Suchergebnisse

In organizations with a diverse workforce, inclusive leadership is assumed to be required to support the full appreciation and participation of diverse members. To date, studies identifying how leadership enables an inclusive climate in diverse teams are scarce. The aim of this study, therefore, is to examine how inclusive leadership fosters inclusiveness in diverse teams. Hypotheses were tested on a sample of 293 team members clustered in 45 public sector teams using structural equation modeling. The results showed that inclusive leadership positively moderates the negative relation between team ethnic–cultural diversity and inclusive climate. This study shows that greater team diversity does not automatically yield an inclusive climate. Inclusive leadership is needed to support an inclusive climate in which different team members are valued for what they bring to work practices. Inclusive leadership is crucial for fostering inclusiveness in diverse teams. Limitations are discussed and recommendations for future research are proposed.

To achieve greater sustainability, governments need to continuously adapt their purchasing activities to innovations in the market. Sustainable procurement is a decision-making process in which the decisions of procurers determine if the full potential of sustainable procurement is used. The decisions and thus behaviour of procurers are therefore crucial for the successfulness of sustainable procurement. According to organizational theory, commitment to change could influence this behaviour. Hence, in the study, we examined if commitment to implement sustainable procurement increases sustainable procurement behaviour by Dutch public procurers and what determines this commitment to implement sustainable procurement are. Our study shows first that both affective commitment to implement sustainable procurement and procedural justice increase sustainable procurement behaviour. In addition, the results show that commitment to change acts as a mechanismbetween fitwith vision, ecological sustainability attitude, procedural justice and sustainable procurement behaviour.

With the rise of New Public Management, public organizations are confronted with a growing need to demonstrate efficiency and cost-effectiveness. In this study, we examine the relationship between public organizational performance and human resource management (HRM). Specifically, we focus on job satisfaction as a possible mediating variable between organizational performance and HRM, and on the influence of a supervisor's leadership style on the implementation of Human Resource (HR) practices. Drawing on a secondary analysis of data from a national survey incorporating the views of 6,253 employees of Dutch municipalities, we tested our hypotheses using structural equation modeling. The findings indicate that (a) job satisfaction acts as a mediating variable in the relationship between HRM and organizational performance and (b) a stimulating leadership style has a positive effect on the amount of HR practices used, whereas (c) a correcting leadership style has no effect on the amount of HR practices used.

During the past three decades, the performance of public organizations has become more and more of an issue. However, academic research on public administration pays relatively little attention to how organizational performance is related to work environment and human resources within organizations. In this research, work environment characteristics, job satisfaction, and customer satisfaction are studied by comparing customer satisfaction data with data on the well-being of front-office employees in 35 Dutch municipalities. The authors test their hypotheses using structural equation modeling. Contrary to what was expected, the findings indicate that the effect of job satisfaction on customer satisfaction is twofold. In organizations in which employees are more satisfied with their jobs, customers are more satisfied with the empathy of the employees, but the waiting times for services tend to increase concomitantly. In addition, findings indicate that the work environment characteristics influence job satisfaction. These results have some implications for human resource management (HRM).

This article describes a diagnostic model for empowerment in team- based organizations that portrays four dimensions of the organization's control structure: the level of routine, the nature of expertise, the level of dependence and the line of command. The combined positions of the set of job regulation tasks distinguished for these dimensions express empowerment in terms of a functional balance and a balance of authority. The diagnostic model can be used to measure the control structure in practice and to provide input for a well-founded and managerial debate on empowerment and control. The model is illustrated with quantitative data from a pilot study of 16 semi-autonomous work teams within the manufacturing industry. Considerable differences in the local interpretation of the design of the control structure by team managers were observed. In general, the empowerment of teams is rather limited. The impression given is that there is a temporary 'double control structure', meaning simultaneous bottom-up and top-down control of the teams.

AbstractGovernments initiate major public sector reforms for various reasons. Although change leadership appears crucial, its role in implementing reforms in public organizations receives scant attention. Insights from public administration and change management literature help to bridge the gap between these macrolevel and microlevel perspectives. Our multilevel study of two youth care organizations addressing public sector reform explores how leadership behavior—and in interaction between top and middle managers—contributes to the concept of what we call change embeddedness among front‐line employees. The use of leadership behaviors during the reform that are leader centric (shaping) appear to be associated with greater ambiguity and worse change embeddedness. However, leadership focused on engaging employees and boundary spanning with external organizations seems to support the embeddedness of the reform, especially when these behaviors are connected to a clear sense of purpose around the change.