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.     

A psychological contract perspective on organizational citizenship behavior

This study examined the contribution of the psychological contract framework to understanding organizational citizenship behavior (OCB) using survey data gathered at three measurement points over a three‐year period from 480 public sector employees. Separating perceived contract breach into its two components (perceived employer obligations and inducements), the data suggest that perceived employer obligations explained unique variance in three dimensions of citizenship behavior (helping, advocacy and functional participation) beyond that accounted for by perceived employer inducements. Employees' acceptance of the norm of reciprocity moderated the relationship between employer inducements and the dimensions of advocacy and functional participation. Employees' trust in their employer moderated the relationship between perceived employer obligations and the dimensions of advocacy and functional participation. Contrary to the hypothesis, procedural or interactional justice did not moderate the relationship between employer inducements and OCB. The implications of the findings for psychological contract research are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

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.     

Not all is fair in love and work: coworkers' preferences for and responses to managerial interventions regarding workplace romances

This article proposes a model of coworkers' preferences for and responses to managerial interventions regarding workplace romances (WRs). Specifically, the model examines the antecedents of coworkers' preferences for managerial intervention in WRs and the consequences of whether their preferred intervention is congruent with the actual managerial intervention. According to the model, coworkers' preferences for managerial intervention are influenced by their perceptions of the impact of the WR on the work environment, including perceptions of whether it represents a conflict of interest for the two participants and whether it disrupts the functioning of the work group. These perceptions are affected by factors pertaining to the romance itself, the coworkers themselves, and the organizational context in which the romance occurs. Next, consistent with the organizational justice literature, we propose that coworkers will evaluate the distributive and procedural justice of the managerial intervention according to (a) the congruence between the severity of their preferred managerial action and the severity of the actual managerial action and (b) the congruence between their beliefs about a just process for managerial decision making about WRs and the actual process. Finally, we propose that coworkers who perceive the managerial intervention process and outcomes as unjust will exhibit negative work‐related attitudes (e.g., decreased job satisfaction and organizational commitment) and behavior (e.g., decreased productivity and organizational citizenship behaviors). Implications of the model for future research and organizational practice are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Organizational culture,person–culture fit,and turnover: a replication in the health care industry

This study replicates an earlier study of O'Reilly, Chatman and Caldwell (1991) demonstrating that the level of congruence between an organization's culture and its new employees' value preferences is a predictor of turnover. This replication research was conducted in the health care industry in Belgium. As expected, the congruence between the values of the hospital and nursing recruits' preferred values was predictive of nurses staying with their organization 1 year after congruence was measured. The significance of this replication is discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Employee responses to employment‐relationship practices: The role of psychological empowerment and traditionality

In studying the effect of employment‐relationship practices on employees, research has largely ignored individual differences, both cross‐culturally and within cultures. In this study, the authors examine the moderating effect of middle managers' traditionality, a within‐culture value orientation regarding submission to authority and endorsement of hierarchical role relationships, on their responses to an organization's employee–organization relationship practices. Based on social learning and social exchange theories, the authors expect the more traditional middle managers to respond less positively in terms of their performance and commitment to high levels of expected contributions and the associated psychological empowerment but respond more positively to high levels of offered inducements. Using a sample of 535 middle managers from 40 companies in China, the authors find support for all hypotheses except the moderating effect of traditionality on the relationship between offered inducements and performance. Additional analysis reveals that less‐traditional managers responded to economic rewards (but not developmental rewards) with higher job performance. The paper concludes with a discussion of implications for research and the practice of employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.     

A four-year validation study of an assessment center in a financial corporation

Ratings on 18 assessment dimensions formulated independently by assessors (psychologists and high-level managers), consensus ratings on the same dimensions, and overall assessment ratings were collected for 329 assessees. Two hundred and seventy-four of the assessees were promoted based on their scores obtained in the assessment process. For 240 of these we succeeded in obtaining ratings on two criterion measures over a period of four years. These criterion data were provided by their superiors who were unaware of the scores obtained in the assessment process. Multiple regression analyses were run on the data from all the assessment ratings and criterion measures. The results demonstrated a long-term validity for the assessment center. However, we were not able to discern a consistent pattern of statistically significant differences between the predictive validities of high-level managers and psychologists as assessors. Possibly, the type of criterion measure moderates the predictive validity of managers' and psychologists' ratings. Further, theoretical and practical implications of the findings are discussed.     

The feedback environment: An exploratory study of cue use

This paper examines individuals' theories about cue use in organizations — theories about which of the many cues available in an organization's feedback environment they should use to guide their behavior. It also investigates how these theories vary with increasing organizational experience. The research assesses individual's implicit theories regarding cue use using both open- and closed-ended data collection methods. Results suggest that, regardless of experience, individuals place the most importance on cues from the company and their supervisors. Peer feedback and self-observations were seen as much less important. These results are interesting in light of previous studies showing that the self was the most available, and the organization the least available, source of feedback. With experience, managers appear to learn to emphasize negative over positive feedback, especially from superiors, and to emphasize their peers' actions over their words when a negative message is being conveyed.     

Choosing how to intervene: Factors affecting the use of process and outcome control in third party dispute resolution

The purpose of this study was to examine the impact of three situational variables-time pressure to resolve the dispute, expectation of future relations between disputants and range of impact of the settlement on future conflicts—on a third party's style of managing a dispute. These variables were systematically manipulated in two different case scenarios and presented to respondents in questionnaire form. It was hypothesized that these variables would differentially affect the parties' willingness to exert control over the outcome of the conflict and the process by which the parties attempted to achieve resolution. The predisposition of the respondents to adopt one of four specific third party styles (adversarial intervention, inequisitorial intervention, mediation and providing impetus) was also measured, to determine both overall preference for each style and preference as a function of the independent variables. The results demonstrate that respondents were significantly more likely to employ outcome control strategies when they were under time pressure, when the disputants would not be likely to work together in the future, and when the settlement would have broad impact on the resolution of other disputes. Differences for the two case scenarios were also noted. The disposition to use process control was stronger when the third party did not expect the disputants to interact in the future; the results for time pressure were less clear. Finally, expressed preferences for particular third party styles were consistent with the main effects noted for outcome control, and ambiguous with regard to the effects for process control. Respondents said that they clearly preferred mediation as a third party style, but it is not clear that the parties truly understood mediation versus other forms of dispute management. Implications are drawn for further examination of those factors which predispose managers to use outcome or process control in dispute intervention.     

Visual Strain and Lighting Preferences of VDT Users Under Different Lighting Systems

Lighting influences users’ visual strain and well-being. Therefore creating lighting that ensures visual work conditions do not result in visual fatigue is a preventive activity. The aim of the study was to model different lighting systems for visual display terminal (VDT) work and to determine their influence on users’ visual strain and preferences. The results of the study showed that visual fatigue was lowest for indirect and compound lighting systems. On the other hand, in general, direct lighting realized by “dark-light” luminaires was the most preferred lighting system. Some interesting differences related to age, gender, and VDT work experience were found. On the basis of the obtained results lighting designers can be provided with some guidance.     

Linking the Big Five‐Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator

In this multi‐source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO‐PI‐R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five‐Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright © 2005 John Wiley & Sons, Ltd.     

Deciding on equity or parity: a test of situational,cultural, and individual factors

Previous cross-cultural research in distributive justice has neglected the situational and individual determinants of allocation preferences. This study incorporated the cultural value of Individualism–Collectivism (I–C), situational demands of task interdependence and system goals, and individual achievement motivation to examine their effects on the allocation decisions made by U.S. Americans and Hong Kong Chinese. It was found that the Americans and the Chinese in the study responded to situational demands in a similar fashion, i.e. equity was preferred under circumstances of low interdependence and the productivity goal whereas parity was preferred under circumstances of high interdependence and the solidarity goal. It was also found that in the U.S., I–C had no significant relation with the allocation differential (between the bonus amounts for the highest and the lowest performer), and the achievement motivation interacts with levels of interdependence and with goal priorities; in Hong Kong, both I–C and the achievement motivation related negatively to the allocation differential. Research and managerial implications for international management were discussed. © 1998 John Wiley & Sons, Ltd.     

Public perceptions of design options for new nuclear plants in the UK

An important consideration for any new nuclear build programme is an understanding of the public's viewpoint, as in many countries this can influence the direction of future energy markets. This paper presents a first attempt at understanding public views on the design of new nuclear plants. A survey of 1304 adults in the UK was carried out using a questionnaire developed in this research. The study suggests that the general public are willing and able to express preferences for design aspects of nuclear power plants and that meaningful information can be obtained to inform designers. Responses indicate that public preferences are consistent with current design practice for nuclear power plants. Further analysis reveals that public preferences related to plant design are not influenced strongly by their existing attitudes. Our findings contribute to the literature on the governance of energy supply technologies and the involvement of the public in the innovation process. We argue that involving the public in the design of nuclear power plants is an important aspect of a more transparent, participatory approach intended to improve trust in the governance of future energy supply options.     

Organizational behavior implications of the congruence between preferred polychronicity and experienced work‐unit polychronicity

This research hypothesizes that greater congruence between preferred polychronicity (the extent to which an individual prefers to be involved with several tasks simultaneously) and experienced work‐unit polychronicity (the polychronic behaviors and preferences of the supervisor and co‐workers) will be associated with higher levels of (1) three components of organizational commitment (willingness to exert effort, desire to remain a member of the organization, and belief in and acceptance of organizational goals), (2) the individual's perceived performance evaluation by the supervisor and co‐workers, and (3) the individual's perceived fairness of the performance evaluation. Based on a sample of employed business school graduates, the results indicate that polychronic congruence is significantly related to these variables in the predicted direction. The use of polynomial regression analysis reveals additional characteristics of the relationships that would not have been available from the analysis of squared‐difference scores. The findings support the position that polychronicity and other temporal variables are important factors in organizational research. Copyright © 1999 John Wiley & Sons, Ltd.     

Seeking to improve care for young patients: Development of tools to support the implementation of the CDC Pediatric mTBI Guideline

IntroductionThe Centers for Disease Control and Prevention (CDC) Pediatric Mild Traumatic Brain Injury (mTBI) Guideline was created to help standardize diagnosis, prognosis, and management and treatment of pediatric mTBI. This paper describes the process CDC used to develop educational tools, and a dissemination and implementation strategy, in support of the CDC Pediatric mTBI Guideline.MethodsTwo qualitative data collection projects with healthcare providers who care for pediatric patients were conducted. In-depth interviews were used in both projects. Project One examined healthcare providers' guideline use and dissemination preferences. Project Two assessed perceptions of the CDC Pediatric mTBI Guideline educational tools.ResultsProject One brought to light four key areas related to Guideline usage and dissemination preferences, specifically a need for: (1) partnership with professional medical societies; (2) integration into electronic health records, mobile apps, and websites; (3) development of continuing medical education (CME) opportunities; and (4) dissemination through healthcare system leadership. In Project Two, healthcare providers reported that the CDC Pediatric mTBI Guideline educational tools were well-organized, clear and easy to navigate, and informative. Healthcare providers also requested more information on the Guideline methodology.DiscussionAssessment of pediatric healthcare providers' current use of clinical guidelines and preferences for educational tools yielded important insights that helped inform CDC's dissemination and implementation strategy for the Pediatric mTBI Guideline.Practical applicationsThe findings from these data collection projects can also inform other guideline implementation and dissemination efforts among healthcare providers.     

Person–organization and person–supervisor fits: Employee commitments in a Chinese context

The present study simultaneously examined people's perceptions of person–organization (PO) and person–supervisor (PS) fit and related these perceptions to employees' commitments. Three‐hundred‐and‐sixty employee–supervisor dyads from Taiwanese organizations reported about their PO fit and PS fit perceptions. In addition, supervisors reported about their perceptions of fit and guanxi with each of their employees. Results indicated that PO and PS fit perceptions both had an independent and additive relationship with organizational commitment. The link between employee PS fit perceptions and organizational commitment was mediated by commitment to the supervisor. Both employee and supervisor fit perceptions contributed to commitment to the supervisor through their influence on the quality of the leader‐member exchange (LMX). Guanxi could not explain additional variance in LMX and supervisor commitment. Implications for theory and practices regarding person–environment fit, commitment, and LMX are discussed. The study findings offered suggestions for a new Theory of Multiple Fits. Copyright © 2010 John Wiley & Sons, Ltd.     

Willingness to accept mobility opportunities: Destination makes a difference

Previous research on employee willingness to accept mobility opportunities involving geographic relocation has generally not specified characteristics of potential destination communities. However, studies of employee adjustment following relocation suggest that community characteristics are critical to employee satisfaction. In order to better understand the factors that influence employees' acceptance of mobility opportunities, we investigated differences in both levels and antecedents of willingness to accept mobility opportunities involving relocation between similar communities and relocation between dissimilar communities. Results suggest that employees were particularly reluctant to accept moves between dissimilar communities, and that the role of career factors, community attachment, and location preferences as antecedents varied depending on the specific nature of the mobility opportunity. Implications for research and practice are discussed.     

民航安全信息个体自愿报告意愿的影响因素研究

在前人研究成果的基础上,选择认知水平、同事顾虑、上级领导抵触、利己考虑、集体考虑、系统本身、安全文化7个影响因素,并依据SCASS分类标准,将上报意愿分为6个维度(报告提交经验、航空器不良运行或设备缺陷报告提交意愿、自身违规差错报告提交意愿、空防安全事件或隐患报告提交意愿、执行标准或飞行程序困难事件报告提交意愿、同事发生此类事件报告提交意愿),构建并验证个体自愿上报意愿的影响因素模型。研究发现,各类事件上报意愿分别受到不同的因素影响,其中,认知水平和安全文化对上报意愿起到正向影响,其他影响因素起到负向影响。本研究为民航单位针对性提高员工上报意愿提供理论指导。     

They don't want to be temporaries: similarities between temps and core workers

This study investigated the impact of employment status (temporary/regular) on the employee–organization relationship in samples from two firms employing both temps (n = 234) and regular or core (n = 204) workers. Temps and regular workers held similar beliefs regarding the nature of their employment relationship. However, among those temps for whom temporary work was their preferred status, the employment relationship was less socioemotional and more economic than was the case for other workers. When these temps preferred regular employment, their relationships were high socioemotional and low economic, comparable with that of core workers. A employee–organization relationship high on socioemotional terms was positively related to satisfaction with the organization, an attitude which in turn mediated the relationship between employment relationship and employees' performance and civic virtue behaviors (behaviors as assessed by their supervisors). Copyright © 2007 John Wiley & Sons, Ltd.     

Lifting technique and abdominal belt usage: a biomechanical, physiological and subjective investigation

Some 10 male subjects carried out a repetitive lifting task for 15 min under four conditions on separate days. Subjects used either a squat lifting or a stoop lifting technique with or without an abdominal belt on each day. Measurements of spinal shrinkage, heart rate, perceived exertion and regional body pain were made under each condition. Although there was a significant difference in spinal shrinkage under all lifting conditions compared with shrinkage during 15 min of quiet standing (4.36 ± 2.24 vs. 1.13 ± 1.18 mm), there were no significant differences in shrinkage between the conditions. The subjects' heart rates were higher during the squat lift than the stoop lift (123 vs. 97 beats/min; p < 0.001). While the squat lift was perceived to be the safest lift by 90% of the subjects, 60% regarded this lift as the least preferred method (with or without the belt). Although all 10 subjects perceived the safest lifting method to involve the use of the belt, 50% rated the belt as their least preferred lifting condition. The findings cast doubt on the efficacy and acceptability of both abdominal belts and the practice of training workers in ‘safe’ lifting techniques and indicate that individual characteristics and preferences need to be considered when attempting to improve the safety of manual handling operations in industry.