Understanding the High Performance Workplace

The Line Between Motivation and Abuse
Herausgeber: Ashkanasy, Neal M.; Martinko, Mark J.; Bennett, Rebecca J.

• Broschiertes Buch

Produktbeschreibung

This book asks the crucial question: When does high performance supervision become abusive supervision? As more organizations push to adopt high performance work practices (HPWP), the onus increasingly falls on supervisors to do whatever it takes to maximize the productivity of their work teams. In this rigorous, research-based volume, international contributors offer insight into how and when seemingly-beneficial workplace practices cross the line from motivation to abuse. By reviewing critical issues in both high performance work practices and abusive supervision, it illuminates the crossover between these two modes of work, and forges a path for future scholarship.

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Produktdetails

• Verlag: Routledge
• Seitenzahl: 338
• Erscheinungstermin: 9. Juni 2016
• Englisch
• Abmessung: 229mm x 152mm x 18mm
• Gewicht: 491g
• ISBN-13: 9781138801073
• ISBN-10: 1138801070
• Artikelnr.: 43679088

Autorenporträt

Neal M. Ashkanasy is Professor of Management at the University of Queensland, Australia. Rebecca J. Bennett is Herbert McElveen Endowed Professor and Department Head of the Department of Management, Louisiana Tech University, USA. Mark Martinko is Professor of Management at the University of Queensland, Australia.

Inhaltsangabe

Preface Bennett J. Tepper. 1 Understanding the High Performance Workplace:
Introduction Neal M. Ashkanasy, Rebecca J. Bennett, and Mark M. Martinko
(Eds.). Section I: Supervision and High Performance Work Practices. 2
Managing the Risk of Negative Effects of High Performance Work Practices
Gabriela Flores, Richard A. Posthuma, Michael A. Campion. 3 Employees,
Managers and High Performance Work Practices: A 'Win-Win' or the
Transformational Leader's Exploitative Approach to Organizational
Performance Chidieberre Ogbonnaya, Kevin Daniels, Sara Connolly, Marc
J.P.M. van veldhoven, and Karina Nielsen. 4 High Performance at the Expense
of Employee Health? Reconciling the Dark Side of High Performance Work
Systems Jaclyn M. Jensen and Karina Van De Voorde. 5 High-Performance Work
Systems: Involvement Versus Intensification Peter Boxall and Keith Macky.
Section II: HPWP and Abusive Supervision: Crossing the Line. 6 Human
Resource Innovation or Another Iron Cage? The Ethical Line(s) between High
Performance Work Systems and Abusive Supervision Roland E. Kidwell and
Matthew B. Lunde. 7 Crossing the Line between High Performance Work
Practices and Abusive Supervision: Context, Implementation, and
Intentionality as Interpretive Triggers Zachary A. Russell, Gerald R.
Ferris, and David Sikora. 8 When More Can Become Less: High Performance
Work Systems as a Source of Occupational Stress Paul E. Spector. 9 High
Performance Work Systems, Attributions, Justice, and Perceptions of Abusive
Supervision: What's the Tipping Point? Jeremy D. Mackey. Chapter 10:
Propensity To Perceive Abusive Supervision: Development of an Affective
Trait-Based Measure Paul Harvey and Frank Butler, and Jeremy Brees.
Section III: When HPWPs Become Abusive: Causes & Effects. 11 The Emergence
of Dark Riders in High Performance Work Systems Laura E. Marler and Jerry
Bryan Fuller. 12 The Dark Side of High Performance Work Systems:
Implications for Workplace Incivility, Work-Family Conflict and Abusive
Supervision Shaun Pichler, Beth A. Livingston, Enrica N. Ruggs, and Arup
Varma. 13 Abusive Leaders or Master Motivators? "Abusive" is in the Eye of
the Beholder Robert J. Bies, Thomas M. Tripp, and Debra L. Shapiro. 14:
High Performance Work Systems and Abusive Supervision: The Influence of
Organizational Structure Maureen L. Ambrose, Sharon Sheridan, and Marshall
Schminke. 15 Understanding the High Performance Workplace: Future
Directions Neal M. Ashkanasy, Rebecca J. Bennett, and Mark M. Martinko
(Eds.)