John W. Michel

The Effects of Training Design, Individual Characteristics and Work Environment on Transfer of Training

This study aims to gain insight into some of the factors that determine the transfer of training to the work context. The present research examined the relationship between three types of predictors on transfer of training, including training design, individual characteristics and work environment. Data was collected at two points in time from 182 employees in a large grocery organization. The results indicated that transfer design, performance self-efficacy, training retention and performance feedback were significantly related to transfer of training. Contrary to expectation, supervisory support was not significantly related to transfer of training. These results suggest that in order to enhance transfer of training, organizations should design training that gives trainees the ability to transfer learning, reinforces the trainees beliefs in their ability to transfer, ensures the training content is retained over time and provides appropriate feedback regarding employee job performance following training activities.

The Fundamental Role of Workplace Fun in Applicant Attraction

The present study extended previous research on fun in the workplace by examining the influence of workplace fun in the context of applicant attraction. Specifically, this research examined the impact of workplace fun relative to other key predictors of applicant attraction. Furthermore, this research examined the impact of different sources of workplace fun—fun coworker interactions, fun job responsibilities, and formal fun activities. With a sample of collegiate job seekers, the results demonstrated that workplace fun was a stronger predictor of applicant attraction than compensation and opportunities for advancement. Moreover, the results demonstrated that fun coworker interactions and fun job responsibilities were stronger predictors of applicant attraction than formal fun activities.

Is the Full-Range Model of Leadership Really a Full-Range Model of Effective Leader Behavior?:

A field study was conducted to compare the three meta-categories assessed in the Managerial Practices Survey (MPS) with the “full-range” taxonomy assessed in the Multifactor Leadership Questionnaire (MLQ). Dyadic and group-level analyses found that subordinate job attitudes and boss-rated managerial effectiveness were predicted better by the MPS meta-categories than by the MLQ meta-categories. Results also suggested that at least one of the three meta-categories from the MPS was more important in predicting each effectiveness outcome than any of the meta-categories from the MLQ. Implications germane to leadership theory and research are further discussed.

Got support? The impact of supportive work practices on the perceptions, motivation, and behavior of customer-contact employees.

While scholars know a great deal about the operational challenges faced by customer-contact employees in the hospitality industry, there is much to be learned about the factors associated with the work context that influences employee motivation, performance, and retention. In this study, the authors examined the nature and impact of perceptions about an organization’s customer service climate on ratings of self-efficacy, customer service job performance, and intentions to leave among employees in customer-contact positions. Results demonstrated that employees’ perceptions about the climate for service quality were significantly related to motivation, supervisor ratings of service job performance, and self-rated intentions to leave. The results offer insights regarding the role of service climate perceptions and the means for effectively managing customer-contact staff and generating higher levels of retention.

Fun and friends: The impact of workplace fun and constituent attachment on turnover in a hospitality context

Extending the growing body of research on fun in the workplace, this article reports on a study examinining the relationship between fun and employee turnover. Specifically, this research focused on the influence of three forms of fun on turnover – fun activities, coworker socializing and manager support for fun. With a sample of 296 servers from 20 units of a national restaurant chain in the US, coworker socializing and manager support for fun were demonstrated to be significantly related to turnover. In addition, constituent attachment was found to mediate the relationship between each of the three forms of fun and turnover. This research highlights that not all types of fun are equal and demonstrates that one of the key means through which fun influences retention is by facilitating the development of high quality work relationships.

Does Fun Pay? The Impact of Workplace Fun on Employee Turnover and Performance

This research demonstrated that fun in the workplace has both beneficial and potentially negative effects on employees in the hospitality industry. This research focused on the impact of fun activities and manager support for fun on employee performance and turnover. Fun activities include such endeavors as productivity contests, social events, teambuilding activities, and public celebrations of work achievements and personal milestones. In turn, manager support for fun reflects whether managers in general allow and encourage employees to have fun on the job. With a sample of 195 servers from a national restaurant chain, we found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover. Interestingly, manager support for fun had an adverse impact on performance. Thus, whether fun ultimately is beneficial depends on the type of fun and the desired human resource outcome.

Not Much More Than g? An Examination of the Impact of Intelligence on NFL Performance

The purpose of this study was to determine the efficiency and equity of general mental ability (GMA) in a nontraditional employment setting—professional football. The National Football League (NFL) uses a measure of GMA, the Wonderlic Personnel Test, to evaluate potential draftees in an assessment-style environment. A total of 762 NFL players, represented from three draft classes, were included in our sample. In terms of efficiency, results indicated that GMA was unrelated to (a) future NFL performance, (b) selection decisions during the NFL Draft, and (c) the number of games started in the NFL. In regards to equity, differential prediction analyses by race suggested only the existence of intercept bias. The implications of these findings to the NFL and the selection literature are further discussed.

The Impact of Coworker Support on Employee Turnover in the Hospitality Industry

Employee turnover rates are among the highest for entry-level employees in the hospitality industry. Research focused on identifying the antecedents of turnover in this employment context has been limited, however. To address this gap in the literature, the present study examined the impact of coworker support on turnover with a sample of 188 servers from a national restaurant chain. Specifically, this study assessed the impact of coworker instrumental support and coworker emotional support on turnover. The results demonstrated that coworker emotional support was negatively related to turnover. However, coworker instrumental support was positively related to turnover, counter to the hypothesized relationship. This counterintuitive finding leads us to consider the role of coworker support on turnover in a new light.

Workplace fun matters … but what else?

Purpose – The purpose of this paper is to extend research on fun in the workplace by focussing on its relationship with job embeddedness among Millennials. This research examined the influence of four dimensions of fun, including fun activities, manager support for fun, coworker socializing, and fun job responsibilities, on embeddedness. In addition, this research assessed the impact of fun relative to other aspects of the employment experience. Design/methodology/approach – Data were obtained from 234 full-time working Millennials via survey methodology. Findings – Fun job responsibilities were the most dominant predictor of embeddedness followed by perceived career opportunities and praise and rewards. The other dimensions of fun accounted for significant variance in embeddedness, yet their influence was more modest. Research limitations/implications – The research demonstrated that fun plays a role in enhancing Millennials’ embeddedness, accounting for significant additional variance beyond other impor...

Fun in the College Classroom: Examining Its Nature and Relationship with Student Engagement.

Despite the popular belief that fun has a positive impact in learning contexts, empirical research on fun in the classroom has been limited. To extend research in this area, the goal of this study was to develop and validate a new scale to assess fun in the classroom and examine its relationship with student engagement. The multi-stage scale development effort resulted in a two-dimensional measure, including fun activities and fun delivery. Fun activities reflect a variety of hands-on exercises and ways to promote social involvement among students. Fun delivery is more instructor-focused, including the use of humor, creative examples, and storytelling. Interestingly, fun delivery, but not fun activities, was positively related to student engagement. These findings suggest that not all fun is equal and highlight the need for additional research to validate the impact of fun on meaningful student outcomes.