Showing papers on "Contextual performance published in 2005"

Selecting individuals in team settings: the importance of social skills, personality characteristics, and teamwork knowledge

Abstract: Although work is commonly organized around teams, there is relatively little empirical research on how to select individuals in team-based settings. The goal of this investigation was to examine whether 3 of the most commonly used selection techniques for hiring into traditional settings (a structured interview, a personality test, and a situational judgment test) would be effective for hiring into team settings. In a manufacturing organization with highly interdependent teams, we examined the relationships between social skills, several personality characteristics (Conscientiousness, Extraversion, Agreeableness, and Emotional Stability), teamwork knowledge, and contextual performance. Results indicate that each of these constructs is bivariately related to contextual performance in a team setting, with social skills, Conscientiousness, Extraversion, and teamwork knowledge incrementally predicting contextual performance (with a multiple correlation of .48). Implications of these results for selection in team and traditional settings are discussed.

The Dimensionality of Organizational Performance and its Implications for Strategic Management Research

Abstract: Organizational performance is widely recognized as an important – if not the most important – construct in strategic management research. Researchers also agree that organizational performance is a multidimensional construct. However, the research implications of the construct's multidimensionality are less understood. In this chapter, we use a synthesis of previous attempts to describe the dimensions of performance and our own analysis of performance measurement in the Strategic Management Journal to build a conceptual model of organizational performance and its dimensions. Our model suggests that operational performance and organizational performance are distinct, and that organizational performance can be further dimensionalized into accounting returns, stock market, and growth measures. The model has implications for how future research might advance understanding about performance and how empirical studies should conceptualize and measure performance.

Goal Ambiguity and Organizational Performance in U.S. Federal Agencies

Abstract: In spite of numerous observations that government organizations have high levels of organizational goal ambiguity that exert major influences on their other characteristics, few researchers have measured goal ambiguity and tested these frequent assertions. In previous research, we developed measures of four dimensions of goal ambiguity: mission comprehension ambiguity, directive goal ambiguity, evaluative goal ambiguity, and priority goal ambiguity. Confirming hypotheses developed from the literature on public organizations, the latter three variables showed relations to such organizational characteristics as organizational age, financial publicness (proportion of funding from government allocations), and regulatory status. This article reports a second analytical step of examining the relations between the goal ambiguity dimensions and indicators of organizational performance based on responses to the 2000 National Partnership for Reinventing Government Survey of federal employees. The performance variables included managerial effectiveness, customer service orientation, productivity, and work quality. Regression analyses with numerous control variables found that directive, evaluative, andpriority goal ambiguity relatednegatively tomanagerial effectiveness. All four performance indicators showed significant negative relationships with evaluative goal ambiguity and directive goal ambiguity. The results provide further evidence of the viability of the newmeasuresof goal ambiguity, support theory-basedbut previously untestedhypotheses, and further indicate the feasibility and value of analyzing goal ambiguity of government organizations. The literature on public organizations contains numerous assertions about the impacts of goal ambiguity on important characteristics of those organizations. Again and again, authors say that vague, hard-to-measure goals influence structural dimensions, attitudes, behaviors, and organizational outcomes in public organizations andmake them different from business firms on these characteristics (for a review, see Rainey 1993). The great frequency of such observations, however, has not generated a comparable amount of empirical research aimed at proving or disproving them. The small number of studies that have tried to provide We wish to thank Jungwook Lee for his valuable editorial assistance with this article. We also wish to thank the anonymous reviewers for rigorous critiques and numerous colleagues who provided comments at the ‘‘Determinants of Performance in Public Organizations’’ seminar, Cardiff University, May 6–8, 2004. Address correspondence to Young Han Chun at doongsirigo@hanmail.net. doi:10.1093/jopart/mui030 Advance Access publication on February 25, 2005 a The Author 2005. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved. For permissions, please e-mail: journals.permissions@oupjournals.org. JPART 15:529–557 at R uers U nirsity on A uust 2, 2010 http://jpaordjournals.org D ow nladed fom empirical evidence, moreover, have usually relied on managers’ responses to survey questions about whether their organizations have vague or clear goals (e.g., Rainey, Pandey, and Bozeman 1995). These studies have found that public and private managers do not differ in their responses to questions about whether their organizations’ goals are vague and hard to measure. These findings thus run counter to the typical observation that public organizations have less goal clarity than business firms. They raise the question of whether one would get different empirical results using evidence relying less on managers’ survey responses. The situation calls for more research with better measures of goal ambiguity. This study relates new measures of the goal ambiguity of U.S. federal government agencies to measures of the agencies’ performance. This study is the second report of a larger study reported previously (Chun and Rainey 2005). That first article reported the development of the new measures of the four dimensions of goal ambiguity described below. As described below, it reported evidence that supported hypotheses about the relations between those measures of goal ambiguity and ‘‘antecedent’’ variables that should influence the degree of goal ambiguity. These antecedents included the agency’s financial publicness (the proportion of its funding from government allocations as opposed to sales or user charges), regulatory functions versus nonregulatory functions, complexity of the policy problems the agency confronts, and others. Researchers in the social sciences have paid very little attention to clarifying and measuring the concept of goal ambiguity. These confirmations of hypotheses about relations between the goal ambiguity measures and these antecedent variables justified optimism about measuring organizational goal ambiguity in a meaningful way and about using those measures in research on the many assertions about its antecedents and consequences. The larger study analyzed the relations between goal ambiguity and a variety of consequence variables, including such variables as employee work satisfaction and perceptions about organizational structure. This article reports our analysis of the relations between goal ambiguity and arguably the most important of these consequence variables, organizational performance. Examining these relationships has important implications for the theory of public organizations, since assertions about goal ambiguity figure so importantly inmany scholars’ assertions about the other characteristics of public agencies, including their performance. It also has important implications for public policy and managerial practice, for the assumption that goal clarification will improve organizational performance underlies recent administrative reforms, including the Government Performance and Results Act (GPRA) in the United States and initiatives based on the New Public Management in other nations. This assumption involves a leap of faith, since there is so little empirical evidence of such a relationship and since one can argue that for some government agencies goal clarification might not be feasible and might indeed be dysfunctional. Further development of measures of organizational goal ambiguity and research on their relations to other variables can contribute to better analysis of such matters. Then comes the formidable challenge of measuring the performance of government agencies in a way that provides common, comparable measures for all the different agencies. We use data from the very large 2000 National Partnership for Reinventing Government Survey conducted by the Office of Personnel Management to construct the performance measures from the responses of the employees in the agency. As we describe later, the survey’s very large sample size leads to very sensitive statistical tests that find many statistically significant results but with small effect sizes (small R statistics). Nevertheless, the finding of statistically significant support for the hypotheses offers 530 Journal of Public Administration Research and Theory at R uers U nirsity on A uust 2, 2010 http://jpaordjournals.org D ow nladed fom further support for the usefulness of the measures of goal ambiguity and useful evidence about frequent assertions in the literature. DIMENSIONS OF GOAL AMBIGUITY IN ORGANIZATIONS For this study, organizational goal ambiguity refers to the extent to which an organizational goal or set of goals allows leeway for interpretation,when theorganizational goal represents the desired future state of the organization. An organizational goal loses clear meaning and becomes ambiguous when it invites a number of different interpretations. This definition of organizational goal ambiguity (or clarity) is consistent with some previous conceptions of the construct (DiMaggio 1987; Kelemen 2000; Locke et al. 1989; Zahariadis 1999). Goals can be ambiguous in various ways, however, and along different dimensions. We developed four dimensions of goal ambiguity that refer to communicating the reason for the existence of an organization, directing organizational activities, evaluating organizational performance, and making decisions about organizational priorities (Chun and Rainey 2005). Measuring Organizational Goal Ambiguity The measures for variables usually appear in the method section. Given the newness of the four concepts and measures of goal ambiguity, to aid the reader we describe the measures in this section aswe introduce the concepts. As described below, the data formost of the dimensions of organizational goal ambiguity were collected from the agencies’ strategic plans and performance reports. The Government Performance and Results Act of 1993 requires that virtually every federal agency describe the agency’s goals and performance indicators in the strategic plans and in annual performance plans and performance reports that must be submitted to Congress (U.S. Office of Management and Budget [OMB] 2001). This provides access to information about the formally stated goals of most federal agencies. The measures of the goal ambiguity dimensions we employ do not have a long history of use, so we provide evidence of criterion validity, especially convergent validity, in notes in the following sections. 1 There has been little clarification of the relations among such goal attributes as goal vagueness, specificity, complexity, multiplicity, conflict, tangibility, and measurability. The relationships among these ambiguity-like constructs remain ambiguous themselves. A focus on the level of interpretive leeway involves conceiving goal ambiguity as a general concept incorporating these seemingly interrelated goal attributes. 2 Using the GPRA plans and reports as data sources to measure goal ambiguity in federal agencies has several significant advantages in dealing with methodological complicat

The Importance of Job Autonomy, Cognitive Ability, and Job-Related Skill for Predicting Role Breadth and Job Performance.

Abstract: Role theory suggests and empirical research has found that there is considerable variation in how broadly individuals define their jobs. We investigated the theoretically meaningful yet infrequently studied relationships between incumbent job autonomy, cognitive ability, job-related skill, role breadth, and job performance. Using multiple data sources and multiple measurement occasions in a field setting, we found that job autonomy, cognitive ability, and job-related skill were positively related to role breadth, accounting for 23% of the variance in role breadth. In addition, role breadth was positively related to job performance and was found to mediate the relationship between job autonomy, cognitive ability, job-related skill, and job performance. These results add to our understanding of the factors that predict role breadth, as well as having implications for how job aspects and individual characteristics are translated into performance outcomes and the treatment of variability in incumbent reports of job tasks.

Creating high performance organizations

Abstract: The relationship between people and the organizations they work for is changing. Corporations no longer can offer the job security and career paths they used to. A new relationship needs to be developed that rewards performance and skills in ways that contribute to organizational effectiveness.

The relationship between employee job change and job satisfaction: the honeymoon-hangover effect.

Abstract: Recent research suggests that the turnover process is not fully captured by the traditional sequential model relating job dissatisfaction to subsequent turnover. The present study contributes to this research by modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process. Specifically, the authors hypothesized that low satisfaction would precede a voluntary job change, with an increase in job satisfaction immediately following a job change (the honeymoon effect), followed by a decline in job satisfaction (the hangover effect). Though this pattern is suggested in the literature, no prior research has integrated and tested this complete temporal model within individuals. Findings based on a sample of managers supported the proposed honeymoon-hangover effect.

Commitment and Job Satisfaction as Predictors of Turnover Intentions Among Welfare Workers

Abstract: High commitment expresses willingness to contribute to the environment as part of a belief in common values and goals. In the world of labor, job involvement expresses a partnership of values and organizational goals and a desire to support the organization in order to achieve the same goals. Welfare organizations serve as an example of the importance of job involvement and organizational commitment to promote professional and effective work. This study has a dual focus. First, it examines the concepts of organizational commitment and job involvement in welfare organizations in Israel. Second, it studies the influence of these factors on job satisfaction and on withdrawal intentions in the context of welfare organizations. The study population included 330 employees in a welfare organization that provides community services. There were 220 respondents. The findings of the study show that continuance and affective organizational commitments affect job satisfaction. Both career commitment and job s...

Performance differences among four organizational commitment profiles.

Abstract: The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample (N=970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (n=148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.

Predicting workplace deviance from the interaction between organizational justice and personality.

Abstract: Workplace deviance refers to voluntary behaviors by employees that violate significant company norms, policies, or rules and threaten the well-being of the organization and/or its members (Robinson and Bennett, 1995) Examples of workplace deviance include both behaviors directed at organizations (eg, theft, sabotage, coming to work late, putting little effort into work) and individuals in the workplace, such as supervisors or coworkers (eg, making fun of others, playing mean pranks, acting rudely, arguing) Until recently, workplace deviance has been a neglected topic in organizational research (eg, Greenberg and Scott, 1996) Instead, researchers emphasize behaviors such as organizational citizenship behavior or contextual performance that result in positive outcomes for organizations However, attention is turning to the study of behaviors at the other end of the spectrum be cause of their increasing prevalence and detrimental effects on organizations Employee theft and fraud is the fastest growing type of crime in the US (Coffin, 2003) It has been estimated that three quarters of employees steal at least once from their employer (Coffin, 2003) and that 95% of all organizations experience employee theft (Case, 2000) The prevalence of deviant employee behaviors is especially disturbing when the costs to both affected organizations and individuals are considered For instance, the financial costs associated with theft by employees in the US have been estimated at $50 billion annually (Coffin, 2003) Further, employees who are targets of workplace deviance are more likely to quit, have stress-related problems, decreased productivity, low morale, lost work time (O'Leary-Kelly et al, 1996), damaged self-esteem, increased fear and insecurity at work, and psychological and physical pain (Griffin el al, 1998) Research regarding workplace deviance often investigates personal (eg, Douglas and Martinko, 2001; Salgado, 2002) or situational (eg, Greenberg, 1990; Skarlicki and Fob get, 1997) predictors while neglecting the interaction between the two The purpose of this study is to contribute to the workplace deviance literature by adopting an interactional approach to empirically examine how both person- and situation-based variables interact to explain workplace deviance Specifically, organizational justice and employee personality are hypothesized to interact in the prediction of workplace deviance after controlling for demographics known to influence participation in deviant work behaviors The following sections discuss the approaches for studying workplace deviance, the negative relationship between organizational justice and workplace deviance, and two personality traits that may moderate this relationship (socialization and impulsivity) INTERACTIONAL APPROACH TO STUDYING WORKPLACE DEVIANCE Two perspectives have emerged to predict workplace deviance The first, situation-based, advocates that certain characteristics of the work environment predispose organizations to employee deviance That is, workplace deviance is solely a product of the organization in which employees work Empirical research demonstrates that certain organizational factors make companies more vulnerable to deviant behaviors by employees such as job stressors (eg, Fox et al, 2001), organizational frustration (eg, Spector, 1975), lack of control over the work environment (eg, Bennett, 1998), weak sanctions for rule violations (eg, Hollinger and Clark, 1983), and organizational changes such as downsizing (eg, Baron and Neuman, 1996) Thus, according to this perspective, employees will commit deviant acts at work depending on the work environment they are in regardless of their individual characteristics The second perspective uses person-based explanations to expound why employees vary in their propensity to be deviant According to this perspective, personality dictates how individuals will behave irrespective of the environment or situation they are in …

Relationship between job characteristics and organizational citizenship behavior: The mediational role of job satisfaction

Abstract: Despite the numerous studies on the antecedents of organizational citizenship behavior (OCB), relatively few researchers have examined the effects of job characteristics on OCB. Our aims in this study were to investigate the relationship between job characteristics and OCB and to clarify the mediating effects of job satisfaction in 270 employees from 24 electronic companies. The results showed that job variety and job significance had a significant positive relationship with OCB, whereas job identity, job autonomy, job feedback, and job interdependence were not significantly related to OCB. Furthermore, job satisfaction, especially intrinsic satisfaction, was a mediating mechanism of the relationship between job variety, job significance, and OCB. Finally, extrinsic satisfaction did not mediate the relationship between job characteristics and OCB. This suggests that practicing managers should enrich job characteristics and place greater emphasis on enhancing employees’ intrinsic satisfaction to promote employees’ OCB.

The role of age in the perceptions of politics--job performance relationship: a three-study constructive replication.

Abstract: This research examined the interaction of organizational politics perceptions and employee age on job performance in 3 studies On the basis of conservation of resources theory, the authors predicted that perceptions of politics would demonstrate their most detrimental effects on job performance for older workers Results across the 3 studies provided strong support for the hypothesis that increases in politics perceptions are associated with decreases in job performance for older employees and that perceptions of politics do not affect younger employees' performance Implications of these results, strengths and limitations, and directions for future research are discussed

Trait Affect and Job Search Outcomes

Abstract: The present study examines the role of trait affect in job search. One hundred and twenty-three university students completed measures of positive and negative affectivity, conscientiousness, job search self-efficacy, job search clarity, and job search intensity during their last year of school while on the job market. At the end of the school year, participants completed the measure of job search intensity again, and indicated the number of interviews and offers they had received and whether they had accepted a full-time job. As hypothesized, positive affectivity predicted job search clarity over and above conscientiousness and job search self-efficacy. Job search clarity mediated relationships between positive affectivity and job search intensity and between job search self-efficacy and job search intensity. Negative affectivity, however, did not predict job search clarity. Job search clarity predicted job search intensity, which led to interviews, offers, and employment. The results suggest that job seekers high in positive affectivity find a job because they achieve job search clarity and, in turn, look for a job intensely.

The Impact of Unions on Job Satisfaction, Organizational Commitment, and Turnover

Abstract: Conclusion The research on the exit-voice hypothesis, both in the United States and abroad, shows convincingly that most of the variance in the negative union effect on job satisfaction can be accounted for by job quality, industrial relation climate, and wages. Union members see their jobs as less attractive than do nonunion workers in terms of skill requirements, task complexity, the amount of autonomy or discretion available, and opportunities for promotion. Union members also perceive the supervision they receive and the labor-management relations they experience as less satisfactory. They are, however, clearly better off with respect to wages, benefits, and pensions. But when it comes to job satisfaction, the economic advantages of union jobs are not sufficient to compensate for job content and work environment factors. It comes as no surprise to the job satisfaction researcher that job content — the nature of the tasks people are given to do — weighs heavily in overall job satisfaction scores. While there are individual differences in the degree to which people prefer intrinsically interesting jobs, there is ample empirical evidence showing that autonomy, skill variety, complexity, challenge, and advancement are important determinants of people's affective reactions to their jobs (Deci, 1975; Hackman and Oldham, 1980; Kanfer, 1990). The relative importance of job content factors to overall job satisfaction is also mirrored in the most commonly used measures of job satisfaction (Weiss et al., 1967).

Job satisfaction as an indicator of the quality of work

Abstract: This paper studies the relation between the characteristics of the job performed and the level of subjective satisfaction of workers. In other words: whether job satisfaction reflects the characteristics of jobs, and therefore, can be used as an indicator of job quality. Two different approaches are followed. First, using the International Social Survey Program of 1997 we explored whether differences between countries in job satisfaction can be explained by variables usually considered to be related to job quality, such as working hours, wages, etc. Second, we studied the relationship between certain objective measures of job quality and job satisfaction in a given country, using Spain as a case study. In both cases the results do not support the use of job satisfaction as a measure of job quality. Finally, we discuss the different processes that could explain the coexistence of wide variations in job quality with high overall levels of job satisfaction.

Job Satisfaction in Britain: Coping with Complexity

Abstract: Claims for a growth of despondency in the British workforce in the 1990s, based on job satisfaction data, are questioned by an evaluation of: (i) the bases of comparison, (ii) features of job-satisfaction measures, (iii) the properties of key data sets and (iv) inferences drawn from the data. A more complex situation is presented showing significant falls in satisfaction with the job facets, the work itself, and hours worked; significant rises in satisfaction with total pay and security of job; a steep decline in overall job satisfaction among women and stable or slightly rising overall job satisfaction among men. Trends in job quality, workforce composition, the economic cycle and changing work values among women, rather than generalized despondency, are proposed as sources for hypotheses for future research. The latter should include a review of data requirements, and research on the performance of measures of job satisfaction.

Job offers of multi-national accounting firms: the effects of emotional intelligence, extra-curricular activities, and academic performance

Abstract: This study investigates the effects of academic performance, extracurricular activities (ECA) and emotional intelligence (EI) of potential accounting-major graduates on the outcomes of their respective interviewing activities and the number of final job offers given by the multinational Big 5 public accounting firms. The following outcomes are identified: (a) the number of initial job interviews is affected by both a graduate's academic performance and level of participation in ECA; (b) the number of subsequent job interviews is affected by both the number of initial job interviews as well as the level of a graduate's EI; (c) the number of final job offers is affected by the graduate's level of EI and both the number of initial and subsequent job interviews. The results indicate the relevance of EI in the job search process and will also be useful for accounting educators to plan their curricula more effectively to enhance the job placement of their graduates with the Big 5 firms.

That's not fair!: the test of a model of organizational justice, job satisfaction, and organizational commitment among hotel employees.

Abstract: Organizational commitment has been shown to be significantly negatively related to employee turnover. Given the high incidence of employee turnover in the hospitality industry, practitioners and academics alike should be focused on a more complete understanding of this phenomenon. The present study is an exploration into the identification of the relationships among organizational commitment, job satisfaction, and organizational justice. The study was conducted with employees of a major casino-hotel. Results indicated that organizational justice has an indirect positive impact on organizational commitment by working through job satisfaction. Practical implications and suggestions for future research are discussed.

The Effects of Managerial Succession on Organizational Performance

Abstract: Boyne and Dahya (2002) posit that the means, motives, and opportunities available to top managers will affect their ability to impact organizational performance. In this analysis, I test the theory posited by Boyne and Dahya and expand the model by exploring whether the performance effects of executive succession differ between an internal promotion and an external hire. Using Texas school superintendents as the managers in question, I use pooled, time-series data to test both the immediate and the long-term effects of managerial succession on performance. The findings reveal that an immediate, negative effect of executive succession is present only in the case of an externally hired replacement and that the long-term effect of managerial change on organizational performance is positive. These findings suggest that public managerial succession does influence organizational performance. The influence of public managers on organizational performance has persistently been of interest in the field of public administration (Barnard 1939; Brudney, O'Toole, and Rainey 2000; Nicholson-Crotty and O'Toole 2004; Rainey 2003). Case studies of specific managers or a single organization have been extremely valuable as foundations for understanding the complex interrelations between managers and performance. Building on these case studies, a more rigorous attempt at empirical, quantitative studies is starting to permeate the study of public administration. For example, studies have now examined how performance is influenced by networks (Meier and O'Toole 2003; Milward and Provan 1998; O'Toole and Meier 1999; Provan and Milward 1995), strategy (Boyne and Walker 2004), and governance (Lynn, Heinrich, and Hill 2000). Despite the recent surge in quantitative studies of public management, one issue that has not been explored is the extent to which organizational performance is affected when top management is changed. Studying the effect of managerial succession on organizational performance from a large N perspective will assist in building the growing body of public management scholarship by allowing for more generalizability and by contextualizing evidence on single organizations. This article will apply a theoretical model developed by Boyne and Dahya (2002) to an organizational type of high public salience: public school districts. Through testing this theoretical model, it is possible to explore the shortand long-term effects of Special thanks to Ken Meier, George Boyne, and the anonymous reviewers for their comments and suggestions. Address correspondence to the author at ghill@politics.tamu.edu. doi:1 0.1 093/jopart/mui034 Advance Access publication on February 18, 2005 ? The Author 2005. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved. For permissions, please e-mail: journals.permissions@oupjournals.org. This content downloaded from 207.46.13.127 on Fri, 14 Oct 2016 04:30:23 UTC All use subject to http://about.jstor.org/terms 586 Journal of Public Administration Research and Theory managerial succession on organizational performance. I will present the Boyne/Dahya theory of managerial succession and test it on the impact of school superintendents on performance. Finally, I will discuss the results and derive implications for theories of managerial succession and the effects of succession on organizational performance. THEORY OF MANAGERIAL SUCCESSION There is little public administration literature that looks specifically at how managerial succession affects organizational performance. Numerous scholars have addressed managerial change in some form, however. McGregor (1974) studies the issue of mobility of career bureaucrats through the civil service organization. Goodman (1982) views managerial change as elusive, something that cannot be clearly or accurately tested. O'Toole and Meier (2002) look at organizational stability, but they do not explicitly address the impact of managerial change. They argue that organizational stability leads to more efficient functioning. In short, the research questions in this article have not been expressly addressed in any of these bodies of literature. The primary work available on the effects of managerial succession on organizational performance is Boyne and Dahya (2002). The premise of the theoretical model they develop is that "the motives of chief executives, the means at their disposal, and the opportunities available" (Boyne and Dahya 2002, 179) are the primary independent variables that affect performance when management is changed. It is this view of executive succession that I wish to test. Furthermore, I expand the Boyne/Dahya model by exploring whether performance effects differ between internal promotion and an external hire when a top manager is replaced. The assumption most often associated with managerial change is that it occurs because the previous manager was ineffective or inefficient, and that a new manager is assigned to transform the organization. Furthermore, managers of long tenure can ossify, becoming rigid and unadaptable to either the environment or the changing needs of the organization, in which case change is necessary. Others assert that change strategies are industry specific. Lieberson and O'Connor (1972) show that environmental factors, the organization's place within the industry, as well as the industry itself have a greater effect on performance than does leadership. Some studies seem to contradict Lieberson and O'Connor's findings. Weiner and Mahoney (1981) examine manufacturing companies and find that leadership explained 44 percent of the variance in profit. Others have found similar effects of leadership. For example, Thomas (1988) looks at retail and finds that leadership explained 51 percent of the profit variance. If leaders or managers make up such a substantial portion of the variance in performance indicators, then changing those leaders ought to have an effect on this variance.

Exploring predictors of alternative job changes

Abstract: Previous studies have found that the variables that predict employee turnover vary considerably across situations. This lack of consistency may reflect limitations imposed by viewing turnover only as a decision to leave a current job. The variables that predict turnover may depend on the type of job change that an employee makes after leaving. This study explored which variables predicted leaving a job and moving to three alternative types of job change. The results show that different variables predicted employee moves to a new type of job in the same organization, the same job in a different organization, and a different job in a different organization. This supports the concept that turnover may be better modelled as a decision not only to leave a job, but also to move to a different work situation.

Managing and Measuring Employee Performance

Abstract: Introduction Part I: Understanding performance management 1 Introduction: the evolution of performance management The evolution of performance management 2 Theoretical perspectives on managing performance What is organizational performance? The HRM context of performance management Other influences on the evolution of performance management 3 Performance development versus performance measurement The business benefit perspective on HR practice The performance development/measurement framework Codification of experience -- testing the framework Part II: Evidence from fieldwork and redrawing the performance management map 4 Line manager survey Design and sample for line manager survey Line manager responses to the survey Conclusions from the line manager survey 5 Deepening our understanding through mini case-studies of practice Three contextual themes Five dominant themes around performance management Summary 6 Redrawing the performance management map Redefining performance management realities The antecedents for current performance management realities 7 The secrets of the world's most admired companies - how they implement performance management Key success factors Summary Part III: Managing and measuring performance: a guide to implementing a balanced approach 8 Understanding the foundations of integrated performance management The performance management cycle Designing integrated performance management Performance management building blocks 9 Organizational story: integrated performance management at Motorola Description of performance management at Motorola Linking talent management to performance management 10 Planning performance and measurement-based approaches Linking the strategy to what people do Measures and measurement-based approaches Trying to balance measurement and development approaches 11 Organizational story: measuring capability at BAT The leadership pipeline at BAT Measuring performance 12 Organizational story: measurement using a balanced scorecard at Lloyds TSB The introduction of the balanced scorecard at Lloyds TSB The performance management process at Lloyds TSB Managing performance versus measuring performance The speed of cultural change 13 Managing performance and development-based approaches How performance management links to development planning Understanding the manager's impact on organizational climate The impact of climate on performance The impact of leadership styles The management capability required to balance development and measurement approaches 14 Organizational story: a focus on development at Belron Climate and leadership styles measurement at Belron The Belron performance management process Development as a KPI (key performance indicator) 15 Organizational story: team-based performance management at the Irish Health Service What is team-based performance management? Key principles of the Irish Health Service scheme The team-based performance management process The key benefits achieved What has been missing? 16 Reviewing and rewarding performance The links between performance review and performance reward -- background The psychology of a good review The nature and implications of performance rating Trust and the links to pay What are organizations paying for -- and with what? The total reward dimension 17 Organizational story: rewarding development 18 Organizational story: paying for contribution within the UK Senior Civil Service The performance management process for the SCS Separating the reward element from performance management 19 Future directions and conclusions Performance measurement: future directions Performance development: future directions Conclusions

Job transfer and influence activities

Abstract: I consider the relationship between workers’ performance measurement errors and the duration of job assignments when workers can engage in influence activities. Job transfer plays a significant role in preventing workers from performing influence activities for private benefit. I show that the difficulty in measuring workers’ performance leads to frequent job transfers, which is consistent with the occupations of bank employee, journalist, and bureaucrat, among others, whose private job performances are difficult to observe.

An Analysis Of The Relationship Between Job Satisfaction, Organizational Culture, And Perceived Leadership Characteristics

Abstract: The purposes of this study were to determine if (a) there is a relationship between job satisfaction, organizational culture, and perceived leadership characteristics at a dualresidential private university based on location, gender, level of education, and length of employment and, (b) to measure those relationships if they were present. Understanding how these areas relate may enhance strategic planning and personnel decisions for leaders within organizations. The population of this study was the 1,478 full-time faculty and staff located on the residential campuses of the participating university. Participants in the study were asked to complete three test instruments: an Employee Demographic Survey, Job Satisfaction Survey (JSS), and the Organizational Description Questionnaire (ODQ). The Employee Demographic Survey was designed by the researcher to collect demographic data from the population. The JSS was designed by Spector (1994) as an instrument to assess an employee’s attitude toward variables such as pay, promotion, supervision, operating procedures, and communication. Designed by Bass and Avolio (1992), the ODQ measures how a member of the organization perceives the organizational culture in terms of transactional or transformational leadership characteristics. Findings indicated that the only statistically significant mean score differences between total scores on the JSS and ODQ occurred when length of employment was the independent variable. Statistically significant correlations were also observed between the mean total JSS score, the ODQ transactional leadership score, and the ODQ transformational leadership score. Further, the scores obtained from the ODQ were used

Factors Influencing the Inflation of Task Performance Ratings for Workers With Disabilities and Contextual Performance Ratings for Their Coworkers.

Abstract: Contrary to many myths regarding their potential performance, workers with disabilities generally receive performance ratings similar to their nondisabled coworkers. However, their ratings possibly may be inflated above their actual performance levels. In a laboratory experiment, we constrained the performance of a worker with a disability to an extremely low level and assessed the effects of helping behavior, presence and type of disability in the worker, and the perceived attributions of controllability of the disability on task performance ratings for the workers with disabilities and on contextual performance ratings for their coworkers. We found that the perception that a worker is not responsible for the onset of a disability and that having any disability, regardless of type, artificially inflates task performance ratings. We also found inflated contextual performance ratings for coworkers who work with persons who are perceived as being responsible for the onset of their own disability.

The Effects of Value Attainment and Cognitive Roles of Budgetary Participation on Job Performance

Abstract: This chapter examines the effects of the value attainment and cognitive roles of budgetary participation on job performance. A structural model consisting of variables such as budgetary participation, job-relevant information, job satisfaction, and job performance is proposed and tested using a survey questionnaire on 70 senior managers, drawn from a cross-section of the financial services sector. Their responses are analyzed using a structural equation modeling (SEM) technique. The results reveal that budgetary participation is positively associated with job-relevant information. These results lend support to the cognitive effect of budgetary participation, which suggests that subordinates participate in the budget setting process to share information. In addition, the results suggest that budgetary participation is positively associated with job satisfaction. These results support the value attainment role of budgetary participation, which increases subordinates’ levels of job satisfaction. Furthermore, the results reveal that there are positive relationships between job-relevant information and job satisfaction, job-relevant information and job performance, and job satisfaction and job performance.

Handbook of organizational citizenship behavior : a review of "good soldier" activity in organizations

Abstract: Conceptualisations of Organisational Citizenship The Circumplex Model and the Future of Organisational Citizenship Research An Integrated View of and a Common Conceptual Space for Employees Extra-Role Behaviours The Construct of Organisational Citizenship Behaviour: Should We Analyse after We Have Conceptualised? Leader-Member Exchange and Contextual Performance: The Mediating Influence of Organisation Based Self Esteem Organisational Citizenship Behaviours as Social Dilemmas: Theoretical and Methodological Developments Measurement and Unit of Analysis A Latent Variable Approach to Rating Source Equivalence: Who Should Provide Ratings on Organisational Citizenship Behaviour Dimensions? A Unit-Level Perspective on Organisational Citizenship Behaviour Prosocial Behaviour and Performance at Three Levels of Analysis: An Integrative Model Antecedents of Organisational Citizenship It's Who I Am: Role Identity and Organisational Citizenship Behaviour of Volunteers The Workplace Social Exchange Network: Its Effect on Organisational Citizenship Behaviour Contextual Performance, Job Satisfaction, and Intent to Leave Work is its own Reward (?): Employee Perceptions About Rewarding Organisational Citizenship Behaviours Motivational Traits and Self-Developing OCB: A Dimensional and Configurational Analysis When Actions Speak as Loudly as Words: Autonomy Support, Psychological Empowerment, and Organisational Citizenship Behaviour And much more.

Does Networking with Colleagues Matter in Enhancing Job Performance

Abstract: The present study empirically investigates the link between network properties and job performance using a sample of 121 middle managers from Beijing, China. The primary objective is to examine how characteristics of the person and the job moderate the effects of networks on self-rated performance. This study contributes to the network literature by investigating both the impact of network characteristics in terms of information accessibility and diversity on job performance and the interaction effects of gender, managerial rank, and functional areas of the ego with the network characteristics.