Suchergebnisse

PurposeThe purpose of this paper is to investigate whether and how climate strength and quality are related to employee commitment above and beyond individual climate perceptions.Design/methodology/approachData were collected from 48 work units in organizations from different branches of industry. A total of 419 employees completed a questionnaire.FindingsClimate quality was related to commitment above and beyond individual climate perceptions. However, this concerned the climate dimensions of cooperation and innovation, but not reward. Climate strength moderated the relationship between individual cooperation and innovation perceptions, and commitment.Research limitations/implicationsThis study emphasizes the importance of group‐level perceptions as related to employee commitment. Because of the cross‐sectional design, conclusions about the causal order of the variables cannot be drawn.Practical implicationsIf organizations want to increase employees' commitment they should put the more skeptical employees in positive work environments, thus, in units of higher cooperation and innovation quality.Social implicationsPeople are sensitive to the evaluative tone of their social environment.Originality/valueThe paper is the first to examine the combined relationships of individual climate perceptions, climate‐strength, and climate quality with employee commitment.

PurposeThe purpose of this article is to examine the relationship between work value PO fit with fit being operationalized as a same‐source or different‐source measure.Design/methodology/approachA sample of 94 employees from a company located in Curac¸ao completed a questionnaire in which they rated their personal work values, their perceptions of the work values of the organization, and their turnover intention.FindingsThe different‐source work value fit measure was significantly and more strongly related to turnover intention than the same‐source work value fit measure.Research limitations/implicationsThis study underscores the need for a careful reflection on the content and operationalization of fit measures.Practical implicationsManagers are able to manage the fit of their employees by creating positive group level perceptions of the work environment.Originality/valueThis study examines the effects of different fit measures on individuals' turnover intention. Moreover, work values fit was investigated.

PurposeThe purpose of this paper is to examine: gender differences in the choice to perform challenging tasks, gender differences in the actual performance of challenging tasks, and the impact of challenging experiences on supervisors' evaluations of individuals' potential for career advancement.Design/methodology/approachIn study 1, a sample of 158 students participated in a laboratory study that examined gender differences in choosing to perform challenging tasks in a situation that stressed individual performance. In study 2, a sample of 93 interns completed questionnaires in which the authors measured their challenging job experiences. Interns' supervisors evaluated interns' potential for career advancement.FindingsIn an achievement situation, women chose to perform fewer challenging tasks than men (study 1). During their internships, females had fewer challenging job experiences than males (study 2). Having challenging experiences was positively related to supervisors' evaluations of interns' potential for career advancement (study 2).Research limitations/implicationsThe use of student samples may be considered a limitation of these studies. However, the nature of the research questions justifies an initial examination among students. Moreover, small gender differences in experiences at the start of individuals' careers may ultimately lead to increasing discrepancies between men's and women's careers.Originality/valueThe study is the first to examine individuals' own impact on the extent to which they experience job challenge. Moreover, it is the first that empirically examines the relationship between job challenge and evaluations of career potential.