Showing papers in "Group & Organization Management in 1997"
TL;DR: A survey instrument designed to measure total quality management (TQM) and supporting organizational culture is presented in this paper, with 13 a priori dimensions of TQM and 10 a priora dime dimensions.
Abstract: This article presents a survey instrument designed to measure total quality management (TQM) and supporting organizational culture. In this study, 13 a priori dimensions of TQM and 10 a priori dime...
251Â citations
TL;DR: In this article, the authors posit that entrepreneurial behavior within an organization can only be effectively created and controlled through an appropriate corporate culture, which is viewed as a so-called "soft power".
Abstract: This article posits that entrepreneurial behavior within an organization can only be effectively created and controlled through an appropriate corporate culture. Corporate culture is viewed as a so...
236Â citations
TL;DR: In this article, the authors investigated several factors related to proteges' satisfaction with a formal peer mentoring program, including the extent to which mentoring behaviors met career-related needs and psychosocial needs and the amount of time spent with the mentor.
Abstract: This study investigated several factors related to proteges' satisfaction with a formal peer mentoring program. These included the extent to which mentoring behaviors met career-related needs and psychosocial needs and the amount of time spent with the mentor. In addition, demographic variables and satisfaction with the present and previous mentoring experience were examined for their relationship to proteges' willingness to mentor others in the future. Results indicated that the degree of career and psychosocial functions served by a mentor were strongly related to proteges' satisfaction with the mentoring relationship. Also, willingness to mentor others in the future was related to proteges' gender and to proteges' satisfaction with their current mentoring experiences. Implications and directions for future research are addressed.
190Â citations
TL;DR: In this article, 360-degree feedback and/or multirater or multisource assessment methods have become one of the most popular and yet least understood management and organizational interventions in recent years.
Abstract: 360-degree feedback and/or multirater or multisource assessment methods have become one of the most popular and yet least understood management and organizational interventions in recent years. The...
166Â citations
TL;DR: This paper evaluated the effects of high and low levels of transformational leadership style and anonymity on 36 undergraduate student work groups using a Group Decision Support System (GDSS) to perform an idea generation task.
Abstract: A laboratory experiment was conducted to evaluate the effects of high and low levels of transformational leadership style and anonymity on 36 undergraduate student work groups using a Group Decision Support System (GDSS) to perform an idea generation task. Transformational leadership was manipulated through confederate leaders who displayed leadership behaviors and entered comments into the GDSS according to scripts. Results of analysis of variance indicated that groups working under high transformational leadership generated more original solutions, supportive remarks, solution clarifications, and questions about solutions and reported higher levels of perceived performance, extra effort, and satisfaction with the leader than groups working under low transformational leadership. Results also indicated that anonymous groups generated more critical comments and less problem clarifications than identified groups. Implications of these results for organizational researchers and managers are discussed.
155Â citations
TL;DR: In this article, the authors reviewed the literature on team gender and race composition with respect to team effectiveness and found that members of cross-functional project teams that vary in gender or race composition rate their team as less effective than members of homogeneous (all-male or all-White) teams.
Abstract: Research on team gender and racial composition with respect to team effectiveness is reviewed. Published literature shows a dearth of studies on this issue in work organizations. The studies published suggest that teams with even slight variability on gender and race will be less positively evaluated. These suggestions are tested in a field setting, using 31 teams in a medium-sized state regulatory agency that were rated by team members and outside raters. Results showed that members of cross-functional project teams that vary with respect to gender or racial composition rate their team as less effective than members of homogeneous (all-male or all-White) teams. Ratings of external evaluators show no differences based on team composition. Antecedents and effects of these evaluations on female and minority team members are discussed.
146Â citations
TL;DR: In this paper, the authors examined the effects of peer feedback on subsequent behavior using a four-dimensional model of team behavior and found that participants rated themselves and each other using a 24-item behavioral observation scale after completing the first of two decision-making tasks.
Abstract: We examined the effects of peer feedback on subsequent behavior using a four-dimensional model of team behavior. Participants (N= 75) were randomly assigned to teams, and teams were randomly assigned to one of three experimental conditions: feedback, exposure, or control. In the feedback condition, participants rated themselves and each other using a 24-item behavioral observation scale after completing the first of two decison-making tasks. Before performing the second task, they received individualized feedback reports summarizing their self- and peer ratings. Those assigned to the exposure condition completed the behavioral observation scale after the first task but did not receive feedback. The second task was videotaped and rated by experts blind to experimental condition. Results showed significantly higher ratings for participants in the feedback and exposure conditions. The findings extend previous research on multisource feed-back by isolating exposure to key behaviors as an important variable in...
143Â citations
TL;DR: In this paper, the authors review the literature on accountability in performance appraisal and decision making and outline an accountability model applied to raters and ratees, which includes sources of accountability (e.g., the boss and organizational policies), the objective (i.e., the behavior or outcomes for which the actor is accountable), forces used by the sources to affect the actor's feelings of accountability, and mechanisms for activating these forces and holding someone accountable.
Abstract: The authors argue that multisource feedback will have little impact when (a) ratees are not accountable for using the feedback, (b) raters are not accountable for the accuracy or usefulness of the feedback they provide, and (c) management does not accept accountability for providing resources to support behavior change. They review the literature on accountability in performance appraisal and decision making and outline an accountability model applied to raters and ratees. Components of the model include sources of accountability (e.g., the boss and organizational policies), the objective (i.e., the behavior or outcomes for which the actor is accountable), forces used by the sources to affect the actor's feelings of accountability (such as reinforcement for performance improvement), and mechanisms for activating these forces and holding someone accountable. Interventions are described to increase the effectiveness of the accountability mechanisms.
129Â citations
TL;DR: In this article, the authors report on the positive and negative outcomes that a cross section of employees associate with peer and upward appraisals used solely for administrative or developmental purposes, and conclude that "employees associate positively or negatively with such evaluations".
Abstract: This study reports on the positive and negative outcomes that abroad cross section of employees associate with peer and upward appraisals used solely for administrative or developmental purposes. A...
107Â citations
TL;DR: The authors investigated the influence of individual and contextual variables on attitudes toward 360-degree feedback systems and found that individual differences as well as contextual factors would influence employees' receptivity to the implementation of a multirater appraisal system.
Abstract: The purpose of the present study was to investigate the influence of individual and contextual variables on attitudes toward 360-degree feedback systems. It was hypothesized that individual differences as well as contextual factors would influence employees' receptivity to the implementation of a multirater appraisal system. Respondents were 52 employees from a manufacturing company and 23 employees from a telecommunications organization. All respondents had participated in the piloting of a multirater feedback system. The identified variables accounted for nearly 50% of the variance in 360-degree feedback system attitudes. These findings support the notion that organizations must begin to recognize the variety of needs of the workforce and understand the importance of providing a multitude of tools to improve performance. Further analyses indicated that contextual factors appear more important than personality in determining 360-degree attitudes. Implications for organizational practices are suggested al...
81Â citations
TL;DR: This article examined how leader behavior influences performance ratings of leaders and the extent to which this relationship depends on the person rating the leader, and found that this relationship depended on the personality of the person who rated the leader.
Abstract: This longitudinal field study examined how leader behavior influences performance ratings of leaders, and the extent to which this relationship depends on the person rating the leader. The study wa...
TL;DR: In this paper, the authors used an expectancy theory perspective to understand the individual's decision to participate in an employee involvement program and found that volunteers evaluate the outcomes associated with El program participation more favorably than do nonvolunteers.
Abstract: Because employee involvement (El) programs depend on employee self-selection, it is important to understand the individual's decision to participate. Using an expectancy theory perspective, this study demonstrates that volunteers evaluate the outcomes associated with El program participation more favorably than do nonvolunteers. Furthermore, individual difference variables (locus of control and growth needs) are related to the individual's appraisal of potential program outcomes. The findings also indicate that El program participation is more likely for individuals scoring high on the locus of control (i.e., internals) and growth needs measures.
TL;DR: In this paper, 360-degree feedback systems are used to remove idiosyncratic single-source bias inherent in traditional top-down performance appraisal systems, which is an advantage of 360 degree feedback.
Abstract: An advantage of 360-degree feedback systems is the removal of idiosyncratic single-source bias inherent in traditional top-down performance appraisal systems. Three-hundred-and-sixty-degree feedbac...
TL;DR: The performance distribution assessment (PDA) method was purported to be a breakthrough in performance appraisal methodology; however, little research has been conducted to determine the usefulness of this method as discussed by the authors.
Abstract: The performance distribution assessment (PDA) method was purported to be a breakthrough in performance appraisal methodology; however, little research has been conducted to determine the usefulness of this method. This article describes some of the critical features of the PDA method and presents evidence supporting the validity of the PDA in an organizational setting. The performance and ability data of 397 sewing machine operators were analyzed to determine the validity of multiple performance measures derived from the PDA, the relative accuracy of the PDA compared with an evaluative rating method, and differential criterion-related validities for the multiple PDA performance measures. Results revealed significant correlations between the PDA-derived performance measures and objective measures of job performance, differential correlations between ability and the multiple PDA-derived performance measures, and equivalent levels of rating accuracy for the PDA and the evaluative measure of typical performan...
TL;DR: In this article, the authors conceptualized and measured user preferences for 360-degree appraisals and group-level performance management (PM) in a large Canadian telecommunications conglomerate and a department of the Canadian government, respectively.
Abstract: This study conceptualizes and measures user preferences for 360-degree appraisals and group-level performance management (PM). Users are defined as either recipients of PM processes or those whose job it is to administer the process. Aspects of individual users, their work design, and current appraisal context were used to predict preferences. Two studies were conducted involving data collection in a large Canadian telecommunications conglomerate and a department of the Canadian government, respectively. Predictors explained significant amounts of variance in user preferences, especially those pertaining to group-level PM. Practical implications are suggested with regard to collecting and using user preferences. In addition, suggestions for future research are offered concerning the need to examine a broad range of users in different organizational settings and to measure actual system design features and their effectiveness.
TL;DR: In this paper, it is hypothesized that relations between managers' involvement in strategic planning and their perceptions of the organization's environment and its competitive strengths would be influenced by th..., and
Abstract: It is hypothesized that relations between managers' involvement in strategic planning and their perceptions of the organization's environment and its competitive strengths would be influenced by th...
TL;DR: In this article, the authors explore the relationship between business unit-level performance and strategic dimensions of international strategy and capture the "match" effect between different-level strategies.
Abstract: This study explores the systematic relationship between business unit-level performance and strategic dimensions of international strategy. To capture the "match" effect between different-level str...
TL;DR: In this article, the authors report on the values, motives, competence, and activities of organization development (OD) practitioners, but little is known about the explicit or implicit theories of these practitioners.
Abstract: Although an emerging literature reports on the values, motives, competence, and activities of organization development (OD) practitioners, little is known about the explicit or implicit theories th...
TL;DR: In this article, the authors integrated the two economic approaches and developed a framework incorporating skill level as a determinant of control in two merchant shipping companies employing crews of different nationalities.
Abstract: In recent years, agency and transaction cost approaches to incentives and control highlighted e issue of performance measurement. Although the general propositions of these economic theories have been supported in research, there are theoretical gaps with regard to the effects of uncertainty on control. Also, implications of employee skills for control have been ignored in these approaches. This article integrates the two economic approaches and develops a framework incorporating skill level as a determinant of control. Hypotheses derived from this framework were tested in two merchant shipping companies employing crews of different nationalities. The results suggest that performance ambiguity and employee skill level are significant predictors of controls. The results also indicate that the choice between behavior-based and output-based controls may be driven more by job characteristics than nationality. Using these results, implications for practice and future research are discussed.
TL;DR: This article explored the effects of ethnic group culture on managerial behavior by using a sample of Philippine commercial bank branch managers and found significant differences between ethnic Chinese and ethnic Filipino managers in their use of personal judgment when performing certain marketing tasks.
Abstract: This article addresses a weakness in culture-based organization research by exploring the effects of ethnic group culture on managerial behavior. Using a sample of Philippine commercial bank branch managers, the study found significant differences between ethnic Chinese and ethnic Filipino managers in their use of personal judgment when performing certain marketing tasks. Implications of these findings on managers and organizations are discussed.
TL;DR: The authors found that women managers tended to use significantly more gender-consistent helping behaviors, such as understanding, and less masculine-related behaviors such as evaluating, than their male counterparts, suggesting that the managerial role plays a greater part in shaping helping behavior.
Abstract: Social role theory suggests that how managers respond to employees seeking help depends on the manager's gender. Consistent with social role theory, we found that women managers tended to use significantly more gender-consistent helping behaviors, such as understanding, and less masculine-related behaviors, such as evaluating, than their male counterparts. On the other hand, when helping behavior was examined within each sex group, we found that both men and women managers tended to rely less on understanding and more on evaluating, suggesting that the managerial role plays a greater part in shaping helping behavior.