Showing papers in "Group & Organization Management in 1996"
TL;DR: In this paper, the effect of learning versus outcome goals on performance quality on a simple versus a complex scheduling task was examined using business school students as participants (n = 114), and the results suggest that when attempting new complex processes, such as acquiring new businesses, organizations should set specific difficult learning as opposed to performance outcome goals.
Abstract: The effect of learning versus outcome goals on performance quality on a simple versus a complex scheduling task was examined using business school students as participants (n = 114). On a simple task an outcome goal led to significantly more correct schedules being produced than urging people to do their best. On a complex task, assigning a learning goal led to performance that was significantly higher than either an assigned outcome goal or being urged to do one's best. Self-efficacy was significantly higher in the learning goal condition than it was in the do-best condition. Moreover, the number of effective task strategies used on a complex task was significantly higher in the learning goal condition than it was in the other two conditions. These findings suggest that when attempting new complex processes, such as acquiring new businesses, organizations should set specific difficult learning as opposed to performance outcome goals.
263 citations
TL;DR: The organizational literature includes a number of studies examining the relationship between satisfaction and commitment as mentioned in this paper, however, the discrepant findings characteristic of this research seem to be found in all of them.
Abstract: The organizational literature includes a number of studies examining the relationship between satisfaction and commitment. In all, the discrepant findings characteristic of this research seem to be...
246 citations
TL;DR: In this article, the authors examined the relationship of value congruence between co-workers and various work-related outcomes in an industrial setting and found that tenure moderated the relationship between the two dimensions, such as facet satisfactions and attendance.
Abstract: Value congruence between co-workers is an important dimension of an individual's fit with the work environment. This study examined the relationship of value congruence between co-workers and various work-related outcomes in an industrial setting. Findings indicated that tenure moderated the relationship between value congruence and facet satisfactions and attendance, such that value congruence related positively to beneficial outcomes for lower tenured employees. The relationship between value congruence and performance outcomes was moderated by the extent to which the job required that individuals work closely with others. When job interdependence was high, value congruence had a positive relationship with a supervisory performance rating.
208 citations
TL;DR: In this article, the influence of individual and situational characteristics on the motivation to mentor was examined and the significant findings indicate that the motivation for mentoring may be predicted by individual characteristics (altruism, positive affectivity), situational characteristics (employee development-linked reward system and opportunities for interaction on the job), and their interaction terms (opportunities for interaction and altruism).
Abstract: The authors examined the influence of individual and situational characteristics on the motivation to mentor. Respondents were managerial employees (N = 167) in the maintenance career stage employed in public and private sectors in Singapore. The model accounted for 41% (RJ2) of the explained variance in the motivation to mentor with the additive or main effects contributing 37% (AR 2) and the interaction terms contributing a modest 4% (AR 2). The significant findings indicate that the motivation to mentor may be predicted by individual characteristics (altruism, positive affectivity), situational characteristics (employee development-linked reward system and opportunities for interaction on the job), and their interaction terms (opportunities for interaction on the job and altruism). Limitations of the study, implications of the findings, and directions for future research are discussed.
160 citations
TL;DR: In this article, the influence of affiliation with a professional organization on career outcomes was tested and four components of group mentoring were identified through factor analysis: psychosocial support, inclusion, networking, and role modeling.
Abstract: The importance of mentoring as a component of career development has been well supported empirically. Yet mentors may not be a viable option for individuals who would like to progress on a management track but have limited opportunities to do so. This study proposed that professional associations may function as a source of mentoring for its members. The influence of affiliation with a professional organization on career outcomes was tested. Four components of group mentoring were identified through factor analysis: psychosocial support, inclusion, networking, and role modeling. Inclusion predicted higher job attainment, whereas role modeling made a significant contribution to salary. This study has practical implications for management development.
153 citations
TL;DR: Two key problems hamper the study of charismatic/transformational leadership are: 1) the field lacks a generally accepted conceptual framework to guide research and practice; and 2) only limited e...
Abstract: Two key problems hamper the study of charismatic/transformational leadership. First, the field lacks a generally accepted conceptual framework to guide research and practice. Second, only limited e...
142 citations
TL;DR: In this article, the authors examined the multidimensional nature of satisfaction in the context of organizational restructuring and proposed a conceptual model to understand the multi-dimensional nature of the satisfaction.
Abstract: In an effort to better understand the multidimensional nature of satisfaction, it is examined in the context of organizational restructuring. This context allows the test of a conceptual model that...
127 citations
TL;DR: The authors investigated the extent to which such understanding, measured as tenure working for supervisor, moderated the erceptions of politics-employee attendance relationship and found that increases in perceptions of politics were associated with lower attendance.
Abstract: Organizational politics has been conceptualized as a source of stress and conflict in the work environment, with the potential for dysfunctional outcomes at both the individual and organizational level. One possible consequence of politics is the exercise by employees of withdrawal behaviors, particularly absenteeism. Further, the likelihood of negative outcomes may be substantially enhanced by the lack of understanding. The present study investigated the extent to which such understanding, measured as tenure working for supervisor, moderated the erceptions of politics-employee attendance relationship. Moderated regression results (after controlling for quality of supervisor-subordinate relationship) provided support for the hypothesis, demonstrating that under conditions of lower tenure working for supervisor, increases in perceptions of politics were associated with lower attendance, whereas no relationship was found between politics and attendance under conditions of higher tenure working for superviso...
98 citations
TL;DR: This article found that top managers who were members of management teams where many top executives had been replaced would be more likely to attribute performance problems to causes that were internal to the firm, stable, and controllable than top managers from longer-tenured teams.
Abstract: Do members of long-tenured top management teams perceive organizational problems differently than members of shorter-tenured teams? We examined this question using the reasons that chief executive officers and other top managers at firms attempting turnarounds offered for their firms' performance declines. Drawing insights from social psychology and the literature on organizational decline and turnaround, we predicted that top managers who were members of management teams where many top executives had been replaced would be more likely to attribute performance problems to causes that were internal to the firm, stable, and controllable than top managers from longer-tenured teams. The results confirmed our predictions and suggest that the composition of the top management team, which can be altered through the replacement of executives, is strongly associated with the perception of problems at firms attempting to recover from firm-threatening performance declines.
86 citations
TL;DR: In this article, the effect of a controlled introduction of empowerment, with reference to power, managerial functions, leadership styles, and employee motivation, was evaluated for 81 employees who were formally empowered compared with 90 individuals in a control group.
Abstract: Empowerment in the workplace was developed and practiced in the 1950s and 1960s Recent forces in the business community, such as globalization, skilled staff shortages, and the need for innovation and productivity have added momentum to the search for ways to survive Despite limited empirical evidence, empowerment has been advocated as a promising solution This study evaluates the effect of a controlled introduction of empowerment, with reference to power, managerial functions, leadership styles, and employee motivation Data from 81 employees who were formally empowered were compared with 90 individuals in a control group Results provided minimal support for the positive influence of empowerment The disruptive nature of corporate downsizing that occurred during the introduction of empowerment may have nullified its effect
85 citations
TL;DR: Results suggest several unique aspects of the network role in leading and supporting community economic and social development and demonstrate the capacity of relatively uninitiated participants to understand and describe crucial, yet subtle, aspects of networks.
Abstract: Interorganizational networks are a key type of system that is emerging to meet requirements into the 21st century. This article analyzes the responses of 96 conference participants to determine what role a multiorganizational network may assume in community economic/social development. Participants identify embodying and maintaining vision, serving as a forum, promoting changes in attitudes and perceptions, and communication as key network functions. Results suggest several unique aspects of the network role in leading and supporting community economic and social development. Findings also demonstrate the capacity of relatively uninitiated participants to understand and describe crucial, yet subtle, aspects of networks. Such understanding is essential for building and managing networks hat can support broad-based development.
TL;DR: In this article, the authors examined the impact of various types of co-worker similarity (demographic, value, and behavioral style preference) on the evolution of co worker affect.
Abstract: The present study examined the impact of various types of co-worker similarity (demographic, value, and behavioral style preference) on the evolution of co-worker affect Data were collected in conj...
TL;DR: This paper examined the effects of employees' knowledgledness on the performance of organizational procedures and found that effective organizational procedures induce favorable results for organizations and their employees, but few studies have examined the effect of knowledge on organizational performance.
Abstract: Despite the intuitive assumption that effective organizational procedures induce favorable results for organizations and their employees, few studies have examined the effects of employees' knowled...
TL;DR: The authors used 219 succession events over a 2-year period to in-depth study the CEO succession research and found that most of them were inconclusive, and studies suffer from threats to external validity from sampling limitations.
Abstract: Prior CEO succession research has been inconclusive, and studies suffer from threats to external validity from sampling limitations. This study uses 219 succession events over a 2-year period to in...
TL;DR: In this paper, the authors examined several predictors of subordinates' decisions to cease or persist in attempts to obtain work-related resources after an initial failure and found that upward influence actions following a failed influence attempt can be predicted with variables related to goal importance, influence agent characteristics (i.e., Machiavellianism and work experience), and aspects of the agent-target relationship.
Abstract: Research on upward influence in organizations has often proposed that such influence is an episodic process, yet rarely does such research examine the use of influence after the employee has met with initial resistance. Based on the upward influence model of Porter, Allen, and Angle (1981), this study examined several predictors of subordinates' decisions to cease or persist in attempts to obtain work-related resources after an initial failure. ALISRE Lmodel indicated that upward influence actions following a failed influence attempt can be predicted with variables related to goal importance, influence agent characteristics (i.e., Machiavellianism and work experience), and aspects of the agent-target relationship (i.e., leader-member exchange and costs associated with influence). The implications of these findings are discussed.
TL;DR: In this article, a central idea of prospect theory is discussed: individuals' risk-taking behavior will differ depending on whether they perceive themselves to be a risk taker or not.
Abstract: During the past 10 years, there has been continuing discussion of a central idea of prospect theory: individuals' risk-taking behavior will differ depending on whether they perceive themselves to b...
TL;DR: In this paper, a study was conducted to determine the degree of knowledge and understanding that organization development practitioners have regarding key issues in the management of change in organizations, and they found that ODP practitioners have a high degree of awareness and understanding of the issues involved in change management in organizations.
Abstract: A study was undertaken to determine the degree of knowledge and understanding that organization development (OD) practitioners have regarding key issues in the management of change in organizations...
TL;DR: The authors examined employees' perceptions of paired employees-dual-career couples who work for the same organization and examined the effects of individual differences (spouse employment status) on their perceptions.
Abstract: This investigation examines employees' perceptions of paired employees-dual-career couples who work for the same organization. It examines the effects of individual differences (spouse employment s...
TL;DR: In this article, the authors examine the impact of methods of payment (piece-rate vs. hourly flat-rate), choice of self-set goals (hard, easy, and free-choice), and self-esteem on the choice of goal difficulty.
Abstract: A laboratory study was designed to examine the impact of methods of payment (piece-rate vs. hourly flat-rate), choice of self-set goals (hard, easy, and free-choice), and self-esteem on the choice of goal difficulty. A significant (p = .01) two-way interaction between task-specific self-esteem and methods of payment was found to influence the choice of goal difficulty. High task-specific self-esteem subjects-as opposed to low task-specific self-esteem subjects-set significantly harder goals under the piece-rate plans than under the hourly flat-rate plans. In addition, a significant (p = .003) two-way interaction between choice of self-set goals and task-specific self-esteem was found to influence perceived total valences of job performance. Perceived total valences of job performance mediates the effects of task-specific self-esteem and choice of self-set goals on the choice of goal difficulty.
TL;DR: In this paper, an organizational development (OD) survey was administered to members of a military organization, supervisory groups received feedback, and a follow-up survey was conducted one year later.
Abstract: An organizational development (OD) survey was administered to members of a military organization, supervisory groups received feedback, and a follow-up survey was conducted one year later. We hypothesized that initial levels would predict which supervisors would use the feedback, and that use of the feedback would lead to subsequent improvements. Results indicated that workgroup (N = 142) perceptions of management-supervision, supervisory communications, and work-unit climate changed significantly, but differentially, consistent with our hypotheses. Results are discussed in terms of previous meta-analytic reviews of OD interventions and practice in organizations.
TL;DR: In this article, the authors examined whether or not there was a relationship between participants' learning style, perceived program structure, prior experience with quality programs, age, and years of service with subsequent changes in attitudes toward quality.
Abstract: Each year firms spend millions of dollars on training efforts to improve employees' attitudes toward quality. Yet a review of the literature reveals very little rigorous research has been conducted to evaluate how successful these programs have been. Therefore, to test the effectiveness of one training program, a Solomon Four Group field quasi-experiment was conducted. Specifically, this study examined whether or not there was a relationship between participants' learning style, perceived program structure, prior experience with quality programs, age, and years of service with subsequent changes in attitudes toward quality. The results indicated that in this program the group receiving a pretest and training had significantly higher posttest attitudes toward quality scores. Implications for implementing a quality improvement program are discussed.
TL;DR: In this paper, a total of 365 subordinates rated 82 first-line supervisors on traditional and operant leader behaviors and found that monitoring and consequence behaviors made significant contributions to the prediction of the supervisors' performance ratings over that associated with initiating structure and consideration alone.
Abstract: Effective supervisory behavior is conceptualized and examined in terms of operant psychology. A total of 365 subordinates rated 82 first-line supervisors on traditional and operant leader behaviors. Analyses showed that monitoring and consequence behaviors made significant contributions to the prediction of the supervisors' performance ratings over that associated with initiating structure and consideration alone. The results support the generality of an operant model of supervision, and the practicality of rating operant-type behaviors to predict supervisory performance without the intrusion of direct observation.