The Experts below are selected from a list of 66057 Experts worldwide ranked by ideXlab platform
Bryan Hong - One of the best experts on this subject based on the ideXlab platform.
-
power to the outsiders external hiring and Decision Authority allocation within organizations
Strategic Management Journal, 2020Co-Authors: Bryan HongAbstract:Research Summary This study examines the relationship between external hiring and the allocation of Decision Authority within organizations, and how they interact to affect organizational change and innovation. We test our hypotheses using panel data for a nationally representative sample of businesses in Canada. We find that the practice of external hiring of managers and high‐skilled nonmanagerial employees predicts greater Decision Authority allocated to each respective level of the hierarchy. Reallocation of Authority is positively moderated by the strategic priority of (a) workplace reorganization for managerial hiring, and (b) new product development for nonmanagerial hiring. We also find evidence of related associations with workplace reorganization and product innovation. The findings suggest that Decision Authority allocation is essential to effectively utilize externally acquired human capital. Managerial Summary This study examines how the effectiveness of hiring managers and high‐skilled nonmanagerial employees from outside the firm is related to how much Decision Authority they are granted. We show that for both types of employees, external hiring predicts greater Decision Authority allocated to each respective level of the organization. For managers, external hiring predicts a greater likelihood of organizational change when more Decision Authority is granted. Similarly, for high‐skilled nonmanagerial employees, external hiring predicts the development of more novel innovations when more Decision Authority is given. Overall, the results suggest that hiring talent from outside the firm by itself is not sufficient to expect benefits to the organization—instead, firms must also empower outside hires with the Authority needed to translate their knowledge into performance.
-
power to the outsiders external hiring and Decision Authority allocation within organizations
Social Science Research Network, 2020Co-Authors: Bryan HongAbstract:This study examines the relationship between external hiring and the allocation of Decision Authority within organizations, and how they interact to affect organizational change and innovation. We test our hypotheses using panel data for a nationally representative sample of businesses in Canada. We find that the practice of external hiring of managers and high-skilled non-managerial employees predicts greater Decision Authority allocated to each respective level of the hierarchy. Reallocation of Authority is positively moderated by the strategic priority of i) workplace reorganization for managerial hiring, and ii) new product development for non-managerial hiring. We also find evidence of related associations with workplace reorganization and product innovation. The findings suggest that Decision Authority allocation is essential to effectively utilizing externally acquired human capital.
L M Bouter - One of the best experts on this subject based on the ideXlab platform.
-
high physical work load and low job satisfaction increase the risk of sickness absence due to low back pain results of a prospective cohort study
Occupational and Environmental Medicine, 2002Co-Authors: W E Hoogendoorn, P M Bongers, G A M Ariens, H C W De Vet, W Van Mechelen, L M BouterAbstract:Objective: To determine whether physical and psychosocial load at work influence sickness absence due to low back pain. Methods: The research was a part of the study on musculoskeletal disorders, absenteeism, stress, and health (SMASH), a 3 year prospective cohort study on risk factors for musculoskeletal disorders. Workers from 21 companies located throughout The Netherlands participated in the part of this study on sickness absence due to low back pain. The study population consisted of 732 workers with no sickness absences of 3 days or longer due to low back pain in the 3 months before the baseline survey and complete data on the reasons for absences during the follow up period. The mean (range) period of follow up in this group was 37 (7-44) months. Physical load at work was assessed by analyses of video recordings. Baseline information on psychosocial work characteristics was obtained by a questionnaire. Data on sickness absence were collected from company records. The main outcome measure was the rate of sickness absences of 3 days or longer due to low back pain during the follow up period. Results: After adjustment of the work related physical and psychosocial factors for each other and for other potential determinants, significant rate ratios ranging from 2.0 to 3.2 were found for trunk flexion, trunk rotation, lifting, and low job satisfaction. A dose-response relation was found for trunk flexion, but not for trunk rotation or lifting. Non-significant rate ratios of about 1.4 were found for low supervisor support and low coworker support. Quantitative job demands, conflicting demands, Decision Authority, and skill discretion showed no relation with sickness absence due to low back pain. Conclusions: Flexion and rotation of the trunk, lifting, and low job satisfaction are risk factors for sickness absence due to low back pain. Some indications of a relation between low social support, either from supervisors or coworkers, and sickness absence due to low back pain are also present.
-
psychosocial work characteristics and psychological strain in relation to low back pain
Scandinavian Journal of Work Environment & Health, 2001Co-Authors: W E Hoogendoorn, P M Bongers, I L D Houtman, G A M Ariens, W Van Mechelen, L M BouterAbstract:Objectives This study investigated the relationship between psychosocial work characteristics and low-back pain and the potential intermediate role of psychological strain variables in this relationship. Methods The research was part of a prospective cohort study of risk factors for musculoskeletal symptoms. The study population consisted of 861 workers from 34 companies in The Netherlands who had no low-back pain at baseline and for whom data on the occurrence of low-back pain were obtained with annual questionnaires during a 3-year follow-up period. Information on psychosocial work characteristics and psychological strain variables was collected using a questionnaire at baseline. Cases of low-back pain were defined as workers who reported, in at least one of the annual follow-up questionnaires, that they had had regular or prolonged low-back pain in the previous 12 months. Results After adjustment for individual factors and quantified physical load at work, nonsignificant relative risks ranging from 1.3 to 1.6 were observed for high quantitative job demands, high conflicting demands, low supervisory support, and low co-worker support. Decision Authority and skill discretion showed no relationship with low-back pain. In general, the estimated relative risks for the psychosocial work characteristics were scarcely influenced by additional adjustment for job satisfaction, emotional exhaustion, and sleeping difficulties. Conclusions It can be concluded that low social support, from either supervisors or co-workers, appears to be a risk factor for low-back pain. Some indications of a relationship between high quantitative job demands and high conflicting demands and low-back pain were also found. Little evidence was found for an intermediate role for the psychological strain variables under study.
Joshua S Gans - One of the best experts on this subject based on the ideXlab platform.
-
the allocation of Decision Authority to human and artificial intelligence
National Bureau of Economic Research, 2020Co-Authors: Susan Athey, Kevin A Bryan, Joshua S GansAbstract:The allocation of Decision Authority by a principal to either a human agent or an artificial intelligence (AI) is examined. The principal trades off an AI's more aligned choice with the need to motivate the human agent to expend effort in learning choice payoffs. When agent effort is desired, it is shown that the principal is more likely to give that agent Decision Authority, reduce investment in AI reliability, and adopt an AI that may be biased. Organizational design considerations are likely to have an impact on how AIs are trained.
-
the allocation of Decision Authority to human and artificial intelligence
Research Papers in Economics, 2020Co-Authors: Susan Athey, Kevin A Bryan, Joshua S GansAbstract:The allocation of Decision Authority by a principal to either a human agent or an artificial intelligence (AI) is examined. The principal trades off an AI’s more aligned choice with the need to motivate the human agent to expend effort in learning choice payoffs. When agent effort is desired, it is shown that the principal is more likely to give that agent Decision Authority, reduce investment in AI reliability and adopt an AI that may be biased. Organizational design considerations are likely to impact on how AI’s are trained.
-
the allocation of Decision Authority to human and artificial intelligence
Social Science Research Network, 2020Co-Authors: Susan Athey, Kevin A Bryan, Joshua S GansAbstract:The allocation of Decision Authority by a principal to either a human agent or an artificial intelligence (AI) is examined. The principal trades off an AI’s more aligned choice with the need to motivate the human agent to expend effort in learning choice payoffs. When agent effort is desired, it is shown that the principal is more likely to give that agent Decision Authority, reduce investment in AI reliability and adopt an AI that may be biased. Organizational design considerations are likely to impact on how AI’s are trained. Institutional subscribers to the NBER working paper series, and residents of developing countries may download this paper without additional charge at www.nber.org.
Tores Theorell - One of the best experts on this subject based on the ideXlab platform.
-
Self-reported psychological demands, skill discretion and Decision Authority at work: A twin study.
Scandinavian journal of public health, 2016Co-Authors: Tores Theorell, Örjan De Manzano, Anna-karin Lennartsson, Nancy L. Pedersen, Fredrik UllénAbstract:Objectives: To examine the contribution of genetic factors to self-reported psychological demands (PD), skill discretion (SD) and Decision Authority (DA) and the possible importance of such influence on the association between these work variables and depressive symptoms. Methods: 11,543 participants aged 27–54 in the Swedish Twin Registry participated in a web survey. First of all, in multiple regressions, phenotypic associations between each one of the three work environment variables and depressive symptoms were analysed. Secondly, by means of classical twin analysis, the genetic contribution to PD, SD and DA was assessed. After this, cross-twin cross-trait correlations were computed between PD, SD and DA, on the one hand, and depressive symptom score, on the other hand. Results: The genetic contribution to self-reported PD, DS and DA ranged from 18% for Decision Authority to 30% for skill discretion. Cross-twin cross-trait correlations were very weak (r values < .1) and non-significant for dizygotic t...
-
factor structure and longitudinal measurement invariance of the demand control support model an evidence from the swedish longitudinal occupational survey of health slosh
PLOS ONE, 2013Co-Authors: Holendro Singh Chungkham, Robert Karasek, Michael Ingre, Hugo Westerlund, Tores TheorellAbstract:Objectives To examine the factor structure and to evaluate the longitudinal measurement invariance of the demand-control-support questionnaire (DCSQ), using the Swedish Longitudinal Occupational Survey of Health (SLOSH). Methods A confirmatory factor analysis (CFA) and multi-group confirmatory factor analysis (MGCFA) models within the framework of structural equation modeling (SEM) have been used to examine the factor structure and invariance across time. Results Four factors: psychological demand, skill discretion, Decision Authority and social support, were confirmed by CFA at baseline, with the best fit obtained by removing the item repetitive work of skill discretion. A measurement error correlation (0.42) between work fast and work intensively for psychological demands was also detected. Acceptable composite reliability measures were obtained except for skill discretion (0.68). The invariance of the same factor structure was established, but caution in comparing mean levels of factors over time is warranted as lack of intercept invariance was evident. However, partial intercept invariance was established for work intensively. Conclusion Our findings indicate that skill discretion and Decision Authority represent two distinct constructs in the retained model. However removing the item repetitive work along with either work fast or work intensively would improve model fit. Care should also be taken while making comparisons in the constructs across time. Further research should investigate invariance across occupations or socio-economic classes.
-
demand control and social climate as predictors of emotional exhaustion symptoms in working swedish men and women
Scandinavian Journal of Public Health, 2008Co-Authors: Linda Magnusson L Hanson, Tores Theorell, Gabriel Oxenstierna, Martin Hyde, Hugo WesterlundAbstract:Demand, control and social climate as predictors of emotional exhaustion symptoms in working Swedish men and women.Magnusson Hanson LL, Theorell T, Oxenstierna G, Hyde M, Westerlund H.Stress Research Institute, Stockholm University, SE-106 91 Stockholm, Sweden. linda.hanson@stressforskning.su.seAIMS: Most studies on burnout have been cross-sectional and focused on specific occupations. In the present study we prospectively investigated the association between demands, control, support and conflicts as well as downsizing and emotional exhaustion in men and women derived from a representative sample of the working population in Sweden. METHODS: The study comprised working men (1,511) and women (1,493), who participated in the Swedish Work Environment Survey (SWES) in 2003 and had no physical exhaustion and prior sick leave at baseline. These participants were followed up in 2006 as part of the Swedish Longitudinal Occupational Survey of Health (SLOSH). Demands, Decision Authority, support from fellow workers and superiors, conflicts with fellow workers and superiors, and downsizing were utilized as predictors and the Maslach Burnout Inventory subscale of emotional exhaustion as the outcome in multiple logistic regression analyses. RESULTS: High demands were a highly significant predictor of symptoms of emotional exhaustion (>/=75th percentile). Downsizing and lack of support from superiors were also independent predictors for men as well as lack of support from fellow workers and low Decision Authority for women. CONCLUSIONS: This study indicates that high demands, low Decision Authority, lack of support at work and downsizing could be important predictors of emotional exhaustion symptoms among working men and women.
-
the association between job strain and emotional exhaustion in a cohort of 1 028 finnish teachers
British Journal of Educational Psychology, 2007Co-Authors: Nina Santavirta, Svetlana Solovieva, Tores TheorellAbstract:Background. Teachers' work overload has been the subject of intense research, and the results of these studies show that a substantial proportion of teachers perceive their job as very stressful. Aims. To investigate how different formulations of high demands and low Decision latitude was related to teachers' burnout, and to estimate the possible interaction between these factors. Sample. The sample consisted of 1,028 school teachers. Method. Multivariate covariant analyses (MANCOVA) was used to evaluate the relationship between a high-strain job defined by 3 different cut-off points and burnout. Logistical regression analysis was used to estimate the separate and joint effects of demand and Decision Authority on emotional exhaustion. Interaction between high demands and low Decision Authority was analysed using relative excess risk due to interaction (RERI). An attributable proportion (AP) was calculated in order to estimate the proportion of emotionally exhausted teachers among those exposed to both risk factors that was attributable to their synergistic interaction. The group of teachers who perceived their job as a low-strain job was used as the reference group in the analysis. Results. The effect of job strain on burnout was proved to be consistent and robust across alternative formulations. The main effect of high demands exceeded that of low Decision Authority in relation to emotional exhaustion. Furthermore, the 2 factors acted synergistically to increase the risk of burnout. Conclusions. In the case of burnout, teachers who perceived their job as highly demanding and low in control, 69% of the effect could be attributed to the synergism of these 2 factors.
-
employee effects of an educational program for managers at an insurance company
Psychosomatic Medicine, 2001Co-Authors: Tores Theorell, Reza Emdad, Bengt B Arnetz, Annamaria WeingartenAbstract:Background Possible health effects for employees of efforts to improve the psychosocial competence of managers have not been studied scientifically in the past. Objective To explore how efforts to improve management will change the work environment and health of the employees. Methods Managers of the experimental department in a large insurance corporation underwent 2-hour biweekly training sessions for 1 year—altogether, 60 hours. A control group of employees in other departments in the corporation not affected by the modification was followed with the same assessments. Morning blood samples for the assessment of serum cortisol were collected both at baseline and after 1 year in 155 participants in the experimental group and in 147 subjects in the control group. Liver enzymes and lipids were also assessed. In the questionnaire part of the 1-year follow-up study, there were 119 participants in the experimental group and 132 in the control group. Results When repeated-measures ANOVA was used, a significant interaction effect was found for the level of serum cortisol; serum cortisol levels were decreased in the intervention group and were unchanged in the control group (ANOVA two-way interaction, p = .02; after exclusion of the managers, p = .005). A significant interaction effect was also observed for Decision Authority, with increased Decision Authority in the intervention group and, conversely, a decreased level in the control group (p = .001; after exclusion of managers, p = .02). Conclusions The study indicates that a moderately intensive psychosocial manager program lasting for 1 year can be beneficial for the employees with regard to both lowered serum cortisol and improved Authority over Decisions.
W E Hoogendoorn - One of the best experts on this subject based on the ideXlab platform.
-
high physical work load and low job satisfaction increase the risk of sickness absence due to low back pain results of a prospective cohort study
Occupational and Environmental Medicine, 2002Co-Authors: W E Hoogendoorn, P M Bongers, G A M Ariens, H C W De Vet, W Van Mechelen, L M BouterAbstract:Objective: To determine whether physical and psychosocial load at work influence sickness absence due to low back pain. Methods: The research was a part of the study on musculoskeletal disorders, absenteeism, stress, and health (SMASH), a 3 year prospective cohort study on risk factors for musculoskeletal disorders. Workers from 21 companies located throughout The Netherlands participated in the part of this study on sickness absence due to low back pain. The study population consisted of 732 workers with no sickness absences of 3 days or longer due to low back pain in the 3 months before the baseline survey and complete data on the reasons for absences during the follow up period. The mean (range) period of follow up in this group was 37 (7-44) months. Physical load at work was assessed by analyses of video recordings. Baseline information on psychosocial work characteristics was obtained by a questionnaire. Data on sickness absence were collected from company records. The main outcome measure was the rate of sickness absences of 3 days or longer due to low back pain during the follow up period. Results: After adjustment of the work related physical and psychosocial factors for each other and for other potential determinants, significant rate ratios ranging from 2.0 to 3.2 were found for trunk flexion, trunk rotation, lifting, and low job satisfaction. A dose-response relation was found for trunk flexion, but not for trunk rotation or lifting. Non-significant rate ratios of about 1.4 were found for low supervisor support and low coworker support. Quantitative job demands, conflicting demands, Decision Authority, and skill discretion showed no relation with sickness absence due to low back pain. Conclusions: Flexion and rotation of the trunk, lifting, and low job satisfaction are risk factors for sickness absence due to low back pain. Some indications of a relation between low social support, either from supervisors or coworkers, and sickness absence due to low back pain are also present.
-
psychosocial work characteristics and psychological strain in relation to low back pain
Scandinavian Journal of Work Environment & Health, 2001Co-Authors: W E Hoogendoorn, P M Bongers, I L D Houtman, G A M Ariens, W Van Mechelen, L M BouterAbstract:Objectives This study investigated the relationship between psychosocial work characteristics and low-back pain and the potential intermediate role of psychological strain variables in this relationship. Methods The research was part of a prospective cohort study of risk factors for musculoskeletal symptoms. The study population consisted of 861 workers from 34 companies in The Netherlands who had no low-back pain at baseline and for whom data on the occurrence of low-back pain were obtained with annual questionnaires during a 3-year follow-up period. Information on psychosocial work characteristics and psychological strain variables was collected using a questionnaire at baseline. Cases of low-back pain were defined as workers who reported, in at least one of the annual follow-up questionnaires, that they had had regular or prolonged low-back pain in the previous 12 months. Results After adjustment for individual factors and quantified physical load at work, nonsignificant relative risks ranging from 1.3 to 1.6 were observed for high quantitative job demands, high conflicting demands, low supervisory support, and low co-worker support. Decision Authority and skill discretion showed no relationship with low-back pain. In general, the estimated relative risks for the psychosocial work characteristics were scarcely influenced by additional adjustment for job satisfaction, emotional exhaustion, and sleeping difficulties. Conclusions It can be concluded that low social support, from either supervisors or co-workers, appears to be a risk factor for low-back pain. Some indications of a relationship between high quantitative job demands and high conflicting demands and low-back pain were also found. Little evidence was found for an intermediate role for the psychological strain variables under study.
