Journal of Organizational Culture Communications and Conflict
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Volume 20, Number 1 PrintISSN: 1544-0508 Online ISSN: 1939-4691 JOURNAL OF ORGANIZATIONAL CULTURE COMMUNICATIONS AND CONFLICT Editor Matthew P. Earnhardt, Embry-Riddle Aeronautical University Co- Editor Tim Holt, Embry-Riddle Aeronautical University The Journal of Organizational Culture, Communications and Conflict is owned and published by Jordan Whitney Enterprises, Inc.. Editorial content is under the control of the Allied Academies, Inc., a non-profit association of scholars, whose purpose is to support and encourage research and the sharing and exchange of ideas and insights throughout the world. Authors execute a publication permission agreement and assume all liabilities. Neither Jordan Whitney Enterprises, Inc. nor Allied Academies is responsible for the content of the individual manuscripts. Any omissions or errors are the sole responsibility of the authors. The Editorial Board is responsible for the selection of manuscripts for publication from among those submitted for consideration.The Publishers accept final manuscripts in digital form and make adjustments solely for the purposes of pagination and organization. The Journal of Organizational Culture, Communications and Conflict is owned and published by Jordan Whitney Enterprises, Inc., PO Box 1032, Weaverville, NC 28787, USA. Those interested in communicating with the Journal, should contact the Executive Director of the Allied Academies at [email protected]. Copyright 2016 by Jordan Whitney Enterprises, Inc., USA EDITORIAL REVIEW BOARD MEMBERS Stephen C. Betts, Paul H. Jacques, William Paterson University Rhode Island College Kelly Bruning, Janet Moss, Walden University Georgia Southern University Gary A. Dusek, DBA, Ajay Kumar Ojha, Nova Southeastern University Washington Center for Internships and Academic Seminars Issam Ghazzawi, Yasmin Purohit, University of La Verne Robert Morris University Bob Hatfield, Renaud Jutras Western Kentucky University Université du Québec à Trois-Rivières David Hollingworth, Jon Tomlinson University of North Dakota University of Northwestern Ohio Kevin R. Howell, James B. Schiro, Appalachian State University Central Michigan University Shirley Hunter, George Taylor, University of North Carolina Charlotte University of Phoenix Steven Walker, Shari Frisinger National University University of Charleston (WV) Sean Valentine, Lin Zhao, University of North Dakota Purdue University Calumet TABLE OF CONTENTS FAITH AND JOB SATISFACTION: IS RELIGION A MISSING LINK?……………………...1 Issam A. Ghazzawi, University Of La Verne Yvonne Smith, University Of La Verne Yingxia Cao, University Of La Verne AN INVESTIGATION OF THE RELATIONSHIPS BETWEEN THREE TYPES OF CONFLICT AND PERCEIVED GROUP PERFORMANCE IN CULTURALLY DIVERSE WORK GROUPS………………………………………………………………………………..30 Inessa Yu. Korovyakovskaya, Savannah State University Hyonsong Chong, Jackson State University ORGANIZATIONAL CREATIVITY AND THE TOP MANAGEMENT TEAM (TMT): AN INTERACTIONIST PERSPECTIVE…………………………..………………………………..47 Cynthia P. Ruppel, Nova Southeastern University Eleanor T. Lawrence, Nova Southeastern University Leslie C. Tworoger, Nova Southeastern University CULTURAL DIVERSITY AS A MECHANISM FOR INNOVATION: WORKPLACE DIVERSITY AND THE ABSORPTIVE CAPACITY FRAMEWORK………………………..68 Jason Lambert, Saint Xavier University PSYCHOLOGICAL COLLECTIVISM AND TEAM EFFECTIVENESS: MODERATING EFFECTS OF TRUST AND PSYCHOLOGICAL SAFETY…………………………………...78 Clifton O Mayfield, University of Houston-Clear Lake Jay R. Tombaugh, University of Houston-Clear Lake Minsu Lee, Korea Military Academy ORGANIZATIONAL AMBIDEXTERITY AND THE MULTI-GENERATIONAL WORKFORCE…………………………………………………………………………………..95 Kathryn Woods, Austin Peay State University AN EXAMINATION OF NURSES’ WORK ENVIRONMENT AND ORGANIZATIONAL COMMITMENT…………………………………………………………………………..……112 Edward Jernigan, UNC Charlotte Joyce M. Beggs, UNC Charlotte Gary F. Kohut, UNC Charlotte THE MEDIATING ROLE OF DISTRIBUTIVE, PROCEDURAL, AND INTERACTIONAL JUSTICE ON THE RELATIONSHIP BETWEEN DOWNSIZING AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR…………………………………………………………………….132 Adrienne L. Hart, Columbus State University Neal F. Thomson, Columbus State University Tobias M. Huning, University of North Florida TOO MUCH OF A GOOD THING IN EMPLOYMENT COUNSELING…………………….143 C.W. Von Bergen, Southeastern Oklahoma State University Kitty Campbell, Southeastern Oklahoma State University Rodney Leird, Southeastern Oklahoma State University THE ROLE OF MINDFULNESS IN CONFLICT COMMUNICATION STYLES ACCORDING TO INDIVIDUAL LOCUS OF CONTROL ORIENTATIONS………………………………………...153 Duysal Aşkun, Bahcesehir University Fatih Çetin, Ömer Halisdemir University Journal of Organizational Culture, Communications and Conflict Volume 20, Number 1, 2016 FAITH AND JOB SATISFACTION: IS RELIGION A MISSING LINK? Issam A. Ghazzawi, University Of La Verne: La Verne, CA Yvonne Smith, University Of La Verne: La Verne, CA Yingxia Cao, University Of La Verne: La Verne, CA KEY WORDS: Buddhism; Christianity; Hinduism; Islam; Job Satisfaction; Judaism; Religious commitment; Religion in the workplace; Spirituality in the workplace. ABSTRACT While many studies of business ethics have linked job satisfaction and spirituality, relatively few have focused on the connection with formal religions. However, there are numerous suggestions in the literature that spirituality, when incorporated into religious systems, might affect the work-related values and attitudes of employees in unexpected ways. These nuances are important for managers who desire to be inclusive in a multicultural world to understand. This study explores the links between religious faith and job satisfaction using a multi- religion sample of working adults. Data were drawn from 741 employees and managers from Southern California organizations and firms. The sample included non-religious individuals and members of a variety of religions. The intent was to examine whether and what level of religious commitment impacted workplace attitudes, specifically job satisfaction. In this paper, we compare and contrast members of the five largest religions which are, in alphabetical order, Buddhism, Christianity, Hinduism, Islam, and Judaism, in relation to job satisfaction. We found that religious commitment does positively impact job satisfaction, though there are differences depending on the type of religion. The study concludes with implications for research and practice. INTRODUCTION A major influence on an employee’s satisfaction at work is the subtle permission on the part of the employer to allow him or her to be a complete person, rather than making it necessary to leave important personal characteristics, such as ethnicity, gender or religion, at the door (Ackers and Preston 1997; Epstein 2002). This desire is not limited to one age group or education level; rather it affects the job satisfaction or dissatisfaction of many employees (Brief 1998; Kutcher et al. 2010). In the diverse workplace of the 21st century, a-good-manager works at creating an inclusive workplace where whole-person expression is welcomed. Research suggests that such encouragement includes the accommodation of spirituality and the basic tenets of religious faiths (Ali and Gibbs 1998; Walker 2013). That is, understanding an employee’s spirituality helps minimize misunderstanding and creates a healthy, accepting workplace. It increases job satisfaction. Job satisfaction can be defined as an individual’s positive or negative attitude toward his or her job or workplace (Brayfield and Crocket 1955; Kinicki et al. 2002). Research suggests 1 Journal of Organizational Culture, Communications and Conflict Volume 20, Number 1, 2016 that there are extensive positive correlations between job satisfaction and important workplace variables such as organizational commitment, absenteeism, and low turnover (Judge et al. 2001; Mowday and Steers 1979; O’Reilly and Caldwell 1980; Petty et al. 1984). Hence, employee job satisfaction is presumed to be an important construct for managers to understand. Job satisfaction is a complex construct. Four basic factors are postulated to affect an individual’s level of job satisfaction: (1) the nature of the work itself (Herzberg, 1987; Kim, 2005); (2) the individual’s personality, demographics, and values (Judge and Larsen 2001; Locke and Latham 1990); (3) social influence (Van den Berg and Feij 2003); and (4) the individual’s general life satisfaction (Jones 2006; Witmer and Sweeney 1992). Ghazzawi and Smith (2009) suggest that a strong religious faith could influence at least three of these factors. For example, individual values are often formed and strengthened by the religion the person is affiliated with. Social influence, in the form of religious teachings and communities, may affect how the person understands the value of his or her job. General life satisfaction can be enhanced by a sense of purpose in life, as is incorporated into many religious systems (Ellison and Smith 1991). Indeed, a number of researchers have found positive correlations between an employee’s spirituality and his or her satisfaction with, and commitment to, the job (Barnett et al. 1996; Kolodinsky et al. 2008; Milliman et al. 2001). However, although spiritual commitment has been researched extensively in relation to job satisfaction and other work attitudes, religious commitment has been less studied (Cash and Gray 2000; Fry 2003; Moore 2008; Von Bergen 2009). This paper contributes to the literature in several ways. First, it contributes to the ethics literature by adding to the