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The purpose of this study is to introduce the concept of workplace camaraderie and to investigate the mechanism through which workplace camaraderie influences incivility at the workplace. The study is explained by taking the sequential mediation of personal biases leading to cronyism and favoritism. Social identity theory is used as the underpinning theory to explain the framework adopted.

Positivism research philosophy followed by the deductive approach is followed to meet the objectives of the current study. In total, 171 employees working in public sector organizations were taken as the respondents to the study. A purposive sampling technique was used to collect the data through self-administrated questionnaires. Path model is used through Mplus to generate the results and test hypotheses.

The results suggested that workplace camaraderie significantly affects incivility at a workplace with the sequential mediation of personal biases leading to cronyism and favoritism.

Although several researchers have studied the link between camaraderie and other employees’ related attitudinal and behavioral outcomes, few have explored the roles of personal biases, cronyism and favoritism in the relationship to incivility. This study thus posits a novel sequential mediation mechanism, based on the social identity theory, through which camaraderie is translated into civil behavior. Moreover, this study adds value by investigating this model in the public sector, where camaraderie can come up with important consequences.

The purpose of this paper is to provide practitioners of management and interested research a sense of how the NCAA March Madness basketball tournament is affecting worker productivity in the workplace. There are several positive and negative issues concerning how some employees are willing to spend work time following the NCAA tournament and related office gambling activities.

A review of the applied literature on sports‐related gambling and bracketing that is quite widespread in the USA and other countries was provided. The sample consisted of relatively well‐paid professionals, who may routinely engage in office pools and most universally are involved in bracketing March Madness plays. This resulted in 145 useable questionnaires recording responses to 28 variables from an initial sampling frame of slightly over 200 potential respondents associated with a major Pittsburgh‐based financial service provider. Factor analysis and multivariate statistical analysis were used to test several hypotheses.

Management appears to be successfully delivering the message that office gambling activities harm productivity if management activity discourages office gambling, but there appears to be a trade‐off as labor productivity may be slightly reduced on the short term, and employee cohesiveness may increase on the long term. It was also found that the degree of personal involvement is important; the more an employee is involved, the more negative the impact that March Madness activities will have on his/her productivity.

March Madness is a time‐honored tradition that many employees take for granted and will engage in regardless of the extrinsic controls that management may care to implement, making the extrinsic controls too expensive for a questionable return in enhanced labor productivity during March Madness.

It is an interesting academic research question concerning the balance of productivity losses and gains in employee cohesiveness that warrants additional research in the intrinsic motivations of both management and their employees.

Using a sample of male police officers in South Korea, the purpose of this paper is to examine whether police stressors revealed in the western literature are also applicable in the South Korean context.

Officers stationed at 16 frontline substations in a large metropolitan city reported the frequency with which they had been exposed to seven classes of police stressors and perceived somatization symptoms.

Work-family conflict and victimization at the hands of citizens were revealed as the significant predictors of officers’ stress-related somatization symptoms. Unlike western studies, the present study did not reveal moderating effects of coping strategies and social support. Stressors’ effects on somatization symptoms, however, were mediated by destructive coping strategies.

This study contributes to the comparative literature on police stress.

The purpose of this paper is to assess how employees from historically marginalized groups (men and women of color and white women) perceive Fortune’s “100 Best Companies to Work For”® (BCWF) in terms of two outcomes that are related to diversity and inclusion: fairness and camaraderie. The authors focus on fairness as a way to measure perceptions of general treatment with respect to demographic characteristics associated with bias and discrimination, and on camaraderie as a way to measure perceptions of the inclusiveness of coworker relationships.

Hierarchical linear regression models are used to analyze survey responses from 620,802 employees in 1,054 companies that applied for the BCWF list between 2006 and 2011 in the USA. The authors compare the perceptions of employees in firms that are selected for the list to those of their demographic counterparts in firms not selected for the list. The authors also compare the perceptions of employees from historically marginalized groups to those of white men within firms that make the list and examine how these differences compare to the same differences within firms that do not make the list.

The findings reveal that the perceptions of men and women of color and white women in companies that make the “best” list are more positive than their demographic counterparts in companies that do not make the list. The authors also find, however, that the perceptions of employees from historically marginalized groups are more negative than those of white men in the “best” workplaces, and these patterns are similar to those in firms that do not make the list. For perceptions of fairness, the differences between employees from historically marginalized groups and white men are smaller in companies that make the list.

The findings are based on average effect sizes across a large number of companies and employees, and the data do not provide insight into the actual organizational processes that are driving employee perceptions. In addition, the employee survey data are self-reported, and may be subject to recall and self-serving biases. Finally, the authors use measures of fairness and camaraderie that have not been rigorously tested in past research.

Managers seeking to improve experiences of fairness and camaraderie should pay particular attention to how race/ethnicity and gender influence these experiences, and how they do so intersectionally. Attending to these differences is particularly important to the extent that experiences of fairness and camaraderie are related to organizational trust, the key metric on which companies are selected for the “best” workplaces list, and a quality of organizational relationships that previous research has found to be positively related to key individual and firm-level outcomes.

The paper provides the first assessment of demographic variation in the outcomes of employees in companies selected for the BCWF. Since selection to this list is based on the presence of trust, the authors’ findings also provide potential insight into how informal organizational processes that are associated with trust, such as leadership behaviors, peer relationships, and workplace norms, are viewed and experienced by men and women of color and white women. Finally, the authors analyze outcomes relating to camaraderie, a construct that has received little attention in the literature.

The purpose of this study was to compare South Korean female executives’ definitions of career success with those of male executives, identify their career development strategies for success and provide implications for research and practice. Two research questions guiding our inquiry included: How do female executives’ definitions of career success differ from those of male executives? What career development strategies do male and female executives use for career success?

A basic qualitative research design was used and semi-structured interviews were conducted with 15 male executives and 15 female executives in diverse corporations by using an interview protocol of 13 questions regarding participants’ background, definitions of career success and final thoughts. To analyze the interview data, we used both NVivo 11 and a manual coding method.

Gender differences were detected in the participants’ definitions of career success and success factors. As previous studies indicated, male and female executives had different perspectives on career success: men tended to define career success more objectively than women. Many male executives, through experiencing transforming changes in their careers, began to appreciate work–life balance and personal happiness from success. Gender differences were also detected in their career development challenges, meanings of mentors and networking activities. While work stress surfaced as a challenge that men faced, experiencing the token status in the gendered workplace was a major challenge for female participants.

In this study, three research agendas are presented, needing further investigation on career success, women’s token status and comparative analyses.

Three implications for practice have been provided, including organizational support, government’s role and HRD’s role.

Gender differences in this study were not as distinctive as previous literature has indicated. Some male executives valued more subjective career success than others, while a few female executives spoke of more objective definitions than others. These subtle differences could be captured through in-depth interviews. By hearing the participants’ stories, both objective and subjective definitions of success, for both genders, could be observed, which might not have been possible in quantitative research. In addition, the study findings reflect the nature of a uniquely Korean context. The participants worked in a Confucian and military culture, which operates in hierarchical structures and the command and control system, coupled with a heightened camaraderie spirit in the workplace.

This paper aims to understand what it takes for an organization to transform itself into a great and healthy place to work. A comprehensive fivefold framework has been used to assess employees’ practices in the organization under study. This framework focuses on five aspects of a human being where he/she may like to satisfy his needs, i.e. physical, intellectual, social, emotional and spiritual. Organizations need to design various programs to address employees’ needs at these five dimensions to get their best and for making an organization a healthy and desired place to work at.

For collecting data for this study, a triangular approach peculiar to a survey research was adopted, i.e. the use of questionnaires, interviews and documented evidence. SPSS was used to analyze the data. Results from survey were supplemented with gaps identified through desk study. Confirmatory factor analysis was carried out to check the validity of the instrument.

A wider role of the human resources department is being envisaged by proposing to set up a separate “people management office”, which will be responsible for project people management and developing a “CONDUCIVE” culture. Further, innovative recommendations are proposed for making an organization a great place to work in.

This study has several important implications for the practitioners. First, this study developed a comprehensive five-fold framework, which focuses on five aspects or levels or dimensions of a human being, i.e. physical, intellectual, emotional, social and spiritual. A person would have needs corresponding to each of these levels. This framework can be used to study employees’ practices in the organizations on these five crucial dimensions. Organizations can design various programs to address employee needs around these five dimensions to get their best and for making an organization a healthy and desired place to work. Second, the “CONDUCIVE” model proposed in this study for developing conducive culture adds a novel insight to the growing body of literature in this area. This model can be used by human resources managers to have better employee engagement, which in turn will make their organization a healthy workplace.

This paper makes use of a comprehensive five-fold framework developed by the author to study employees’ practices in the organizations on five dimensions. It is proposed to develop a “CONDUCIVE” culture, a model developed by the author with a number of activities. This model will enhance the employee engagement in an organization, which eventually will make the organization a healthy place to work in. As suggested, organizations can set up a people management office as well to harness people power.

El presente artículo aspira a entender como una empresa puede convertirse en un gran lugar de trabajo. Se emplea un modelo de cinco factores para valorar las prácticas de gestión de personas en la empresa estudiada. El modelo considera cinco factores que los individuos pueden considerar a la hora de satisfacer sus necesidades: físicos, intelectuales, emocionales, sociales y espirituales. Las empresas necesitan diseñar diferentes programas para evaluar las necesidades de los empleados en estas cinco dimensiones para extraer lo mejor de ellos y desarrollar una organización saludable y en la que deseen trabajar.

Combina información de cuestionarios, entrevistas orales y evidencia documental. Los datos se analizan mediante SPSS. Los resultados del análisis de encuestas se complementaron con información proveniente del análisis de la empresa. Se utilizó el análisis factorial confirmatorio para contrastar la validez de los instrumentos.

Se plantea un papel más amplio de los departamentos de RRHH proponiendo la creación de una oficina de gestión de personas (PMO) que sería responsable de la gestión de proyectos de personas (PPM) y de desarrollar una cultura “conducente”. Además se realizan recomendaciones innovadoras para hacer de la empresa un gran lugar de trabajo.

El estudio tiene importantes implicaciones prácticas. Primero, desarrolla un nuevo modelo de cinco factores que los individuos pueden considerar a la hora de satisfacer sus necesidades: físicos, intelectuales, emocionales, sociales y espirituales. Una persona puede tener necesidades en cada uno de estos niveles. Este modelo se puede emplear para estudiar las prácticas organizativas para con los empleados en estas cinco dimensiones clave. Las organizaciones pueden diseñar varios programas para analizar las necesidades en estas cinco dimensiones y generar un mejor lugar de trabajo. Segundo, el modelo “conducente” propuesto añade nuevas pistas a la creciente investigación en esta área. El modelo puede emplearse por parte de los gerentes de RRHH para conseguir un mayor compromiso por parte de los empleados y hacer de la empresa un gran lugar de trabajo.

El artículo presenta un modelo de cinco factores desarrollado por el autor para estudiar las prácticas de gestión de personas. Se propone desarrollar una cultura “conducente” que generaría un mayor compromiso de los empleados que a su vez haría a la empresa un mejor lugar de trabajo. Las empresas pueden crear oficinas de gestión de personas para aprovechar el poder de las personas.

Palabras clave Lugar de trabajo, Gestión de personas, Cultura organizativa

Artículo de investigación

Este artigo é um esforço para entender o que é necessário para uma empresa se transformar em um lugar saudável e ótimo para trabalhar. Um marco de referência de cinco fatores foi usado para avaliar as práticas dos funcionários na empresa estudada. Este marco de referência centra-se em cinco aspectos do ser humano, onde ele/ela pode satisfazer suas necessidades; física, intelectual, emocional, social e espiritual. As empresas precisam projetar vários programas para atender às necessidades dos funcionários nessas cinco dimensões, a fim de obter o melhor deles e tornar a empresa um local saudável e desejado para trabalhar.

Para a coleta de dados, se adotou uma abordagem triangular, ou seja, questionários, entrevistas e evidências documentadas. Os dados foram analisados com SPSS. Os resultados da pesquisa foram complementados com lacunas identificadas através da análise da empresa. A análise fatorial confirmatória foi utilizada para verificar a validade do instrumento.

Um papel mais amplo do departamento de RH está sendo planejado, propondo a criação de um “Escritório de Gestão de Pessoas” (PMO) separado, que será responsável pelo Gerenciamento de Pessoas do Projeto (PPM) e pelo desenvolvimento de uma cultura “CONDUTIVA”. Além disso, recomendações inovadoras são propostas para tornar a empresa um ótimo lugar para se trabalhar.

Este estudo tem várias implicações práticas importantes. Em primeiro lugar, este estudo desenvolveu um amplo marco de referência com cinco fatores que se centra em cinco aspectos ou níveis ou dimensões do ser humano, ou seja, físico, intelectual, emocional, social e espiritual. Uma pessoa teria necessidades correspondentes a cada um desses níveis. Essa estrutura pode ser usada para estudar as práticas dos funcionários nas empresas nessas cinco dimensões cruciais. As empresas podem projetar vários programas para atender às necessidades dos funcionários nessas cinco dimensões, a fim de obter o melhor desempenho e tornar a empresa um local saudável e desejado para trabalhar. Em segundo lugar, o modelo “CONDUCENTE” proposto neste estudo para o desenvolvimento da cultura condutiva, acrescenta uma visão inovadora a crescente literatura nessa área. Esse modelo pode ser usado pelos gerentes de RH para obter um melhor engajamento dos funcionários, o que, por sua vez, tornará sua empresa um local de trabalho saudável.

Este artigo usa de um amplo marco de referência de cinco fatores desenvolvido pelo autor para estudar as práticas dos funcionários nas empresas em cinco dimensões. Propõe-se desenvolver uma cultura “CONDUTIVA”, um modelo desenvolvido pelo autor com uma série de atividades. Este modelo de desenvolvimento da cultura condutiva levará ao engajamento dos funcionários, o que tornará a empresa um ótimo lugar para se trabalhar. Como sugerido, as empresas podem configurar o Escritório de Gestão de Pessoas (PMO) para aproveitar o poder das pessoas.

Palavras-chave Local de Trabalho, Gestão de Pessoas, Cultura Organizacional

Artigo de pesquisa

The purpose of the study is to investigate the relationship between workplace incivility (WIN) and ineffectual employee silence (IES) through rationalized knowledge-hiding (RKH) and regulation of emotion, drawing on the conservation of resources (COR) and social exchange theory (SET).

The study employed a cross-sectional design and used the partial least squares (PLS)-structural equational modeling (SEM) algorithm to test the reliability, validity of the measurement and hypotheses using a sample of 252 information technology (IT) professionals.

The results demonstrate that experienced WIN and RKH behavior significantly exacerbate IES. On the other side, the regulation of emotion decreases the negative influence of WIN and aids in the reduction of IES.

The study suggests that organizations should take appropriate measures to alleviate WIN, which might prevent concealing information/knowledge, IES and encourage employees to practice regulation of emotion.

The study significantly contributes to the relationship between uncivil behavior and ES and expands the knowledge on the mediating roles of RKH and regulation of emotion.

The purpose of this paper is to explore the workforce benefits associated with formal corporate volunteer initiatives.

An online survey was administered to 26 corporations with formal volunteer programs. A sample of approximately 500 respondents provided the descriptive data described in this manuscript.

The descriptive findings of this research provide a top ten list of workforce benefits associated with formal volunteer initiatives. Benefits include personal and professional development, enhanced workforce camaraderie and teamwork, improved organizational pride, reduction in work‐related stress, and improved work‐life balance.

The employees came from a convenience, targeted sample of 26 companies that already had formal volunteer programs in place.

These findings make a strong case for organizations to increase and expand their corporate volunteer strategies.

The implications of this study make a strong business case for organizations to expand their volunteer initiatives that also create positive social benefits for their stakeholders.

This research is filling in a research gap in the area of corporate social responsibility from the perspective of the individual employees that are engaged in these activities.

Fun at workplace is considered an important initiative to build co-working communities, and this study aims to study its role in promoting the innovative behaviour of co-workers [members of co-working spaces (CWS)] and the mechanism of its influence.

Based on the theory of social exchange and resource conservation, the authors conducted a qualitative study to explore the four dimensions of workplace fun and a quantitative study to empirically analyse the relationship between community embeddedness, organisational embeddedness, workplace fun and creativity of co-workers, taking K-space as an example.

Workplace fun is positively correlated with co-workers' creativity. Community embeddedness plays a complete mediating role between workplace fun and organisational embeddedness. Community embeddedness and organisational embeddedness play a chain-mediating role between workplace fun and creativity.

This study explores the process and impact of fun on employee creativity in a shared office environment by clarifying the composition of fun in CWS workplaces and the transmission mechanism of fun through informal community embeddedness and formal organisational embeddedness, expanding the research perspective on the factors influencing employee creativity in the new office model and enriching the research findings on the impact of fun at work on job performance.

The purpose of this article is to investigate the role peer relationships play in making tacit knowledge explicit and accessible in the wider organization and whether they contribute to learning in a learning environment.

A dominant‐less dominant design, with the qualitative design being the dominant paradigm. Semi‐structured interviews provided qualitative data while the dimensions of the learning organization questionnaire (DLOQ) yielded quantitative data.

It was found that peer relationships provide the context within which sensemaking can take place and that the peer relationship by definition is the context within which these constructs already function effectively.

The findings are relevant to this case, a small organization within a specific industry, printing, and so cannot be generalized. Existing research addresses sensemaking in hierarchical organizations. Future research should address sensemaking in the context of the flatter organization. Such research must look at the role of peer relationships.

Adds to limited existing body of knowledge peer relationships. Shows how peer relationships can contribute to learning within the organization through the use of dialogue, inquiry, and the process of sensemaking and that the learning organization is environment in which sharing of tacit knowledge can take place.