Specifically, building upon the original theory and conceptualization by Hansen and Allen (2015), we argue that meeting orientation is related to employees’ satisfaction with meetings and the perceived effectiveness of meetings, along with broader work-related attitudes such as intentions to quit (ITQ) and work engagement. An organization’s overall culture toward meetings (i.e., meeting orientation) may have important consequences for how groups and teams develop over time by, for instance, influencing how often, when, and under what circumstances group members come together to work and discuss problems.Īcross two studies, we propose that there are a number of ways in which individuals’ belief about the meeting orientation of their organization may influence how people view various meeting and organizational outcomes, which can subsequently influence team development over time. Meeting orientation is a relatively unexplored topic in meeting science, and no empirical studies have looked at its relationship to employee attitudes concerning meetings or their broader work environments ( Allen and Hansen, 2011 Hansen and Allen, 2015). Being that meetings are an integral part of organizations, firms may have a unique culture of policies, procedures, and practices that promote, emphasize, and result in meetings – that is, a meeting orientation ( Hansen and Allen, 2015). Among the various reasons to call a meeting, workplace meetings can be used to share information ( McComas, 2003), brainstorm ( Reinig and Shin, 2002), socialize ( Horan, 2002), and solve problems (e.g., McComas et al., 2007). Of the estimated 55 million meetings occurring daily in the United States, managers in large organizations are dedicating over three-quarters of their time preparing for, attending, leading, and processing meeting results ( Keith, 2015). Workplace meetings are essential to both the functioning of organizations and employees’ workplace experiences. An organization’s orientation toward meetings is a new construct that may exert an influence on team dynamics at the organizational level, representing a factor of the organization that affects how and when teams meet and collaborate. #Research 12 point measure for work orientation series#Based on the findings, we conclude with a robust discussion of how meeting orientation may set the stage for team interactions, influencing how their team operates over time on a given project or series of projects. Employees who feel meetings lack purpose or are overused tend to be less engaged with their work and more likely to consider leaving the organization. Across two exploratory studies, we demonstrate that perceptions of an organization’s orientation toward meetings is associated with the perceived quality and satisfaction of team meetings, along with work engagement and intentions to quit. An organization’s policies, procedures, and overall orientation toward the use of team meetings-along with the quality and perceived effectiveness of those meetings-set the stage for how teams develop and collaborate. This paper explores a new and novel construct, organizational meeting orientation (the set of policies and procedures that promote or lead to meetings), and its relationship to perceived team meeting outcomes and work attitudes. Specifically, organizations can be oriented toward a variety of values: learning, customer service, and even meetings. Teams are an integral tool for collaboration and they are often embedded in a larger organization that has its own mission, values, and orientations.
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