In the scope of organizational life, few events are as universal or as influential as workplace m... more In the scope of organizational life, few events are as universal or as influential as workplace meetings. In this study, we focused our attention on better understanding the relationship between meetings processes and post-meeting outcomes. More specifically, we investigated the relationship between participation in decision-making (PDM) in meetings and employee engagement, after controlling for the impact of meeting size and other demographic variables. We examined this from a theoretical perspective, providing particular consideration to the underlying basis of social exchange theory and norms of reciprocity at work in this relationship. Using a sample of working adults in the United States who were employees of organizations and attend meetings regularly, we found that PDM in meetings is related to employee engagement, even after controlling for job level, meeting size, tenure, and age. In addition, perceived supervisor support moderates the relationship between PDM in meetings and employee engagement, such that the positive relationship is stronger when perceived supervisor support is high. Further, meeting load also moderates the relationship between PDM in meetings and employee engagement, such that the positive relationship is stronger when meeting load is high. This study is unique in its examination of how characteristics of the meeting setting may influence postmeeting outcomes such as employee engagement. Taken together, the findings suggest that PDM in meetings is associated with employee engagement, under certain conditions that are discussed.
The tension between work and non-work life remains a critical issue in contemporary careers. This... more The tension between work and non-work life remains a critical issue in contemporary careers. This study explores the role of organizational identification (OI) in reducing work–family conflict (WFC) within demanding and high-stakes jobs in dynamic,uncertain and potentially dangerous contexts (e.g., firefighting). Survey data from 341 firefighters suggest that, congruent with conservation of resources theory and scarcity theory, OI may serve as a resource that mitigates WFC in these contexts. Additionally, the data suggest that the negative relationship between OI and WFC is stronger when trauma is low. For practice, this study provides important implications for employees in similar contexts concerning potential ways to mitigate WFC as well as recommendations concerning exposure to trauma.
High reliability organization (HRO) theory suggests that early detection of and swift responses t... more High reliability organization (HRO) theory suggests that early detection of and swift responses to potentially hazardous and situation changing events in organizational environments is central to the sustainability of reliable operations. Limited research on HRO’s (e.g. military groups and firefighters) considers how normative demands on feeling and emotion help to explain why some events are recognized and responded to while others not. In this article, we propose a model of enactment of anomalous events (i.e., situation changing events) that considers the manner in which emotions are regulated in high reliability contexts and how this influences the extent to which early indicators of anomalous events are heeded or dismissed. In this article, we seek to provide a theoretical framework for explaining both the enabling mechanisms by which emotions may function as a signaling resource in the detection of anomalous events and the constraining mechanisms through when emotion regulation processes may inhibit reliability. We discuss implications of the model for researchers and practitioners in high reliability organizations.
High reliability organization (HRO) theory suggests that early detection of and swift responses t... more High reliability organization (HRO) theory suggests that early detection of and swift responses to potentially hazardous and situation changing events in organizational environments is central to the sustainability of reliable operations. Limited research on HRO’s (e.g. military groups and firefighters) considers how normative demands on feeling and emotion help to explain why some events are recognized and responded to while others not. In this article, we propose a model of enactment of anomalous events (i.e., situation changing events) that considers the manner in which emotions are regulated in high reliability contexts and how this influences the extent to which early indicators of anomalous events are heeded or dismissed. In this article, we seek to provide a theoretical framework for explaining both the enabling mechanisms by which emotions may function as a signaling resource in the detection of anomalous events and the constraining mechanisms through when emotion regulation processes may inhibit reliability. We discuss implications of the model for researchers and practitioners in high reliability organizations.
In the scope of organizational life, few events are as universal or as influential as workplace m... more In the scope of organizational life, few events are as universal or as influential as workplace meetings. In this study, we focused our attention on better understanding the relationship between meetings processes and post-meeting outcomes. More specifically, we investigated the relationship between participation in decision-making (PDM) in meetings and employee engagement, after controlling for the impact of meeting size and other demographic variables. We examined this from a theoretical perspective, providing particular consideration to the underlying basis of social exchange theory and norms of reciprocity at work in this relationship. Using a sample of working adults in the United States who were employees of organizations and attend meetings regularly, we found that PDM in meetings is related to employee engagement, even after controlling for job level, meeting size, tenure, and age. In addition, perceived supervisor support moderates the relationship between PDM in meetings and employee engagement, such that the positive relationship is stronger when perceived supervisor support is high. Further, meeting load also moderates the relationship between PDM in meetings and employee engagement, such that the positive relationship is stronger when meeting load is high. This study is unique in its examination of how characteristics of the meeting setting may influence postmeeting outcomes such as employee engagement. Taken together, the findings suggest that PDM in meetings is associated with employee engagement, under certain conditions that are discussed.
The tension between work and non-work life remains a critical issue in contemporary careers. This... more The tension between work and non-work life remains a critical issue in contemporary careers. This study explores the role of organizational identification (OI) in reducing work–family conflict (WFC) within demanding and high-stakes jobs in dynamic,uncertain and potentially dangerous contexts (e.g., firefighting). Survey data from 341 firefighters suggest that, congruent with conservation of resources theory and scarcity theory, OI may serve as a resource that mitigates WFC in these contexts. Additionally, the data suggest that the negative relationship between OI and WFC is stronger when trauma is low. For practice, this study provides important implications for employees in similar contexts concerning potential ways to mitigate WFC as well as recommendations concerning exposure to trauma.
High reliability organization (HRO) theory suggests that early detection of and swift responses t... more High reliability organization (HRO) theory suggests that early detection of and swift responses to potentially hazardous and situation changing events in organizational environments is central to the sustainability of reliable operations. Limited research on HRO’s (e.g. military groups and firefighters) considers how normative demands on feeling and emotion help to explain why some events are recognized and responded to while others not. In this article, we propose a model of enactment of anomalous events (i.e., situation changing events) that considers the manner in which emotions are regulated in high reliability contexts and how this influences the extent to which early indicators of anomalous events are heeded or dismissed. In this article, we seek to provide a theoretical framework for explaining both the enabling mechanisms by which emotions may function as a signaling resource in the detection of anomalous events and the constraining mechanisms through when emotion regulation processes may inhibit reliability. We discuss implications of the model for researchers and practitioners in high reliability organizations.
High reliability organization (HRO) theory suggests that early detection of and swift responses t... more High reliability organization (HRO) theory suggests that early detection of and swift responses to potentially hazardous and situation changing events in organizational environments is central to the sustainability of reliable operations. Limited research on HRO’s (e.g. military groups and firefighters) considers how normative demands on feeling and emotion help to explain why some events are recognized and responded to while others not. In this article, we propose a model of enactment of anomalous events (i.e., situation changing events) that considers the manner in which emotions are regulated in high reliability contexts and how this influences the extent to which early indicators of anomalous events are heeded or dismissed. In this article, we seek to provide a theoretical framework for explaining both the enabling mechanisms by which emotions may function as a signaling resource in the detection of anomalous events and the constraining mechanisms through when emotion regulation processes may inhibit reliability. We discuss implications of the model for researchers and practitioners in high reliability organizations.
Uploads
Papers by J C
States who were employees of organizations and attend meetings regularly, we found that PDM in meetings is related to employee engagement, even after controlling for job level, meeting size, tenure, and age. In addition, perceived supervisor support moderates the relationship between PDM in meetings and employee engagement, such that the positive relationship is stronger when perceived supervisor support is high. Further,
meeting load also moderates the relationship between PDM in meetings and employee engagement, such that the positive relationship is stronger when meeting load is high. This study is unique in its examination of how characteristics of the meeting setting may influence postmeeting outcomes such as employee engagement. Taken together, the findings suggest that PDM in meetings is associated with employee engagement, under
certain conditions that are discussed.
potentially hazardous and situation changing events in organizational environments is central to
the sustainability of reliable operations. Limited research on HRO’s (e.g. military groups and
firefighters) considers how normative demands on feeling and emotion help to explain why some
events are recognized and responded to while others not. In this article, we propose a model of
enactment of anomalous events (i.e., situation changing events) that considers the manner in
which emotions are regulated in high reliability contexts and how this influences the extent to
which early indicators of anomalous events are heeded or dismissed. In this article, we seek to
provide a theoretical framework for explaining both the enabling mechanisms by which emotions
may function as a signaling resource in the detection of anomalous events and the constraining
mechanisms through when emotion regulation processes may inhibit reliability. We discuss
implications of the model for researchers and practitioners in high reliability organizations.
States who were employees of organizations and attend meetings regularly, we found that PDM in meetings is related to employee engagement, even after controlling for job level, meeting size, tenure, and age. In addition, perceived supervisor support moderates the relationship between PDM in meetings and employee engagement, such that the positive relationship is stronger when perceived supervisor support is high. Further,
meeting load also moderates the relationship between PDM in meetings and employee engagement, such that the positive relationship is stronger when meeting load is high. This study is unique in its examination of how characteristics of the meeting setting may influence postmeeting outcomes such as employee engagement. Taken together, the findings suggest that PDM in meetings is associated with employee engagement, under
certain conditions that are discussed.
potentially hazardous and situation changing events in organizational environments is central to
the sustainability of reliable operations. Limited research on HRO’s (e.g. military groups and
firefighters) considers how normative demands on feeling and emotion help to explain why some
events are recognized and responded to while others not. In this article, we propose a model of
enactment of anomalous events (i.e., situation changing events) that considers the manner in
which emotions are regulated in high reliability contexts and how this influences the extent to
which early indicators of anomalous events are heeded or dismissed. In this article, we seek to
provide a theoretical framework for explaining both the enabling mechanisms by which emotions
may function as a signaling resource in the detection of anomalous events and the constraining
mechanisms through when emotion regulation processes may inhibit reliability. We discuss
implications of the model for researchers and practitioners in high reliability organizations.