Showing papers in "Journal of Management in 1980"

TL;DR: In this paper, an elaboration of Davis, England and Lofquist's (1968) work adjustment model is employed to explain how flexible working hours can influence employee satisfaiction, performance, absenteeism, tenure, organizational commitment, and job involvement.

TL;DR: In this article, the causal direction between interpersonal trust and assessed value of an MBO program was investigated in a large mass-transit organization and three measures of trust were collected that indicated the respondents' trust of their superiors, top management, and the MBO consultant.

TL;DR: In this article, the authors investigated the academic stratification system within the field of management and found evidence that a scholar's academic placement may be influenced instead by particularistic criteria, which suggests that academic placement in the management marketplace may not necessarily reflect a commitment to the ideal of advancement by merit.

TL;DR: In this article, four recent factor analytic studies of the Litwin and Stringer Organizational Climate Questionnaire (LSOCQ) are compared to assess the consistency of the instrument's factor structure when administered to different organizational populations.

TL;DR: In this paper, a role perception model of goal setting content and leader initiating structure is presented in order to examine the relative effectiveness of these two important aspects of organization behavior as strategies to reduce role stress and to increase employee satisfaction.

TL;DR: In this paper, the authors examined the effect of a management by' objectives (MBO) program on the work satisfaction of development and research employee groups and found that these two groups differed in perceptions of their respective work group climates and that facets of MBO explained significantly different amounts of variance of the groups' work satisfaction.

TL;DR: In this paper, the authors investigated the theory/applications orientation in management courses, the factors which influence this balance, and the techniques used to bring applications into the classroom.

TL;DR: The authors found that female managers perceive themselves to be as competent as male managers, but male managers see female managers in general as being less competent than male managers in public human service organizations.

TL;DR: In this paper, a model of managerial policy implementation and hypotheses derived from 71 federal government organizations were used to evaluate the effect of various facets of managerial receptivity to the policy and various factors such as perceived emphasis by top level management, organizational size, work overload, perceptions of the importance of performance for promotion, and the manager's attitude toward change.

TL;DR: In this paper, a replication of Lawrence and Lorsch's (1967) findings of three modes of conflict resolution was attempted in a managerial sample and various forms of factor analysis and rotation techniques did not yield a clear factor structure.

TL;DR: In this article, the authors evaluated a hypothetical applicant under the experimentally varying conditions of hiring pressure, cost of false positive selection error, valid test-score level, and applicant sex, and found that the last two conditions alone and in interaction were primarily responsible for explaining up to 37% of the variance in the applicant evaluations.

TL;DR: For example, this paper found that managers' career salience was positively related to perceptions of adequate information regarding self and family issues, and self-esteem was positively linked to information about self.