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A review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes? 下载免费PDF全文
In this paper, we review the growing literature on perceived diversity in teams. We aim to clarify the construct of perceived diversity and organize the findings in this emergent line of research. To do so, we develop a framework integrating research emerging on perceived diversity from across several different research fields. We propose that the nature of perceived diversity and its effects can be best understood by identifying the focal point of the diversity perceptions being studied: perceptions of self‐to‐team dissimilarity, of subgroup splits, and of group heterogeneity. Our review concludes that perceived self‐to‐team dissimilarity and perceived subgroup splits mostly have been linked to negative effects for individuals and groups, whereas perceived group heterogeneity has been shown to exert both positive and negative effects on group outcomes. Our review also draws attention to the problem that research on perceived diversity varies not only in definitions and conceptualizations, but also in the methodological approaches towards operationalizing perceived diversity. We conclude by discussing potential areas for future research. Copyright © 2014 John Wiley & Sons, Ltd. 相似文献
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George C. Banks John H. Batchelor Anson Seers Ernest H. O'Boyle Jr. Jeffrey M. Pollack Kim Gower 《组织行为杂志》2014,35(2):273-295
Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
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《生命与灾害》2014,(10)
<正>2013年的9月21日是我国第十三个全民国防教育日,上海市也在这天组织开展了人民防空警报试鸣。在之前的9月18日,我们这些在校的中小学生也已经开展了紧急疏散的演习。事实上,当灾难来临时,紧急的疏散是很重要的。也就是说,这些平时的演习也应当受到人们的重视。当然,在演习之前,各部门首先会做好一系列的准备工作。例如,打开安全出口的门,清空在安全出口门前堆放的垃圾或者是楼道内的垃圾,同时也会向每家每户传达演习的时间,做好充分的准备。但是,如果真正的灾难来临时,是没有那么多"准备"工作可做的。那时候,在没有这些"准备"的情况下,人们必定会乱了阵脚从而无法安全地逃生,导致重大的伤亡与损失。 相似文献
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This study seeks to advance our understanding of the leadership consequences that may ensue when supervisors and their teams have similar versus differing orientations toward the past. Integrating a leader–team fit perspective with functional leadership theory, we cast incongruence between supervisor and team past temporal focus as a key antecedent of supervisors' active (i.e., task-oriented and relationship-oriented) and passive (i.e., laissez-faire) leadership behaviors toward the team. We tested our hypotheses in a team-level study that included a field sample of 84 supervisors and their teams using polynomial regression and response surface analyses. Results illustrated that supervisors demonstrated more task-oriented and relationship-oriented leadership when supervisors' and their team's past temporal focus were incongruent rather than aligned. Furthermore, in situations of supervisor–team congruence, supervisors engaged in less task-oriented and relationship-oriented leadership and more laissez-faire leadership with higher (rather than lower) levels of supervisor and team past temporal focus. In sum, these findings support a complex (mis)fit model such that supervisors' attention to the past may hinder their productive leadership behaviors in some team contexts but not in others. Hence, this research advances a novel, multiple-stakeholder perspective on the role of both supervisors' and their team's past temporal focus for important leadership behaviors. 相似文献
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