The authors present an empirical review of the literature concerning trait and state goal orientation (GO). Three dimensions of GO were examined: learning, prove performance, and avoid performance ...along with presumed antecedents and proximal and distal consequences of these dimensions. Antecedent variables included cognitive ability, implicit theory of intelligence, need for achievement, self-esteem, general self-efficacy, and the Big Five personality characteristics. Proximal consequences included state GO, task-specific self-efficacy, self-set goal level, learning strategies, feedback seeking, and state anxiety. Distal consequences included learning, academic performance, task performance, and job performance. Generally speaking, learning GO was positively correlated, avoid performance GO was negatively correlated, and prove performance GO was uncorrelated with these variables. Consistent with theory, state GO tended to have stronger relationships with the distal consequences than did trait GO. Finally, using a meta-correlation matrix, the authors found that trait GO predicted job performance above and beyond cognitive ability and personality. These results demonstrate the value of GO to organizational researchers.
Research examining the influence of nonwork issues on work-related outcomes has flourished. Often, however, the breadth of the interrole conflict construct varies widely between studies. To determine ...if the breadth of the interrole conflict measure makes a difference, the current study compares the criterion-related validity of scores yielded by a work—nonwork conflict scale and those yielded by a work—family conflict scale using active-duty U.S. Army soldiers stationed in Germany and Italy with spouses and/or children and without spouses or children. Results demonstrated that the two constructs are related but distinct. In addition, work—family conflict had a stronger relationship with job satisfaction and turnover intentions for employees with a spouse and/or children than for single, childless employees, whereas work—nonwork conflict had a stronger relationship with these outcomes for single, childless employees than for employees with a spouse and/or children.
Performance appraisals have traditionally been directed at individuals, serving either an administrative or developmental purpose. They may serve a role definition purpose as well. This study sought ...to identify and more broadly define the purposes of performance appraisals to include this role definition purpose. Furthermore, this study examined purposes of performance appraisals as perceived by the role incumbent, as opposed to the stated organizational purposes. The relationships between these perceived purposes with several attitudinal outcomes, including satisfaction with the performance appraisal, job satisfaction, affective commitment, and role ambiguity, are reported. Data from 599 retail service employees were used to test the hypothesized relationships. Results suggested support for a model consisting of three performance appraisal purposes having differential relationships with the outcomes examined, suggesting the purpose of the performance appraisal may influence ratees' perceptions of and attitudes toward their jobs.
Portrayals of F.W. Taylor across textbooks Payne, Stephanie C; Youngcourt, Satoris S; Watrous, Kristen M
Journal of management history,
10/2006, Letnik:
12, Številka:
4
Journal Article
Recenzirano
Purpose - To conduct a content analysis of the portrayal of Frederick W. Taylor in management and psychology textbooks to reveal differences both within and across disciplines.Design methodology ...approach - Forty-four textbooks from six sub-disciplines within management and psychology were content analyzed for the amount and accuracy of the material presented about Taylor and the extent to which key terms were included in these descriptions.Findings - The data show that more information is provided in the management texts and the majority of the information conveyed across disciplines appears accurate.Research limitations implications - Not all textbooks were examined within all sub-disciplines within management or psychology or all sub-disciplines to which Taylor ostensibly contributed. Future research is needed to determine why Taylor is portrayed differently across texts.Practical implications - Results have important teaching implications as they reveal how accurately textbooks portray one controversial historical figure and what students are learning. Students might be encouraged to consult original sources and information beyond the text. Textbook authors should be held accountable for the accuracy of the information in their texts and may find the comparison information informative. Instructors may find the results useful when selecting a new text.Originality value - This paper depicts variability in how historical figures are depicted in textbooks, which is an important part of management history education.
To provide the most value to an organization, individuals must focus efforts on those outputs that have maximum value to the organization. However, the realities of the workplace are that information ...about performance and how individuals can add value to an organization is complex; that is, determining which activities to focus on is a fairly complex task because such information is nonlinear, whereby the importance of a certain activity may change depending on the level of performance at any given time. This article empirically examines whether providing complex, nonlinear feedback that reflects the complexities of the real world will result in a change in work outputs that reflect these nonlinearities. This article assesses whether employees can and do use complex feedback that reflects the complexity of the real world in the intended ways. In addition, this article examines whether individuals use feedback that includes priority information beyond feedback that reports on simple relative importance. Data were analyzed from 9 work units for time periods averaging a little over a year. Results indicate that, as predicted, when individuals have access to both complex, nonlinear priority information and simple, linear relative importance information, individuals can and do use the complex data in the intended way. PUBLICATION ABSTRACT
Although organizational decision-makers are turning toward 'family-friendly' policies to reduce employee work-family strain, the usefulness of such policies, as well as perceptions of their ...availability, remains unclear. Thus, we examined both perceived availability of family-friendly programs as well as the actual usage of such programs for minimizing work-family conflict. Data from the Work and Family Services for Law Enforcement Personnel in the United States study (Delprino, O'Quinn & Kennedy, 1995) were used from 866 married police officers. Results showed that work stress was positively related to work-family conflict. Furthermore, whereas no relationship between program usage and work-family conflict emerged, there was both a direct negative relationship between program availability and work-family conflict and family-friendly policy availability moderated the relationship between work stress and work-family conflict. Adapted from the source document.
To provide the most value to an organization, individuals must focus efforts on those outputs that have maximum value to the organization. However, the realities of the workplace are that information ...about performance and how individuals can add value to an organization is complex; that is, determining which activities to focus on is a fairly complex task because such information is nonlinear, whereby the importance of a certain activity may change depending on the level of performance at any given time. This article empirically examines whether providing complex, nonlinear feedback that reflects the complexities of the real world will result in a change in work outputs that reflect these nonlinearities. This article assesses whether employees can and do use complex feedback that reflects the complexity of the real world in the intended ways. In addition, this article examines whether individuals use feedback that includes priority information beyond feedback that reports on simple relative importance. Data were analyzed from 9 work units for time periods averaging a little over a year. Results indicate that, as predicted, when individuals have access to both complex, nonlinear priority information and simple, linear relative importance information, individuals can and do use the complex data in the intended way.
Research in the work-life area has typically concerned individuals' assessments of their own conflict. The current study went beyond this by examining supervisor assessments of employee conflict and ...how they relate to the support given to employees. This support, traditionally measured using a unidimensional measure of support, was measured with a multidimensional measure that differentiates eight separate forms of support, including listening, emotional, emotional challenge, reality confirmation, task appreciation, task challenge, tangible assistance, and personal assistance support. Additionally, the amount of personal contact between the supervisor and the employee and the extent to which the supervisor likes the employee were examined as potential moderators of the relationship between supervisor assessments and the support given. Further, employee satisfaction with supervisor support, as well as the potential moderating role of the need for support on the relationship between the provided support and the employee's satisfaction with the support, were explored. Finally, employee satisfaction with the eight forms of support and subsequent outcomes (i.e., subsequent work-life conflict, job satisfaction, turnover intentions, organizational commitment, and job performance) as they relate to the provided support were examined. Data were collected from 114 pairs of employees and supervisors. Employees were assessed at two time periods two weeks apart whereas supervisors were assessed at one time period, within five days of the employee's first time period. Results showed that supervisor assessments of employee work-life conflict were either unrelated or negatively related to the eight forms of support. Additionally, it appears that when supervisors perceived employees as having a high degree of work-to-life conflict, they provided relatively high and relatively equal amounts of emotional challenge and reality confirmation support to employees regardless of how much they liked them. When supervisors perceived employee work-to-life conflict as being low, however, they provided significantly more emotional challenge and reality confirmation support when they liked the employee as opposed to when they did not like the employee. Furthermore, the relationship between emotional challenge support and job satisfaction was mediated by satisfaction with emotional challenge support, the relationship between task appreciation support and affective commitment was mediated by satisfaction with task appreciation support, and the relationship between task appreciation support and job satisfaction was mediated by satisfaction with task appreciation support. Finally, when emotional challenge support was provided, greater levels of support led to greater employee satisfaction, especially if there was a need for the support. However, when reality confirmation support was provided, employees were less satisfied with the support when a large amount of support was provided and the employees' need for support was low.
Research in the work-life area has typically concerned individuals' assessments
of their own conflict. The current study went beyond this by examining supervisor
assessments of employee conflict and ...how they relate to the support given to employees.
This support, traditionally measured using a unidimensional measure of support, was
measured with a multidimensional measure that differentiates eight separate forms of
support, including listening, emotional, emotional challenge, reality confirmation, task
appreciation, task challenge, tangible assistance, and personal assistance support.
Additionally, the amount of personal contact between the supervisor and the employee
and the extent to which the supervisor likes the employee were examined as potential
moderators of the relationship between supervisor assessments and the support given.
Further, employee satisfaction with supervisor support, as well as the potential
moderating role of the need for support on the relationship between the provided support
and the employee's satisfaction with the support, were explored. Finally, employee
satisfaction with the eight forms of support and subsequent outcomes (i.e., subsequent
work-life conflict, job satisfaction, turnover intentions, organizational commitment, and
job performance) as they relate to the provided support were examined. Data were collected from 114 pairs of employees and supervisors. Employees were assessed at two
time periods two weeks apart whereas supervisors were assessed at one time period,
within five days of the employee's first time period. Results showed that supervisor
assessments of employee work-life conflict were either unrelated or negatively related to
the eight forms of support. Additionally, it appears that when supervisors perceived
employees as having a high degree of work-to-life conflict, they provided relatively high
and relatively equal amounts of emotional challenge and reality confirmation support to
employees regardless of how much they liked them. When supervisors perceived
employee work-to-life conflict as being low, however, they provided significantly more
emotional challenge and reality confirmation support when they liked the employee as
opposed to when they did not like the employee. Furthermore, the relationship between
emotional challenge support and job satisfaction was mediated by satisfaction with
emotional challenge support, the relationship between task appreciation support and
affective commitment was mediated by satisfaction with task appreciation support, and
the relationship between task appreciation support and job satisfaction was mediated by
satisfaction with task appreciation support. Finally, when emotional challenge support
was provided, greater levels of support led to greater employee satisfaction, especially if
there was a need for the support. However, when reality confirmation support was
provided, employees were less satisfied with the support when a large amount of support
was provided and the employees' need for support was low.
Thesis (Ph. D.)--Texas A&M University, 2005.
"Major Subject: Psychology" Title from author supplied metadata (automated record created on Apr. 14, 2006.) Vita. Abstract. Includes bibliographical ...references.
