Organisational Behaviour Management - Annotated Bibliography Example

?Organisational Behaviour Management: An Annotated Bibliography Introduction The field of organisational behaviour ventures to explain and understandhuman behaviour in the context of an organisation. Griffin and Moorhead (2010) provided the definition of organisational behaviour as “the study of human behaviour in organisational settings, of the interface between human behaviour, and of the organisation itself” (p. 4). Hellriegel and Slocum (2007) explained the importance of studying organisational behaviour both for personal efficacy and organisational effectiveness. Hence, a working knowledge of organisational behaviour builds up the necessary competencies to achieve effectiveness on a personal and organisational level. Equipped with the essential competencies, employees, team leaders, manager, executives and any other member of an organisation can, therefore, contribute in their own little way to diagnose, understand, explain and act on emerging issues within the organisation as one cohesive unit. The following annotated bibliography of eight research tackles the theme organisational behaviour management focusing on positive organisation behaviour, organisation citizenship, emotions, moods, diversity and emotion, historical context research in organisational behaviour and emotional intelligence as a predictor of behaviour. Three of the eight articles included in the annotated bibliography tackled the area of positive organisational behaviour (Youssef & Luthans, 2007; Giachetti & So, 2009; Luthans & Youssef, 2007). Only Youssef and Luthans (2007) is a research article, while the other two are conceptual type articles. The three articles combined offer the reader a comprehensive primer on the importance of inculcating positive organizational behaviour in the workplace. The LePine, Erez, and Johnson (2002) article is a meta-analysis which complements the three aforementioned articles, but extended the coverage of these three articles into the more-encompassing concept of organisational citizenship behaviour with such characteristics as altruism, civic virtue, conscientiousness, courtesy and sportsmanship. The articles of Brief and Weiss (2002) and Ashkanasy, Hartel, and Daus (2002) tackled similar affects of organisational behaviour: moods and emotions, and diversity and emotions, respectively. A more profound understanding of moods, emotions and diversity will be instrumental in bringing out positive behaviour in the workplace. These two articles also demonstrated how a study of moods, emotions and diversity can foster positive and healthy working atmosphere. The Daus and Ashkanasy (2005) article is an important inclusion in this annotated bibliography on organisational behaviour management because an ability-based framework of emotional intelligence can help support the development of positive behaviours, organisational citizenship behaviour, and positive moods and emotions. Daus and Ashkanasy’s (2005) eloquent defence of their model against detractors buttressed the importance of emotional intelligence in organisational behaviour management, not just for leaders, but also for employees. The systematic review of Boudreau (2004) regarding organisational behavioural research revealed significant inputs about the progress of research in the various areas of organisational behaviour. The findings should serve as a guide for business and psychology researchers wanting to explore the virgin areas for scholastic inquiries, particularly in order to boost existing knowledge on positive organisational behaviour. Annotated Bibliography Research No. 1 REFERENCE Youssef, C. M. & Luthans, F. (2007). Positive organisational behaviour in the workplace: The impact of hope, optimism, and resilience. Journal of Management, 33(5), 774-800. AIM / PURPOSE The aim of the article was to detail the findings of the study which examined the relationship between the positive psychological resource capacities hope, optimism and resilience, and desired work-related employee outcomes; and how these psychological resources affect the variability of the work-related employee outcomes of job performance, job satisfaction, work happiness, and organizational commitment. ARTICLE TYPE Research METHOD Sample: The total sample consists of two groups representing respective convenience samples of 1032 and 232 employees in various organizations. Location: The research locale is the Midwestern United States. Data collection: Data were collected using survey methodology. Data analysis: Data analysis was conducted using correlation and stepwise regression where the control variables gender, ethnicity, age, education and tenure were entered in Step 1 and the psychological resource capacities hope, optimism and resilience were entered in Step2. Utility analysis was also employed. FINDINGS The findings revealed that hope, optimism and resilience are associated to work-related employee outcomes considered in the study. Results also showed the role of the positive psychological resource capacities of employees in the unique variance of work-related outcomes. RELATIONSHIP TO THEME AND OTHER ARTICLES This is a study on organisational behaviour in terms of the so-called psychological resource capacities which affects how employees behave in the workplace. Hope, optimism and resilience affect employee behaviour positively and like the other articles included in this paper, influence work performance. STRENGTHS The article carried an extensive literature review which functioned as a springboard from which the study was developed, and offered as a comprehensive back-ground supporting the rationale for the conduct of the study. WEAKNESSES Firstly, one weakness of this study is that the authors did not extensively touch on how the three psychological resource capacities can affect how managers implement and communicate organisational strategies, even if there is a paucity of researches which evaluated this aspect of the study. Secondly, the two hypotheses were evaluated using different samples even if the same two hypotheses may be tested using just the first group of respondents. Actually, the second sample should have been used to verify if comparable findings will be generated with the 1032 sample and the 232 sample. Research No. 2 REFERENCE Giachetti, C., & So, T. (2009). Positive organisational behaviour (POB) in managerial decision making. Ticonzero, 96, 212-219. AIM / PURPOSE The aim of the article was to elucidate how the main psychological resource capacities namely self-efficacy, hope, optimism and resilience affect workplace performance and managerial decision making. ARTICLE TYPE Conceptual APPROACH The article commenced with a discussion of positive organisational behaviour (POB) or positive management and definition of the four primary psychological resource capacities, namely: self-efficacy, hope, optimism and resilience. The association of each psychological resource with various work related variables such as work attitudes, leadership effectiveness, organisation and unit profitability, etc. The impact of POB on strategic behaviour is also examined. CONCLUSION The article concluded that impact of POB on strategy implementation may be mediated by organisational culture and leadership strategy articulation; and that positive management impacts organisational strategy and performance through collaborative management. Future research endeavours are directed towards the effect of employees’ behaviour and capabilities on the implementation of organisational strategies by managers. RELATIONSHIP TO THEME AND OTHER ARTICLES This study is obviously classified under the theme of this paper and is very similar to the work of Youssef and Luthans (2007). STRENGTHS The main strength of this study is its inclusion of self efficacy as one of the four psychological resource capabilities. Other studies such as Youssef and Luthans (2007) covered only four areas. Another strength of this study is its discussion of how psychological resources capacities influence implementation and communication of organisational strategies by managers. WEAKNESSES The primary limitation of this article is its theoretical nature. The authors’ criticism on the Youssef and Luthans (2007) work would have been more credible if empirical evidence was provided. Research No. 3 REFERENCE LePine, J. A., Erez, A. & Johnson, D. E. (2002). The nature and dimensionality of organisational citizenship behaviour: A critical review and meta-analysis. Journal of Applied Psychology, 57(1), 52-65. AIM / PURPOSE The aim of the article was to critically assess the nature of the construct organisational citizenship behaviour (OCB) as well as its dimensionality from the perspective of researches carried out since the 1980s. Existing researches were also critically reviewed to provide an implicit description of OCB according to its various dimensions ARTICLE TYPE Meta-analysis METHOD Sample: The study considered 395 effect sizes from a total of 37 studies with a combined sample size of 16, 330. Location: Not applicable. The study is a meta-analysis which reviewed and combined studies retrieved from research databases. Data collection: The data collection procedure involved an electronic search of research articles reviewed in Organ and Ryan (2004) and more articles from the PsycINFO and Dissertation Abstracts. A manual search of research articles was also carried out. Data analysis: Before performing the meta-analysis, Hotelling’s and Fisher’s z transformations were applied to the skewed distribution. The general random effects method of meta-analysis was utilised to model and investigate significant differential relationships between the dimensions of organisational citizenship behaviour and the predictor variable. The Cochrane chi-square test was carried out to confirm the assumption that the studies included in the meta-analysis possess homogeneity in terms of effect size. FINDINGS The findings showed strong associations among most of the dimensions of OCB considered in this study, namely: altruism, civic virtue, conscientiousness, courtesy and sportsmanship. The dimensions of OCB also demonstrated equivalent relationship with the predictors usually recognised by researchers such as job satisfaction, organisational commitment, fairness, trait conscientiousness and leader support. RELATIONSHIP TO THEME AND OTHER ARTICLES This article is also under the theme organisational behaviour, and also deals with positive behaviours like in Youssef and Luthans (2007) and Giachetti and So (2009). STRENGTHS The main strength of this meta-analysis was its recognition of a framework other than the framework it adopted (i.e., Organ and Ryan, 2004), particularly the Coleman and Borman (2000) model. The authors revealed evidence that the Coleman and Borman (2000) framework did not show differential relationships between the OCBI dimensions altruism and courtesy and the OCBO dimensions sports-manship, civic virtue and conscientiousness based on the Coleman and Borman (2000) distinctions. WEAKNESSES The five dimensions considered in this study were not tested for construct validity, and hence, there is no statistical evidence that these dimensions are actually measures of the same construct (i.e., organisational citizenship behaviour). Research No. 4 REFERENCE Brief, A. P. & Weiss, H. M. (2002). Organisational behaviour: Affect in the workplace. Annual Review of psychology, 53(1), 279-307. AIM / PURPOSE The aim of the article was to report about existing literature on affective experiences in the workplace, particularly moods and emotions, point out gaps in knowledge, if any, and offer recommendations for addressing these gaps. ARTICLE TYPE Conceptual APPROACH The conceptual article explores existing literature on organisational behaviour in terms of the feelings of workers, how organizations affect workers’ behaviour and how the workers’ behaviour affects the organization. In other words the article is centred on the affective dimensions of organisational behaviour. The article commences with a historical review of studies pertaining to workers’ feelings, and delimits the scope of the article. This was followed by a concise evaluation of the affective position of job satisfaction. A survey of recent literature pertaining to the creation of moods and emotions on the job, as well as the effects of the moods and emotions experienced were also discussed. CONCLUSION The article concluded that research on organisational behaviour in terms of moods and experience is narrow in scope. Studies focused heavily on moods, but lacked research on discrete emotions. RELATIONSHIP TO THEME AND OTHER ARTICLES This article is also under the theme organisational behaviour, with the main areas being moods and emotions. Although moods and emotions may either be positive and negative, the study goes for the cultivation of moods and emotions which will produce positive behaviours, STRENGTHS The imbalance in the focus of studies on moods was revealed in this study and reasons for such imbalance were isolated, particularly, the influence of the Isen (1987) framework which highlighted the effects of positive mood on performance-related organisational behaviour. Another explanation for the imbalance was the ready availability of measures of positive and negative affect of moods. WEAKNESSES Discussion of their chosen approach called affect-outcome process is better than the commonly used satisfaction-outcome approach, but as the authors mentioned in passing, an even more sophisticated analysis procedure can and should have been developed in this study. Research No. 5 REFERENCE Ashkanasy, N. M., Hartel, C. E. J. & Daus, C. S. (2002). Diversity & emotion: The new frontiers in organisational behaviour research. Journal of Management, 28(3), 307-338. AIM / PURPOSE The purpose of the article was to discuss the findings of a review of recent developments in research concerning diversity and emotions, as well as the method of conceptually integrating the two areas and the implications of such integration for management research. ARTICLE TYPE Conceptual APPROACH The history of diversity research was explored in terms of definitions and paradigms and pointed towards future research directions. Recent developments in emotion research were also discussed and delimited to four major topics, namely: mood theory, emotional labour, affective events theory (AET) and emotional intelligence. Each of the two sections was provided separate summaries and conclusions. A final conclusion dealt with the integration of diversity and emotions into contemporary research in organisational behaviour. CONCLUSION The article concluded that contemporary organisational behaviour is progressing towards a more diverse and universal perspective of humans in the workplace and that the four areas of emotion considered in this article have important overtones in organisation research and in the advancement of research on organisational behaviour. It was also generalised that organisational behaviour research tackles the creation of workplace environments which foster positive and healthy feelings towards work as a whole. RELATIONSHIP TO THEME AND OTHER ARTICLES As indicated in the title, the article is delves on organisational behaviour. This article is more related to the study of Brief and Weiss (2002) which also touched on emotion, but paired and integrated with diversity in the workplace. STRENGTHS The major strength of this article is its position that in the interaction between diversity and emotion diversity functions as an environmental variable which arouses emotional reactions; and the role of emotional intelligence in managing such emotions that affect behaviour in order to benefit the organisation positively. WEAKNESSES The main weakness of this article is the absence of a discussion of the methodology involved in the search for literature, particularly inclusion and / or exclusion criteria. Research No. 6 REFERENCE Boudreau, J. W. (2004). Organisational behaviour, strategy, performance and design in management science. Management Science, 50(11), 1-14. AIM / PURPOSE The aim of the article was to trace the historical development of research on organisational behaviour based on studies published in the journal Management Science for the past fifty years under the theme “organisational behaviour”. ARTICLE TYPE Systematic review METHOD Sample: A total of 299 journal articles were included in this systematic review. Location: Not applicable. Data collection: The article summarised the studies in terms of topics and sub-topics grouped under the scope of the study objectives or in terms of differentiated assumptions or perspectives. The categorised studies were then identified in terms of popularity and their contribution to the emerging themes from the published articles during the past 50 years. These themes include: organisations as decision-making entities; searching for a solution; improvement of management science models; application of management science methods; translation of behavioural ideas into management concepts; and history defines the research topics. Data analysis: The review is qualitative. Statistical analysis is not applicable. FINDINGS The studies uncovered in this review showed that the behavioural section of the journal which published research articles in various areas such as managerial practices, optimisation, and environment of actual work organisations are grounded on application, solutions and consequences offered less studies of such nature than journals which concentrate on the behavioural science. Findings also revealed that management science research offer significant inputs for organisational behaviour research. Conversely, management science scholars recognise the importance of integrating behavioural concepts and findings into management models. RELATIONSHIP TO THEME AND OTHER ARTICLES This is a general study on organisational behaviour as a necessary component of management science. This article ties up with the other articles included in this paper since it is already accepted by management science scholars that behavioural theory is an integral part of management. STRENGTHS The main strength of this systematic review is the painstaking effort provided to categorise the studies included meticulously into the 11 main topics. The findings will enable researchers in the field of management science to decipher which particular topics need further research. The author’s use of cross pollination as an overarching theme present in all the themes which surfaced in the systematic review denotes the need for synergy between behavioural and organisational theories. The online supplement provided for this study allowed a more profound understanding of the systematic review. WEAKNESSES The main weakness observed in this study is that the review involved only one source, the journal Management Science. There is no guarantee that the same findings will be uncovered if all business and management research databases were included in the study. Research No. 7 REFERENCE Luthans, F. & Youssef, C. M. (2007). Emerging positive organisational behaviour. Journal of Management, 33(3), 321-349. AIM / PURPOSE The purpose of this article was to examine a selection of positive traits, positive state-like psychological resource capacities, positive organisations, and positive behaviours and report the findings in the light of emerging developments in organisational behaviour research. ARTICLE TYPE Conceptual APPROACH The article was grounded on the premise that there is a need to recognise both positive and negative employee behaviours in the workplace through the building of their strengths and improving their weaknesses. The discussion first centred on the pros and cons of positivity. This was followed by an exposition of several classifications of positive traits: (1) the so-called big five personality traits where evidence was uncovered to be strongly associated with performance, namely: conscientiousness, emotional stability, extroversion, agreeableness and openness; (2) core self-evaluations which are known to predict desirable work-related outcomes, namely: self-esteem, generalised self-efficacy, locus of control and emotional stability; and (3) positive psychological traits. Positive state-like capacities were defined as positive capacities in positive organisational behaviour (POB) as an indication that such traits are situated in a continuum from very changeable to relatively malleable, to those which traits which are relatively stable and difficult to change. The discussion also centred on positive organisations which are essential for the selection of employees with positive traits, for further development and management of positive traits among the employees. Positive organisations also play a crucial role in the exhibition, recognition and promotion of positive behaviours. Resultant positive behaviours were the penultimate topic before the conclusion. Under resultant positive behaviour, the authors reviewed emerging types of positive behaviour which may be predicted and explained from the intersections between positive individual traits and states and positive organisational characteristics. CONCLUSION The article concluded that the current status of theory, research and practice of positive organisational behaviour is emerging, but significant progress has been made. As an emerging domain of inquiry, however, further theory building and research is necessary to enhance POB understanding and utilisation so that it can affect work performance. Five recommendations were suggested: (1) definition of an integrated theoretical framework of an open classification of positive organisational behaviour; (2) refinement of existing measure of POB constructs and the development of measures which are tailor-made for the workplace; (3) Evaluation of external validity of the POB constructs in a multiplicity of settings; (4) caveats on the usual pitfalls of researchers who assumed that related positive and negative constructs lie at the opposite ends of a continuum; and (5) research on positive behaviours required objective, accurate and encompassing measures of performance and performance change. RELATIONSHIP TO THEME AND OTHER ARTICLES This article is entirely all about organisational behaviour which is the theme of the paper. All the topics included in the conceptual review of literature have everything to do with employee behaviour in the organisation. It is much related to the articles by Youssef and Luthans (2007), and Giachetti and So (2009). STRENGTHS The main strength of this study lies on its usefulness as a primer or epilogue for the Youssef and Luthans (2007), and Giachetti and So (2009) articles. The review was also well-written and very organized. WEAKNESSES The main weakness of this article is the absence of even a short discussion of how the articles included in the literature review were selected, particularly the databases searched and inclusion and / or exclusion criteria. Research No. 8 REFERENCE Daus, C.S. & Ashkanasy, N. H. (2005). The case for the ability-based model of emotional intelligence in organisational behaviour. Journal of Organisational Behaviour, 26(4), 453-466. AIM / PURPOSE The purpose of this article was to refute the argument espoused by Landy, Locke and Conte (2005) that organisational psychology will benefit from the ability-based framework of emotional intelligence. ARTICLE TYPE Conceptual APPROACH Three negative criticisms of the ability-based model of emotional intelligence were articulated by Landy, Locke and Conte (2005): (1) emotional intelligence is not grounded on a legitimate science and is espoused only by opportunistic academics; (2) measures of emotional intelligence are defective and not evidenced by suitable discriminant and predictive validity; and (3) there is either weak or no empirical substantiation that emotional intelligence is associated to anything of value in an organisation. With respect to the first issue, the authors reiterated their position supporting the Mayer, et al. (1997) ability model which is made up of four levels: perception of emotion in oneself and others; assimilation of emotion to facilitate thinking; understanding the emotion; and controlling and directing the emotion in oneself and others. As regards to the revised Multifactor Emotional Intelligence Scale (MEIS), now called the MSCEIT or the Mayer, Salovey Caruso Emotional Intelligence Test, overall internal consistency reliability was from 0.90-0.96; factorial validity also revealed no significant differences between the three or four factor models; and the ability-based model revealed discriminant validity from the Big Five model of personality. Finally, as regards to the third issue, the authors provided evidence of studies which that emotional intelligence is valuable in the areas of leadership, job performance and emotional labour. CONCLUSION The authors concluded that emotional intelligence possesses robust psychometric properties, which is supported by predictive and incremental validity in forecasting organisational results, and is a useful construct in terms of developmental past and future research. RELATIONSHIP TO THEME AND OTHER ARTICLES This article is relevant to the theme of organisational behaviour in the sense that emotional intelligence affects both individual and organisational behaviour. As regards to its relationship to the other teams, this article is more related to the studies of Brief and Weiss, 2002; and Ashkanasy, et al., 2002;). STRENGTHS The major strength of this article is its vivid rebuttal of the three claims made against their proposition that the ability-based model of emotional intelligence have serious flaws and is thus, invalid. The article was able to answer and refute each claim point-for-point, particularly, about paucity of empirical evidence of usefulness for critical matters in an organisation, where most of the article was dedicated. WEAKNESSES Their own claim that their model of emotional intelligence is “the only strictly valid model of emotional intelligence” is fallacious. The authors, themselves that research on emotional intelligence is still in its infancy. Further research in the very near future may generate a more acceptable and valid model. This will again expose their model as hot targets for negation by their detractors. Conclusion The foregoing annotated bibliography signals emerging thought on the study of organisational behaviour leaning towards cultivation of positivity in the workplace. Gone are the days when organisational behaviour research delves on the discovery of individual weaknesses as clues to enhance organisational effectiveness. A new era in organisational behaviour management has evolved towards the promotion of positive behaviours in order to make the most out of individual contributions in the organisation. Hence, effective organisations flourish not by digging up weaknesses, but by bringing out positivity to achieve subjugation of individual and group weaknesses for better organisational outcomes. The ongoing debate on the significance of emotional behaviour in the management of organisational behaviour is a healthy sign that our experts in the field at not leaving any stones unturned in their quest to enhance organisational performance. Human resources constitute the most important capital in any business endeavour. It should, however, be borne in mind that the inherent uniqueness of individuals, or in more specific terms, individual differences, remain as the biggest challenge of managing organisational behaviour. Organisations can only optimise their performance if every member considers himself part and parcel of the organisation. This is accomplished not by focusing where each one of them differs, but where all of them concur. Psychological resource capacities, positive organisational behaviour, organisational citizenship behaviour and emotional intelligence can significantly benefit from positive moods and emotions which are not bound by diversity, but by the solidarity of goals. It is, therefore, believed that a synergy of the revelations in this paper can propel the management of business organisations towards optimal outcomes. References Ashkanasy, N. M., Hartel, C. E. J. & Daus, C. S. (2002). Diversity & emotion: The new frontiers in organisational behaviour research. Journal of Management, 28(3), 307-338. Brief, A. P. & Weiss, H. M. (2002). Organisational behaviour: Affect in the workplace. Annual Review of psychology, 53(1), 279-307. Boudreau, J. W. (2004). Organisational behaviour, strategy, performance and design in management science. Management Science, 50(11), 1-14. Daus, C.S. & Ashkanasy, N. H. (2005). The case for the ability-based model of emotional intelligence in organisational behaviour. Journal of Organisational Behaviour, 26(4), 453-466. Griffin, R. W. & Moorhead, G. (2010). Organisational behaviour: Managing people and organisation (10th ed.). Mason, OH: South-Western / Cengage Learning. Hellriegel, D. & Slocum, J. W. J. (2007). Organisational behaviour (11th). Mason, OH: Thomson Higher Education. Giachetti, C., & So, T. (2009). Positive organisational behaviour (POB) in managerial decision making. Ticonzero, 96, 212-219. LePine, J. A., Erez, A. & Johnson, D. E. (2002). The nature and dimensionality of organisational citizenship behaviour: A critical review and meta-analysis. Journal of Applied Psychology, 57(1), 52-65. Luthans, F. & Youssef, C. M. (2007). Emerging positive organisational behaviour. Journal of Management, 33(3), 321-349. Youssef, C. M. & Luthans, F. (2007). Positive organisational behaviour in the workplace: The impact of hope, optimism, and resilience. Journal of Management, 33(5), 774-800. Read More