What Is A Pressure Group?

What Is A Pressure Group? Pressure groups are known to be small and extremely diverse formed on the basis of interest and activities, their functions give them a high public profile where minds are influenced and driven to make change. A Pressure group is an organisation which seeks to influence the details of a comparatively small range of public policies and which is not a function of a recognised political party (Baggott, 1995: p.2). An aim of pressure groups is to generate support which can influence political agendas; this can directly persuade the government to think about taking action. In this essay I will concentrate upon exploring on various issues on pressure groups, discussing the relationship between the groups, their use of the media and their status as insiders and outsiders in the political process. Pressure groups have two main types of groups the insiders and outsiders, which each promote a common cause with a different relationship with the media and political party making one as an unheard voice in the public sphere. To the public Pressure groups is another form where the public can engage in politics, participating directly in the political process. I will also intricate in this essay the growths of pressure groups due to their use of the media and their political engagement. The size of a group is a basic indicator of how much public support they get especially those that posses open membership, they mobilise through demonstrations, protest involving some non members through organised events. The different types of well known pressure groups that I will include are Greenpeace, Child Poverty Action Group , Police Federation and Friends of the earth. These are high profile groups that bring about transformation to society focusing on the ability to gain access to media coverage for a high public profile. The political process can also benefit from this as they ensure that the media will concentrate on issues that will benefit them the most. Exerting influence on gove rnment and the policy making process is the ultimate aim of pressure groups (Lowe and Goyder, 1983, p79). In Paul Smith a study of pressure group behaviour. This quote again highlights the aim of pressure groups as they want their marginalised voices to be heard by the people that can have an immediate influence on policy making process. Body Pressure groups represent, influence and build upon their public; they have to demonstrate further political support to gain their position. It can be achieved through parliamentary lobbying; this is when groups are in frequent contact with the House of Commons or House of Lords. There are various reasons why groups lobby parliament, Rush (1990) explain three possible reasons one of which is outside organisations fail to perceive parliaments place in the policy- making process, believing it to have more influence over policy than is actually the case. The second is parliament is used when pressure elsewhere has failed and therefore is the last resort for those unable to influence ministers and senior civil servants. The third is that parliament does have an impact on policy. Groups deliberately choose a strategy which involves parliamentary lobbying because they correctly believe that this will bring benefits in terms of policy (Baggott, 1995: p. 135). There is evidence to support al l three reasons as groups believe that parliament is all powerful, and that by simply lobbying MPs they will secure their objectives. Public opinion is essential and important in policy decisions, concerns by the public is easily expressed through pressure groups. an example Shelter and the child poverty action group in the 1960s reflected a wider public concern about the failure of the welfare state to provide for the poor (Baggott, 1995: p. 168). This example Represent both citizens interest and political views. Grant (1989) identifies the two types of groups, the Insider and Outsider group. Insiders are seen as legit as they are recognised by the government and consulted on a regular basis an example is Police Federation, however outsiders are not as recognisable as Insiders due to their relationship status with the government. Grant states the 3 categories of outsider groups one of which is the potential insider group; this is achieved by a strategy acceptable in the eyes of the government another is outsiders are less knowledgeable than an insider lastly an outsider group can refuse to reform to an insider because of the fundamental nature of their aims. The implication of Grants distinction is that insider status is linked to effectiveness. The assumption appears to be that most groups will seek insider status (Baggott, 1995). However Clements and Wright view of this is different in a study where they found that although group could seek insider status it is not always effective. Local g overnments went from outsiders to insiders in the New Blair government but insider status does not guarantee success in achieving desired policy goals, as the local Government Association found (Clements and Wright, The British Political Process: An Introduction, (2000) pp.138). It is possible for an outsider to play an important role of public policy by mobilising public sentiment, an example shown by the anti-poll tax federation. There are different methods used to achieve an objective, Insider groups use the influence in Westminster and Whitehall. Insiders are more likely to be consulted by the government than an outsider group, their communication strategy is lobbying. Lobbying is the direct communication between a pressure group and government, bringing their cause and ideas to the attention of parliament, targeting key groups; they employ parliamentary officers and do not need special campaigns to influence the government however. The Implication is that insider groups will spend relatively less time on other strategies such as parliamentary lobbying which will be pursued to a greater extent by outsider groups (Baggott, 1995: P.136) Lobbyist argues that they improve the efficiency of the policy making process by explaining the tight timetable of legisl ation to clients and the need to apply pressure at the right place (Baggott, 1995: P.137). While outsider groups are more likely to depend on the media and its public to spread their message as well as to raise funds. It is important to state the combination of both insider and outsider model as an insider group can part take in both but with great limitations. Environmental pressure groups, they employ strategies in order to get the attention of the media. Growing concerns about the environment led to the recognition and growth of environmental pressure groups such as Friends of the Earth and Greenpeace. Greenpeace an environmental pressure group embodies both insider and outsider strategies promoting a non violent action as well as gaining a high level of government and public support. Greenpeace well known for initiating a campaign backed by governments and the public after the British government approved a proposal by shell UK for deep sea disposal of 463 ft of Brent spar oil storage in the north Atlantic (Parliamentary Affairs, 51 (3): 397). However Greenpeace credibility was damaged by the apparent lack of scientific evidence supporting its position in the Brent Spar oil rig incident in 1995 (Clements and Wright, The British Political Process: An Introduction, (2000) pp.138). In terms of the media, Greenpeace has successfully used the media to mobilise their public support, maintaining a positive image through the media. An aim of Greenpeace is to gain the support of the media; it will always centre any campaign strategy. They provide a spokesperson to provide information and views on particular issues. Newspapers View: Daily Mirror declared that the policy change was a victory for Greenpeace and that it was an example of peoples power. The political significance of the Greenpeace campaign and of shells actions is universally recognised as a defining period or benchmark in the relationship between business, the government, the public and the environment (Parliamentary Affairs, 51 (3): 397).The internet plays a huge role in Greenpeace becoming a campaigning tool, where one can communicate campaign developments in the quickest and most effective way e.g. Social Networking Sites, Blogs and so on. Another Outside pressure group that also uses the internet as a form of communication is Friends of the Earth, having th eir own website which serves as an information centre; this allows supporters to communicate with a single click of a button leading to the website. The media plays a huge role in day to day society somewhat acting as a pressure group in its own right protecting and advancing its own interest, taking up issues defined as legitimate by those in power. The media first and foremost plays an important role in politics; actively pressure groups can use the media to gain publicity. A recent survey of over a hundred various groups found that four out of five were in contact with the media at least once a day and that 13 per cent of those surveyed perceived media campaigning to be their most important source of influence (Baggott, 1992 pp. 18-22). Thus contacts with the media are important for a large proportion of pressure groups, who use the media in a number of different ways (Politics, 1999: pp.23). The use of the medias visibility of a pressure group is to create this public Profile that the public would recognise. Outsiders especially need the awareness and visibility as some are not considered legitimate by the government, its imp ortance is to raise issues to the public via the media; this is done by the two most important methods, the press Newspapers and broadcast Radio/Television ensuring issues are communicated accurately and clearly to sustain a growing mass interest. Constant coverage is vital as it keeps a buzz on the group reassuring members its activeness within the group as well as its growth. An example of this is Friends of the Earth an outsider group that showed through a survey that 24 per cent of members joined after seeing a media campaign. Survey seen in (Grant, 1995, p.86 taking from Politics (1999) p. 23). According to Baggott, at least four out of five groups are in contact with the media to raise and build public support. Most pressure groups appreciate the role of the media in their centre. Child poverty action group a pressure group that aims to raise awareness of causes and to bring about positive policy changes for families and children in poverty, they use the media to help promote and develop policies. Using a term called reactive coverage which uses the media to put across its viewpoint and influence. The child poverty action group used media coverage to demonstrate that an issue was of public concern and therefore reinforce a case being made civil servants (Field, 1977, pp53- 4). Environment pressure groups i.e. Greenpeace and Friends of the earth well known pressure groups backed by the public has used the media to help change the climate of public opinion having an immediate influence. The growing use of the public relations and the media specialist by pressure groups reflects the influence which they believe the mass media have over public opinion and policy decisions (Baggott, 1995: pp. 184). TV is the most popular source of news to pressure groups as well as newspaper being its main source. Pressure groups operating at a national level regard television as the most important source. Other strategies that both insider and outsider pressure groups have used are posters or press advertisement in order to get their message across to its public. As Outsiders, Friends of the earth have organised stunts which have attracted a great deal of media attention, leading to their coverage because they were dramatic. Outsiders need to be visual in other to get their me ssage across unlike insiders; a recent example would be the student fees protest which got a lot of attention not only because of the drastic change but because of the stunts that were pulled by protesters in order to influence the policy change. Using photographic imagery and television news would attract a large number of Media, also embodying an outsider strategy Greenpeace uses television news and newspaper visuals employing their own cameraman and photographer which is a main strategy of an outsider group. Friends of the Earth approach to the media is different as they produce well researched and reliable reports, operating by establishing firm contacts, especially journalist through individual campaigners. As an Outsider group they have a good reputation on doing a lot of research and having answers before campaigns. The growth of pressure groups is due to the changes in the social structure of Britain, particularly the fragmentation of British society resulting from the breakdown of previously rigid class divisions (Moran 1985). An explanation is more people who are affected by issues are more willing to join protest. Another factor is the impact of a more highly educated population which is a feature of post affluent societies. It is argued that a more articulate and highly educated public is more likely to indulge in group politics, and again there is much evidence to suggest that this is the case (Parkin, 1968; Parry et al, 1992). In todays society the public is more active than passive wanting to get involved in political activity. Public becoming more concerned with issues will make the government consider policy change. There are also signs that people are increasingly willing to undertake collective action in such circumstances, although this still remains a less popular option than other forms of participation, such as signing petitions and contacting MPs on an individual basis (Baggott, 1995: p. 172). An advantage of an Insider Group is that they are too powerful and are in connection with those in power as well as media connections, having the opportunity to influence and shape policies formulated by the government. However Outsiders are a disadvantage to that. Outsiders use inappropriate tactics at times and their connection with power is not as great as that of Insiders. However due to the freedom of information it gives them an opportunity to campaign in a more effective manner, as well as Internet being an effective campaigning tool. Conclusion To conclude, I will draw out my conclusions regarding pressure groups, this essay explores on the theories on pressure groups and their role in democracy and society. Also stated is how pressure groups use the media as a communication strategy to influence. I distinguished the difference between the two pressure groups outsiders and insiders, they both share the ability to reform policies and both have clear strategies. An important factor in the concept of this essay is the relationship between the groups and the government which determines the groups legitimacy and success. The growth of pressure groups being increased by the media and its coverage has led to the importance of media in an Insider group but significantly more important in an outsider. Outsider groups also have an advantage of using the public in demonstrations creating more awareness regarding issues and policy process. Group membership has grown due to people concerned with quality of life an example of a pressure group, Greenpeace, which highlights the environment and portrays it as something that would affect us if we do not take action. In contrast some groups have declined in membership as changes occur in the social structure. Participation is however still on the rise, e.g. Student Fees Protest. It has been proven that Pressure groups Like Greenpeace has been successful in the decision making process. The Brent Spar episode is an example in relation to Greenpeace. Groups are now more aware that they need to establish a good relationship with parliament and the media, as well as parliamentary lobbying and public campaigning when necessary. There has been an increase in lobbying especially among the insider groups who wish to influence political influence. Most inside groups have passive members as they are recognised in parliament and work with the government. It is in the interests of good government to work with pressure groups rather against them (Baggott, 1995: pp. 230). Groups can c ontribute to efficiency their knowledge and information can help government to develop a more effective policy.

Definition And Description of Employee Innovation Behaviour

Definition And Description of Employee Innovation Behaviour CHAPTER 2 Employee innovation behaviour has been defined as the intentional behaviour of an individual to introduce and/or apply new ideas, products, processes, and procedures to his or her work role, unit, or organization (West Farr, 1989, 1990b). Examples of employee innovative behaviour in the workplace include introducing new technologies and techniques, suggesting new ways to achieve objectives, trying new ways of performing work tasks, and facilitating the implementation of new ideas. Several points in the definition on employee innovation proposed by West and Farr (1989, 1990b) are worth noting. Firstly, employee innovative behaviours include behaviours pertaining to both the introduction and the application or implementation of new ideas, products, processes and procedures by the employees. This definition thus includes a variety of behaviours pertaining to the innovation processes in an organisation. Secondly, this definition takes into account both technical innovations (the introduction or application of new technologies, products, and services) and administrative innovations (the introduction or application of new procedures and policies) (Van de Ven, 1986). Technical innovations are innovations that occur in the primary work activity of the organization; administrative innovations are innovations that occur in the social system of an organization (Daft, 1978; Damanpour Evan, 1984). Examples of technical innovation include the implementation of an idea for a new product or the introduction of new elements in an organizations production process. Examples of administrative innovation include the implementation of new policies of recruitment, allocating resources, and reward. Individual innovative behaviours could be behaviours pertaining to the introduction or implementation of both technical and administrative innovations. Thirdly, the new ideas, products, processes, and procedures being introduced or implemented do not have to be absolutely new to the field. They only need to be new relative to the unit of adoption. For example, an employee is innovating when he introduces an IT system that has not been used in his organization before. This technology doesnt have to be a new invention and could have been used in other organizations before. And finally, innovative behaviours include not only those behaviours leading to innovations within the individuals work role but also behaviours that initiate or facilitate innovations in higher level units such as the individuals work group, department, or the entire organization (West Farr 1989. 2.2 Construction of the Terminology Used in the Dissertation Several similar terminologies to employee innovation exist in the literature. A brief discussion about how those terminologies are similar to and different from the framework of employee innovative behaviour will prevent potential confusion and help our understanding of employee innovative behaviour. One similar construct is individual creative behaviour. Creativity refers to the production and introduction of novel and useful ideas, products, or processes (Amabile, 1988; Oldham Cummings, 1996; Shalley, 1995; Woodman, Sawyer, Griffin, 1993). Individual creative behaviours are behaviours pertaining to the generation of such novel and useful ideas, products, or processes. Creative behaviour is closely linked to innovative behaviour and it can be considered as one type of innovative behaviour. However, innovative behaviours include a broader range of behaviours than just creative behaviours. Innovative behaviours include both the introduction of self-generated ideas (creative behaviou r) and the introduction and implementation of new ideas generated by other people and organizations. Creativity requires absolute novelty of the idea whereas innovation only requires relative novelty of the idea to the unit of adoption (King, 1990; Woodman, Sawyer, Griffin, 1993).Therefore, adopting a new policy from another organization to the current organization would be innovative but not creative. Also, the definition of creativity includes an inherent requirement for the idea or product to be useful. The phenomenon of innovative behaviour doesnt include a usefulness judgment in itself. An innovative attempt could result in different possible consequences for the organization. Yet an ineffective innovation is still an innovation. Also, creative behaviour concerns the generation of ideas whereas innovative behaviour includes both the generation or introduction and the application or implementation of the new ideas (Amabile, 1988; Scott Bruce, 1994; Zhou, 1998, 2003). Another related concept to employee innovation is role innovation. Role innovation is the introduction of significant new behaviours into a pre-existing role (West, 1987a, 1987b). Role innovation is usually studied in the context of job change and relocation (e.g., Allen Meyer, 1990; Ashford Saks, 1996; Munton West, 1995; Nicholson, 1984; West Rushton, 1989). The reference for comparison in role innovation is the pre-existing job role. It is considered an act of role innovation, if the way the current job holder does his job is different from the way the previous job holder did it or from the way other people currently do the same job in the same organization. Role innovation is related to innovative behaviour in the sense that introducing new behaviours and procedures into an existing work role is one type of innovative behaviour. However, these two concepts are still different. Role innovation only changes processes within an individuals work role. Innovative behaviours, however, is not limited to innovations occurring in the work role alone but also in the department, unit, and the organization. In addition, all innovative behaviours cannot be considered as role innovation. For example, developing new ideas and products is part of the job profile for some organizational positions (e.g. the RD department). People in those job positions routinely introduce new products and procedures into the organization and therefore frequently engage in innovative behaviour. However, since it is part of their existing job or work role, those behaviours are not considered as role innovation. Another similar concept is personal initiative. Frese, Kring, Soose, and Zempel (1996: 38) defined personal initiative as a behavior syndrome resulting in an individuals taking an active and self-starting approach to work and going beyond what is formally required in a given job. More specifically, personal initiative is characterized by the following aspects: it (1) is consistent with the organizations mission; (2) has a long-term focus; (3) is goal-directed and action-oriented; (4) is persistent in the face of barriers and setbacks, and (5) is self-starting and proactive. Some individuals behaviour in the workplace such as voluntary suggestion of new ideas to the organization can be seen as both personal initiative and innovative behaviours. However, not all personal initiative behaviours are innovative behaviours. Personal initiative could include both quantitative and qualitative initiatives. Quantitative initiatives are those activities that only require additional energy. Those activities do result into the application of new ideas, products, and procedures into the workplace and therefore are not innovative behaviours. Moreover, personal initiative is voluntary in nature of the behaviour whereas innovative behaviours do not have to be beyond the formal job requirement. In a nutshell, creative behaviour, role innovation and personal initiative are all related to but different from the construct of individual innovative behaviour. Differentiating these constructs will further clarify the concept of employee innovative behaviour. At the same time, the existing similarities suggest the possibility that the literatures devoted to these related constructs could inform research on innovative behaviours. 2.3 Employee Innovation and Image Outcome Expectations Why do employees innovate in an organisation? A piece of wisdom reiterated by learning theories and motivation theories is the importance of outcome expectations in determining human innovative behaviour. The operant conditioning theory of learning stresses the importance of the Law of Effect, which states that behaviour which appears to lead to a positive consequence tends to be repeated, while behaviour that leads to a negative consequence tends not to be repeated (Thorndike, 1911). Banduras social learning theory (1977) proposed that people learn about the consequences expected for certain behaviours not only from their own experiences but also from observing others in the workplace. To summarize, operant conditioning theory and social learning theory advocates that people develop outcome expectations of certain behaviours either from direct experiences or from vicarious learning. The outcome expectations, in turn, guide their future behaviour in the workplace. The effects of outcome expectations on behaviour are more directly addressed in Vrooms expectancy theory of motivation (1964). The renowned expectancy theory of motivation suggests that an individuals motivational force to perform an act is determined by his expectancies that the act will be followed by the attainment of certain first-level outcomes (expectancy), that these first-level outcomes will lead to certain second-level outcomes (instrumentality), and the value of these second-level outcomes (valence). The importance of outcome expectations is depicted by the concept of expectancy, which is a subjective belief concerning the likelihood that a behaviour will lead to particular first-level outcomes (Vroom, 1964). A similar observation of the importance of outcome expectations in affecting individual behavioural intentions can also be found in Ajzen and Fishbeins theory of reasoned action (1980). Outcome expectations guide innovative behaviours in the workplace. In the case of employee innovative behaviour, what are the major outcome expectations that affect employee innovation at work? Two major types of outcome expectations will impact employees decision to engage in innovative behaviours: expected performance outcomes and expected image outcomes. Expected performance outcomes are employees expectations of how his or her innovative behaviours would affect the performance or efficiency of the employees work role or unit. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect other organization members perceptions of him or her. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect the perceptions of the other members of the organisation towards him or her. The linkage of performance and image outcomes at the individual level is comparable to the differentiation between organization efficiency and legitimacy as suggested by institutional theory (Meyer Rowan, 1977). The organizations compete for social as well as economic fitness in the institutional perspective (DiMaggio Powell, 1983). Whereas the economic fitness or organization efficiency frontier enhance the organizations profits and competitive advantages, social fitness brings legitimacy which helps the organization gain stability, resources and hence survival. Several studies have recently brought such an institutional perspective into the study of innovation processes by highlighting the impacts of both efficiency outcomes and potential legitimacy outcomes on innovation adoption decisions. Tolbert and Zucker (1983) found that an early adoption of civil service is related to internal organizational requirements while late adoption is related to institutional definitions of legit imate structural form Westphal, Gulati and Shortell (1997) in their research work found out that early adopters can customize Total Quality Management (TQM) practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. Results from both the empirical studies conclude that an organizations decision to adopt an innovation is influenced by both internal efficiency considerations (i.e., the efficiency outcome) and external legitimacy considerations (i.e., the image outcome). The results not only supports the importance of considering both outcomes in the innovation process but also suggests that their relative impact on innovation adoption will vary in different situations. Abrahamson (1991) suggested a typology that highlights the dominant efficient choice paradigm and other less dominant perspectives that can be used to guide innovation research. The dominant paradigm is the efficient choice perspective (i.e., the efficiency-oriented perspective), which conceptualises organizations as rational entities who always adopt innovations that can improve organization efficiency or performance. On the other hand, two other perspectives the fashion and fad perspectives stresses on the importance of social-political processes by suggesting that organizations sometimes adopt innovations for their symbolic meaning, signalling innovativeness, rather than to boost organizations economic performance. The impacts of expected performance outcomes and expected image outcomes on employee innovative behaviour represents the efficiency-oriented and the social-political motives for employee innovation, respectively (see Figure 1). Figure 1 Outcome Expectations and Employee Innovation Behaviour Note: Except for those marked with negative signs, all links in the model are hypothesized to be positive. Source: Diagram adapted from Innovation and creativity at work: Psychological and organizational strategies by West Farr (1990a). 2.4 The Efficiency-Oriented Perspective of Expected Performance Outcomes: The efficiency-oriented perspective in understanding employee innovation behaviour suggests that one major reason people innovate is to bring performance gains. Although assumed to be one of the major motivational reasons in this dominating paradigm, few studies have directly tested the effect of such expected performance outcomes on innovative behaviour. This dissertation provides a hypothesis for testing the outcome of the effects of such expectation and on employee innovation behaviour at work. Expected image outcomes have been considered different from the concept of subjective norm in the theory of reasoned action (Ajzen Fishbein, 1980) in this study. The subjective norm concept refers to a persons belief about whether significant others think that he or she should engage in the behaviour. Although both the concepts are related to potential social outcomes of employees behaviour, expected image outcomes refer to expected perceptions from a potential audience (i.e., other employ ees in the organization) rather than the concern for the approval or disapproval of others. Image outcome expectations can be influenced by other factors as well such as relationship quality, peer expectations, and job requirements. The Literature available on impression management provides an interesting distinction between defensive and assertive impression management (Arkin, 1981; Schlenker, 1980). Tetlock Manstead (1985:61) provides a good discussion on this distinction: Defensive impression management is to protect an employees established social image; it is triggered by negative affective states such as embarrassment and shame. Whereas assertive impression management is designed to improve an employees social image; it is triggered by perceived opportunities for creating favourable impressions on others. Therefore the difference between avoiding image risks and pursuing image enhancement represent different affective states and individual motives. Consulting the impression management literature, the dissertation hypothesizes two major types of image outcome expectations that may affect an employees decision to engage in innovative behaviour. Firstly, expected image loss risk will constrain people from demonstrating innovative behaviour. An employee may decide to play it safe and try and avoid being innovative in order to look socially appropriate and prevent potential image loss. Showing such a tendency to avoid negative evaluations represents the protective self-presentation (Arkin, 1981) or defensive impression management motive (Tetlock Manstead, 1985). The self-protective motive shows that expected image risks will restrict the tendency of an employee to engage in innovative behaviour (refer Figure 1). On the other hand, people may feel the need to innovate because they may see potential opportunity to enhance work efficiency. For example, a high-performing employee may want to introduce a new work technique because he or she perceives opportunities to further improve efficiency. Contrary to the problem-driven construct this latter construct is consistent with the more contemporary vision-guided change model (Cooperrider Srivastva, 1987; Cummings Worley, 2005; Watkins Mohr, 2001) and possibility-driven logic of change (Ford Ford, 1994). This approach suggests that changes can be initiated not only to solve existing problems but also to pursue further improvement toward an ideal vision. Efficiency and performance improvement increases the competitiveness and success of an employee. Regardless of the purpose being is to fix existing performance problems or to explore potential benefits, people will be more likely to engage in innovative behaviour if they expect that the introduction of new ideas, products, procedures, or processes would bring positive performance outcomes to his or her work or job role (refer Figure 1). Therefore expected performance outcomes represent the efficiency-oriented perspective in understanding innovation. This approach suggests that people innovate because they expect positive results in performance gains. The following hypothesis has been developed based on analysing the above literature on the efficiency-oriented perspective of expected performance outcomes: Hypothesis 1: Expected positive performance outcomes are positively related to employee innovation behaviour at the workplace. 2.5 The Social-Political Perspective of Expected Image Outcomes Expected image outcomes are an individuals expectations about how his or her innovative behaviour would impact the perceptions of the other members of the organisation about him or her. Ashford, Rothbard, Piderit, and Dutton (1998), consider expected image outcomes as Employees may engage in innovative behaviour as a conscious effort to improve image. The employees engaging in innovative behaviour to pursue image gain depict the assertive impression management motive (Rioux Penner, 2001). An apt example will be employees suggesting new ideas to managers to appear competent and conscientious. Sutton and Hargadons (1996) designed a study to analyse self-enhancing motive and engineers competitive behaviours in brainstorming sessions. The self enhancing motive suggests that expected image gains will increase employee innovative behaviour at work (refer Figure 1). In line with the social-political perspective in understanding innovation, both avoiding image risks (the self-protective imp ression management motive) and pursuing image gains (the self-enhancing impression management motive) emphasize the importance of social-political considerations in determining employee innovative behaviour in the workplace. The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 2(a): Expected image risks are negatively related to employee innovation behaviour at the workplace. Hypothesis 2(b): Expected image gains are positively related to employee innovation behaviour at the workplace. 2.6 Conceptual Model for Employee Innovation Behaviour Performance and image outcome expectations are proximal determinants which determine employee innovation in the workplace and also serve as intermediate processes by which more distal individual differences and contextual antecedents affect employee innovation capabilities (West Farr, 1989). An analysis of how distal antecedent factors influence expectations of outcomes and therefore employee innovative behaviour is important for at least two reasons. Firstly, it addresses the question of how distal individual differences of employees and contextual factors affect employee innovation behaviour by examining the intermediate psychological processes. Secondly, it explains the sources of variance in employee performance and image outcome expectations across individuals and situations. Without the intention of providing an all exclusive list, the following five distal antecedent factors were considered as especially important for employee innovation behaviour: Perceived organization support for innovation, supervisor relationship quality, innovativeness as job requirement, reputation as innovative, and dissatisfaction with the status quo. These aforementioned antecedents were chosen because they are among the most studied in the literature and they represent different angles to understand employee innovative behaviour. The five proximal antecedents were taken together to form the conceptual model for testing employee innovation behaviour in this dissertation. Figure 2 Diagram of Conceptual Model for Employee Innovation Behaviour Note: Except for all those links marked with negative signs, all other links in the model are hypothesized to be positive. Source: Diagram adapted from Innovation and creativity at work: Psychological and organizational strategies by West Farr (1990a) 2.6.1 Perceived Organization Support for Innovation Organization support for innovation in terms of pro-innovation climate, resources, and time allocation, is one of the primary environmental qualities that promote innovation and creativity (Amabile, 1988; Kanter, 1988). This dissertation explores performance and image outcome expectations as important intermediate processes and tries to explain why such organization support affects innovative behaviour. If an organizational environment favours change rather than tradition for its growth and development, its members will seek to initiate change in order to be culturally appropriate (Farr Ford, 1990: 73). Similarly, an organizational climate that promotes innovation will encourage employee to engage in innovative behaviours because such climate legitimates experimentation (West Wallace, 1991) and reduces image risk involved in such behaviours (Ashford et al., 1998). An organization climate promoting innovation delivers expectancies and instrumentalities (Scott Bruce, 1994) so that the employees in that organization understand that being innovative is a desirable image. Reduced potential image loss risks and increased potential image gain environment encourage employees to engage in more innovative behaviours when perceived organization support for innovation is high. Employees in an organization supporting innovation may want to engage in more innovative behaviours not only because of the potential image outcomes but also because they have higher expectations for positive performance outcomes resulting from such innovative behaviours. A favourable organization climate for innovation demonstrates the belief that innovation will benefit the organization in developing and achieve the pinnacle of success. Having such beliefs embedded in the culture of the organization will influence individual attitudes and beliefs through the organization and boost innovation processes. Schneiders (1987) attraction-selection-attrition (ASA) framework suggests people attracted to and remaining in the organization are likely to be those individuals who share basic beliefs with the organization. Hence, it is logical to expect that compared with organisations not promoting innovative behaviours, people in organizations with pro-innovation climates are also more likely t o have pro-innovation individual beliefs. In other words, they are more likely to be satisfied and believe that initiating innovations will benefit the efficiency and performance of their work. Such beliefs in positive performance outcomes serve as another motive for employee behaviour in the workplace. The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 3(a): Perceived organization support for innovation is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 3(b): Perceived organization support for innovation is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 3(c): Perceived organization support for innovation is positively related to expected image gains associated with employee innovation behaviour at the workplace. 2.6.2 Supervisor Relationship Quality A quality manager-employee relationship has been found out to be an important contextual factor on employee innovation and creativity (Scott Bruce, 1994; Tierney, Farmer, Graen, 1999). The prevalence of a quality relationship with supervisor will influence employee innovative behaviour indirectly through its influence on performance and image outcome expectations. A quality relationship between the managers and the employees will increase an employees belief that his or her innovative behaviour will result in performance and efficiency gains. The Leader-Member Exchange (LMX) theory suggests that subordinates who have high-quality relationships with their supervisors are provided greater resources in the workplace (e.g., privileged information, work support) and decision latitude in return for greater loyalty and commitment (Dansereau, Graen, Haga, 1975; Graen, 1976; Graen, Novak, Sommerkamp, 1982). Therefore, employees with high-quality supervisor relationships are more likely to engage in innovative behaviour and be confident that their actions will result in performance and efficiency gains. Desire and motivation of the employees influence what he or she perceives (Gilbert, 1998; Markus Zajonc, 1985; Postman, Bruner, McGinnies, 1948). Research studies undertaken previously shows that supervisors tend to evaluate the employees they like and trust in a more positive way (Cardy Dobbins, 1986; Judge Ferris, 1993; Wayne Liden, 1995). When a supervisor likes and believes in the employee, he or she is more likely to think positively about the employees ideas and believe such ideas are meaningful and significant (Zhou Woodman, 2003). Previous research on attributions concept indicates that when the supervisor likes or empathizes with his sub-ordinates, he or she is more likely to attribute positive outcomes to the sub-ordinatess dispositional causes and negative outcomes to situational causes (Green Mitchell, 1979; Regan, Straus, Fazio, 1974; Regan Totten, 1975). It is expected that good people will perform good actions, and bad people will perform bad actions. Thus whe n liked characters do good things or disliked actors do bad things, we attribute the action to characteristics of the character (Heider, 1958). Therefore, when perceiving a good relationship with the supervisor, an employee will feel more confident that his new ideas will receive acceptance and favourable evaluations from his supervisor, resulting in higher possibilities for image gains. The following hypothesis has been developed based on analysing the above literature on the supervisor relationship quality Hypothesis 4(a): Supervisor relationship quality is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 4(b): Supervisor relationship quality is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 4(c): Supervisor relationship quality is positively related to expected image gains associated with innovative behaviour at the workplace. 2.6.3 Innovativeness as a Job Requirement The requirements of a job have been identified by researchers as an activating force for innovation (Kanter, 1988) and a primary factor in inducing employee creativity (Shalley, Gilson, Blum, 2000; Tierney Farmer, 2002). This dissertation explores the mechanisms through which perceived job requirement for innovativeness encourages individual innovation by its influences on both expected performance and image outcomes. The innovative requirement of a job is determined not only by the objective nature of the job position (e.g., RD scientists versus technicians) but also by the subjective attitude of the job holder, which can be influenced by factors including the job holders social environment as suggested by the social information processing theory (Salancik Pfeffer, 1978). Perceived innovativeness as a part of job requirement will also encourage innovative behaviour by minimising the concerns for image risks and increasing image gain expectations. Firstly, it validates innovative behaviours as officially acceptable and socially appropriate. The job requirement serves as a contextual influence that justifies the employees innovative behaviour. Thus, the employees do not need to provide reasons to explain their innovative behaviours and do not need to be concerned about being seen as behaving inappropriately. Secondly, previous research evidence shows that an audience is less critical and more receptive to change-initiated or innovative behaviours from people whose functional background or job position supports such innovative behaviours. Ashford and colleagues (1998) found out in their research that functional background-issue fit negatively related to image risk from selling issues. In the same way, Daft (1978) found out that organizations appeared to adopt technical ideas from professionals (in that case, teachers) and administrative ideas from administrators. Applying the same logic here, managers and fellow co-workers will be more receptive to the innovat ive behaviours of employees in positions requiring innovativeness and will consider their new ideas as more valid and well-grounded, resulting in lower image risk and higher potential of image gain for the innovative employees. The following hypothesis has been developed based on analysing the above literature on reputation of an employee as innovative Hypothesis 5(a): Innovativeness as job requirement is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 5(b): Innovativeness as job requirement is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 5(c): Innovativeness as job requirement is positively related to expected image gains associated with employee innovation behaviour at the workplace. 2.6.4 Reputation of an Employee as Innovative The employees are considered as more socially appropriate and legitimate when their behaviours match categorizations and expectations of the organisation where they work in (Zelditch, 2001). The existing literature on impression management suggests that the impressions people try to create are affected by their current image in the society (Leary Kowalski, 1990; Schlenker, 1980). Behaviours which are consistent with the expectations and reputations (especially desirable ones) are socially legitimized, and behaviours against those expectations run the risk of being looked down upon by the people in the society. The employees who are not expected to be Definition And Description of Employee Innovation Behaviour Definition And Description of Employee Innovation Behaviour CHAPTER 2 Employee innovation behaviour has been defined as the intentional behaviour of an individual to introduce and/or apply new ideas, products, processes, and procedures to his or her work role, unit, or organization (West Farr, 1989, 1990b). Examples of employee innovative behaviour in the workplace include introducing new technologies and techniques, suggesting new ways to achieve objectives, trying new ways of performing work tasks, and facilitating the implementation of new ideas. Several points in the definition on employee innovation proposed by West and Farr (1989, 1990b) are worth noting. Firstly, employee innovative behaviours include behaviours pertaining to both the introduction and the application or implementation of new ideas, products, processes and procedures by the employees. This definition thus includes a variety of behaviours pertaining to the innovation processes in an organisation. Secondly, this definition takes into account both technical innovations (the introduction or application of new technologies, products, and services) and administrative innovations (the introduction or application of new procedures and policies) (Van de Ven, 1986). Technical innovations are innovations that occur in the primary work activity of the organization; administrative innovations are innovations that occur in the social system of an organization (Daft, 1978; Damanpour Evan, 1984). Examples of technical innovation include the implementation of an idea for a new product or the introduction of new elements in an organizations production process. Examples of administrative innovation include the implementation of new policies of recruitment, allocating resources, and reward. Individual innovative behaviours could be behaviours pertaining to the introduction or implementation of both technical and administrative innovations. Thirdly, the new ideas, products, processes, and procedures being introduced or implemented do not have to be absolutely new to the field. They only need to be new relative to the unit of adoption. For example, an employee is innovating when he introduces an IT system that has not been used in his organization before. This technology doesnt have to be a new invention and could have been used in other organizations before. And finally, innovative behaviours include not only those behaviours leading to innovations within the individuals work role but also behaviours that initiate or facilitate innovations in higher level units such as the individuals work group, department, or the entire organization (West Farr 1989. 2.2 Construction of the Terminology Used in the Dissertation Several similar terminologies to employee innovation exist in the literature. A brief discussion about how those terminologies are similar to and different from the framework of employee innovative behaviour will prevent potential confusion and help our understanding of employee innovative behaviour. One similar construct is individual creative behaviour. Creativity refers to the production and introduction of novel and useful ideas, products, or processes (Amabile, 1988; Oldham Cummings, 1996; Shalley, 1995; Woodman, Sawyer, Griffin, 1993). Individual creative behaviours are behaviours pertaining to the generation of such novel and useful ideas, products, or processes. Creative behaviour is closely linked to innovative behaviour and it can be considered as one type of innovative behaviour. However, innovative behaviours include a broader range of behaviours than just creative behaviours. Innovative behaviours include both the introduction of self-generated ideas (creative behaviou r) and the introduction and implementation of new ideas generated by other people and organizations. Creativity requires absolute novelty of the idea whereas innovation only requires relative novelty of the idea to the unit of adoption (King, 1990; Woodman, Sawyer, Griffin, 1993).Therefore, adopting a new policy from another organization to the current organization would be innovative but not creative. Also, the definition of creativity includes an inherent requirement for the idea or product to be useful. The phenomenon of innovative behaviour doesnt include a usefulness judgment in itself. An innovative attempt could result in different possible consequences for the organization. Yet an ineffective innovation is still an innovation. Also, creative behaviour concerns the generation of ideas whereas innovative behaviour includes both the generation or introduction and the application or implementation of the new ideas (Amabile, 1988; Scott Bruce, 1994; Zhou, 1998, 2003). Another related concept to employee innovation is role innovation. Role innovation is the introduction of significant new behaviours into a pre-existing role (West, 1987a, 1987b). Role innovation is usually studied in the context of job change and relocation (e.g., Allen Meyer, 1990; Ashford Saks, 1996; Munton West, 1995; Nicholson, 1984; West Rushton, 1989). The reference for comparison in role innovation is the pre-existing job role. It is considered an act of role innovation, if the way the current job holder does his job is different from the way the previous job holder did it or from the way other people currently do the same job in the same organization. Role innovation is related to innovative behaviour in the sense that introducing new behaviours and procedures into an existing work role is one type of innovative behaviour. However, these two concepts are still different. Role innovation only changes processes within an individuals work role. Innovative behaviours, however, is not limited to innovations occurring in the work role alone but also in the department, unit, and the organization. In addition, all innovative behaviours cannot be considered as role innovation. For example, developing new ideas and products is part of the job profile for some organizational positions (e.g. the RD department). People in those job positions routinely introduce new products and procedures into the organization and therefore frequently engage in innovative behaviour. However, since it is part of their existing job or work role, those behaviours are not considered as role innovation. Another similar concept is personal initiative. Frese, Kring, Soose, and Zempel (1996: 38) defined personal initiative as a behavior syndrome resulting in an individuals taking an active and self-starting approach to work and going beyond what is formally required in a given job. More specifically, personal initiative is characterized by the following aspects: it (1) is consistent with the organizations mission; (2) has a long-term focus; (3) is goal-directed and action-oriented; (4) is persistent in the face of barriers and setbacks, and (5) is self-starting and proactive. Some individuals behaviour in the workplace such as voluntary suggestion of new ideas to the organization can be seen as both personal initiative and innovative behaviours. However, not all personal initiative behaviours are innovative behaviours. Personal initiative could include both quantitative and qualitative initiatives. Quantitative initiatives are those activities that only require additional energy. Those activities do result into the application of new ideas, products, and procedures into the workplace and therefore are not innovative behaviours. Moreover, personal initiative is voluntary in nature of the behaviour whereas innovative behaviours do not have to be beyond the formal job requirement. In a nutshell, creative behaviour, role innovation and personal initiative are all related to but different from the construct of individual innovative behaviour. Differentiating these constructs will further clarify the concept of employee innovative behaviour. At the same time, the existing similarities suggest the possibility that the literatures devoted to these related constructs could inform research on innovative behaviours. 2.3 Employee Innovation and Image Outcome Expectations Why do employees innovate in an organisation? A piece of wisdom reiterated by learning theories and motivation theories is the importance of outcome expectations in determining human innovative behaviour. The operant conditioning theory of learning stresses the importance of the Law of Effect, which states that behaviour which appears to lead to a positive consequence tends to be repeated, while behaviour that leads to a negative consequence tends not to be repeated (Thorndike, 1911). Banduras social learning theory (1977) proposed that people learn about the consequences expected for certain behaviours not only from their own experiences but also from observing others in the workplace. To summarize, operant conditioning theory and social learning theory advocates that people develop outcome expectations of certain behaviours either from direct experiences or from vicarious learning. The outcome expectations, in turn, guide their future behaviour in the workplace. The effects of outcome expectations on behaviour are more directly addressed in Vrooms expectancy theory of motivation (1964). The renowned expectancy theory of motivation suggests that an individuals motivational force to perform an act is determined by his expectancies that the act will be followed by the attainment of certain first-level outcomes (expectancy), that these first-level outcomes will lead to certain second-level outcomes (instrumentality), and the value of these second-level outcomes (valence). The importance of outcome expectations is depicted by the concept of expectancy, which is a subjective belief concerning the likelihood that a behaviour will lead to particular first-level outcomes (Vroom, 1964). A similar observation of the importance of outcome expectations in affecting individual behavioural intentions can also be found in Ajzen and Fishbeins theory of reasoned action (1980). Outcome expectations guide innovative behaviours in the workplace. In the case of employee innovative behaviour, what are the major outcome expectations that affect employee innovation at work? Two major types of outcome expectations will impact employees decision to engage in innovative behaviours: expected performance outcomes and expected image outcomes. Expected performance outcomes are employees expectations of how his or her innovative behaviours would affect the performance or efficiency of the employees work role or unit. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect other organization members perceptions of him or her. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect the perceptions of the other members of the organisation towards him or her. The linkage of performance and image outcomes at the individual level is comparable to the differentiation between organization efficiency and legitimacy as suggested by institutional theory (Meyer Rowan, 1977). The organizations compete for social as well as economic fitness in the institutional perspective (DiMaggio Powell, 1983). Whereas the economic fitness or organization efficiency frontier enhance the organizations profits and competitive advantages, social fitness brings legitimacy which helps the organization gain stability, resources and hence survival. Several studies have recently brought such an institutional perspective into the study of innovation processes by highlighting the impacts of both efficiency outcomes and potential legitimacy outcomes on innovation adoption decisions. Tolbert and Zucker (1983) found that an early adoption of civil service is related to internal organizational requirements while late adoption is related to institutional definitions of legit imate structural form Westphal, Gulati and Shortell (1997) in their research work found out that early adopters can customize Total Quality Management (TQM) practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. Results from both the empirical studies conclude that an organizations decision to adopt an innovation is influenced by both internal efficiency considerations (i.e., the efficiency outcome) and external legitimacy considerations (i.e., the image outcome). The results not only supports the importance of considering both outcomes in the innovation process but also suggests that their relative impact on innovation adoption will vary in different situations. Abrahamson (1991) suggested a typology that highlights the dominant efficient choice paradigm and other less dominant perspectives that can be used to guide innovation research. The dominant paradigm is the efficient choice perspective (i.e., the efficiency-oriented perspective), which conceptualises organizations as rational entities who always adopt innovations that can improve organization efficiency or performance. On the other hand, two other perspectives the fashion and fad perspectives stresses on the importance of social-political processes by suggesting that organizations sometimes adopt innovations for their symbolic meaning, signalling innovativeness, rather than to boost organizations economic performance. The impacts of expected performance outcomes and expected image outcomes on employee innovative behaviour represents the efficiency-oriented and the social-political motives for employee innovation, respectively (see Figure 1). Figure 1 Outcome Expectations and Employee Innovation Behaviour Note: Except for those marked with negative signs, all links in the model are hypothesized to be positive. Source: Diagram adapted from Innovation and creativity at work: Psychological and organizational strategies by West Farr (1990a). 2.4 The Efficiency-Oriented Perspective of Expected Performance Outcomes: The efficiency-oriented perspective in understanding employee innovation behaviour suggests that one major reason people innovate is to bring performance gains. Although assumed to be one of the major motivational reasons in this dominating paradigm, few studies have directly tested the effect of such expected performance outcomes on innovative behaviour. This dissertation provides a hypothesis for testing the outcome of the effects of such expectation and on employee innovation behaviour at work. Expected image outcomes have been considered different from the concept of subjective norm in the theory of reasoned action (Ajzen Fishbein, 1980) in this study. The subjective norm concept refers to a persons belief about whether significant others think that he or she should engage in the behaviour. Although both the concepts are related to potential social outcomes of employees behaviour, expected image outcomes refer to expected perceptions from a potential audience (i.e., other employ ees in the organization) rather than the concern for the approval or disapproval of others. Image outcome expectations can be influenced by other factors as well such as relationship quality, peer expectations, and job requirements. The Literature available on impression management provides an interesting distinction between defensive and assertive impression management (Arkin, 1981; Schlenker, 1980). Tetlock Manstead (1985:61) provides a good discussion on this distinction: Defensive impression management is to protect an employees established social image; it is triggered by negative affective states such as embarrassment and shame. Whereas assertive impression management is designed to improve an employees social image; it is triggered by perceived opportunities for creating favourable impressions on others. Therefore the difference between avoiding image risks and pursuing image enhancement represent different affective states and individual motives. Consulting the impression management literature, the dissertation hypothesizes two major types of image outcome expectations that may affect an employees decision to engage in innovative behaviour. Firstly, expected image loss risk will constrain people from demonstrating innovative behaviour. An employee may decide to play it safe and try and avoid being innovative in order to look socially appropriate and prevent potential image loss. Showing such a tendency to avoid negative evaluations represents the protective self-presentation (Arkin, 1981) or defensive impression management motive (Tetlock Manstead, 1985). The self-protective motive shows that expected image risks will restrict the tendency of an employee to engage in innovative behaviour (refer Figure 1). On the other hand, people may feel the need to innovate because they may see potential opportunity to enhance work efficiency. For example, a high-performing employee may want to introduce a new work technique because he or she perceives opportunities to further improve efficiency. Contrary to the problem-driven construct this latter construct is consistent with the more contemporary vision-guided change model (Cooperrider Srivastva, 1987; Cummings Worley, 2005; Watkins Mohr, 2001) and possibility-driven logic of change (Ford Ford, 1994). This approach suggests that changes can be initiated not only to solve existing problems but also to pursue further improvement toward an ideal vision. Efficiency and performance improvement increases the competitiveness and success of an employee. Regardless of the purpose being is to fix existing performance problems or to explore potential benefits, people will be more likely to engage in innovative behaviour if they expect that the introduction of new ideas, products, procedures, or processes would bring positive performance outcomes to his or her work or job role (refer Figure 1). Therefore expected performance outcomes represent the efficiency-oriented perspective in understanding innovation. This approach suggests that people innovate because they expect positive results in performance gains. The following hypothesis has been developed based on analysing the above literature on the efficiency-oriented perspective of expected performance outcomes: Hypothesis 1: Expected positive performance outcomes are positively related to employee innovation behaviour at the workplace. 2.5 The Social-Political Perspective of Expected Image Outcomes Expected image outcomes are an individuals expectations about how his or her innovative behaviour would impact the perceptions of the other members of the organisation about him or her. Ashford, Rothbard, Piderit, and Dutton (1998), consider expected image outcomes as Employees may engage in innovative behaviour as a conscious effort to improve image. The employees engaging in innovative behaviour to pursue image gain depict the assertive impression management motive (Rioux Penner, 2001). An apt example will be employees suggesting new ideas to managers to appear competent and conscientious. Sutton and Hargadons (1996) designed a study to analyse self-enhancing motive and engineers competitive behaviours in brainstorming sessions. The self enhancing motive suggests that expected image gains will increase employee innovative behaviour at work (refer Figure 1). In line with the social-political perspective in understanding innovation, both avoiding image risks (the self-protective imp ression management motive) and pursuing image gains (the self-enhancing impression management motive) emphasize the importance of social-political considerations in determining employee innovative behaviour in the workplace. The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 2(a): Expected image risks are negatively related to employee innovation behaviour at the workplace. Hypothesis 2(b): Expected image gains are positively related to employee innovation behaviour at the workplace. 2.6 Conceptual Model for Employee Innovation Behaviour Performance and image outcome expectations are proximal determinants which determine employee innovation in the workplace and also serve as intermediate processes by which more distal individual differences and contextual antecedents affect employee innovation capabilities (West Farr, 1989). An analysis of how distal antecedent factors influence expectations of outcomes and therefore employee innovative behaviour is important for at least two reasons. Firstly, it addresses the question of how distal individual differences of employees and contextual factors affect employee innovation behaviour by examining the intermediate psychological processes. Secondly, it explains the sources of variance in employee performance and image outcome expectations across individuals and situations. Without the intention of providing an all exclusive list, the following five distal antecedent factors were considered as especially important for employee innovation behaviour: Perceived organization support for innovation, supervisor relationship quality, innovativeness as job requirement, reputation as innovative, and dissatisfaction with the status quo. These aforementioned antecedents were chosen because they are among the most studied in the literature and they represent different angles to understand employee innovative behaviour. The five proximal antecedents were taken together to form the conceptual model for testing employee innovation behaviour in this dissertation. Figure 2 Diagram of Conceptual Model for Employee Innovation Behaviour Note: Except for all those links marked with negative signs, all other links in the model are hypothesized to be positive. Source: Diagram adapted from Innovation and creativity at work: Psychological and organizational strategies by West Farr (1990a) 2.6.1 Perceived Organization Support for Innovation Organization support for innovation in terms of pro-innovation climate, resources, and time allocation, is one of the primary environmental qualities that promote innovation and creativity (Amabile, 1988; Kanter, 1988). This dissertation explores performance and image outcome expectations as important intermediate processes and tries to explain why such organization support affects innovative behaviour. If an organizational environment favours change rather than tradition for its growth and development, its members will seek to initiate change in order to be culturally appropriate (Farr Ford, 1990: 73). Similarly, an organizational climate that promotes innovation will encourage employee to engage in innovative behaviours because such climate legitimates experimentation (West Wallace, 1991) and reduces image risk involved in such behaviours (Ashford et al., 1998). An organization climate promoting innovation delivers expectancies and instrumentalities (Scott Bruce, 1994) so that the employees in that organization understand that being innovative is a desirable image. Reduced potential image loss risks and increased potential image gain environment encourage employees to engage in more innovative behaviours when perceived organization support for innovation is high. Employees in an organization supporting innovation may want to engage in more innovative behaviours not only because of the potential image outcomes but also because they have higher expectations for positive performance outcomes resulting from such innovative behaviours. A favourable organization climate for innovation demonstrates the belief that innovation will benefit the organization in developing and achieve the pinnacle of success. Having such beliefs embedded in the culture of the organization will influence individual attitudes and beliefs through the organization and boost innovation processes. Schneiders (1987) attraction-selection-attrition (ASA) framework suggests people attracted to and remaining in the organization are likely to be those individuals who share basic beliefs with the organization. Hence, it is logical to expect that compared with organisations not promoting innovative behaviours, people in organizations with pro-innovation climates are also more likely t o have pro-innovation individual beliefs. In other words, they are more likely to be satisfied and believe that initiating innovations will benefit the efficiency and performance of their work. Such beliefs in positive performance outcomes serve as another motive for employee behaviour in the workplace. The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 3(a): Perceived organization support for innovation is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 3(b): Perceived organization support for innovation is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 3(c): Perceived organization support for innovation is positively related to expected image gains associated with employee innovation behaviour at the workplace. 2.6.2 Supervisor Relationship Quality A quality manager-employee relationship has been found out to be an important contextual factor on employee innovation and creativity (Scott Bruce, 1994; Tierney, Farmer, Graen, 1999). The prevalence of a quality relationship with supervisor will influence employee innovative behaviour indirectly through its influence on performance and image outcome expectations. A quality relationship between the managers and the employees will increase an employees belief that his or her innovative behaviour will result in performance and efficiency gains. The Leader-Member Exchange (LMX) theory suggests that subordinates who have high-quality relationships with their supervisors are provided greater resources in the workplace (e.g., privileged information, work support) and decision latitude in return for greater loyalty and commitment (Dansereau, Graen, Haga, 1975; Graen, 1976; Graen, Novak, Sommerkamp, 1982). Therefore, employees with high-quality supervisor relationships are more likely to engage in innovative behaviour and be confident that their actions will result in performance and efficiency gains. Desire and motivation of the employees influence what he or she perceives (Gilbert, 1998; Markus Zajonc, 1985; Postman, Bruner, McGinnies, 1948). Research studies undertaken previously shows that supervisors tend to evaluate the employees they like and trust in a more positive way (Cardy Dobbins, 1986; Judge Ferris, 1993; Wayne Liden, 1995). When a supervisor likes and believes in the employee, he or she is more likely to think positively about the employees ideas and believe such ideas are meaningful and significant (Zhou Woodman, 2003). Previous research on attributions concept indicates that when the supervisor likes or empathizes with his sub-ordinates, he or she is more likely to attribute positive outcomes to the sub-ordinatess dispositional causes and negative outcomes to situational causes (Green Mitchell, 1979; Regan, Straus, Fazio, 1974; Regan Totten, 1975). It is expected that good people will perform good actions, and bad people will perform bad actions. Thus whe n liked characters do good things or disliked actors do bad things, we attribute the action to characteristics of the character (Heider, 1958). Therefore, when perceiving a good relationship with the supervisor, an employee will feel more confident that his new ideas will receive acceptance and favourable evaluations from his supervisor, resulting in higher possibilities for image gains. The following hypothesis has been developed based on analysing the above literature on the supervisor relationship quality Hypothesis 4(a): Supervisor relationship quality is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 4(b): Supervisor relationship quality is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 4(c): Supervisor relationship quality is positively related to expected image gains associated with innovative behaviour at the workplace. 2.6.3 Innovativeness as a Job Requirement The requirements of a job have been identified by researchers as an activating force for innovation (Kanter, 1988) and a primary factor in inducing employee creativity (Shalley, Gilson, Blum, 2000; Tierney Farmer, 2002). This dissertation explores the mechanisms through which perceived job requirement for innovativeness encourages individual innovation by its influences on both expected performance and image outcomes. The innovative requirement of a job is determined not only by the objective nature of the job position (e.g., RD scientists versus technicians) but also by the subjective attitude of the job holder, which can be influenced by factors including the job holders social environment as suggested by the social information processing theory (Salancik Pfeffer, 1978). Perceived innovativeness as a part of job requirement will also encourage innovative behaviour by minimising the concerns for image risks and increasing image gain expectations. Firstly, it validates innovative behaviours as officially acceptable and socially appropriate. The job requirement serves as a contextual influence that justifies the employees innovative behaviour. Thus, the employees do not need to provide reasons to explain their innovative behaviours and do not need to be concerned about being seen as behaving inappropriately. Secondly, previous research evidence shows that an audience is less critical and more receptive to change-initiated or innovative behaviours from people whose functional background or job position supports such innovative behaviours. Ashford and colleagues (1998) found out in their research that functional background-issue fit negatively related to image risk from selling issues. In the same way, Daft (1978) found out that organizations appeared to adopt technical ideas from professionals (in that case, teachers) and administrative ideas from administrators. Applying the same logic here, managers and fellow co-workers will be more receptive to the innovat ive behaviours of employees in positions requiring innovativeness and will consider their new ideas as more valid and well-grounded, resulting in lower image risk and higher potential of image gain for the innovative employees. The following hypothesis has been developed based on analysing the above literature on reputation of an employee as innovative Hypothesis 5(a): Innovativeness as job requirement is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 5(b): Innovativeness as job requirement is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 5(c): Innovativeness as job requirement is positively related to expected image gains associated with employee innovation behaviour at the workplace. 2.6.4 Reputation of an Employee as Innovative The employees are considered as more socially appropriate and legitimate when their behaviours match categorizations and expectations of the organisation where they work in (Zelditch, 2001). The existing literature on impression management suggests that the impressions people try to create are affected by their current image in the society (Leary Kowalski, 1990; Schlenker, 1980). Behaviours which are consistent with the expectations and reputations (especially desirable ones) are socially legitimized, and behaviours against those expectations run the risk of being looked down upon by the people in the society. The employees who are not expected to be

Red Badge Of Courage Essay -- essays research papers

The effects that the physical environment, (nature) have on the main character, throughout any novel are so great. No one seems to notice the little details that slowly, yet gradually show, a main character's struggle, and the ironic role that nature plays in effecting their actions. Environment is always used some way, whether it is to help the main character cope with his or her struggle or, the strong emotional changes that it leaves the main character feeling after personal encounters with the cruel world. It happens more or less in every novel, although sometimes it's not as noticeable as others. In the Red Badge of Courage, main character Henry Fleming, is faced with many obstacles and tough situations that he must deal with. Nature and the physical environment around Henry, play a big role in the decisions that he makes, the actions that he takes and the re-evaluation of lifes values he later takes. The first large decision that Henry makes, is actually enlisting in the army. Crane, the author of the novel, doesn't make it appear as if this was a tough decision for Henry, although it was one of the largest, and the basis for the plot. Henry was bored of his life in the farm. Doing the same thing everyday was not enough action for him. He under estimated the power or war and thought that, that was the action he had been craving. Henry learns throughout the novel, that he had never been more wrong.   Ã‚  Ã‚  Ã‚  Ã‚  After his enlisting in the army,...

Theatre Play :: essays research papers

Triple Threat Cell phone rings Chris Hey what’s up man? Chris Naw man, I’m busy tonight, I’ve got three dates Chris Ya man, three different girls, and they don’t even know Chris I’m taking one of them to lunch, another to dinner, and then I’m gonna meet the one at the bar Chris I met the first one in my theatre class, man she’s hot! I am taking her to lunch Chris The second one I met at Wal-mart. She was checkin me out. I’m taking her to dinner Chris And the last one is that one girl from last week at the bar, remember? I’m meeting her there later Chris So, do you think I can pull this off? Chris No? Man you know I’ve got dem skills..Later Next Scene Chris Hey how’s it going? Anna I’m fine how are you? Chris I’m good, man Brent’s class sure was enjoyable today wasn’t it? Anna Ohh yes, I had so much fun Waitress Can I get you all something to drink? Chris A water please Anna A water Waitress Would you like to order? Chris I would like a salad Anna I would like a triple cheeseburger, fries, and a loaded baked potato Chris Damn girl! Hungry? Anna Naw not really, I ate breakfast awhile ago Anna So, what are you doing tonight? Chris I am going to my grandma’s birthday party all day, you? Anna I’m going out with some of my girls Chris Well that’s cool Chris How’s the food? Anna Awesome, you want a bite? Chris No thanks, it’s all yours Chris So are you going to get the bill? Anna Hell no I’m not paying, do you think I would have ordered all this? Chris It’s cool, I got it, you know I’m a baller End date one Waitress Weren’t you here earlier? Chris Nope, you must have me mistaken with someone else Waitress No I’m sure it was you, are you sure? Chris Nope sure wasn’t me Waitress Ok then, how many? Chris Just two Michelle How’s your day going? Chris It’s good and yourself? Michelle Mines good, I just got off the phone with a friend and she had a terrible lunch date with some guy Chris Ohh really? That sucks Michelle Ya she came here Chris Ohh..I see†¦ Waitress Would you like something to drink? Chris We’ll both have water..with lemon that’s not extra is it? Michelle Well..thanks? Chris No problem Waitress Are you ready to order? Chris Ya, is it possible for us to order off the kids menu? Waitress No, not so much Chris Ok then, we’ll split the appetizer sampler Michelle Wow, don’t go all out Chris It’s cool, I’ve got plenty Chris So how’s wal-mart treating ya? Michelle Well it’s good, I have been getting a lot of hours since one girl†¦(Chris checks out another girl and says hi)..Uhh hello? Chris Uhh ya, that’s cool Michelle So what are you doing tonight? Chris Well I am going to ball with my boys and then we are going to hang at the house. What about you?

Los Vendidos: Farm Workers Views :: History Historical Spanish Essays

Los Vendidos: Farm Workers' Views Los Vendidos, the movie that we viewed was performed by El Teatro Campesino, the farm workers theatre. The movie was made to show the views and ideas of the farm workers, who were just regular people who wanted to be heard. They were not extraordinary, exceptional, highly skilled and paid actors. They were just normal human beings who wanted what everyone else wanted: equality. The concept of Los Vendidos was, in my opinion, simple. The movie was a satirical view at how that Anglo-Americans chose to see the Mexican-Americans, Spanish-Americans, Latinos, Hispanos, etc. It was used to incite controversy. Los Vendidos was also used to show how some Mexican-Americans chose to ignore their ethnicity and upbringing in an attempt to separate themselves from their people. The main theme was that the Mexican-American people needed to be a part of society, as a whole. They no longer, and never really, wanted to be separated for m the rest of the country. The Mexican-American people were just as intelligent and prepared for anything, as was everyone else in the U.S. It was used to make the Mexican-American people want to get up and say, "I no longer wanted to be treated like this." The aspects of the movie that were brought out, for me, were the individual characteristics of each of the individual characters. They characteristics are drawn out and over dramatized, some came from generalities made by the Anglo-Americans but some were real aspects of the people. Most of the characteristics that came out were unfavorable but they did what they were supposed to. They told of the generalities that the groups place upon one another. The story opens with Ano Sancho talking about how he previously was a labor contractor and is now a businessman. He now has opened "Ano Sancho’s Used Mexican Lot" This is a strike at those people who have been using the immigrants and the Mexican-Americans for their own personal gain. This brings the thought that no matter the place and time, there will always be someone there to exploit the weaker people. This person is sometimes someone that the people trust ands relate to, one of their own. The next person that we come across is Ms. Jimenez (pronounced Jimmy-nes, not he-me-nez). The way that this lady was portrayed was, as stated earlier in the Introduction, an attack on the "white washed" Mexican-Americans.

Brand consciousness Essay

â€Å"This research report is to aid Article Circle Limited of Canada in the exporting of diamonds to the Indian market.†A brand is an offering from a known source. Brand Consciousness is more than simply a preference for brand names. The term luxury was limited to only the rich and the elite, but today in India, disposable incomes and of middle class and upper middle class are increasing. The consumers in India are also very brand Conscious. The scenario being so in India, this research facilitates Arctic Circle to exploit the opportunity by crafting a unique set marketing strategies for the Indian market. INTRODUCTION India is set for a dramatic expansion of domestic consumption that will make the country one of the largest consumer markets in the world. If overall economic growth remains 7 to 8 per cent, as most economists expect, then consumption will increase. It is estimated that real consumption will grow from Rs 17 trillion today to Rs 70 trillion by 2025. This will take India into the premier league among the world’s consumer markets. The primary driver of India’s growth as a consumer economy will thus be increasing incomes. Our analysis shows that average real household disposable income is set to grow from Rs 113,744 in 2005 to Rs 318,896 by 2025, a compound annual growth rate of 5.3 per cent. Rising incomes will also create a sizeable and largely urban middle class is expected to will swell to 583 million people or 41 per cent of the population. While the growth in Indian incomes and consumption will deliver substantial societal benefits with further declines in poverty, the growth of a large middle class spells an opportunity for the manufacturers and the invasion of multinational brands is sure to change the dynamics of market phenomena. While the corporate spending on branding is high and what kind of Marketing strategies the companies will have to craft for the Brand – Conscious Indian Market is the question which is left unanswered. Therefore, the present study is an attempt to explore ‘The influence of Brand Consciousness on Indian consumers to buy the Diamonds(Luxury Product) of Arctic Circle. Given the understanding of the  extant literature this study is expected to provide directions on the phenomena for practicing manager on understanding that Indian`s are more Brand-Conscious. Therefore, the objective of this study is to build a marketing strategy model for the Brand-Conscious Indian Consumers. LITERATURE REVIEW A survey in 2008 indicated that India is among top 5 countries when it comes to Brand Consciousness. A country where savings rate is very high (nearly 36%) and where top 10% percent of people hold 53% of the wealth of this nation and lower 20% own about 1%, it is hard to believe that brand consciousness is on the rise. A brand becomes a brand after how it is perceived by people, the image that it projects and the quality and promise to customers which it upholds. Most of the brand names out there today have become a symbol of a characteristic quality which they have imbibed in them self, a quality which leaves a consumer’s mind wondering after its usage.(live mint.com, priyanka mehra) India is an emerging market, being a part of a developing economy. The consumers now to a certain extent have started differentiating between what every brand of a product has to offer, which tightens the competition because it’s not only about that little puma on your shirt or the bitten apple on your phone. Until now the premium brands were catering to the high end consumers and they have carved out their niche in this segment of market, but now they are getting aware of the needs of the other segments of the society specifically the middle class. Being the real savers they are being targeted by the premium brands. These brands are now coming out with the products keeping in mind this segment of market. Indian middle class believes putting their money where they can get equivalent and possibly more value and if the premium brand can facilitate this then the local producers have a competition. So brand consciousness is on rise in Indian market and the premium brand can capitalize on it.(live mint.com, priyanka mehra) Luxury brands are now for the ones that can afford them and India has a lot of potential given the high disposable income of the growing middle class. By knowing how purchasers consider, are affected, pick and utilize their  items, luxury brands can make products that join straight with buyers seeks and will, also, be skilled to have a much clearer meaning of what their promoting destinations ought to be keeping in mind the end goal to achieve the potential purchaser. By Understanding shopper’s choice making process, organizations can distinguish chances and dangers that may emerge in the commercial center. ( Rohit Arora, Strategic Planning Director, Bates Pan Gulf (BPG Group), Dubai, UAE) Companies will have to come up with a set of unique techniques which must be a mix of sponsorships, mold shows, superstar support, publicizing and PR. (Ana Margarida Forja de Macedo de Carvalho). There are eight mainstays of Luxury Brand Marketing, for example Performance, Pedigree, Paucity, Persona, Public figures, Placement, Public relations and Pricing. The 8 P’s of luxury showcasing can give a comprehensive structure to extravagance advertisers.( Rohit Arora, Strategic Planning Director, Bates Pan Gulf (BPG Group), Dubai, UAE). Luxury marketers and retailers have proven their resilience in a tough economy by sticking to their USPs: impeccable craftsmanship, artisanal, bespoke, exclusivity and razor-sharp service. (4 Luxury Marketing Ideas for 2013 Karen Weiner Escalera, president & chief strategist at KWE Partners, details four ways in which luxury brand marketers can reinvent their marketing strategies for 2013). 2013 will be the year where luxury brands must raise the bar by reinventing and reinvigorating their marketing strategies and look for new ways to brand and create new profit centres. One of the innovative marketing strategies is Themed experiences which means Retail environments are becoming â€Å"themed brand stores† that serve as temples of socialisation; places where people don’t just pass through, but immerse in a world where they’ll stay, explore, have fun, meet others with the same passion, even learn – and do it with style. Secondly, Accessible Customisation which means Traditionally, â€Å"real† luxury delivered individualised products based on a buyer’s personal preferences, tastes and budget. Last but not the least, Online Stores through which the luxury brands by Creating brand merchandise can strengthen customer loyalty and enlist fans to spread your name on the streets. (4 Luxury Marketing Ideas for 2013 Karen Weiner Escalera, president & chief strategist at KWE Partners, details four ways in which luxury brand marketers can reinvent their marketing strategies for 2013). OBJECTIVE OF THE STUDY The Objective of this study is to build a marketing strategy model for the Brand-Conscious Indian Consumers. LIMITATIONS OF STUDY The study is completely based on Secondary research which was undertaken 2 years ago, when the economic conditions of India was far superior than what it is today. So doing a primary research in today’s economic conditions in India would help in coming into proper conclusions. CONCLUSION This study aimed at devising Marketing Strategies for the Artic Circle, a Canadian based Diamond company to understand the psychology of the Indian Consumers and buying behaviours of the average growing middle class Indian Consumers with increasing disposable incomes. Various articles and research papers suggest that Indians rank three in the world in terms of Brand-Consciousness. So there is an opportunity which can be untapped by Artic Circle Diamond Company. Uncovering of the underlying dimensions of consumer aspirations as it relates to Brand-Consciousness provides managers with the underlying dimensions of fundamental needs of the consumers and therefore provide directions as to make decisions in their offerings in terms of product/services, communication, designing accessibility and pricing the same. The study also provides directions on the decisions on these, given the temporal considerations under which the manager is making the decisions. BIBLIOGRAPHY Arora, R. (n.d.). Eight P`s of Luxury Brand Marketing. Dubai. Ashish Mansharamani, F. D. Marketing of Luxury Goods. Carr, T. (2013). The luxury market outlook 2013. Luxury Daily . Carvalho, A. M. (2012). â€Å"Consumer behavior in the luxury industry: Getting a grasp on consumers,Intrinsic and Extrinsic Motivationsâ€Å". Chaturvedi, D. (2010). India is next luxury goods hub. ET Bureau. Contributor, G. (2010, 1). The business of fashion. Mumbai. Escalera, K. W. (2013). Four Luxury Marketing ideas for 2013. Mumbai, Maharashtra, India. Krawitz, A. (2012, 09 06). Advertising diamonds. Mehra, P. ( 2008. , 3 27). India ranks 3rd in brand consciousness. Mumbai, India. Nielsen. Indians among top three Brand Conscious. Steve Hodgson, M. D. (2007, april). Confidence in Diamonds: Mine to market conference.

A reasonable Doubt

My friend had been staying with his girlfriend and his girlfriend’s best friend in one room for a period of one year when he got accused of rape and sentenced to 15 years imprisonment. This has really affected me and the fact that after serving for 5 years the accuser came out and said it was a plot to get him since she had a crush on him!It was in a small town in the outskirts of the main city. Housing was expensive and as we were trying to achieve a few dreams of our lives, we didn’t consider renting a big house a priority since our income was not so much. I had grown up together with Ian and we knew each other so well. We shared most of our dreams.When Ian met Julie the love of his heart, he was so sure that she was the woman for her. They had dated for sometime and all along the dating period Julie was sharing a room with some other two friends of hers. One of which was her best friend while the other was a girl they had been together with in the university.They kne w that all along they would become financially stable and each would go their way as soon as their income could allow them to afford rent each one on her own.When Julie and Ian decided to come and live together, it was at first not difficult since the two girls shared the rent between themselves. Julie and Ian had stayed together for 3 months when a need arouse for Karen to move out of the town. (Karen is the other girl from the university who was now left living with Tina) Tina is Julie’s best friend.When the news reached Julie that Karen was planning to leave the town she was a bit worried about her best friend since she knew that Tina would not afford to live in there alone.However it was a tough thing to think about since the only left option was to ask Ian if he could allow Tina to come and stay with them even if for some days before she get someone to share a room with or perhaps until she could afford to stay alone.She knew that she had to prepare on the best approach to present this request to Ian. She was worried that may be it might turn out that Ian would refuse that kind of a thing.But she needed to ask him the soonest possible. A thought came into her that it would be necessary to first speak to Tina maybe she might have a different idea.She made her short journey and visited her best friend whom she found in tears. They talked after comforting her and Tina was more than happy to have realized that her friend thought about her in such ways. She knew that her problem was half solved since the only remaining part was now to approach Ian. They agreed that as soon as Ian gave a feedback Julie would let Tina know soonest possible.When Tina returned home that evening she was so restless yet she found it hard to start it to Ian. It was until Ian noticed that her concentration was divided and that she seemed a little bit disturbed. Ian walked to where Julie had sat and sat on the arm of the chair that she had occupied. He looked at her with concern and asked her ‘sweetheart is everything okay? How was your day?’Julie knew right inside her that this was the perfect moment; she knew that a chance had come and she was not going to waste any time about it. She replied to him ‘everything has been fine but I only worried about my best friend Tina, she is being left by Karen in that room we used to live the three of us. Karen needs to move out of this town as she has got a job elsewhere so she is only around here for a month.The problem here is that we had opted to stay the three of us since none could afford living alone. Just three months after I left Tina to stay with Karen now Karen is about to leave. Tina can not afford it alone’. As she spoke all these Ian just listened without interruption but when she posed Ian asked ‘so what is the problem?Are you suggesting that you want to go back there?’ she knew that this would worry Ian, he would do anything to have in his room and so she said to him ‘you see that is the only other option since it might not be ideal to you to have her here staying with us’ do you think Tina agree to come and stay with us? This was Ian asking. Julie told him that she was not sure about it but if Ian would not have a problem with it then she would ask Tina when they met next about it.Then Ian said; ‘ that is not something to worry about to the point of losing concentration, all is going to be okay for her, we can stay with her if she agrees if she refuses then it means she has a better option and therefore the problem will be solved.