Showing papers by "Angelo J. Kinicki published in 1994"

Organizational Behavior : Key Concepts, Skills & Best Practices

Abstract: Part One: Managing People in a Global Economy Chapter One: Needed: People-Centered Managers and Workplaces Ethics Learning Module: Fines and Jail Time Await Unethical Contractors and U.S. Officials Chapter Two: Organizational Culture, Socialization, and Mentoring Chapter Three: Developing Global Managers Part Two: Managing Individuals Chapter Four: Understanding Social Perception and Managing Diversity Chapter Five: Appreciating Individual Differences: Self-Concept, Personality, Attitudes, and Emotions Chapter Six: Motivation I: Needs, Job Design, and Satisfaction Chapter Seven: Motivation II: Equity, Expectancy, and Goal Setting Chapter Eight: Improving Performance with Feedback, Rewards, and Positive Reinforcement Part Three: Making Decisions and Managing Social Processes Chapter Nine: Effective Groups and Teamwork Chapter Ten: Making Decisions Chapter Eleven: Managing Conflict and Negotiating Part Four: Managing Organizational Processes Chapter Twelve: Communicating in the Digital Age Chapter Thirteen: Influence, Power, and Politics: An Organizational Survival Kit Chapter Fourteen: Leadership Fourteenrt Five: Managing Evolving Organizations Chapter Fifteen: Designing Effective Organizations Chapter Sixteen: Managing Change and Organizational Learning

Influences on the quality of supervisor–subordinate relations: The role of time‐pressure, organizational commitment, and locus of control

Abstract: Despite a growing literature devoted to the study of differences in the quality of leader–member exchange, little empirical evidence is available concerning factors that influence the degree of differentiation among leader–member dyads on the dimension of quality of working relationships. As time-pressure has been suggested as one potential influence, the impact of time-based stress on leader–member exchange was examined with a sample of 138 loan officers representing 24 bank branches. Results indicated that unit-level variability on leader–member exchange was inversely related with time-based stress, while unit-level mean on leader–member exchange was positively related with time-based stress. Additionally, leader–member exchange acted as a mediator of the relation between employee locus of control (a suspected antecedent of dyadic quality) and organizational commitment (a suspected outcome), while employee locus of control correlated with leader–member exchange, and leader–member exchange correlated with employee organizational commitment. The results suggest the usefulness of considering time-based stress in conjunction with current models of leadership.

Integrating Organizational and Individual Information Processing Perspectives on Choice

Abstract: Existing information processing theories of strategic choice focus on either the organizational or individual level of analysis. This single level focus makes these theories incomplete representations of how strategic decisions are actually made in organizations. We believe an integration of these two levels is necessary for a comprehensive view of choice. This paper thus proposes a parallel process model of strategic decision making that integrates organizational and individual level information processing perspectives. The integrated, comprehensive view afforded by the proposed model enhances understanding of strategic decision making by identifying (1) multiple ways in which bias can enter into choices and (2) dual level influences on decision activities such as information gathering and alternative generation. The proposed model portrays strategic decision making as complex, multilevel information processing and choices as emergent outcomes of that processing. The model is developed as follows. First,...

The Effect of Class Size on Student Performance: Development and Assessment of a Process Model

Abstract: Research investigating the relationship between class size and student performance has met with mixed results. The purpose of this study is to clarify that relationship by introducing mediators of the linkage between class size and student performance, by examining literature from the field of organizational behavior. The empirical assessment of a process model using covariance structure analysis acknowledges the importance of individual student characteristics and elements of class format in explaining the impact of class size on student performance. The findings offer researchers a useful framework for understanding the intricacies of the linkage between class size and student performance.