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Chris W. Clegg

Bio: Chris W. Clegg is an academic researcher from University of Leeds. The author has contributed to research in topics: Job design & Human resource management. The author has an hindex of 48, co-authored 137 publications receiving 9848 citations. Previous affiliations of Chris W. Clegg include Social Science Research Council & University of Sheffield.


Papers
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Journal ArticleDOI
01 Mar 2004
TL;DR: In this article, the authors compared the use of subjective and objective measures of company performance in three separate samples and found that the relationship between the two measures was positively associated (convergent validity) and negatively associated (discriminant validity).
Abstract: Subjective measures of company performance are widely used in research and typically are interpreted as equivalent to objective measures. Yet, the assumption of equivalence is open to challenge. We compared the use of both types of measure in 3 separate samples. Findings were consistent in showing that: (a) subjective and objective measures of company performance were positively associated (convergent validity); (b) those relationships were stronger than those between measures of differing aspects of performance using the same method (discriminant validity); and (c) the relationships of subjective and objective company performance measures with a range of independent variables were equivalent (construct validity).

1,016 citations

Journal ArticleDOI
TL;DR: The GHQ-12 was shown to be psychometrically sound in all cases, with the Likert scoring method providing a more acceptable distribution of scores than the more commonly deployed ‘ GHQ score ’ for use in parametric statistical analyses.
Abstract: This paper examines the psychometric properties of an existing measure of mental health, the GHQ-12, as revealed in three studies involving employees in an engineering firm (n = 659), recent school-leavers (n = 647), and unemployed men (n = 92). The measure was shown to be psychometrically sound in all cases, with a Likert scoring method providing a more acceptable distribution of scores than the more commonly deployed ‘ GHQ score ’ for use in parametric statistical analyses. Scores on GHQ-12 were found to be much higher (indicating lower mental health) for those who were unemployed, higher for women than for men in one sample, and unrelated to age, job level and marital status.

722 citations

Journal ArticleDOI
TL;DR: A set of sociotechnical principles to guide system design, intended to apply to the design of new systems, including those incorporating new information technologies and a range of modern management practices and ways of working.

655 citations

Journal ArticleDOI
TL;DR: In this paper, the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these seven practices, with the adoption of teamwork serving to enhance both empowerment and extensive training.
Abstract: Within the strategic human resource management (SHRM) perspective, psychology-based practices, especially empowerment, extensive training, and teamwork, are seen as vital to sustained competitive advantage. Other approaches, such as those of integrated manufacturing and lean production, place greater emphasis on operational initiatives such as total quality management, just-in-time, advanced manufacturing technology, and supply-chain partnering as determinants of organizational performance. We investigated the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these 7 practices. Consistent with SHRM theory we found performance benefits from empowerment and extensive training, with the adoption of teamwork serving to enhance both. In contrast, none of the operational practices were directly related to productivity nor did they interact with other practices in ways fully consistent with the notions of integrated manufacturing or lean production.

411 citations


Cited by
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Journal ArticleDOI
TL;DR: In this article, the authors proposed a three-component model of organizational commitment, which integrates emotional attachment, identification with, and involvement in the organization, and the normative component refers to employees' feelings of obligation to remain with the organization.
Abstract: Organizational commitment has been conceptualized and measured in various ways. The two studies reported here were conducted to test aspects of a three-component model of commitment which integrates these various conceptualizations. The affective component of organizational commitment, proposed by the model, refers to employees' emotional attachment to, identification with, and involvement in, the organization. The continuance component refers to commitment based on the costs that employees associate with leaving the organization. Finally, the normative component refers to employees' feelings of obligation to remain with the organization. In Study 1, scales were developed to measure these components. Relationships among the components of commitment and with variables considered their antecedents were examined in Study 2. Results of a canonical correlation analysis suggested that, as predicted by the model, the affective and continuance components of organizational commitment are empirically distinguishable constructs with different correlates. The affective and normative components, although distinguishable, appear to be somewhat related. The importance of differentiating the components of commitment, both in research and practice, is discussed.

10,654 citations

Posted Content
TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

9,241 citations

Journal ArticleDOI
TL;DR: In this paper, the authors go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting a desire (affective commitment), a need (continuance commitment), and an obligation (normative commitment) to maintain employment in an organization.

9,212 citations

Journal ArticleDOI
TL;DR: In this paper, the authors summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis, including 26 variables classified as antecedent, 8 as consequences, and 14 as correlates.
Abstract: In this article, we summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis. In total, 48 meta-analyses were conducted, including 26 variables classified as antecedents, 8 as consequences, and 14 as correlates.

6,145 citations

Journal ArticleDOI
TL;DR: The authors describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior, which has received widespread attention in the education, health care, and sport domains.
Abstract: Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self-determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. Copyright © 2005 John Wiley & Sons, Ltd.

5,816 citations