Investigating the Uniqueness and Usefulness of Proactive Personality in Organizational Research: a Meta-Analytic Review Matthias Spitzmuller Queens University
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Proactive Socialization Tactics, Citizenship and Counterproductive Work Behaviors Ozgun Burcu Rodopman University of South Florida
University of South Florida Scholar Commons Graduate Theses and Dissertations Graduate School 2009 The oler of proactivity during organizational entry: Proactive socialization tactics, citizenship and counterproductive work behaviors Ozgun Burcu Rodopman University of South Florida Follow this and additional works at: http://scholarcommons.usf.edu/etd Part of the American Studies Commons Scholar Commons Citation Rodopman, Ozgun Burcu, "The or le of proactivity during organizational entry: Proactive socialization tactics, citizenship and counterproductive work behaviors" (2009). Graduate Theses and Dissertations. http://scholarcommons.usf.edu/etd/2170 This Dissertation is brought to you for free and open access by the Graduate School at Scholar Commons. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Scholar Commons. For more information, please contact [email protected]. The Role of Proactivity during Organizational Entry: Proactive Socialization Tactics, Citizenship and Counterproductive Work Behaviors by Ozgun Burcu Rodopman A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy Department of Psychology College of Arts and Sciences University of South Florida Major Professor: Paul Spector, Ph.D. Walter C. Borman, Ph.D. Carnot Nelson, Ph.D. Joseph Vandello, Ph.D. Chu-Hsiang Chang, Ph.D. Date of Approval: July 6, 2009 Keywords: performance, organizational socialization, newcomer adjustment, justice, personal initiative ©Copyright 2009, Ozgun Burcu Rodopman Dedication For my wonderful parents, Mualla and Kudret, as always… Acknowledgements I am indebted to many people in the completion of this research and for my success in graduate school. First and foremost, I would like to thank my dear advisor, Dr. -
Strategy and Strategic Management 1
CHAPTER STRATEGY AND STRATEGIC MANAGEMENT 1 For the past decade, Texas Health has been executing a strategic plan called the Ascent to the Summit. As the organization nears the end of that climb with a stronger strategic footing in place, the THR Promise continues to unify and strengthen us as we move into a journey toward becoming a high-reliability organization transforming the way healthcare is delivered. In the past decade, Texas Health has shifted from an acute care hospital company to an integrated health system. In 2009, Texas Health Physicians Group was formed, creating a base of employed physicians who work with Texas Health on numerous objectives. Today, the group includes more than 830 physicians, physician assistants, nurse practitioners, and medical pro- fessionals dedicated to providing safe, quality care for its patients. The Texas Health Physicians Group’s primary care and specialist network represents more than 50 medical specialties, with more than 250 locations spanning 11 North Texas counties. Because of our culture, Texas Health was rec- ognized in 2015 as the number one healthcare organization to work for in the United States by Fortune. We also were recognized as the number two workplace for women and the number three workplace for diversity in the nation, with one-third of our nurses from ethnically diverse backgrounds. We’re proud to say we reflect the diversity of the communities we serve. —Barclay Berdan, 2016, “Climbing the Healthcare Summit” Learning Objectives After reading this chapter, you will • comprehend that strategy has many definitions, and its meaning depends on one’s perspective; • understand the role of strategy in moving a healthcare organization to achieve its goals, increase its business, and improve its performance; • recognize the use of prospective and emergent strategies; and • be aware that business strategies evolve over time as a result of changing circumstances and managerial modifications. -
Antecedents of Other-Centered and Self-Centered Proactive Behaviors By
Characterizing Employee Proactivity: Antecedents of Other-Centered and Self-Centered Proactive Behaviors by Anne Janssen a Thesis submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Psychology Approved Dissertation Committee Prof. Dr. Christian Stamov Roßnagel Prof. Dr. Sabine Sonnentag Prof. Dr. Song Yan Prof. Dr. Sven Voelpel Date of Defense: 21. December 2015 für meine Jungs Micha und Mats iii Abstract Contemporary work lives are characterized by frequent changes in the work environment. Such changes refer to work processes, tasks, teams, or even jobs and often go along with neg- ative consequences like stress, turnover intentions, and reduced performance. Past research has emphasized that individual proactivity can be a coping approach in these demanding situations. Antecedents of a wide range of proactive behaviors have been identified in numerous studies. Other studies focused on the categorization of behaviors. The present dissertation aimed to inte- grate previous literature and provides a more parsimonious classification model through compre- hensive insights into the prediction of proactive behaviors. For this purpose, three studies were conducted. The first study applied an innovative approach to develop short measurement instru- ments for proactive personality and supervisor support as significant antecedents of proactive behaviors. The findings of the second study reveal that proactive behaviors can be simultaneously distinguished according to their form and type and their intended target of impact. As a conse- quence, other-centered and self-centered proactive behavior categories were identified. Whereas felt responsibility for change positively predicted both other- and self-centered proactive be- haviors, personal values (other-centered and self-centered values) affected proactive behaviors differently. -
How Transformational Leadership Weaves Its Influence on Individual Job Performance: the Role of Identification and Efficacy Beliefs
University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln Management Department Faculty Publications Management Department 2008 How Transformational Leadership Weaves Its Influence on Individual Job Performance: The Role of Identification and Efficacy Beliefs Fred O. Walumbwa Arizona State University, [email protected] Bruce Avolio University of Nebraska - Lincoln, [email protected] Weichun Zhu Claremont McKenna College Follow this and additional works at: https://digitalcommons.unl.edu/managementfacpub Part of the Management Sciences and Quantitative Methods Commons Walumbwa, Fred O.; Avolio, Bruce; and Zhu, Weichun, "How Transformational Leadership Weaves Its Influence on Individual Job erP formance: The Role of Identification and Efficacy Beliefs" (2008). Management Department Faculty Publications. 6. https://digitalcommons.unl.edu/managementfacpub/6 This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in Management Department Faculty Publications by an authorized administrator of DigitalCommons@University of Nebraska - Lincoln. Published in Personnel Psychology 61:4 (2008), pp. 793–825; doi 10.1111/j.1744-6570.2008.00131.x Journal compilation copyright © 2008 Wiley Periodicals, Inc. Used by permission. http://www.blackwellpublishing.com/journal.asp?ref=0031-5826 Portions of this paper were presented at the 22nd Annual Conference of the Society for Industrial and Organizational Psychology and received recognition as one of the top-featured posters at the Top Poster Reception, New York, April 2007. The authors express their gratitude to Cynthia Mil- ligan, Dean of College of Business Administration, University of Nebraska–Lincoln for assistance with obtaining organizations for this study, and to Personnel Psychology associate editor Frederick Morgeson and two anonymous reviewers for their insightful comments and suggestions. -
Predictors and Outcomes of Proactivity in the Socialization Process
Journal of Applied Psycholog1 Copyright 2000 by the American Psychological Association, Inc. 2000, Vol. 85, No. 3, 373-38: 0021-9010/00/S5.00 DOI: 10.1037//0021-9010.85.3.373 Predictors and Outcomes of Proactivity in the Socialization Process Connie R. Wanberg and John D. Kammeyer-Mueller University of Minnesota This 3-wave longitudinal study aimed to extend current understanding of the predictors and outcomes of employee proactivity (involving information seeking, feedback seeking, relationship building, and positive framing) in the socialization process. Two personality variables, extraversion and openness to experience, were associated with higher levels of proactive socialization behavior. Of the proactive behaviors studied, feedback seeking and relationship building were highlighted in their importance because of their various relationships with the work-related outcomes assessed in this study (e.g., social integration, role clarity, job satisfaction, intention to turnover, and actual turnover). The results also highlighted the importance of 2 control variables (opportunity to interact with others on the job and skill level of the new job) in the experience of socialization into a new job. Organizational socialization is the process by which "a person predictors and outcomes of individual proactivity during the so- secures relevant job skills, acquires a functional level of organi- cialization process and to suggest that newcomer personality may zational understanding, attains supportive social interactions with be an important determinant of proactivity in the socialization coworkers, and generally accepts the established ways of a partic- process. Figure 1 provides a preview of the variables and relation- ular organization" (Taormina, 1997, p. 29). Because successful ships to be examined in this study. -
Upturning Performance in Downturn Times - Tame the Blame
Upturning Performance in Downturn Times - Tame the Blame - DeAnna Murphy with Lisa Gregory and Steve Jeffs Developing Interdependent Leadership | 952.797.4317 Upturning Performance in Downturn Times - Tame the Blame - At a time when more than ever before businesses are running lean and trying to survive, leaders can’t afford to not focus their attention on those things that produce the highest return-on-investment of time, energy, and resources. This report is designed to help you do just that. Its purpose is to synthesize important research that reveals a major factor that is undermining the energy and performance of more than 83% of all employees and leaders today. This will help you focus your attention on a significant root cause of poor performance and prevent expensive, time wasting approaches to transforming it. It will help you better see crucial levers of energy and growth that are especially relevant in today’s new economy. This report comes out of a recent research study involving 1,800 people in seven different countries around the globe. The purpose of the study was to find individual patterns of behavior that are linked to these key business performance drivers: Employee engagement – the enthusiastic voluntary contribution of excellent work Teamwork – the creation of strong complementary high-trust relationships and strong collaboration Proactivity – the elimination of time-wasting problems and interactions through preventive efforts and self-initiative. These drivers were selected after completing a lengthy pre-work review of two-hundred best-selling leadership and business books, over two-hundred academic articles focused on leadership and organizational performance, and annual reports from top-rated firms such as Bersin, Corn Ferry, Watson Wyatt, Gallup. -
Personnel Selection
Journal ofOccupation aland OrganizationalPsycholog y (2001), 74, 441–472 Printedin GreatBritain 441 Ó 2001The British Psychologi calSociety Personnel selection Ivan T. Robertson* and Mike Smith Manchester School of Management, UMIST, UK Themain elementsin thedesign and validation of personnelselection procedure s havebeen in placefor many years.The role of jobanalysis, contemporary models of workperformance and criteria are reviewed criticall y.After identifyin gsome important issues andreviewing research work on attractingapplicants, including applicantperception sof personnelselection processes, theresearch on major personnelselection methods is reviewed.Recent work on cognitiveability has conrmed the good criterion-relatedvalidity, but problems of adverseimpact remain.Work on personalityis progressing beyondstudies designed simply to explorethe criterion- relatedvalidity of personality.Interviewand assessment centreresearch is reviewed,and recent studies indicating the key constructs measuredby both arediscussed. In both cases, oneof thekey constructs measuredseems to begenerally cognitive ability. Biodata validity and the processes usedto developbiodata instruments arealso criticallyreviewed.The articleconcludes with acriticalevaluation of theprocesses forobtaining validity evidence(primarily from meta-analyses)andthe limitations of thecurrent state of theart. Speculativ efutureprospects arebrie y reviewed. Thisarticle focuses on personnel selectionresearch. Muchcontempora ry practice withinpersonnel selectionhas been inuenced by the -
Why Do Lay People Believe That Satisfaction and Performance Are Correlated? Possible Sources of a Commonsense Theory
Journal of Organizational Behavior J. Organiz. Behav. 24, 753–777 (2003) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/job.219 Why do lay people believe that satisfaction and performance are correlated? Possible sources of a commonsense theory CYNTHIA D. FISHER* School of Business, Bond University, Gold Coast, Queensland, Australia Summary Decades of research have shown that the correlation between job satisfaction and job performance is modest in magnitude, yet lay people are thought to believe strongly that satisfied or ‘happy’ employees are more productive at work. This paper first documents the strength and pervasiveness of belief in several versions of the happy–productive worker hypothesis (Study 1), then proposes and explores potential substantive explanations for these beliefs (Study 2). It is possible that lay people base their beliefs on genuinely stronger rela- tionships that occur at a different level of analysis than usually studied by researchers, and/or that exist between satisfaction-like and performance-like variables other than the constructs typically investigated by scholars. Study 2 provides data relevant to several of these possibi- lities. The most compelling findings were at the within-person level of analysis. The average within-person correlation between momentary task satisfaction and concurrent perceived task performance was 0.57. Individuals feel more satisfied than usual when they believe they are performing better than usual for them. If lay persons mistakenly generalize from their own within-person experiences of satisfaction–performance covariation to the between-persons level, this relationship may be the basis for the strong lay belief that satisfied workers perform better. -
Wise Proactivity: How to Be Proactive And
Organizational Dynamics (2016) 45, 217—227 Available online at www.sciencedirect.com ScienceDirect jo urnal homepage: www.elsevier.com/locate/orgdyn Wise proactivity: How to be proactive and wise in building your career Sharon K. Parker, Jenny Liao John is a financial consultant working for a large company. to just carry on as usual, but Freda feels it is important to He has been working with the company for ten years and act. She really loves her work and believes she can make a has had one promotion in that time. John is frustrated valuable high-level contribution–—maybe she can even with his company. His friends who work for other compa- become the Police Chief one day. She wants to understand nies have been promoted at least twice in the same why she did not get the post. Freda schedules an appoint- period. John spends a lot of time ruminating about ment with senior colleagues involved in the selection whether he should move to another company that will process, advising them that the purpose of the meeting better recognize and reward his talents. Invariably is to gain some feedback about how she can better posi- though, John decides that it is better to just stay put tion herself for future roles similar to the one she missed and drop hints during his annual performance appraisal out on. that he would like to be promoted. What do you notice about these three different scenarios? How proactive do you think John, Laura, and Freda were? Laura is a lawyer for a small private firm. -
The Importance of Pay in Employee Motivation: Discrepancies Between What People Say and What They Do
THE IMPORTANCE OF PAY IN EMPLOYEE MOTIVATION: DISCREPANCIES BETWEEN WHAT PEOPLE SAY AND WHAT THEY DO Sara L. Rynes, Barry Gerhart, and Kathleen A. Minette A majority of human resources professionals appear to believe that employees are likely to over- report the importance of pay in employee surveys. However, research suggests the opposite is ac- tually true. We review evidence showing the discrepancies between what people say and do with respect to pay. We then discuss why pay is likely to be such an important general motivator, as well as a variety of reasons why managers might underestimate its importance. We note that pay is not equally important in all situations or to all individuals, and identify circumstances under which pay is likely to be more (or less) important to employees. We close with recommendations for implementing research findings with respect to pay and suggestions for evaluating pay sys- tems. © 2004 Wiley Periodicals, Inc. It is easy to overestimate the frequency more likely to underreport than to overreport with which adults actually go to the opera the importance of pay as a motivational fac- and underestimate the frequency with tor in most situations. Put another way, re- which they watch TV cartoons on Satur- search suggests that pay is much more im- day mornings, based on their self-reports. portant in people’s actual choices and (Nunnally & Bernstein, 1994, p. 383) behaviors than it is in their self-reports of what motivates them, much like the cartoon Rynes, Colbert, and Brown (2002) pre- viewers mentioned in the quote above. Yet, sented the following statement to 959 mem- only 35% of the respondents in the Rynes et bers of the Society for Human Resource al. -
Assumptions, Values, Artifacts, and the Impact on Employee Job Satisfaction Lei-Da Chen Creighton University, [email protected]
Communications of the Association for Information Systems Volume 22 Article 13 1-2008 A Theoretical Model of Nomadic Culture: Assumptions, Values, Artifacts, and the Impact on Employee Job Satisfaction Lei-da Chen Creighton University, [email protected] Cynthia L. Corritore Creighton University Follow this and additional works at: https://aisel.aisnet.org/cais Recommended Citation Chen, Lei-da and Corritore, Cynthia L. (2008) "A Theoretical Model of Nomadic Culture: Assumptions, Values, Artifacts, and the Impact on Employee Job Satisfaction," Communications of the Association for Information Systems: Vol. 22 , Article 13. DOI: 10.17705/1CAIS.02213 Available at: https://aisel.aisnet.org/cais/vol22/iss1/13 This material is brought to you by the AIS Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected]. A Theoretical Model of Nomadic Culture: Assumptions, Values, Artifacts, and the Impact on Employee Job Satisfaction Lei-da Chen Cynthia L. Corritore Department of Information Systems & Technology Eppley College of Business Administration Creighton University Omaha, NE 68178 [email protected] The model of an anytime-anywhere workforce is changing the landscape of business today. Increasingly employees are being emancipated from their traditional offices by the widespread infiltration of technologies that facilitate this model. The question is, how can we characterize the culture developing in support of these new ways of working and how can they be cultivated? Understanding this “ nomadic culture ” is critical to both researchers and practitioners. Due to the newness of these technologies and the speed of their integration into today’s work practices, prior research lends little direction in understanding this developing culture. -
Job Satisfaction and Psychological Needs Satisfaction of Public School Library Media Specialists
JOB SATISFACTION AND PSYCHOLOGICAL NEEDS SATISFACTION OF PUBLIC SCHOOL LIBRARY MEDIA SPECIALISTS DISSERTATION Presented to the Graduate Council of the University of North Texas in Partial Fulfillment of the Requirements For the Degree of DOCTOR OF PHILOSOPHY By Elizabeth Ann Timmons, B.S., M.L.S Denton, Texas May, 1991 Timmons, Elizabeth Ann, Job Satisfaction and Psychological Needs Satisfaction of Public School Library Media Specialists. Doctor of Philosophy (Library and Information Sciences), May, 1991, 89 pp., 14 tables, bibliography, 71 titles. The purpose of this research was to study job satisfaction among public school library media specialists based on the psychological needs of social needs, security needs, esteem needs, autonomy needs, and self actualization needs, according to Maslow's Hierarchy. Subjects were requested to respond to a questionnaire of 30 items pertaining to job satisfaction. Each item required two responses: first, as to the level of importance the item held; and secondly, the satisfaction currently received from that particular item. The population for the study was 550 school library media specialists affiliated with Texas public schools. Fifty-three percent of them completed the mailed questionnaires that included School Library Media Specialist Employee Needs Questionnaire. Data were analyzed by using the statistical techniques of calculation of the means, the Wilcoxon Signed—Ranks Test, and the Perceived Group Need Deficiency Test. Based on the analysis of the data, it was observed that twenty-six of the thirty need statements exhibited a higher mean score rating for importance than for level of satisfaction. In spite of the lower mean scores for satisfaction on the majority of the need statements, a statistically significant difference does not exist between mean score ratings for importance level of needs and satisfaction level.