Showing papers in "Group & Organization Management in 1990"
TL;DR: Contingent-reward behavior and charismatic leadership were examined in a study of 186 United States Navy officers as mentioned in this paper, finding that contingent reward behavior was significantly related to multiple missions.
Abstract: Contingent-reward behavior and charismatic leadership were examined in this study of 186 United States Navy officers. As expected, contingent-reward behavior was significantly related to multiple m...
366 citations
TL;DR: In this article, career commitment has been studied in the context of career development and progression, and it has received little attention in the career literature, despite the longitudinal nature of careers.
Abstract: Because of the longitudinal nature of careers, career commitment would seem to be important for career development and progression. Yet it has received little attention in the career literature. Th...
363 citations
TL;DR: This paper examined the degree to which dual organizational commitments and multiple facets of cross-cultural adjustment relate to expatriate expat expatriates' commitment and adjustment, and found that they are correlated.
Abstract: Building on the commitment and adjustment literature, this article examines the degree to which dual organizational commitments and multiple facets of cross-cultural adjustment relate to expatriate...
249 citations
TL;DR: In this article, the authors examined the relationship between five top management actions and employee commitment, job satisfaction, and role ambiguity, and found that these actions are strongly related to all three of these outcomes.
Abstract: Popular approaches to organizational leadership note that productivity and innovation in U.S. organizations could be greatly improved if top managers placed more emphasis on organizational values and culture. Recent findings in transformational leadership research prescribe top management to develop and share a vision for the organization, model that vision, encourage innovativeness, support employee efforts, and allow employees input into decisions concerning their jobs (Bass, 1985; Kouzes & Posner, 1988). These actions should act to improve productivity by increasing positive attitudes and clarifying the roles of the employees. This study examined the relationships between these five actions and employee commitment, job satisfaction, and role ambiguity. Results suggest that top-management actions are strongly related to all three of these outcomes. The results also suggest that the effects of certain actions vary for different organizational settings.
237 citations
TL;DR: In this article, the influence of ability, liking, and the three upward-influence tactics of ingratiation, assertiveness, and rationality on the quality of leader-member exchange was examined both from the perspective of group leaders and members.
Abstract: The present research employed a correlational-design laboratory study to examine the initial-interaction component of a developmental model of Graen's leader-member exchange theory of leadership proposed by Dienesch and Liden (1986). The influence of ability, liking, and the three upward-influence tactics of ingratiation, assertiveness, and rationality on the quality of leader-member exchange was examined both from the perspective of group leaders and members. The 188 subjects were assigned to groups of 4 (a leader and 3 members). From the leader's perspective, liking for members and ability of members were the variables most consistently related to quality of leader-member exchange. From the member's perspective, all variables except self-assessed ability were related to quality of leader-member exchange. The differences in perspective between leaders and members are discussed.
178 citations
TL;DR: In this article, the authors examined the relationship between communication relationship satisfaction (CRS) and organizational commitment and found that top management relationships relate more closely to organizational commitment than either the global CRS or supervisor relationship.
Abstract: This exploratory study examines the relationship between communication relationship satisfaction (CRS) and organizational commitment. CRS was measured by organizational communication relationship (OCR) instrument developed by the International Communication Association (ICA). Organizational commitment was measured by Porter, Steers, Mowday and Boulian's (1974) scale. Data were obtained from 122 white-collar employees in an engineering company through a paper-and-pencil questionnaire. A factor analysis of the ICA-OCR instrument indicated 4 factors but only 2 (top management and supervisor relationships) were considered appropriate for the study. Our results indicate that top management relationships relate more closely to organizational commitment than either the global CRS or supervisor relationship. The implication of our findings for managers and directions for future research are indicated.
173 citations
TL;DR: In this paper, the authors investigated 32 units of a nationwide voluntary service organization and found that security-oriented normative beliefs are negatively related to both fund-raising success and to staff job attitudes.
Abstract: Normative beliefs are investigated in 32 units of a nationwide voluntary service organization. Staff members (n = 263) completed the Organizational Culture Inventory (Cooke & Lafferty, 1989). Performance data on community fund-raising success were obtained archivally. Security-oriented normative beliefs are negatively related to both fund-raising success and to staff job attitudes. Team-work-oriented norms are positively related to staff attitudes.
153 citations
TL;DR: In this article, the authors asked individuals who have participated in large-scale change programs to identify issues that have a highly positive impact or a highly negative impact on the change process.
Abstract: Individuals who have participated in large-scale change programs were asked to identify issues that have a highly positive impact or a highly negative impact on the change process. Managers, researchers, internal consultants, and external consultants listed over 900 issues that they believe have an impact on the ultimate success of large-scale change programs. Content analysis was utilized to group responses into meaningful categories. These categories of issues as well as differences in the responses of the four groups of individuals surveyed are discussed. The research provides an overview of key issues for consideration in the management of large-scale change efforts.
141 citations
TL;DR: The authors examined the buffering model of social support with respect to the moderating effect of supervisory support on the relationship between job stress and job dissatisfaction for 96 workers for a period of three months.
Abstract: This investigation examined the buffering model of social support with respect to the moderating effect of supervisory support on the relationship between job stress and job dissatisfaction for 96 ...
139 citations
TL;DR: In this paper, the authors examined the quality of vertical exchanges involving 171 managers and their bosses and found that quality of exchange exhibits a strong positive relationship with organizational commitment, and this relationship persists even after controlling for four situational variables.
Abstract: This article examines the quality of vertical exchanges involving 171 managers and their bosses. All of the managers work at middle or upper levels in 48 American corporations. Hierarchical multiple regressions corroborate the hypothesis that quality of vertical exchange exhibits a strong positive relationship with organizational commitment, and this relationship persists even after controlling for four situational variables. The article advances implications for future research and several implications for practicing managers and consultants.
131 citations
TL;DR: Audit committees are standing committees of corporate boards of directors with responsibility for overseeing the company's annual audit and coordinating the efforts of external auditors, senior man... as mentioned in this paper, 2013
Abstract: Audit committees are standing committees of corporate boards of directors with responsibility for overseeing the company's annual audit and coordinating the efforts of external auditors, senior man...
TL;DR: In this article, the authors investigated belief in company paternalism as an indicator of the "right type" for line managers in leading Japanese corporations and found that belief in the company's paternalism contributed as hypothesized to formal career investments, informal career investments (including both self-investment and supervisor investment), LMX, and overall job satisfaction.
Abstract: This study investigates belief in company paternalism as an indicator of the "right type" for line managers in leading Japanese corporations. In five companies, 1,075 line managers were surveyed about their belief in company paternalism, their experience with both the formal and informal career-development systems within their company, their working relationships with their immediate superior (LMX), and their overall job satisfaction. Results indicated that belief in company paternalism contributed as hypothesized to formal career investments, informal career investments (including both self-investment and supervisor investment), LMX, and overall job satisfaction. These relationships held true both before and after experiences with the formal career-development system were controlled. Implications of right type for American organizations are discussed.
TL;DR: In this paper, the authors demonstrate how members of a simulated, nascent organization adopt a set of tasks for accomplishment of a joint activity through interactive accommodation of subunit goals, and provide evidence of the development of organizational scripts, that is, cognitive and behavioral, across organizational members for the pattern of events associated with the activity.
Abstract: Scripts, a type of cognitive structure that retains knowledge of events for a particular context, have been used to research recall and recognition tasks but have been largely neglected in the study of organizational settings. In this study the major focus is on the development of common scripts by organizational members for a frequently occurring organizational activity. This study demonstrates how members of a simulated, nascent organization come to adopt a set of tasks for accomplishment of a joint activity through interactive accommodation of subunit goals. Over time tasks co-evolve into a well-known pattern of events for the activity. We provide evidence of the development of organizational scripts, that is, cognitive and behavioral, across organizational members for the pattern of events associated with the activity.
TL;DR: Results show a low accuracy of group forecasts compared to Actual Best Member forecasts in difficult tasks, an inability of groups to identify their best members, and an under-confidence in unbiased easy tasks and overconfidence in biased difficult tasks.
Abstract: Forty-four groups made judgmental forecasts for five problems. All group members received the same task relevant information: historical data for each variable in the form of a graph, and numerical listing of 36 previously monthly values. Each person first produced an individual forecast, and then was assigned to one of four Group Technique conditions: Statistical, Delphi, Consensus, and Best Member. Results show: (a) low accuracy of group forecasts compared to Actual Best Member forecasts in difficult tasks, (b) under-confidence in unbiased easy tasks and overconfidence in biased difficult tasks, (c) some unequal weighting of individual forecasts to form Consensus group forecasts, and (d) an inability of groups to identify their best members.
TL;DR: In this article, four standards are proposed to assess instruments designed to evaluate group decision process effectiveness, and these standards were applied to a multicriteria evaluative instrument based on the Competing Values Approach to decide process effectiveness.
Abstract: Four standards are proposed to assess instruments designed to evaluate group decision process effectiveness. These standards were applied to a multicriteria evaluative instrument based on the Competing Values Approach to decision process effectiveness. In a study using nine groups and three types of raters (facilitators, participants, and observers) in a field setting, the instrument was found to be appropriately insensitive to role differences between raters within groups and appropriately sensitive to differences across groups. Ratings of facilitators and participants within groups were the most consistent, although their ratings diverged on four of the effectiveness scales.
TL;DR: The political aspect of planned organizational change has received considerable attention since the late 1960s as discussed by the authors. But despite the increasing acceptance of the fact that organizational change is inexorable, the political aspect has not yet received much attention.
Abstract: Since the late 1960s, the political aspect of planned organizational change has received considerable attention. But despite the increasing acceptance of the fact that organizational change is inex...
TL;DR: Results indicated that the training program enhanced nurses' empathy in the experimental group, and results indicated that individuals in helping professions such as nursing must be empathic.
Abstract: Extensive research indicates that individuals in helping professions such as nursing must be empathic. The purpose of this study was to design and assess the effectiveness of an empathy-training pr...
TL;DR: It is suggested that goal interdependence is a useful theoretical framework to understand collaboration as crew members cope with safety hazards and training to assist crew members to maintain the margin of safety in the skies.
Abstract: This study suggests that goal interdependence is a useful theoretical framework to understand collaboration as crew members cope with safety hazards. Thirty-five pilots, first officers, second offi...
TL;DR: In this article, the authors examined the relationship between the techniques of upward influence used by administrators, their motivational needs, and the way they view their supervisors' leadership styles and found that subordinates are more likely to use assertiveness and higher authority to influence supervisors who exhibit leadership styles that are low in initiation of structure and low in consideration.
Abstract: This study examines the relationship between the techniques of upward influence used by administrators, their motivational needs, and the way they view their supervisors' leadership styles. Subjects of the study were 144 randomly selected heads of departments at two-year and four-year higher educational institutions. Methods used by department heads to influence their supervisors include reason, coalition, higher authority, bargaining, friendliness, and assertiveness. Results showed that reason and coalition were the most prevalent methods, and there was a relationship between need for achievement, perceived initiation of structure, and the use of these two methods. Results also suggest that subordinates are more likely to use assertiveness and higher authority to influence supervisors who exhibit leadership styles that are low in initiation of structure and low in consideration.
TL;DR: In this article, an empirical test of the relationship between information processing and employee participation in a longitudinal experimental field setting is described, showing that degree of participation in the change effort affected information-processing capacity positively.
Abstract: An empirical test of the relationship between information processing and employee participation in a longitudinal experimental field setting is described. Data were obtained over a 40-month period from an engineering division within a major southeastern power-generating organization, and hypotheses were tested using a nonequivalent control group design with a comparison group to analyze changes in information processing for employees having different degrees of participation (direct, indirect, or no participation) in decisions regarding an organizational change effort. Results indicate that degree of participation in the change effort affected information-processing capacity positively, thus partially confirming complementarity between participation theory and information theory.
TL;DR: In this paper, the authors investigated the effects of different mediator behavioral styles and disputant knowledge regarding negotiation deadline on bargaining behavior and found that a 2 x 2 factorial design varied mediator b...
Abstract: This study investigated the effects of different mediator behavioral styles and disputant knowledge regarding negotiation deadline on bargaining behavior. A 2 x 2 factorial design varied mediator b...
TL;DR: In this article, a questionnaire item was constructed to ask employees how much they use five event-management processes to respond to two categories of events (day-to-day situations and unusual problems) in five electronics-related manufacturing plants located in four countries (the US, UK, Japan, and Hong Kong).
Abstract: Organization members seek information from different sources, depending on how familiar they are with the work situations they encounter from one moment to the next Event-management processes are the sources of information that organization members use to interpret and respond to the sequence of events they experience Questionnaire items were constructed to ask employees how much they use five event-management processes to respond to two categories of events— day-to-day situations and unusual problems (ie, exceptional situations) The questionnaires were administered to employees in five electronics-related manufacturing plants located in four countries— the US, UK, Japan, and Hong Kong The results indicate that the respondents find the distinction among different event-management processes in all four countries Applications to process-oriented rather than traditional structure-oriented contingency management models for research and application are addressed
TL;DR: This paper conducted factor analyses on 13 different activity factors and found that group development and action research activities are predicted to be engaged in to a great degree in the future, whereas strategic planning and forecasting will be given much less attention.
Abstract: Organization development practitioners generated predictions about the activities they would engage in at the turn of the decade. Factor analyses were conducted and revealed 13 different activity factors. Examination of these factors suggest that group development and action research activities are predicted to be engaged in to a great degree in the future, whereas strategic planning and forecasting will be given much less attention.
TL;DR: In this article, a study was conducted to determine if there were variables that would significantly discriminate between the boards of human services agencies judged most effective and those least effective, and the study revealed three functions that discriminated: Organizational Awareness, Shared Managerial Responsibilities and Administrative Trustee Duties.
Abstract: A study was conducted of 13 United Way agencies to determine if there were variables that would significantly discriminate between the boards of human services agencies judged most effective and those least effective. Stepwise multiple discriminant analyses revealed three functions that discriminated: Organizational Awareness—accounting for 59% of the variance; Shared Managerial Responsibilities-accounting for 23% of the variance; and Administrative Trustee Duties—accounting for 18% of the variance.
TL;DR: In this paper, four organizational signals were presented to 157 middle-level managers in Fortune 500 companies and the effects of those signals on perceptions of reputation and the subsequent effect of reputation on turnover intentions were examined.
Abstract: Managers receive numerous signals from their organizations regarding future career possibilities. Such signals can be interpreted in a variety of ways and can have important implications for future behavior on the job. In a field experiment, four organizational signals were presented to 157 middle-level managers in Fortune 500 companies. The effects of those signals on perceptions of reputation and the subsequent effect of reputation on turnover intentions were examined. Results of repeated measures multivariate analysis of variance indicated that both signal characteristics examined, the sign and level of publicity of the signal, as well as their interaction, had significant effects on perceived internal and external reputation. Multiple regression analyses found that perceptions of external reputation were significantly associated with an increased probability of search and probability of leaving, but not with intentions to leave the present organization. Implications for organizations concerning the co...
TL;DR: The authors found that senior team members are versatile, have different decision-making styles, and have different basic values than the management team members, and that these differences could be explained by individual-difference variables derived from Kilmann's model of culture.
Abstract: Participants in the study were all 153 management and professional workers—the senior and management teams—of a division of an electric utility. We determined if the operations and staff departments and the senior team identified the same cultural gaps within the division. Having found differences, we then determined if these gaps could be explained by individual-difference variables derived from Kilmann's model of culture. The explanatory variables included social style, decision-making style, and basic values. Although the need for anonymity precluded the optimal method of data analysis, our data suggest that senior team members are versatile, have different decision-making styles, and have different basic values than the management team members. The article discusses how management can close the cultural gap, given the three groups' differences.
TL;DR: In this article, 24 Norwegian naval cadets participated in a 4-day exercise, where personal ratings were collected before and after, and the ratings predicted leader and group effectiveness and the exercise was shown to have substantial effects on team and leadership development.
Abstract: After working together in teams for a year, 24 Norwegian naval cadets participated in a 4-day exercise. Interpersonal ratings were collected before and after. Performance data were collected in the field. The ratings predicted leader and group effectiveness, and the exercise was shown to have substantial effects on team and leadership development.