RESEARCH
Authors: Vered Reiter, Shay S Tzafrir
Publication date: 2020/5/18
Journal: VOLUNTAS
Our study examined whether collaboration enhances employees’ knowledge and commitments, thus improving the quality of treatment and services they supply and resulting in enhanced employee output and increased efficiency and social effectiveness of the organization. Data were collected from three sources: senior managers, employees, and customers (268 participants involved in 25 collaborative projects). Using a cross-sectional design with survey sampling, we aggregated individual data to the project level and tested whether average scores differed significantly across projects. The results suggest that quality of service had a significant and positive impact on project output. In addition, collaboration had a significant and positive influence on employee trust. Thus, projects conducted with high collaborative standards achieved better outputs: Workers improved their professional knowledge, therefore improving the level of treatment and quality of service.
Authors: Maximilian Holtgrave, Ann‐Marie Nienaber, Shay S Tzafrir, Gerhard Schewe
Publication date: 2020/4
Journal: British Journal of Management
As with any relationships, those between buying firms and their major suppliers are likely to experience situations of conflict. When facing such situations, top managers tend to approach conflict either cooperatively or competitively. However, when and why top managers tend towards cooperation or competition is far from clear. This study proposes a novel link between the theory of cooperation and competition and the discounting principle of attribution theory to argue that it is top managers’ trust beliefs in their firms’ major suppliers that influences their intended approach to conflict. Using survey data from 140 C-level managers and business owners, the authors develop and test a model that differentiates between two attributional dimensions of trust (competence and goodwill) and the
specific relational conditions that influence how these attributions operate. The results indicate that top managers’ trust in their suppliers’ competence and goodwill is, in fact, decisive in determining how they intend to approach conflict. Further, the authors demonstrate that a top manager’s trust belief in the supplier’s goodwill is of particular relevance in driving the top manager to cooperate in the face of conflict.
Patterns of trust and collaboration among nonprofit organizations and health funds: A case study
Authors: Vered Reiter, Shay S Tzafrir, Nathaniel Laor
Publication date: 2018/8/1
Journal: Journal of Public and Nonprofit Affairs
The importance of collaboration between organizations, especially in the modern world, has been discussed extensively by researchers from different fields. Yet, the importance of the context, trust dynamics, and the employment social environment, such as the interplay among these factors, i.e., trust, individual behavior, and political behavior, has been less studied. This study evaluates the role of trust in and between organizations on successful collaboration processes. Using qualitative methodology, we interviewed 11 senior directors who were involved in a specific case-study of collaboration among four major organizations as well as direct observation, documentation, and archive records. Our findings emphasize the importance of analyzing multilevel trust, interpolitics, and intrapolitics, even when success is at stake. We suggest that managers have to account for emotional involvement at the individual level, even when successful organizational level collaboration occurs. Overall, we found that there are two aspects of trust in a collaboration process between organizations: system’s aspect and personal aspect. Each aspect is influenced by various factors, mainly different goals and interest and lack of procedures or regulations (from the system’s aspect) and feelings of vagueness in goals and managerial procedures as well as feelings of exploitation (from the personal aspect). In addition, we found that past acquaintances, mutual experience, and shared visions raise the level of trust, which in turn affects the reciprocal relations and therefore the collaboration process resulting in higher social effectiveness for social services.
Explaining sexual minorities’ disclosure: The role of trust embedded in organizational practices
Authors: Ben Capell, Shay S Tzafrir, Guy Enosh, Simon L Dolan
Publication date: 2018/7
Journal: Organization Studies
This paper reports on an empirical study that demonstrated how organizational inclusion practices and employees’ trust in their organization and supervisors affect their willingness to share personal information that could potentially lead to workplace discrimination. The findings are based on data obtained from 431 sexual- and gender-minority employees using an anonymous online survey. The results reveal that trust in the organization and the supervisor fully mediates the relationship between organizational policies and practices and workplace disclosure. In other words, in organizations where policies and practices generate trust, employees are more willing to disclose their minority identity. Our analysis also reveals how trust in the organization and the supervisor interacts with psychological variables associated with the workplace disclosure decision.
The Inter-Relationship of Trust, Anger and Aggression: A two-level perspective
Authors: Shay S Tzafrir, Guy Enosh, Laliv Egozi
Publication date: 2018/3/13
Book: The Routledge Companion to Trust
Antecedents of customer aggressive behavior against healthcare employees
Authors: Amit Gur, Shay S Tzafrir, Christopher D Zatzick, Simon L Dolan, Roderick Iverson
Publication date: 2017/6/19
Journal: Management Research: Journal of the Iberoamerican Academy of Management
Purpose
The purpose of the research was to develop a tool for measuring antecedents of customer aggressive behavior (CAB) in healthcare service settings, by identifying its roots in organizational and interpersonal dynamics.
Design/methodology/approach
Four studies were conducted. In Studies 1 and 2, antecedents of CAB were identified through analysis of internet reader comments and a questionnaire was distributed to students. In Study 3, scenarios were used to validate the findings of the previous studies. Finally, in Study 4, a scale was developed and validated for measuring organization- and person-related triggers of CAB using samples of 477 employees and 579 customers.
Findings
The concept of CAB was conceptualized and validated. In total, 18 items were identified across five dimensions: personal characteristics, uncomfortable environment, aggressive role models, reinforcement of aggressive behavior and aversive treatment. The scale demonstrated good psychometric results.
Research limitations/implications
The research relies mainly on customer perspective. Employees and additional stakeholders should be included to achieve more accurate information that could contribute to a better understanding of CAB and its roots.
Practical implications
Exploring social and organizational antecedents that trigger CAB could help healthcare managers evaluate and proactively manage CAB and its implications within their organization.
Originality/value
This measurement scale is the first comprehensive tool, based on Bandura’s social learning theory (1973), that may identify and measure antecedents of CAB, and could be used to reduce CAB in healthcare service settings.
Authors: Daniel Tzabbar, Shay Tzafrir, Yehuda Baruch
Publication date: 2017/3/1
Journal: Human Resource Management Review
Meta-analyses on the relationship between human resource management (HRM) practices, as an aggregate and individually, and organizational performance has yielded mixed results, further fueling the theoretical debate among HRM scholars. To resolve this tension, we conduct a moderating meta-analysis of 89 primary studies to replicate, integrate and extend prior work. Comparing the variance explained by differences in HRM practices versus those explained by contextual and empirical factors indicates that context and research design have a strong influence on the relationship between HRM practices and performance. Despite the voluminous research on this issue, the differences in the relationships of various HRM practices explains only 4% of the variance in performance, whereas, societal context, industry sector and firm size explain 33%, 12% and 8%, respectively. Empirical contingencies including four categories of performance outcomes and four types of participants explain 13% and 9% of the variance in the results, respectively. Thus, our findings provide strong support for the contingency theory.
The role of power in financial statement fraud schemes
Authors: Chad Albrecht, Daniel Holland, Ricardo Malagueño, Simon Dolan, Shay Tzafrir
Publication date: 2015/11/1
Journal: Journal of Business Ethics
Consultant‐client relationship: one of the secrets to effective organizational change?
Authors: Hila Chalutz Ben‐Gal, Shay S Tzafrir
Publication date: 2011/8/30
Journal: Journal of Organizational Change Management
Authors: Merce Mach, Simon Dolan, Shay Tzafrir
Publication date: 2010/9
Journal: Journal of Occupational and Organizational Psychology 4
International perspectives on the legal environment for selection
Authors: Brett Myors, Filip Lievens, Eveline Schollaert, Greet Van Hoye, Steven F Cronshaw, Antonio Mladinic, Viviana Rodríguez, Herman Aguinis, Dirk D Steiner, Florence Rolland, Heinz Schuler, Andreas Frintrup, Ioannis Nikolaou, Maria Tomprou, S Subramony, Shabu B Raj, Shay Tzafrir, Peter Bamberger, Marilena Bertolino, Marco Mariani, Franco Fraccaroli, Tomoki Sekiguchi, Betty Onyura, Hyuckseung Yang, Neil Anderson, Arne Evers, Oleksandr Chernyshenko, Paul Englert, Hennie J Kriek, Tina Joubert, Jesús F Salgado, Cornelius J König, Larissa A Thommen, Aichia Chuang, Handan Kepir Sinangil, Mahmut Bayazit, Mark Cook, Winny Shen, Paul R Sackett
Publication date: 2008/6
Journal: Industrial and Organizational Psychology
Predictors of “quality of work” and “poor health” among primary health‐care personnel in Catalonia
Authors: Simon L Dolan, Salvador García, Carmen Cabezas, Shay S Tzafrir
Publication date: 2008/3/21
Journal: International journal of health care quality assurance
HRM Practices and Perceived Service Quality: The Role of Trust as a Mediator.
Authors: Shay S Tzafrir, Amit Gur
Publication date: 2007/12/1
Journal: Research & Practice in Human Resource Management
Authors: Shay S Tzafrir, Ilan Meshoulam, Yehuda Baruch
Publication date: 2007/1/1
Journal: The International Journal of Human Resource Management
Authors: Shay S Tzafrir
Publication date: 2006/2/1
Journal: Journal of managerial psychology
The impact of downsizing on trust and employee practices in high tech firms: A longitudinal analysis
Authors: Shay S Tzafrir, Merav Eitam-Meilik
Publication date: 2005/12/1
Journal: The Journal of High Technology Management Research
Authors: Shimon L Dolan, Shay S Tzafrir, Yehuda Baruch
Publication date: 2005/12
Journal: Revue de gestion des Resources Humaines
The relationship between trust, HRM practices and firm performance
Authors: Shay S Tzafrir
Publication date: 2005/9/1
Journal: The International Journal of Human Resource Management
The consequences of emerging HRM practices for employees' trust in their managers
Authors: Shay S Tzafrir, Yehuda Baruch, Shimon L Dolan
Publication date: 2004/12/1
Journal:Personnel Review
A Scale for Measuring Manager–Employee Trust
Authors: Shay S Tzafrir, Simon L Dolan
Publication date: 2004
Journal: Management Research
Authors: Rita Mano‐Negrin, Shay S Tzafrir
Publication date: 2004/8/1
Journal: Career development international
Authors: Gedaliahu Harel, Shay Tzafrir, Yehuda Baruch
Publication date: 2003/3/1
Journal: International Journal of Human Resource Management
HRM practices in the public and private sectors: Differences and similarities
Authors: Gedaliahu H Harel, Shay S Tzafrir
Publication date: 2001/10/1
Journal: Public Administration Quarterly
Authors: Gedaliahui H Harel, Shay S Tzafrir
Publication date: 1999/9
Journal: Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management