's aim is to introduce the interactive acculturation model (IAM) of Bourhiset al.to predict how disconcordance in acculturation orientations between host community and immigrant workers relates to the quality of intergroup work‐relations.Design/methodology/approachThe sample consisted of 141 host community (Dutch) and 41 non‐western immigrant workers of a postal service company who filled out a questionnaire. Methods of analyses include analysis of variance and multiple regression.FindingsIn line with the IAM, results showed that a higher disconcordance in preferred acculturation orientations between host community and immigrant workers related to a poorer quality of intergroup work‐relations. However, intergroup contact moderated this relationship differently for host community and immigrant workers.Research limitations/implicationsData are cross‐sectional and collected in one organization. Future studies should replicate the findings to other organizational contexts, cultural groups, and collect longitudinal data to determine causal effects.Practical implicationsOrganizations should monitor disconcordance in acculturation orientations amongst host community and immigrant workers. A multicultural culture in organizations may reduce disconcordance in acculturation orientations between host community and immigrant workers.Originality/valueThe paper helps to explain the mixed findings in cultural diversity research so far, by demonstrating that disconcordance in acculturation orientations relates negatively to intergroup work‐relations in a multicultural workplace.

PurposeThe article's aim is to introduce the papers contained in this special issue of the Journal of Managerial Psychology.Design/methodology/approachSpecifically the present article starts by discussing the meaning of the factor age and by considering who is actually termed an older worker. Next, the consequences of cognitive, physical and mental changes during the aging process for work and organizations are being discussed. Before presenting a general introduction to the research contributions that are included in this special issue, a plea is made for a more positive approach to older employees. The article presents a literature review, a discussion of the main topics and suggestions for future pathways for research and HRM.FindingsIt is indisputable that some cognitive, physical and mental changes take place while people grow older. However, what is less certain is how these changes impede on employees' well‐being. Recently, scholars seem to agree that the picture is not as negative as one used to think.Research limitations/implicationsThe implications are: use different conceptualizations of age; focus on the process of aging instead of on age as a factor; shift the focus from managing threats to creating opportunities.Practical implicationsIt is in both employers' and employees' interest to make the best use of employees of all ages and to manage employees in accordance with individual attributes and capacities rather than by making assumptions based on age.Originality/valueThe article frames the issues and sets the stage for a more positive approach towards older workers.

PurposeThis study aims to investigate the crossover specificity of team‐level stressors to individual‐level work‐family conflict.Design/methodology/approachThe paper takes the form of a multilevel analyses with data from 428 employees of a Dutch municipality working in 49 teams.FindingsThe results indicate the expected crossover specificity of different types of work‐family conflicts. After controlling for individual‐level demands there is little evidence that team‐level work demands influence work‐family conflict (WFC) or family‐work conflict (FWC), but team‐level WFC and FWC do influence individual‐level WFC and FWC, respectively.Research limitations/implicationsThe paper distinguishes two types of WFC, but it did not distinguish between strain‐ and time‐based conflicts. Further, it did not pay attention to individual differences (e.g., susceptibility to distress of team members), although such differences may be important moderators of the crossover process.Originality/valueThis study is one of the first that empirically linked team‐level stressors and WFC to individual‐level WFC and that tested crossover specificity. Findings indicated the associations of team‐level WFC and FWC and focal employees' WFC and FWC respectively, thereby underscoring the importance of crossover specificity.