Annotated Bibliography
Students Name
Department; Institutional Affiliation
Course Code; Course Name
Professors Name
Submission Deadline
Annotated Bibliography
Kim, B. J. (2023). Participation, Engagement, and Organizational Citizenship Behavior Among Public Employees. Public Personnel Management, 52(2), 263–285.
https://doi.org/10.1177/00910260221145134
Kim's (2023) study examines the relationship between participative management and organizational citizenship behavior among public employees in South Korea. The study found that participative management practices, which emphasize employee involvement in decision-making, are positively associated with organizational citizenship behavior. Moreover, employee engagement mediates this relationship, suggesting that participative management practices foster engagement, which in turn leads to higher levels of organizational citizenship behavior. This source is relevant to my paper as it highlights the importance of participative management practices in promoting positive employee behaviors and outcomes in public sector organizations.
De Sousa Figueira, A., Reis Costa, S. R., Ferraz, F. T., Rampasso, I. S., & Resende, D. N. (2023). An analysis of teleworking management practices. Work, 74(3), 1135–1148.
https://doi.org/10.3233/WOR-211401
The study by de Sousa Figueira et al. (2023) analyzes teleworking management practices. It identifies crucial factors for effective telework management, such as organizational policies, physical and technological infrastructure, leadership practices, and employee well-being. The study provides valuable insights into how organizations can manage and support teleworkers more effectively. This source is relevant to my paper as it addresses the emerging trend of
telework and the associated management challenges and best practices, which are critical considerations in modern workplaces.
Rusbult, C. E., Farrell, D., Rogers, G., & Mainous III, A. G. (1988). Impact of Exchange Variables on Exit, Voice, Loyalty, and Neglect: An Integrative Model of Responses to Declining Job Status Satisfaction. Academy of Management Journal, 31(3), 599–627.
https://doi.org/10.2307/256461
Rusbult et al.'s (1988) study proposes an integrative model that predicts employees' responses to declining job satisfaction, including exit, voice, loyalty, and neglect. The study found that job satisfaction, investment size, and quality of alternatives influence these responses in distinct ways. This classic study is relevant to my paper as it provides a theoretical framework for understanding employee reactions to dissatisfaction and the factors that shape these reactions, which can inform management practices aimed at retaining and engaging employees.
Moynihan, D., Giannella, E., Herd, P., & Sutherland, J. (2022). Matching to Categories: Learning and Compliance Costs in Administrative Processes. Journal of Public Administration Research & Theory, 32(4), 750–764.
https://doi.org/10.1093/jopart/muac0026
Moynihan et al.'s (2022) study examines the challenges individuals face when trying to match themselves to state-created categories, such as those used in administrative processes. The study found that presenting information about categories in a more intuitive way and reducing compliance costs can improve matching rates. This source is relevant to my paper as it highlights the importance of clear and accessible communication in administrative processes, which can have implications for employee experiences and organizational effectiveness.
Fugate, M., & Soenen, G. (2018). Predictors and processes related to employees' change-related compliance and championing. Personnel Psychology, 71(1), 109–132.
https://doi.org/10.1111/peps.12235
Fugate and Soenen's (2018) study investigates the antecedents and processes related to employees' compliance and championing behaviors during organizational change. The study found that context factors (e.g., change management support) and person factors (e.g., dispositional resistance to change) influence employees' appraisals of the change, which in turn shape their compliance and championing behaviors. This source is relevant to my paper as it provides insights into the factors that influence employee support for organizational change initiatives, which is a critical consideration for successful change management.
Zwank, J., Diehl, M.-R., & Fortin, M. (2023). Three Paths to Feeling Just: How Managers Grapple with Justice Conundrums During Organizational Change. Journal of Business Ethics, 186(1), 217–236. https://doi.org/10.1007/s10551-022-05179-x
Zwank et al.'s (2023) study explores how managers grapple with justice conundrums (irreconcilable demands on how to enact justice) during organizational change. The study identifies three prototypical paths managers take to resolve these conundrums and illustrates the cognitive mechanisms involved. This source is relevant to my paper as it highlights the ethical challenges managers face during organizational change and provides a framework for understanding how they navigate these challenges, which can inform more ethical and effective change management practices.
Kumar, N., Liu, Z., Flinchbaugh, C., Hossain, M. Y., & Hossain, M. N. (2022). Impact of emotional labour on taking charge to predict employee's creative and task performance:
The moderation of performance-based pay from the lens of self-determination theory.
PLoS ONE, 17(10), 1–22. https://doi.org/10.1371/journal.pone.0269196
Kumar et al.'s (2022) study investigates the impact of emotional labor on employees' creative and task performance, with a focus on the mediating role of taking charge behavior and the moderating effect of performance-based pay. Using self-determination theory, the study found that deep acting (a form of emotional labor) positively affects taking charge, which in turn enhances performance. This source is relevant to my paper as it sheds light on the interplay between emotional labor, employee behaviors, and performance, as well as the role of performance-based pay in influencing these relationships.
Guzel, D., Korkmaz, G., & Asılabı, A. S. (2024). Analysis Effect of Environmental Orientation and Organizational Innovation on Environmental Talent Development and Performance. Technical Journal / Tehnički Glasnik, 18(1), 100–107.
https://doi.org/10.31803/tg-20221229113838
Guzel et al.'s (2024) study examines the effects of environmental orientation and organizational innovation on environmental talent development and performance. The study found that environmental orientation and organizational innovation positively impact environmental talent development and various performance measures, such as environmental, market, financial, and perceived quality performance. This source is relevant to my paper as it highlights the importance of environmental sustainability and innovation in organizational practices and their potential benefits for talent development and overall performance, which are critical considerations in modern business environments.
References
De Sousa Figueira, A., Reis Costa, S. R., Ferraz, F. T., Rampasso, I. S., & Resende, D. N. (2023). An analysis of teleworking management practices. Work, 74(3), 1135–1148.
https://doi.org/10.3233/WOR-211401
Fugate, M., & Soenen, G. (2018). Predictors and processes related to employees’ change-related compliance and championing. Personnel Psychology, 71(1), 109–132.
https://doi.org/10.1111/peps.12235
Guzel, D., Korkmaz, G., & Asılabı, A. S. (2024). Analysis Effect of Environmental Orientation and Organizational Innovation on Environmental Talent Development and Performance. Technical Journal / Tehnički Glasnik, 18(1), 100–107.
https://doi.org/10.31803/tg-20221229113838
Kim, B. J. (2023). Participation, Engagement, and Organizational Citizenship Behavior Among Public Employees. Public Personnel Management, 52(2), 263–285.
https://doi.org/10.1177/00910260221145134
Kumar, N., Liu, Z., Flinchbaugh, C., Hossain, M. Y., & Hossain, M. N. (2022). Impact of emotional labour on taking charge to predict employee’s creative and task performance: The moderation of performance-based pay from the lens of self-determination theory. PLoS ONE, 17(10), 1–22. https://doi.org/10.1371/journal.pone.0269196
Moynihan, D., Giannella, E., Herd, P., & Sutherland, J. (2022). Matching to Categories: Learning and Compliance Costs in Administrative Processes. Journal of Public Administration Research & Theory, 32(4), 750–764.
https://doi.org/10.1093/jopart/muac0026
Rusbult, C. E., Farrell, D., Rogers, G., & Mainous III, A. G. (1988). Impact of Exchange Variables on Exit, Voice, Loyalty, and Neglect: An Integrative Model of Responses to Declining Job Status Satisfaction. Academy of Management Journal, 31(3), 599–627. https://doi.org/10.2307/256461
Zwank, J., Diehl, M.-R., & Fortin, M. (2023). Three Paths to Feeling Just: How Managers Grapple with Justice Conundrums During Organizational Change. Journal of Business Ethics, 186(1), 217–236. https://doi.org/10.1007/s10551-022-05179-x