Suchergebnisse

Considering the motivational path of the Job Demands-Resources (JD-R) model, this study investigates a multistep process by which contextual job resources might have an indirect effect on idea implementation. Among 187 shop floor employees of a manufacturing company, we found support for a model whereby job control has an indirect effect, over a 5-month time frame, on idea implementation through employee work engagement and personal initiative. In addition, we found that the indirect effect of job control on idea implementation is stronger when employees have a higher conformity orientation. Support was not found for the hypothesized indirect effect of coworker social support on idea implementation. Our findings support the usefulness of the JD-R theory for understanding how increased idea implementation occurs at work, especially when the additional factors of personal initiative and employee conformity orientation are integrated into the model.

This study investigates belief in company paternalism as an indicator of the "right type" for line managers in leading Japanese corporations. In five companies, 1,075 line managers were surveyed about their belief in company paternalism, their experience with both the formal and informal career-development systems within their company, their working relationships with their immediate superior (LMX), and their overall job satisfaction. Results indicated that belief in company paternalism contributed as hypothesized to formal career investments, informal career investments (including both self-investment and supervisor investment), LMX, and overall job satisfaction. These relationships held true both before and after experiences with the formal career-development system were controlled. Implications of right type for American organizations are discussed.