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Showing papers in "Group & Organization Management in 2000"


Journal ArticleDOI
TL;DR: A new construct called Cynicism about Organizational Change (CAOC) was proposed and distinguished from related concepts as mentioned in this paper, and the measure of CAOC was supported by confirmatory factor analysis and has acceptable internal consistency reliability.
Abstract: A new construct called Cynicism About Organizational Change (CAOC) was proposed and distinguished from related concepts. The measure of CAOC was supported by confirmatory factor analysis and has acceptable internal consistency reliability. Potential antecedents (measured 21 months before the measurement of CAOC) were examined. Little support was found for CAOC having dispositional roots in one’s general negative affectivity. More support was found for CAOC being learned as a result of little previous change, ineffective leadership practices, and lack of participation in decisions. CAOC was negatively correlated with a concurrent measure of organizational change and with the motivation to keep on trying to support change efforts. In addition, CAOC was negatively correlated with factors outside the realm of change: organizational commitment and the number of labor grievances. Finally, CAOC weakened the instrumentality perception of the relationship between performing well and earning more money, while holdi...

453 citations


Journal ArticleDOI
TL;DR: In this article, three methods of measuring group efficacy were examined using a multiparty role play negotiation, and the authors defined group efficacy as a group's perceived capability to perform, which is defined as the perceived capability of a group to perform a task.
Abstract: Methods of assessing group efficacy were examined using a multiparty role play negotiation. Group efficacy is defined as a group’s perceived capability to perform. Three methods of measuring group ...

255 citations


Journal ArticleDOI
TL;DR: In this article, the authors provide a complementary approach with regard to organizational justice in the domain of compensation and find that employees distinguish clearly between pay satisfaction and benefit satisfaction, and that distributive justice perceptions are better predictors of pay satisfaction than procedural justice perceptions.
Abstract: The objective of our study is to provide a complementary approach with regard to organizational justice in the domain of compensation. It presents research undertaken on a sample of 285 employees in three different Canadian organizations. The results reveal that employees distinguish clearly between pay satisfaction and benefit satisfaction, and that distributive justice perceptions are better predictors of pay satisfaction than procedural justice perceptions. This result is reversed for employee benefit satisfaction: Procedural justice perceptions are better predictors than distributive justice perceptions. Lastly, the results show that distributive justice perceptions with regard to pay play a more important role than procedural justice in job satisfaction and satisfaction with the organization.

179 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined whether mentor-protege agreement regarding mentor transformational leadership behavior would influence the quality of mentoring relationships and found that underestimator dyads experience the highest quality of relationships in terms of psychosocial support received, career development, and perceived mentoring effectiveness.
Abstract: This study examined whether mentor-protege agreement regarding mentor transformational leadership behavior would influence the quality of mentoring relationships. Mentors in 199 mentor-protege dyads were classified as overestimators, underestimators, or in agreement based on the difference between mentor’s self-rating and protege’s rating of mentor’s transformational leadership behaviors. Results of multivariate analysis of variance indicated that underestimator dyads experience the highest quality of mentoring relationships in terms of psychosocial support received, career development, and perceived mentoring effectiveness. The practical implications of these findings are discussed.

174 citations


Journal ArticleDOI
TL;DR: The authors found that the expressed emotion of top-level managers in a Fortune 500 organization undergoing a major transformation effort was associated with their assessments of change activities and job attitudes, and that a hypothesized interaction between the two emotion dimensions explained significant variance in attitudes dealing directly with the managers' jobs.
Abstract: Researchers have begun to incorporate emotion as an explanatory construct in organizational studies. The present study sought to determine how the expressed emotion of top-level managers in a Fortune 500 organization undergoing a major transformation effort was associated with their assessments of change activities and job attitudes. Computer aided text analysis and the Dictionary of Affect in Language were used to assess the emotional content of responses to open-ended questions along two theoretically grounded dimensions of emotion: pleasantness and arousal. Results indicated that a hypothesized interaction between the two emotion dimensions explained significant variance in attitudes dealing directly with the managers’ jobs. Reasons for assessing emotion in transformation contexts are discussed.

133 citations


Journal ArticleDOI
TL;DR: In this paper, the effect of gender on the impact of empowerment and disempowerment acts on subordinates' empowerment cognitions and the direct impact of these acts on subsequent job satisfaction and performance was investigated.
Abstract: By distinguishing between empowerment cognitions and empowerment acts, the effect of gender is tested on (a) the impact of empowerment and disempowerment acts on subordinates’ empowerment cognitions, and (b) the direct impact of these acts on subsequent job satisfaction and performance. A total of 135 master of business administration students participated in a three-session simulation of the empowerment process. Findings indicate that although empowerment cognitions are affected by empowerment and disempowerment acts for both men and women, the impact of empowerment acts on job satisfaction and performance varies by gender.

128 citations


Journal ArticleDOI
TL;DR: In this paper, participants were trained to perform an assembling type of task either individually or in 3-person groups, and a week later, the same participants, regardless of their training conditions, performed the same task.
Abstract: Participants were trained to perform an assembling type of task either individually or in 3-person groups. A week later, the same participants, regardless of their training conditions, performed th...

125 citations


Journal ArticleDOI
TL;DR: In this article, the relationship between self-monitoring and multidimensional performance ratings of global assignees was investigated and it was hypothesized that supervisors' performance rating of expatriat assignees correlated with selfmonitoring.
Abstract: This study investigates the relationship between self-monitoring and multidimensional performance ratings of global assignees. It was hypothesized that supervisors’ performance ratings of expatriat...

121 citations


Journal ArticleDOI
TL;DR: In this article, a meta-analysis of 31 studies examined whether women and men in management and business schools differ in their job attribute preferences, and found no significant sex differences for 9 of the 21 job attributes studied, whereas women considered prestige, challenge, task significance, variety, growth, job security, good coworkers, a good supervisor, and the physical work environment more important than men did.
Abstract: Meta-analysis of 31 studies examined whether women and men in management and business schools differ in their job attribute preferences. Findings indicated no significant sex differences for 9 of the 21 job attribute preferences studied. The 12 significant sex differences indicated that men considered earnings and responsibility to be more important than women did, whereas women considered prestige, challenge, task significance, variety, growth, job security, good coworkers, a good supervisor, and the physical work environment to be more important than men did. The significant sex differences were small, nine of them having a magnitude of .10 standard deviation units or less. Students showed larger sex differences than managers did, and changes over time showed that women increased their ratings of the importance of four job attributes relative to men. The findings imply that sex differences in job attribute preferences are not an important determinant of women’s lower status in management.

98 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined whether three biases (the law of small numbers bias, illusion of control, and overconfidence) influence the perception of risk of a first move at both team and individual levels.
Abstract: Because individuals can have cognitive biases that lower their perceptions of decision risk, some suggest that teams, not individuals, should make decisions. Prior research, however, has not explored whether a team’s risk perception is affected by information-processing biases that are similar to the cognitive biases that individuals exhibit. This study examines whether three biases—the law of small numbers bias, illusion of control, and overconfidence—influence perception of risk of a first move at the team and individual levels. It was found that the law of small numbers and illusion of control decreased the risk perception at both levels and that the law of small numbers had a significantly greater effect on team risk perception than on individual risk perception. In contrast, the effect of overconfidence was not significant at any level. Implications of the findings are discussed and future research directions are offered.

96 citations


Journal ArticleDOI
TL;DR: In this paper, task-specific self-efficacy was found to be a stronger predictor of whether a woman would choose a leadership task rather than a group-member task and also predicted the strength of the woman's preference for the group member task.
Abstract: Research suggests that some women may be reluctant to pursue certain tasks because they lack confidence in their ability to succeed. This study was an exploration of the basis of this type of self-limiting behavior. Global self-esteem and task-specific self-efficacy were used as predictors of task choice and task preference. Results suggested that task-specific self-efficacy was a stronger predictor of whether a woman would choose a leadership task rather than a group-member task. In addition, task-specific self-efficacy predicted the strength of the woman’s preference for the group-member task. The implications of this finding and recommendations for shifting task-specific self-efficacy for leadership roles are discussed.

Journal ArticleDOI
TL;DR: In this paper, associations between the use of alternative pay practices and firm turnover rates are hypothesized using arguments drawn from the organization economics literature, and they find that there is a strong relationship between the two.
Abstract: Using arguments drawn from the organization economics literature, associations between the use of alternative pay practices and firm turnover rates are hypothesized. Relationships between the use o...

Journal ArticleDOI
TL;DR: This paper examined the acceptability of performance appraisal techniques and found that motivation to rate, trust in others, and situational constraints were predictive of acceptability for both supervisors and job incumbents.
Abstract: Although the value of an appraisal system traditionally has been judged according to reliability and validity indexes, more recent discussion suggests that user acceptance may be critical to a system’s successful implementation and continued use. This study examined the notion of using acceptability as a criterion for evaluating performance appraisal techniques. Data analyses indicated that motivation to rate, trust in others, and situational constraints were predictive of acceptability for both supervisors and job incumbents. In addition, differences in acceptability were found across rating sources and rating forms, with supervisors’perceptions more favorable than job incumbents’ and a global rating form significantly less acceptable to all raters. Results are discussed in terms of usefulness of an acceptability criterion in applied research.

Journal ArticleDOI
TL;DR: In this paper, the effects of rating scale formats on several indices of the usefulness of performance appraisal for employee development were examined by using simple graphic scales or one of two behaviorally oriented rating formats: behavior anchored rating scales (BARS) and behavior observation scales(BOS).
Abstract: The effects of rating scale formats on several indices of the usefulness of performance appraisal for employee development were examined The job performance of 96 police officers was rated using simple graphic scales or one of two behaviorally oriented rating formats: behaviorally anchored rating scales (BARS) and behavior observation scales (BOS) As predicted, ratees’ satisfaction with performance appraisal was highest and their perceptions of performance goals most favorable when using BOS In addition, performance improvement goals for officers rated using BOS were judged by experts to be most observable and specific Contrary to the authors’ predictions, graphic rating scales were generally as good as BOS and as good as or better than BARS when evaluated in terms of ratee attitudes and goal characteristics The results suggest that different behaviorally-oriented rating formats can enhance or inhibit the developmental applications of performance appraisal

Journal ArticleDOI
TL;DR: The authors examined the experiences of a large sample of organizations undertaking a variety of participation-related activities and found that there is an underlying relationship among differing employee participation activities, and consequently, attention must be given to the processes used to choose and implement those activities.
Abstract: Organizations considering having their employees participate in workplace decision making are faced with significant decisions about the nature and extent of activities in such programs. In general, the managerial literature provides mixed reviews on the success of these types of programs. The present study examines, by means of Rasch model analysis, the experiences of a large sample of organizations undertaking a variety of participation-related activities. The results suggest that there is an underlying relationship among differing employee participation activities, and, consequently, attention must be given to the processes used to choose and implement those activities.

Journal ArticleDOI
TL;DR: In this paper, the authors examined the influences of small business managers' social expectations of others in close, nonbusiness relationships (attachment patterns) on their relationships with employees, tenden...
Abstract: Two studies examined the influences of small business managers’ social expectations of others in close, nonbusiness relationships (attachment patterns) on their relationships with employees, tenden...

Journal ArticleDOI
TL;DR: In this article, case studies of product and process improvements in four work groups were analyzed to determine the extent to which formal planned change processes, ad hoc, emergent change processes; individual activities; and group activities contributed to those improvements.
Abstract: Case studies of product and process improvements in four work groups were analyzed to determine the extent to which formal planned change processes; ad hoc, emergent change processes; individual activities; and group activities contributed to those improvements. Results showed that (a) improvements were nearly always a reaction to an immediate problem or a suggestion from someone outside the group; (b) the development and implementation of ideas for change usually took place as group members pursued their normal work activities; and (c) individual ideas for change and individual follow through were important. Together these results suggest that a theory of process and product improvements in groups must include reactive, emergent processes; proactive, deliberate processes; and a better understanding of how individual commitment to innovation and change contribute to group success.

Journal ArticleDOI
TL;DR: In this paper, a comparison of stereotypes held by Israeli and Indian managers is presented, showing that they are constructed as a result of direct interaction with other managers and as a product of exposure to indirect information sources.
Abstract: This study presents a comparison of stereotypes held by Israeli and Indian managers. Analysis of the elements constituting international managers’stereotypes shows that they are constructed as a result of direct interaction with other managers and as a product of exposure to indirect information sources. This process is highly dependent on a specific context. In addition, there are some common elements in international managers’ stereotypes that signal the existence of a common shared culture code. The study also discusses the impact of international managers’ stereotypes on the conduct of business.