Change search
Refine search result
1 - 2 of 2
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Rows per page
  • 5
  • 10
  • 20
  • 50
  • 100
  • 250
Sort
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
Select
The maximal number of hits you can export is 250. When you want to export more records please use the Create feeds function.
  • 1.
    Maravelias, Christian
    Stockholm University, Faculty of Social Sciences, School of Business, Management & Organisation.
    Make your presence known! - Post-bureaucracy, HRM and the fear of being unseen2009In: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 38, no 4, p. 349-365Article in journal (Refereed)
    Abstract [en]

    Purpose – This paper aims to contribute to critical management studies (CMS) by developing an empirically grounded understanding of how post-bureaucratic control operates implicitly, by seeping into the very identities of individual employees.

    Design/methodology/approach – One longitudinal case study of multidisciplinary teamwork in a large insurance company was conducted during a five-year period, beginning in the late 1990s.

    Findings – Evidence from the case study shows how human resource management (HRM) techniques established among employees a desire to be recognised as a trustworthy member, on the one hand, and a constant fear of being unseen, on the other. This drove employees to continuously take initiatives that placed them in a self-regulating limelight.

    Research limitations/implications – The study uses a single case study, which limits the scope of the findings

    Originality/value – The paper provides interesting clues as to how post-bureaucratic control is driven not only by the risk of being “caught misbehavin'”, as CMS primarily has it, but also by the risk of being unseen and by the desire to be recognised.

  • 2. Nikolova, Irina
    et al.
    Van der Heijden, Beatrice
    Låstad, Lena
    Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology. University of Gothenburg, Sweden.
    Notelaers, Guy
    The silent assassin in your organization? Can job insecurity climate erode the beneficial effect of a high-quality leader-member exchange?2018In: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 47, no 6, p. 1178-1197Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this paper is to examine the possible role of job insecurity climate as a moderator in the relationship between leader-member exchange (LMX) and organizational citizenship behaviors (OCBs).

    Design/methodology/approach - Questionnaire data were collected from 466 employees working in 14 organizations from both the private and public sector. Following the core tenets of social exchange theory and occupational stress theories, the authors argue that ideally job insecurity is studied as a climate-level construct, given the fact that intra-group social exchange processes strongly influence the formation of employee perceptions about specific aspects of their work context (e.g. job insecurity).

    Findings - In line with one of the hypotheses, multi-level analyses revealed that LMX is significantly and positively related to OCBs. In addition, the authors found support for a negative moderation effect, such that LMX has a less strongly positive relationship with extra-role behaviors that are beneficial to the organization when job insecurity climate is high.

    Originality/value - The study contributes to the limited empirical scholarly research on job insecurity climate and its correlates. Management and HR professionals in working organizations are advised to focus on preventive measures (e.g. to invest in the professional development of their employees, that is focus on employability enhancement, in order to reduce job insecurity) as well as on participation-based interventions.

1 - 2 of 2
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf