Browsing by Author "Ganster, Daniel C."

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    How does an enterprise system implementation change interpersonal relationships in organizations
    Bala, Hillol; Venkatesh, Viswanath; Ganster, Daniel C.; Rai, Arun (Emerald, 2021-06-28)
    Purpose: Although research has suggested that enterprise system (ES) implementations have major impacts on employee job characteristics and outcomes, there has been limited research that has examined the impacts of ES implementations on interpersonal relationships over time. Building on and extending recent studies that have examined changes in employee job characteristics and outcomes during an ES implementation, this research examined the nature, extent, determinants and outcomes of changes in an important interpersonal relationship construct—coworker exchange (CWX)—following an ES implementation. CWX is considered a critical aspect of employees' job and an important determinant of their success in the workplace. Drawing on social exchange theory (SET), the authors theorize that employees will perceive a change in CWX following an ES implementation. Design/methodology/approach: A longitudinal field study over a period of 6 months among 249 employees was conducted. Latent growth modeling was used to analyze the data. Findings: The authors found that employees' work process characteristics, namely perceived process complexity, perceived process rigidity and perceived process radicalness, significantly explained change, i.e. decline in our case, in CWX during the shakedown phase of an ES implementation. The decreasing trajectory of change in CWX led to declining job performance and job satisfaction. Originality/value: The role of CWX and its importance in the context of ES implementations is a key novel element of this work.
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    Risks and Rewards of Conscientiousness During the COVID-19 Pandemic
    Venkatesh, Viswanath; Ganster, Daniel C.; Schuetz, Sebastian W.; Sykes, Tracy Ann (American Psychological Association, 2021-05-01)
    Highly conscientious workers are more motivated and productive than their less conscientious colleagues. Moreover, conscientious employees tend to be more satisfied and less stressed from their work. One consequence of the COVID-19 pandemic, however, is that many workers have transitioned to working remotely, often under conditions of less direct supervision and less clarity about expected work activities and outcomes. We proposed that this significant change in work context constitutes a weakening of situational strength that can change the relationship of conscientiousness with job strain, job satisfaction, and job performance. Using Meyer et al.’s (2010) conceptualization of situational strength, we tested the moderating effect of situational strength by surveying 474 white-collar employees in a Fortune-1000 firm in 2019 and again in 2020 after they had all transitioned to working remotely. We found that the changes in work context due to COVID-19 significantly lowered scores on situational strength and this was accompanied by a stronger positive effect of conscientiousness on performance. Importantly, during COVID-19, the relationships of conscientiousness with strain and satisfaction showed a reversal of sign, with more conscientious workers reporting higher strain and lower satisfaction. These effects were partially mediated by job demands and were replicated with work hours. The results provide a test of situational strength theory and suggest that changes in situational strength due to COVID-19 may cause an organization’s most conscientious employees to be at elevated risk for burnout and dissatisfaction, and consequently, turnover, if not managed appropriately. (PsycInfo Database Record (c) 2021 APA, all rights reserved)