Niek Hoogervorst

When do leaders grant voice? How leaders’ perceptions of followers’ control and belongingness needs affect the enactment of fair procedures

Theories that explain employees’ positive emotional, cognitive, and behavioral responses to fair procedures rely on control and relational processes. In the present study, we build on these models, but reverse this perspective to examine when leaders provide voice opportunities in their interactions with employees. We argued that leaders may take care of employees’ perceived individual control needs (which influence their own outcomes) by granting them voice. However, this will be the case particularly when leaders perceive that this employee also wants to belong to the organization, because this makes it more likely that employees will use their voice in a way that does not hurt the organization’s interest. Support for this predicted interaction effect was found in a laboratory experiment and a multisource field study. This research is among the first to identify factors that influence whether leaders will be more likely to act fairly, thus integrating procedural justice processes in the leadership literature.

How Perceptions of Altruism and Sincerity Affect Client Trust in Volunteers Versus Paid Workers

Research has identified that volunteering provides value to organizations, communities, and volunteers themselves. Yet, empirical research on the value that volunteers might provide to recipients of their support (i.e., clients) is very limited. Building on insights from attribution theory, we argue that clients are more likely to attribute support from volunteers to altruistic and sincere motives relative to support from paid workers, and that this provides the foundations for affect-based trust to develop between clients and volunteers. We present data from two experiments that support this indirect effect of volunteerism on affect-based trust. Our findings provide insights into why and how volunteers may provide relational value to clients and human service organizations.

Differences between paid and unpaid social services for beneficiaries

ABSTRACT In many Western welfare states, social work services that have traditionally been provided by paid employees are being replaced by family support, community support, informal networks, and volunteering. For the field of social work, it is relevant to know what it matters to beneficiaries whether services are provided by volunteers or by paid employees. The central question of this article is therefore as follows: What are the differences between unpaid and paid social services for beneficiaries? The article is based on literature review and focus groups. Our results suggest that beneficiaries do experience some differences regarding the advantages of volunteer services for beneficiaries that can be summarized in three propositions: (1) services provided by volunteers are more relational than are services provided by paid employees, and they are therefore perceived as more equal, flexible and sincere. (2) The effects of volunteer services for beneficiaries are not exclusively positive. (3) Although particular tasks may appear to be interchangeable to some extent, the relative advantages of a given task depend upon whether it is performed by a paid worker or by a volunteer. Additional research is needed in order to provide further validation.

Prophets vs. Profits: How Market Competition Influences Leaders’ Disciplining Behavior

In three studies we examined how market competition influences leaders’ willingness to discipline transgressing employees. We found that fierce market competition changes the lens through which ethical transgressions are viewed to an instrumental one. When they have to discipline transgressing employees, leaders in highly competitive markets are more influenced by the profitability of an ethical transgression for the company than those in less competitive markets. Our findings show that that for leaders, profits precede ethics as market competition increases.