Sociometric and ability-based assignment to work groups: Some implications for personnel selection

We conducted a longitudinal field experiment to examine whether sociometric and ability-based assignment methods have different effects on multiple outcomes. We assigned subjects (N = 258) to sociometric or ability-based conditions, and assembled them into three-person workgroups. Subjects in the sociometric condition chose their own workgroup members; we assigned subjects in the ability-based condition to groups on the basis of ability. The results show that sociometric workgroups report higher levels of communication, coordination, peer ratings, group cohesion, and job satisfaction than workgroups in the ability-based condition. In addition, the results indicate that organizational forces tended to equalize the influence of ability on performance.     

The politics of leadership: The relationship between task-people leadership and subordinate influence

The purpose of the present research was to investigate the political nature of leadership by examining the association of the task-people leadership approach with strategies used by subordinates to influence their superiors. Forty-eight faculty members (31 males and 17 females) from a school of higher education completed the T-P Leadership Questionnaire and Profile of Organizational Influence Strategies. Reponses were analyzed using Pearson product-moment correlations. The results indicated that as perceived task-centered leadership increased, employees reported a significantly greater use of bargaining, assertiveness, higher authority, and coalition as strategies to influence their superiors. The relationships were observed only during second influence attempts. Further, it was observed that as the perceived level of people-centered leadership behavior rose, subordinates reported a significantly decreased use of bargaining and higher authority as influence strategies during first influence attempts. The findings are discussed in terms of the reciprocal and political character of managerial- subordinate relationships.     

The contexts of knowing: natural history of a globally distributed team

The focus of this paper is cognitive convergence in a globally distributed team (GDT), defined as the process by which cognitive structures of distributed team members gradually become more similar over time. To explore the convergence process, we employed a longitudinal, ethnographic research strategy that allowed us to follow a naturally occurring GDT over a 14‐month period, producing a rich case study portraying factors and processes that influence convergence. Confirming previous studies, we find that increases in shared cognition alone are not sufficient to account for performance gains on a GDT. Rather, it may be necessary not only to increase the sharing of cognition, but also to reverse a pattern of increasing divergence that can result from rejection of key knowledge domains. We also found that several factors influence the process of cognitive convergence beyond direct knowledge sharing. These include: separate but parallel or similar learning experiences in a common context; the surfacing of hidden knowledge at remote sites by third‐party mediators or knowledge brokers; and shifts in agent self‐interest that motivate collaboration and trigger the negotiation of task interdependence. Also relevant to cognitive convergence on a GDT is the geographical distribution pattern of people and resources on the ground, and the different ways in which leaders exploit the historical, cultural and linguistic dimensions of such distribution to further their own political agendas. Several propositions related to these observations are suggested. We conclude that GDTs can be effective in bringing together divergent points of view to yield new organizational capabilities, but such benefits require that leaders and members recognize early and explicitly the existence and validity of their differences. Copyright © 2004 John Wiley & Sons, Ltd.     

The trainer-trainee interaction: An attributional model of training

Training research is often criticized for being atheoretical. Further, the research has typically ignored the role of the trainer. We present a model that applies attribution theory to the training process with a focus on the attributions that trainers make for trainee behavior and their implications for training effectiveness. The impact of trainees own attributions is also discussed. The model indicates how characteristics of both trainers and trainees can influence the attributional processes. Researchable propositions are presented in conjunction with the major points.     

Effects of passengers on bus driver celeration behavior and incident prediction

PROBLEM: Driver celeration (speed change) behavior of bus drivers has previously been found to predict their traffic incident involvement, but it has also been ascertained that the level of celeration is influenced by the number of passengers carried as well as other traffic density variables. This means that the individual level of celeration is not as well estimated as could be the case. Another hypothesized influence of the number of passengers is that of differential quality of measurements, where high passenger density circumstances are supposed to yield better estimates of the individual driver component of celeration behavior. METHOD: Comparisons were made between different variants of the celeration as predictor of traffic incidents of bus drivers. The number of bus passengers was held constant, and cases identified by their number of passengers per kilometer during measurement were excluded (in 12 samples of repeated measurements). RESULTS: After holding passengers constant, the correlations between celeration behavior and incident record increased very slightly. Also, the selective prediction of incident record of those drivers who had had many passengers when measured increased the correlations even more. CONCLUSIONS: The influence of traffic density variables like the number of passengers have little direct influence on the predictive power of celeration behavior, despite the impact upon absolute celeration level. Selective prediction on the other hand increased correlations substantially. This unusual effect was probably due to how the individual propensity for high or low celeration driving was affected by the number of stops made and general traffic density; differences between drivers in this respect were probably enhanced by the denser traffic, thus creating a better estimate of the theoretical celeration behavior parameter C. The new concept of selective prediction was discussed in terms of making estimates of the systematic differences in quality of the individual driver data.     

Career communities: a preliminary exploration of member‐defined career support structures

This paper explores the concept of career communities: social structures that provide career support and frequently transcend the boundaries of any single organization. The theoretical background notes the convergence of a number of different perspectives from both career development and organization studies, pertaining to the social contextualization of careers. The methodology involved eliciting expressions of the (individual) subjective career from the members of three potential career communities, and then exploring (communal) inter‐subjective interpretations in focus groups. Our results suggest that career communities typically involve a hybrid of types rather than any one pure type. Preliminary support is found for the view that career communities facilitate career support, sensemaking and learning. The results invite further research into career communities and have implications for organizational behavior and human resource management, suggesting greater appreciation of the extra‐organizational as well as intra‐organizational communities in which careers develop. Copyright © 2004 John Wiley & Sons, Ltd.     

Actual and perceived social norms of children’s road crossing behavior

This study compared the actual and perceived social norms regarding road crossing behaviors, and aimed at uncovering a misperception of group norms. The basic notion underlying the study was that if children perceived the behaviors and attitudes of their friends regarding road crossing as more negative than they actually are, this might lead the children to adopt riskier behavior when crossing the road. The participants were comprised of 123 elementary school children (ages from 6 to 13; 78 boys - 65% and 42 girls - 35%) from Beitar-Ilit, a religious city in Israel. A questionnaire especially constructed for the study was administered to the participants. A t-test yielded a significant difference between the child’s own attitudes score and the perceived peers’ attitudes score. On average, children perceive their friends’ attitudes with regard to road crossing behaviors as being more negative compared to their own attitudes. A second t-test yielded a significant difference between the child’s own behavior score and the perceived peers’ behavior score. Children perceived the road crossing behavior of their friends as riskier relative to their own crossing behavior. A regression test revealed that the variables, perceived peers’ attitudes and perceived peers’ behaviors, contributed significantly to the explained variance: the more risky the perceived peers’ attitudes and behaviors with regard to road crossing, the more risky the child’s own behavior when crossing the road. It is hoped that an interventional educational program based on positive norms in the social group will encourage children to exhibit safe behavior in the roads.     

施工组织非正式网络结构特征与组织安全行为的关系研究

为了提升建筑施工安全管理水平,从社会网络的视角分析了施工组织非正式网络的结构特征对组织安全行为的影响关系,构建了施工组织非正式网络结构特征、安全沟通和组织安全行为的理论模型,实证分析了91个施工组织非正式网络的结构特征,使用多层回归分析的方法验证了上述模型。结果表明:网络密度对组织安全行为有显著正向影响,安全沟通在密度与组织安全行为的关系中起到了部分中介作用;出度中心势对组织安全行为有显著正向影响,安全沟通起到了完全中介作用;入度中心势对组织安全行为没有显著影响,安全沟通没有起到中介作用;中间中心势对组织安全行为没有显著影响,安全沟通没有起到中介作用;平均路径长度对组织安全行为有显著负向影响,安全沟通起到了完全中介作用;聚类系数对组织安全行为有显著正向影响,安全沟通起到了完全中介作用。     

The effect of first aid training on Australian construction workers' occupational health and safety motivation and risk control behavior

METHOD: A 24-week experiment was conducted to assess how first aid training affects the motivation of small business construction industry employees in avoiding occupational injuries and illnesses and its effect on their occupational health and safety behavior. A simplified multiple baseline design across workplace settings was used to evaluate the effects of first aid training. Participants' motivation to control occupational safety and health risks was explored during in-depth interviews before and after receipt of first aid training. Objective measurement of occupational safety and health behavior was conducted by a researcher directly observing the workplace before and after participants received first aid training. RESULTS: The observations at participants' worksites suggested that, for the most part, the first aid training had a positive effect on the occupational safety and health behavior of participants. First aid training appeared to reduce participants' "self--other" bias, making them more aware that their own experience of occupational safety and health risks is not beyond their control but that their own behavior is an important factor in the avoidance of occupational injury and illness. First aid training also appeared to reduce participants' willingness to accept prevailing levels of occupational safety and health risk and increase the perceived probability that they would suffer a work-related injury or illness. Participants expressed greater concern about taking risks at work after receiving first aid training. IMPACT ON INDUSTRY: It appears that first aid training enhances participants' motivation to avoid occupational injuries and illnesses and improves their risk control behavior. The implications of this are that first aid training can have a positive preventive effect and could complement traditional occupational health and safety training programs. As such, there may be benefit in providing first aid training to all employees rather than limiting this training to a small number of designated "first aiders."     

Political behaviors as moderators of the perceptions of organizational politics—work outcomes relationships

This study investigates the complexities involved in the relationships between perceptions of politics and work outcomes by examining the effects of political behavior on that relationship. More specifically, we suggest that political behavior may serve as a form of control or as a mechanism for coping with highly political organizational environments perceived by individuals to be aversive. As such, we propose moderating roles of self‐promotion and ingratiation on the relationships between perceptions of politics and the work outcomes of satisfaction with job in general, satisfaction with supervision, and intent to leave. It was hypothesized that increased exercise of self‐promotion and ingratiation behaviors would mitigate the negative effects of perceptions of organizational politics on those specific outcomes. Hypotheses were supported for the proposed relationships between self‐promotion and two of the work outcomes: satisfaction with supervision and intent to leave. Significant effects were also found for ingratiation; however, they were opposite to those proposed for the perceptions of organizational politics–intent to leave relationship. Implications of results and areas for future research are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Employee influence on decisions: An analysis

Attitude data from a national sample of 2300 working adults are reported. The data show that employees feel they should have more influence on a number of decisions. This feeling is stronger for decisions affecting how their job is done, than for matters of corporate policy and personnel decisions. However, it is in the policy and personnel areas that they perceive the greatest discrepancy between the amount of influence they presently have and the amount of influence they feel they should have. Older, better educated, and higher-paid respondents felt they should have more influence on all decisions. The implications of these findings for the Quality of Work Life movement were considered. The data suggest a favourable future climate for certain types of employee influence/Quality of Work Life projects.     

Software tools to support incident reporting in safety-critical systems

Incident reporting systems are playing an increasingly important role in the development and maintenance of safety-critical applications. The perceived success of the FAA's Aviation Safety Reporting System (ASRS) and the FDA's MedWatch has led to the establishment of similar national and international schemes. These enable individuals and groups to report their safety concerns in a confidential or anonymous manner. Unfortunately, many of these systems are becoming victims of their own success. The ASRS and MedWatch have both now received over 500,000 submissions. In consequence, the administrators of incident reporting systems increasingly rely upon software tools to support the administration of their systems. In the past, these systems have relied upon ad hoc applications of conventional database technology. However, there are several reasons why this technology is inadequate for many large-scale reporting schemes. In particular, the problems of query formation often result in poor precision and recall. This, in turn, has profound implications for safety-critical applications. Users may fail to identify similar incidents within national or international collections. These ad hoc approaches also neglect the opportunities provided by recent developments in computer assisted interviewing and in the monitoring of retrieval activities to build models of user behavior. These techniques offer a number of potential benefits. For instance, it is possible to automatically detect potential biases in the way that investigators analyze particular incidents.     

Parsing organizational culture: How the norm for adaptability influences the relationship between culture consensus and financial performance in high‐technology firms

The relationship between organizational culture and financial performance remains elusive even though researchers have studied it for some time. Early research suggested that a strong culture that aligns members' behavior with organizational objectives boosts financial performance. A more recent view is that, because strong cultures promote adherence to routines and behavioral uniformity, they are less effective in dynamic environments. We suggest that the relationship between culture and performance can be reconciled by recognizing that culture encompasses three components: (1) the content of norms (norm content); (2) how widely members agree about norms (culture consensus); and (3) how intensely organizational members hold particular norms (norm intensity). We hypothesize that “strong cultures”—where a high consensus exists among members across a broad set of culture norms—can contribute to better financial performance even in dynamic environments if norm content intensely emphasizes adaptability. We test this hypothesis in a sample of large firms in the high‐technology industry. Firms characterized by higher culture consensus and intensity about adaptability performed better three years later than did those characterized by lower consensus, lower intensity about adaptability, or both. We discuss how parsing culture into content, consensus, and intensity advances theoretical and empirical understanding of the culture–performance relationship. Copyright © 2014 John Wiley & Sons, Ltd.     

Relative power and influence strategy: the effects of agent/target organizational power on superiors' choices of influence strategies

The present study examined superiors' tendency to utilize different top–down influence strategies according to their evaluation of their own power relative to that of their subordinates. Four hundred and fifty‐five subordinates (schoolteachers) from different schools described the extent to which their superiors used each item of the influence strategy questionnaire to influence them, while their immediate superiors evaluated superior's power and subordinate's power. Overall, superiors tended to use soft and rational strategy more often than hard strategy. However, regarding the parameter of relative power, the results indicated that the agent's power, as well as the target's power, affected the superior's choice of particular influence strategy. The results suggest that power should be discussed in relative rather than absolute terms. Copyright © 2001 John Wiley & Sons, Ltd.     

Can dissimilarity lead to positive outcomes? The influence of open versus closed minds

Social identity theory and self‐categorization theory have usually been interpreted to suggest that demographic dissimilarity will negatively influence employee outcomes. However, inconsistent with this interpretation, positive and neutral relationships between demographic dissimilarity and employee outcomes have also been documented in some instances for women and minority employees. It is argued here that the influence of demographic dissimilarity on the attitudes of women and minority employees is moderated by their level of dogmatism, which influences whether they view sex‐ and race‐based status hierarchies in organizations as legitimate. Data from a survey shows that the influence of demographic dissimilarity on the organization‐based self‐esteem of employees, their level of trust in their peers and their attraction towards their peers is positive for individuals with higher level of dogmatism and negative for individuals with lower level of dogmatism. Copyright © 2003 John Wiley & Sons, Ltd.     

Managing relationship conflict and the effectiveness of organizational teams

Past research has revealed that team effectiveness and satisfaction suffer when teams experience relationship conflict—conflict related to interpersonal issues, political norms and values, and personal taste. This study examined how teams should respond to these conflicts. Three types of conflict responses were studied: collaborating responses, contending responses, and avoiding responses. A field study involving a heterogeneous sample of teams performing complex, non‐routine task showed that collaborating and contending responses to relationship conflict negatively relate to team functioning (i.e., voice, compliance, helping behavior) and overall team effectiveness, while avoiding responses were associated with high team functioning and effectiveness. It is suggested that collaborating and contending responses to relationship conflict distract team members from their tasks, while avoiding responses appear more functional in that they allow team members to pursue task performance. Copyright © 2001 John Wiley & Sons, Ltd.     

Two roads to effectiveness: CEO feedback seeking,vision articulation,and firm performance

Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.     

Social value orientation,organizational goal concerns and interdepartmental problem‐solving behavior

In a study of 11 organizations among 120 manufacturing, planning and sales employees, support was found for the hypothesis that a prosocial value orientation—as a personality trait—increases the likelihood that employees show a high concern for the goals of other departments. This concern, combined with a high concern for own goals, furthermore appeared to increase the likelihood of problem‐solving behavior during interdepartmental negotiations. Measures of goal concerns were attained, firstly, by asking employees how important they found six specific organizational goals and, secondly, by assessing which goals were found most important by members of which department. The results of this study suggest that problem solving can be induced by selecting or developing prosocial employees, because a prosocial value orientation increases the likelihood of having broad role orientations, in which employees not only care for goals characteristic of their own department, but also for goals of other departments. Copyright © 2002 John Wiley & Sons, Ltd.