Management Structure and Work Team Processes; Responsibilities and Responsiveness

This paper explores the management structure of the team-based organization. First it provides a theoretical model of structures and processes of work teams. The structure determines the team’s responsibilities in terms of authority and expertise about specific regulation tasks. The responsiveness of teams to these responsibilities are the processes of teamwork, in terms of three dimensions, indicating to what extent teams indeed use the space provided to them. The research question that this paper addresses is to what extent the position of responsibilities in the team-based organization affect team responsiveness. This is done by two hypotheses. First, the effect of the so-called proximity of regulation tasks is tested. It is expected that the responsibility for tasks positioned higher in the organization (i.e. further from the team) generally has a negative effect on team responsiveness, whereas tasks positioned lower in the organization (i.e. closer to the team) will have a positive effect on the way in which teams respond. Second, the relationship between the number of tasks for which the team is responsible with team responsiveness is tested. Theory suggests that teams being responsible for a larger number of tasks perform better, i.e. show higher responsiveness. These hypotheses are tested by a study of 109 production teams in the automotive industry. The results show that, as the theory predicts, increasing numbers of responsibilities have positive effects on team responsiveness. However, the delegation of expertise to teams seems to be the most important predictor of responsiveness. Also, not all regulation tasks show to have effects on team responsiveness. Most tasks do not show to have any significant effect at all. A number of tasks affects team responsiveness positively, when their responsibility is positioned lower in the organization, but also a number of tasks affects team responsiveness positively when located higher in the organization, i.e. further from the teams in the production. The results indicate that more attention can be paid to the distribution of responsibilities, in particular expertise, to teams. Indeed delegating more expertise improve team responsiveness, however some tasks might be located better at higher organizational levels, indicating that there are limitations to what responsibilities teams can handle.

Stress relacionado com o trabalho e burnout em técnicos de radiologia

RESUMO - O fenómeno stress relacionado com o trabalho é um tema atual, bastante debatido e alvo de diversas investigações. No entanto, os estudos portugueses sobre o stress relacionado com o trabalho em profissionais de saúde não são muito frequentes, apesar de desempenharem uma atividade considerada de alto risco em termos de stress. O síndrome de burnout é a consequência de prolongados níveis de stress relacionado com o trabalho e compreende três dimensões: exaustão emocional (EE), despersonalização (DSP) e realização pessoal (RP). O presente estudo demonstra-se como não experimental, descritivo e transversal que pretende contribuir para uma melhor compreensão do stress relacionado com o trabalho e burnout em técnicos de radiologia. Estudaram-se 73 técnicos de radiologia do Centro Hospitalar de Lisboa Central. 76,4% da população em estudo é do sexo feminino, 58,9% tem idades compreendidas entre os 41 e 60 anos, 53,4% dos profissionais são casados e 56,1% tem entre 1 e 20 anos de serviço como técnico de radiologia nos locais em estudo. Foram utilizados três questionários, um sócio-demográfico, o questionário Perceived Stress Scale (versão portuguesa do Instituto de Prevenção do Stress e Saúde Ocupacional) e o questionário Maslach Burnout Inventory (versão portuguesa traduzida pela Drª Alexandra Pinto. Verifica-se que 50,7% dos profissionais em estudo percecionam o seu nível de stress relacionado com o trabalho como elevado. Na análise da perceção do stress relacionado com o trabalho, foram os homens que surgiram com um nível mais elevado, assim como os profissionais dos 20 aos 40 anos, os solteiros e aqueles com um tempo de serviço entre 1 e 20 anos. Em relação ao burnout verificamos que 66,2% da população em estudo apresenta nível médio a elevado de EE, 57,9% de DSP e 66,2% de RP. Podemos verificar que são as mulheres que surgem com valores mais elevados de EE e RP, enquanto os homens apresentam valores mais elevados na dimensão DSP. Os mais novos (20 a 40 anos) e os solteiros apresentam nível médio a elevado de EE e DSP, enquanto os mais velhos (41 aos 60 anos) e os casados demonstram níveis mais elevados de RP. Estes dados demonstram um nível médio a elevado de burnout vivenciado pelos técnicos de radiologia dos hospitais em estudo.

What hides behind the fixed-term contracts wage gap?

In Portugal, about 20% of full-time workers are employed under a fixed-term contract. Using a rich longitudinal matched employer-employee dataset for Portugal, with more than 20 million observations and covering the 2002-2012 period, we confirm the common idea that fixed-term contracts are not desirable when compared to permanent ones, by estimating a conditional wage gap of -1.7 log points. Then, we evaluate the sources of that wage penalty by combining a three way high-dimensional fixed effects model with the decomposition of Gelbach (2014), in which the three dimensions considered are the worker’s unobserved ability, the firm’s compensation wage policy and the job title effect. It is shown that the average worker with a fixed-term contract is less productive than his/her permanent counterparts, explaining -3.92 log points of the FTC wage penalty. Additionally, the sorting of workers into lower-paid job titles is also responsible for -0.59 log points of the wage gap. Surprisingly, we found that the allocation of workers among firms mitigates the existing wage penalty (in 4.23 log points), as fixed-term workers are concentrated into firms with a more generous compensation policy. Finally, following Figueiredo et al. (2014), we further control for the worker-firm match characteristics and reach the conclusion that fixed-term employment relationships have an overrepresentation of low quality worker-firm matches, explaining 0.65 log points of the FTC wage penalty.

The late adopter scale: A measure of late adopters of technological innovations

Diffusion of Innovation is a topic of interest for researchers and practitioners. Although substantial research is conducted on user categories, researchers often focus on the first half of the curve, ignoring the late adopters. We conduct two studies to measure the attributes of late adopters. In our first study of mobile phone users, we develop the Late-Adopter Scale. We then test it on a sample of laptop users. This scale is multi-dimensional, presents nomological and discriminant validity and has three dimensions: 1) rate of adoption, 2) resistance to innovation, and 3) skepticism. Findings reveal that all three Late Adopter Scale dimensions are significantly associated with low price preference. Moreover, in both samples skepticism is associated with high preference for simple products, lower leading edge status, and lower product involvement. Discussion focuses on implications of this new scale to theory and practice of new product development and diffusion of innovation.

Developing and validating a measure of the strength of the HRM system: Operationalizing the construct and relationships among its dimensions

The four studies in this article introduce a questionnaire to measure Strength of the HRM System (HRMSQ), a multidimensional construct, theoretically developed by Bowen and Ostroff (2004). Strength of the HRM System is a set of process characteristics that lead to effectiveness in conveying signals to employees that allow them to create a shared meaning of desired and appropriate work behaviours. Nine characteristics are suggested, grouped in three features: Distinctiveness, Consistency and Consensus. Study 1 developed and tested a questionnaire in a sample of workers from five different sectors. Study 2 cross-validated the measure in a sample of civil servants in a municipality. These two studies used performance appraisal as the reference HRM practice and led to a short version of the HRMSQ. Study 3 and Study 4 extend the HRMSQ to several common HRM practices. The HRMSQ is tested in two samples, of call center and several private and public organizations‟ workers (study 3). In study 4 the questionnaire is refined and tested with a sample from a hotel chain and finally cross-validated with two other samples, in the insurance and batteries sectors, leading to a longer version of the HRMSQ. Content analysis of several interviews with human resource managers and the Rasch model (1960, 1961, 1980), were used to define and select the indicators of the questionnaire. Convergent, discriminant and predictive validity of the measure are tested. The results of the four studies highlight the complexity of the relationships between the proposed characteristics and support the validity of a parsimonious measure of Strength of the HRM System.