ABSTRACT This chapter offers a general picture of the experiences with and expectations towards e... more ABSTRACT This chapter offers a general picture of the experiences with and expectations towards employee representatives of more than 700 HR managers in 11 European countries. First, the most salient trends in the countries are presented based on the NEIRE model, describing outcomes and factors contributing to a constructive and innovative social dialogue. The conclusions of the 11 studies are summarized in ten ideas for achieving cooperative and innovative industrial relations. These ten ideas illustrate the wishes of employers towards improvement of social dialogue and bring us one step further in understanding the current European industrial relations systems and the expectations, concerns and objectives of employers. Overall, improving the quality of social dialogue is perceived as the healthiest and fairest way to make decisions in a democratic organizational context.
The model of social dialogue in organisations between management and employees is facing unpreced... more The model of social dialogue in organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties within this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to ‘soft factors’, such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates the experiences and expectations of employee representatives (ERs) by human resource (HR) managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of ERs, cooperative conflict behaviours, informal relations and trust promoted the influence of ERs on organisational decision making and the quality of these decisions. We discuss implications for different systems of industrial relations.
International Journal of Cross Cultural Management, 2008
This study examined the associations of gender and cultural clusters with two classical leadershi... more This study examined the associations of gender and cultural clusters with two classical leadership styles: consideration and initiating structure. We used a unique database for this study: 64,000 subordinates evaluating the leadership behaviors of their direct supervisors (N = 13,595), representing 42 countries. Hypotheses were tested using hierarchical regression analysis for cultural clusters. As hypothesized, culture had a stronger impact on leadership behaviors than gender, particularly on initiating structure. In line with predictions, female managers around the world used more consideration. Yet, unexpectedly, women also used more initiating structure. The results suggest that gender differences in managerial behavior are predominantly present in western societies. Results contradict classic stereotypes regarding male and female managerial behaviors. More theory is needed to understand the interaction between gender and culture in relation with leadership. Outcomes have practical implications for HRM practices in international firms and cross cultural leadership training, which should aim at reducing stereotypical thinking on female and male leadership attributes in different cultures.
This study investigates the crossover of burnout and work engagement among 2,229 Royal Dutch cons... more This study investigates the crossover of burnout and work engagement among 2,229 Royal Dutch constabulary officers, working in one of 85 teams. The authors hypothesized that both states may transfer from teams to individual team members. The results of multilevel analyses confirm this crossover phenomenon by showing that team-level burnout and work engagement are related to individual team members' burnout (i.e., exhaustion, cynicism, and reduced professional efficacy) and work engagement (vigor, dedication, and absorption), after controlling for individual members' job demands and resources. The implications of these findings for interventions aimed at the promotion of employee well-being are discussed.
... Page 13. unit members to exchange and reminisce about the positive and negative memories of t... more ... Page 13. unit members to exchange and reminisce about the positive and negative memories of their mission experiences. ... Emotional episodes, mental remembrances and social re-membrances. ... Vries, M. de, Soetekouw, PMMB, Van Bergen, LFJM, Van der Meer, JW
This study examines the relation between leadership and team cohesiveness in different societal c... more This study examines the relation between leadership and team cohesiveness in different societal cultures. We expect direct effects of societal culture on leadership and team cohesiveness, as well as a moderating effect of culture on the relationship between leadership and cohesiveness. Data were collected from 29,868 managers and 138,270 corresponding team members in 80 countries. Multilevel analysis was used to test the hypotheses, relating societal individualism-collectivism (IC), with directive and supportive leadership, and with team cohesiveness. In individualistic societies managers use less directive and less supportive behavior, compared with collectivistic societies. Team cohesiveness is not directly related with IC. Directive leadership and supportive leadership are negatively and positively related with team cohesiveness respectively and these relations are stronger in individualistic societies. Implications for managerial education and practices are discussed.
... Civic virtue, altruism, and conscientiousness are present in both western and Chinese OCB sca... more ... Civic virtue, altruism, and conscientiousness are present in both western and Chinese OCB scales, whereas protecting company resources seems a ... After these selections, the information concerning the leadership styles of 20 336 managers as rated by 95 893 of their direct ...
Purpose–Departing from Hobfoll's conservation of resources theory, the paper aims to... more Purpose–Departing from Hobfoll's conservation of resources theory, the paper aims to examine the relationship between resource losses (excessive job demands and unfavorable performance feedback) on the one hand, and negative job attitudes (dissatisfaction, reduced commitment, intention to leave) and burnout (exhaustion, cynicism, and reduced personal accomplishment) on the other hand. Design/methodology/approach–The sample included surveys from 272 male constabulary officers who had participated in a developmental ...
Forty-eight individuals were asked to participate in dyadic role plays that were recorded on vide... more Forty-eight individuals were asked to participate in dyadic role plays that were recorded on videotape and transcribed. The tapes were scored on effectiveness of conflict management, and the transcriptions were scored on integrative and distributive conflict behavior, perceived friendliness, and the use of words of communality ("we," "us"). In line with the hypotheses, correlation and regression analyses demonstrated positive relations
Abstract Based on the perspective of the psychological contract, this study among 2,782 constabul... more Abstract Based on the perspective of the psychological contract, this study among 2,782 constabulary officers tested the hypothesis that threats of workplace violence lead to reduced job investments (ie, affective organizational commitment and dedication). Multilevel analyses showed negative relationships between threats of workplace violence (individually experienced and as expressed in an unsafe climate) and job investments. Peer support was related to more job investments and buffered an unsafe climate, that is, the negative ...
Purpose–Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationshi... more Purpose–Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand. Design/methodology/approach–Participants were 818 faculty members within six faculties of a Dutch university. Data were analyzed using multilevel analyses with faculty as the grouping variable.
Recent reports regarding European industrial relations show that employee representatives (ERs) p... more Recent reports regarding European industrial relations show that employee representatives (ERs) perceive their influence as generally low in the decision making processes (European Commission, 2009). However, several studies (Van de Brempt, 2014) have concluded that ERs' influence at the negotiation table contributes to more democratic and effective decisions. How can trustworthiness and trust contribute to increasing influence? The main aim of this study is to explore the relation between ERs' trustworthiness – ability, benevolence and integrity-and their influence on organizational decision making from a managerial perspective. Secondly, we compare this relation in two different types of decision making processes: traditional issues and innovative issues. Finally, we examine the mediating effect of trust between the parties in the mentioned relation. In order to explore our hypotheses we collected data from over 600 HR managers from 11 European countries,
Relations between employers, trade unions and employees in Europe are rapidly changing. New compe... more Relations between employers, trade unions and employees in Europe are rapidly changing. New competitive demands for organizations, the globalization process and economic turbulence, new technologies and growing diversity in work forces are leading to new organizational conflicts in which employee representatives (ERs) play a central role. ERs are confronted with new challenges. How should the ERs be empowered to negotiate flexible, fair and innovative labour relations? This was the central question addressed in the study carried out by the New European Industrial Relations (NEIRE) network, in which researchers from eight European countries conducted three different field studies with ERs and other field experts. The participating countries represent differen industrial relations traditions in Europe. These countries are: Belgium, Denmark, Estonia, Germany, The Netherlands, Portugal, Spain, and the United Kingdom.
ABSTRACT This chapter offers a general picture of the experiences with and expectations towards e... more ABSTRACT This chapter offers a general picture of the experiences with and expectations towards employee representatives of more than 700 HR managers in 11 European countries. First, the most salient trends in the countries are presented based on the NEIRE model, describing outcomes and factors contributing to a constructive and innovative social dialogue. The conclusions of the 11 studies are summarized in ten ideas for achieving cooperative and innovative industrial relations. These ten ideas illustrate the wishes of employers towards improvement of social dialogue and bring us one step further in understanding the current European industrial relations systems and the expectations, concerns and objectives of employers. Overall, improving the quality of social dialogue is perceived as the healthiest and fairest way to make decisions in a democratic organizational context.
The model of social dialogue in organisations between management and employees is facing unpreced... more The model of social dialogue in organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties within this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to ‘soft factors’, such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates the experiences and expectations of employee representatives (ERs) by human resource (HR) managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of ERs, cooperative conflict behaviours, informal relations and trust promoted the influence of ERs on organisational decision making and the quality of these decisions. We discuss implications for different systems of industrial relations.
International Journal of Cross Cultural Management, 2008
This study examined the associations of gender and cultural clusters with two classical leadershi... more This study examined the associations of gender and cultural clusters with two classical leadership styles: consideration and initiating structure. We used a unique database for this study: 64,000 subordinates evaluating the leadership behaviors of their direct supervisors (N = 13,595), representing 42 countries. Hypotheses were tested using hierarchical regression analysis for cultural clusters. As hypothesized, culture had a stronger impact on leadership behaviors than gender, particularly on initiating structure. In line with predictions, female managers around the world used more consideration. Yet, unexpectedly, women also used more initiating structure. The results suggest that gender differences in managerial behavior are predominantly present in western societies. Results contradict classic stereotypes regarding male and female managerial behaviors. More theory is needed to understand the interaction between gender and culture in relation with leadership. Outcomes have practical implications for HRM practices in international firms and cross cultural leadership training, which should aim at reducing stereotypical thinking on female and male leadership attributes in different cultures.
This study investigates the crossover of burnout and work engagement among 2,229 Royal Dutch cons... more This study investigates the crossover of burnout and work engagement among 2,229 Royal Dutch constabulary officers, working in one of 85 teams. The authors hypothesized that both states may transfer from teams to individual team members. The results of multilevel analyses confirm this crossover phenomenon by showing that team-level burnout and work engagement are related to individual team members' burnout (i.e., exhaustion, cynicism, and reduced professional efficacy) and work engagement (vigor, dedication, and absorption), after controlling for individual members' job demands and resources. The implications of these findings for interventions aimed at the promotion of employee well-being are discussed.
... Page 13. unit members to exchange and reminisce about the positive and negative memories of t... more ... Page 13. unit members to exchange and reminisce about the positive and negative memories of their mission experiences. ... Emotional episodes, mental remembrances and social re-membrances. ... Vries, M. de, Soetekouw, PMMB, Van Bergen, LFJM, Van der Meer, JW
This study examines the relation between leadership and team cohesiveness in different societal c... more This study examines the relation between leadership and team cohesiveness in different societal cultures. We expect direct effects of societal culture on leadership and team cohesiveness, as well as a moderating effect of culture on the relationship between leadership and cohesiveness. Data were collected from 29,868 managers and 138,270 corresponding team members in 80 countries. Multilevel analysis was used to test the hypotheses, relating societal individualism-collectivism (IC), with directive and supportive leadership, and with team cohesiveness. In individualistic societies managers use less directive and less supportive behavior, compared with collectivistic societies. Team cohesiveness is not directly related with IC. Directive leadership and supportive leadership are negatively and positively related with team cohesiveness respectively and these relations are stronger in individualistic societies. Implications for managerial education and practices are discussed.
... Civic virtue, altruism, and conscientiousness are present in both western and Chinese OCB sca... more ... Civic virtue, altruism, and conscientiousness are present in both western and Chinese OCB scales, whereas protecting company resources seems a ... After these selections, the information concerning the leadership styles of 20 336 managers as rated by 95 893 of their direct ...
Purpose–Departing from Hobfoll's conservation of resources theory, the paper aims to... more Purpose–Departing from Hobfoll's conservation of resources theory, the paper aims to examine the relationship between resource losses (excessive job demands and unfavorable performance feedback) on the one hand, and negative job attitudes (dissatisfaction, reduced commitment, intention to leave) and burnout (exhaustion, cynicism, and reduced personal accomplishment) on the other hand. Design/methodology/approach–The sample included surveys from 272 male constabulary officers who had participated in a developmental ...
Forty-eight individuals were asked to participate in dyadic role plays that were recorded on vide... more Forty-eight individuals were asked to participate in dyadic role plays that were recorded on videotape and transcribed. The tapes were scored on effectiveness of conflict management, and the transcriptions were scored on integrative and distributive conflict behavior, perceived friendliness, and the use of words of communality ("we," "us"). In line with the hypotheses, correlation and regression analyses demonstrated positive relations
Abstract Based on the perspective of the psychological contract, this study among 2,782 constabul... more Abstract Based on the perspective of the psychological contract, this study among 2,782 constabulary officers tested the hypothesis that threats of workplace violence lead to reduced job investments (ie, affective organizational commitment and dedication). Multilevel analyses showed negative relationships between threats of workplace violence (individually experienced and as expressed in an unsafe climate) and job investments. Peer support was related to more job investments and buffered an unsafe climate, that is, the negative ...
Purpose–Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationshi... more Purpose–Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand. Design/methodology/approach–Participants were 818 faculty members within six faculties of a Dutch university. Data were analyzed using multilevel analyses with faculty as the grouping variable.
Recent reports regarding European industrial relations show that employee representatives (ERs) p... more Recent reports regarding European industrial relations show that employee representatives (ERs) perceive their influence as generally low in the decision making processes (European Commission, 2009). However, several studies (Van de Brempt, 2014) have concluded that ERs' influence at the negotiation table contributes to more democratic and effective decisions. How can trustworthiness and trust contribute to increasing influence? The main aim of this study is to explore the relation between ERs' trustworthiness – ability, benevolence and integrity-and their influence on organizational decision making from a managerial perspective. Secondly, we compare this relation in two different types of decision making processes: traditional issues and innovative issues. Finally, we examine the mediating effect of trust between the parties in the mentioned relation. In order to explore our hypotheses we collected data from over 600 HR managers from 11 European countries,
Relations between employers, trade unions and employees in Europe are rapidly changing. New compe... more Relations between employers, trade unions and employees in Europe are rapidly changing. New competitive demands for organizations, the globalization process and economic turbulence, new technologies and growing diversity in work forces are leading to new organizational conflicts in which employee representatives (ERs) play a central role. ERs are confronted with new challenges. How should the ERs be empowered to negotiate flexible, fair and innovative labour relations? This was the central question addressed in the study carried out by the New European Industrial Relations (NEIRE) network, in which researchers from eight European countries conducted three different field studies with ERs and other field experts. The participating countries represent differen industrial relations traditions in Europe. These countries are: Belgium, Denmark, Estonia, Germany, The Netherlands, Portugal, Spain, and the United Kingdom.
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