Showing papers in "Group & Organization Management in 1999"
TL;DR: In this paper, the authors examined whether self-awareness of managers (defined as agreement between self and other leadership ratings) would moderate relationships between (a) aspects of emotion and (b) emotions.
Abstract: The purpose of this study was to examine whether self-awareness of managers (defined as agreement between self and other leadership ratings) would moderate relationships between (a) aspects of emot...
581 citations
TL;DR: Using a second-order latent variable approach with 3,570 participants across 49 organizations, the authors examined the impact of high involvement work processes on organizational effective work processes and found that high involvement processes can impact organizational effectiveness.
Abstract: Using a second-order latent variable approach with 3,570 participants across 49 organizations, the current study examined the impact of high involvement work processes upon organizational effective...
472 citations
TL;DR: In this article, the authors investigated the relationship between work team effectiveness and two distinct aspects of the personality composition of teams: (a) the average level of a given trait within a team, referred to as team personality elevation (TPE); and (b) the variability or differences in personality traits found within team, or team personality diversity (TPD).
Abstract: In this study, the authors investigated the relationship between work team effectiveness and two distinct aspects of the personality composition of teams: (a) the average level of a given trait within a team, referred to as team personality elevation (TPE); and (b) the variability or differences in personality traits found within a team, or team personality diversity (TPD). Retail assistants (N = 328) working in 82 teams were assessed on a broad range of traits organized around the framework of the Big Five personality factors. Across the set of Big Five traits, TPE and TPD predicted unique variance in ratings of team job performance. For each specific trait of the Big Five, either TPE or TPD predicted team performance. For the traits of conscientiousness, agreeableness, and openness to experience, TPE was positively related to team performance; TPD of extraversion and emotional stability was positively related to team performance.
399 citations
TL;DR: Using a statistical model, this paper examined the correlates and consequences of psychological empowerment among a group of 612 technically skilled, professional, and managerial hospital employees, and found that psychological empowerment was correlated with performance improvement.
Abstract: Using a statistical model, this study examined the correlates and consequences of psychological empowerment among a group of 612 technically skilled, professional, and managerial hospital employees...
388 citations
TL;DR: The authors investigated the relationship between trust expectations, information quantity shared, the climate of trust, and negotiated outcomes, and found that negotiation effectiveness was associated with the quantity of information shared but not with trust.
Abstract: Trust expectations, information quantity shared, the climate of trust, and negotiated outcomes were investigated. Initial trust expectation was manipulated, and participants provided data about the quantity of information shared, the climate of trust, and the outcomes of the negotiations. The 324 participants were practicing managers who conducted a negotiating role play with win-win potential. Information sharing followed from initial trust expectations, and information sharing did not fully mediate the relationship between expectations and climate of trust. Negotiating effectiveness was associated with the quantity of information shared but not with trust. Procedural inefficiency (time to discover the solution) decreased as information quantity increased, but procedural inefficiency was not related to trust. One measure of outcome inefficiency (complexity of the agreement) decreased as trust increased, but another measure of outcome inefficiency (monetary cost of the agreement) was not related to trust....
367 citations
TL;DR: In this paper, the authors hypothesize that managers' trust in employees and two impersonal substitutes for trust, performance information and incentives, will increase managers' involvement of lower echelon employees in decision making.
Abstract: Because involving lower echelon employees in decision making requires risk on the part of man- agers, we suggest that certain contextual features must be in place for managers to be more will- ing to do so. We hypothesize that managers' trust in employees, and two impersonal substitutes for trust—performance information and incentives—will increase managers' involvement of lower echelon employees in decision making. Managers'involvement of lower echelon employ- ees is further hypothesized to enhance organizational performance. Path analysis of survey data from the automotive industry provides support for the hypotheses.
311 citations
TL;DR: In this article, the authors examine the relationship between employee perceptions of involvement and organizational climate, and find that organizational climate is one of the key factors that may influence employees' perception of involvement.
Abstract: One of the key factors that may influence employees’ perceptions of involvement is organizational climate. This article examines the relationship between employee perceptions of involvement and org...
274 citations
TL;DR: In this paper, the authors present a systematic review of the existing literature on downsizing for improving effectiveness, which is based on prescriptions and anecdotes, and present a new approach for downsizing in organizations.
Abstract: Downsizing has become a popular organization-wide intervention for improving effectiveness. However, much of the existing literature is based on prescriptions and anecdotes. This article presents a...
196 citations
TL;DR: In this article, the extent to which dimensions of feedback are related to self-development was examined, and it was found that employees rated their perceptions of feedback received, and supervisors rated employees' self-develop...
Abstract: This study examined the extent to which dimensions of feedback are related to self-development. Employees rated their perceptions of feedback received, and supervisors rated employees’ self-develop...
154 citations
TL;DR: In this paper, the authors examined the relationships among different dimensions of SMWT effectiveness and explored the key success factors for SMWTs in a service context, and found that creating an employee involvement (EI) context, work design, and team characteristics were important predictors of SMWT effectiveness.
Abstract: A large body of research has emerged on the effective implementation of self-managing work teams (SMWTs). However, virtually all of the research has been conducted in manufacturing settings. This article draws upon the authors’research on SMWTs in two service organizations: an insurance operation and a telecommunications company. The authors focused on two research questions: First, they examined the relationships among different dimensions of SMWT effectiveness. Second, the authors explored the key success factors for SMWTs in a service context. They found that the different dimensions of SMWTs’effectiveness do not reinforce one another and are largely unrelated, and that creating an employee involvement (EI) context, work design, and team characteristics were important predictors of SMWT effectiveness. Surprisingly, team leadership was not important for SMWT effectiveness; in fact, sometimes, team leadership was negatively related to effectiveness.
144 citations
TL;DR: In this paper, a system-based, guided examination of employee involvement in the context of participative climates is presented, where a theoretical multi-cross-level model is proposed to examine the relationship between participative climate as they exist at top and middle organizational levels and employee attitudes and behaviors.
Abstract: A systems-based, guided examination of employee involvement (EI) in the context of participative climates is presented. The authors proposed a theoretical multi-cross-level model to examine the relationship between participative climates as they exist at top and middle organizational levels and employee attitudes and behaviors. Data from an organization consisting of 11 relatively autonomous districts further divided into 88 units were used to examine the relationship of EI practices, participative climates, and individual (n = 483) work-related attitudes and involvement in the EI process. Results indicated that district and unit participative climates interacted with one another in influencing work-related attitudes and behaviors. The importance of multiple participative climates operating in relation to one another to influence individual attitudes and behaviors, and how these climates are supported, is discussed.
TL;DR: In this paper, focus groups and survey data from both trained and untrained municipal employees were used to assess perceptions related to change (e.g., role ambiguity) and transfer climate that constrained or facilitated their use of Total Quality (TQ) training.
Abstract: The success of large-scale or “paradigm change” training programs often hinge on work climate factors that support transfer of training. Focus groups (N = 70) and survey data from both trained (N = 564) and untrained (N = 345) municipal employees were used to assess perceptions related to change (e. g., role ambiguity) and transfer climate that constrained or facilitated their use of Total Quality (TQ) training. Employees who felt blocked from applying training reported significantly less customer orientation than untrained employees, whereas those reporting a helpful transfer climate reported significantly more customer orientation than the untrained group. Regression analyses suggested that controlling for contextual factors (e. g., department affiliation), both a change and stress climate and, to a lesser extent, transfer climate (e. g., supervisor and coworker support) predicted customer orientation. Results have implications for organizational development practitioners and managers who seek to improv...
TL;DR: In this article, the authors examined patterns of strategic resource allocation decisions and performance feed-back over time for evidence of both incremental adaptation and escalation of commitment for MarkStrat management simulation.
Abstract: This study examines patterns of strategic resource allocation decisions and performance feed-back over time for evidence of both incremental adaptation and escalation of commitment. The investment decisions of 20 teams participating in the management simulation MARKSTRAT are examined. The participants were managers enrolled in an executive education program and M.B.A. students. A contingent model of responses to performance feedback is introduced that includes the moderating factors of prior resource commitments, consecutive periods of positive or negative feedback, and performance distance from aspiration. Evidence is found for both incremental adaptation and escalation of commitment. The implication of this study is that responses to performance feedback should be viewed as contingent on a number of factors, such as distance from aspirations and sunk costs associated with a decision.
TL;DR: This article examined whether diversity management provides a perception of enhanced employee qualifications and competence in a sample of 179 undergraduate business students, and found that the perception of competence was positively associated with diversity.
Abstract: This research examined whether diversity management provides a perception of enhanced employee qualifications and competence. In the first experiment, a sample of 179 undergraduate business student...
TL;DR: In this article, the authors investigated nurses' reactions to a peer rating system and assessed their level of system acceptance with both quantitative and qualitative measures, and found that participants were aske...
Abstract: This study investigated nurses’ reactions to a peer rating system. Their level of system acceptance was assessed with both quantitative and qualitative measures. In addition, participants were aske...
TL;DR: Andrews et al. as discussed by the authors examined the effects of chief executive officer (CEO) ownership, executive team ownership, and all employee ownership in addition to the moderating effect of risk on firm survival and stock price.
Abstract: Agency theory is used to develop hypotheses regarding the effects of ownership proliferation on firm performance. The authors examine the effects of chief executive officer (CEO) ownership, executive team ownership, and all employee ownership in addition to the moderating effect of risk on firm survival and stock price. Firms with low CEO ownership outperform those with high levels of CEO ownership across all levels of risk, but the effect is most pronounced for low-risk firms. Executive team ownership is negatively related to firm performance, whereas ownership for all employees is positively associated with firm performance, particularly for higher risk firms. Agency theory assumes that the organizational form with the lowest agency costs is one in which the leader (chief executive officer (CEO) or president) owns 100% of the company; in this case, the top executive is also the princi- pal (owner). When the top executive is not the sole owner, then that individual becomes an agent (employee) of the firm, at which point agency problems begin to arise. Agency problems are said to occur when agents pursue indi- vidual goals that are not necessarily consistent with those of the organization. In addition, agency problems arise because risk preferences of agents are dif- ferent from those of the principal, resulting in employee decision making that An earlier version of this article was presented at the 1996 Babson-Kauffman Entrepreneurship Research Conference and was published in the proceedingsFrontiers of Entrepreneurship Research in 1996. Funding for this research was provided by the Center for Advanced Human Resource Studies and the Entrepreneurship and Personal Enterprise Program at Cornell Uni - versity. The reviewers wish to thank the following individuals for their helpful comments on ear - lier versions of the manuscript: Alice Andrews, John Boudreau, Edward Zajac, Cornell ILR Human Resource Studies seminar participants, and the anonymous reviewers and editor of Group and Organization Management.
TL;DR: Bamberger and Fiegenbaum as mentioned in this paper proposed a method to solve the problem of the "missing link" problem in the context of cyber-physical networks, which they called "virtual networks".
Abstract: Бенчмаркинг можно определить как постоянное измерение и исследование практики тех организаций, которые известны как лидеры практики (Bamberger & Fiegenbaum, 1996; Goldwasser, 1995). Авторы исходят из той мысли, что бенчмаркинг может оказать значительную поддержку в процессе вовлечения сотрудников организации в ее работу. Так, если исходить из определения компонентов программы высокой вовлеченности, предложенной Lawler (1986), а именно, горизонтальный и наклонный дизайн организации, который облегчает работнику доступ к информации; перекрестные функциональные подразделения, организованные вокруг продуктов и потребителей; вознаграждение, опирающееся на производительность, становится более ясной роль бенчмаркинга. Концептуальные представления были подтверждены эмпирическим исследованием. Так, опрос 107 менеджеров по работе с персоналом показал статистически значимое взаимодействие между практикой человеческих ресурсов, бенчмаркингом и продуктивностью.
TL;DR: In this paper, the relation between problem-solving teams and productivity in an aluminum plant was examined in a reversal design, and changes in five productivity measures were examined throughout four time scales.
Abstract: This study examined the relation between problem-solving teams and productivity in an aluminum plant. In a reversal design, changes in five productivity measures were examined throughout four time ...
TL;DR: The authors examined disputants' preference for supervisory conflict resolution tactics and found that managers seem to engender the most positive responses when they act either as impartial facilitators or as inquisitorial judges.
Abstract: This study examined disputants'preferences for supervisory conflict resolution tactics. We iden- tified three research needs. Previous work has (a) been mostly from the manager's (and not the subordinate's) perspective, (b) examined only a limited set of possible intervention tactics, and (c) tended to be confined to North American samples. In this role-playing study, we addressed these three needs by examining disputant reactions to five different conflict resolution tactics. In addition, we included participants from Argentina, the Dominican Republic, Mexico, and the United States. The results provide evidence pertaining to the efficacy of some tactics and the problems of others. In particular, managers seem to engender the most positive responses when they act either as impartial facilitators or as inquisitorial judges.