A Validation of the Proactive Personality Scale
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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. -
Governing Inside the Organization: Interpreting Regulation and Compliance Author(S): Garry C
Governing Inside the Organization: Interpreting Regulation and Compliance Author(s): Garry C. Gray and Susan S. Silbey Source: American Journal of Sociology, Vol. 120, No. 1 (July 2014), pp. 96-145 Published by: The University of Chicago Press Stable URL: http://www.jstor.org/stable/10.1086/677187 . Accessed: 18/12/2014 22:56 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]. The University of Chicago Press is collaborating with JSTOR to digitize, preserve and extend access to American Journal of Sociology. http://www.jstor.org This content downloaded from 142.104.240.194 on Thu, 18 Dec 2014 22:56:55 PM All use subject to JSTOR Terms and Conditions Governing Inside the Organization: Interpreting Regulation and Compliance1 Garry C. Gray Susan S. Silbey Harvard University Massachusetts Institute of Technology Looking inside organizations at the different positions, expertise, and autonomy of the actors, the authors use multisite ethnographic data on safety practices to develop a typology of how the regulator, as the focal actor in the regulatory process, is interpreted within organiza- tions. The findings show that organizational actors express construc- tions of the regulator as an ally, threat, and obstacle that vary with organizational expertise, authority, and continuity of relationship be- tween the organizational member and the regulator. -
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. -
Building a Movement in the Non-Profit Industrial Complex
Building A Movement In The Non-Profit Industrial Complex Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Michelle Oyakawa Graduate Program in Sociology The Ohio State University 2017 Dissertation Committee: Korie Edwards, Advisor Andrew Martin Steve Lopez Copyrighted by Michelle Mariko Oyakawa 2017 Abstract Today, democracy in the United States is facing a major challenge: Wealthy elites have immense power to influence election outcomes and policy decisions, while the political participation of low-income people and racial minorities remains relatively low. In this context, non-profit social movement organizations are one of the key vehicles through which ordinary people can exercise influence in our political system and pressure elite decision-makers to take action on matters of concern to ordinary citizens. A crucial fact about social movement organizations is that they often receive significant financial support from elites through philanthropic foundations. However, there is no research that details exactly how non-profit social movement organizations gain resources from elites or that analyzes how relationships with elite donors impact grassroots organizations’ efforts to mobilize people to fight for racial and economic justice. My dissertation aims to fill that gap. It is an ethnographic case study of a multiracial statewide organization called the Ohio Organizing Collaborative (OOC) that coordinates progressive social movement organizations in Ohio. Member organizations work on a variety of issues, including ending mass incarceration, environmental justice, improving access to early childhood education, and raising the minimum wage. In 2016, the OOC registered over 155,000 people to vote in Ohio. -
Sub-Theme 01: [SWG] Organization & Time: Organizing in the Nexus Between Short and Distant Futures
Sub-theme 01: [SWG] Organization & Time: Organizing in the Nexus between Short and Distant Futures Convenors: Tima Bansal, Ivey Business School, Western University, Canada [email protected] Tor Hernes, Copenhagen Business School, Denmark, & University of South-Eastern Norway [email protected] Joanna Karmowska, Oxford Brookes University, United Kingdom [email protected] Session I: Thursday, July 04, 11:00 to 12:30, SH-PP - Charter Suite Introduction: The Short in the Distant and Vice Versa Chair: Tor Hernes Maximilian Weis and Patricia Klarner Temporal tensions in organizations: How to address different time horizons Discussant(s): Miriam Feuls Miriam Feuls, Mie Plotnikof and Iben Sandal Stjerne Challenging time(s): Exploring methodological challenges of researching temporality & organizing Discussant(s): Lianne Simonse Session II: Thursday, July 04, 14:00 to 15:30 - Parallel Stream - Parallel Stream A: Temporality in Sustainable Development - Room: SH-PP - Charter Suite Chair: Tima Bansal Dimitra Makri Andersen Time will Tell: Temporal Tensions in NGO – Business Partnerships for Sustainability Discussant(s): Christel Dumas Christel Dumas, Jacob Vermeire and Céline Louche Time and space in sustainable finance Discussant(s): Dimitra Makri Andersen Lianne Simonse and Petra Badke-Schaub Strategic design & time: Framing design roadmapping of long term futures Discussant(s): Maximilian Weis Parallel Stream B: Temporal Work and Organizational Performance - Room: SH-PP - Lower Ground Suite Chair: Joanna Karmowska Gerry McGivern, Sue Dopson, Ewan Ferlie and Michael D. Fischer ‘This isn’t the dream you have sold us’: Events, temporal work and expectations in a genetics network Discussant(s): Daniel Z. Mack and Quy Huy Sara Melo How adopting a long-term performance management perspective influences performance measurement, organisational learning, and performance Discussant(s): Gerry McGivern Daniel Z. -
How Leaders and Employees Experience, Make Sense Of, and Find Meaning in Humility
University of the Incarnate Word The Athenaeum Theses & Dissertations 12-2020 How Leaders and Employees Experience, Make Sense of, and Find Meaning in Humility David Perryman University of the Incarnate Word, [email protected] Follow this and additional works at: https://athenaeum.uiw.edu/uiw_etds Part of the Adult and Continuing Education Commons, Business and Corporate Communications Commons, Leadership Studies Commons, Organizational Behavior and Theory Commons, and the Organization Development Commons Recommended Citation Perryman, David, "How Leaders and Employees Experience, Make Sense of, and Find Meaning in Humility" (2020). Theses & Dissertations. 383. https://athenaeum.uiw.edu/uiw_etds/383 This Dissertation is brought to you for free and open access by The Athenaeum. It has been accepted for inclusion in Theses & Dissertations by an authorized administrator of The Athenaeum. For more information, please contact [email protected]. i HOW LEADERS AND EMPLOYEES EXPERIENCE, MAKE SENSE OF, AND FIND MEANING IN HUMILITY by DAVID E. PERRYMAN A DISSERTATION Presented to the Faculty of the University of the Incarnate Word in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY UNIVERSITY OF THE INCARNATE WORD December 2020 ii Copyright by David E. Perryman 2020 iii ACKNOWLEDGEMENTS I would like to thank my dissertation committee members for the support, patience, and insights they offered throughout my dissertation journey. I am especially grateful to Dr. Sharon Herbers, my dissertation chair, who has been an inspiring teacher and dedicated mentor throughout my doctoral studies. In her Contemporary Issues: Women’s Leadership in Social Justice Movement class on Saturday mornings during the spring 2017 semester, we discovered a shared interest in Jane Addams and her life’s work, and this established common ground on which we have built a strong collegial relationship. -
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. -
The Role of the Attachment System in Reduced Proactivity
Organizational Behavior and Human Decision Processes 167 (2021) 28–41 Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhdp A relational account of low power: The role of the attachment system in reduced proactivity Jieun Pai a,*, Jennifer Whitson b, Junha Kim c, Sujin Lee d a Frank Batten School of Leadership and Public Policy, University of Virginia, 235 McCormick Road, Charlottesville, VA 22904, United States b The UCLA Anderson School of Management, 110 Westwood Plaza, Los Angeles, CA 90095, United States c College of Business, The Ohio State University, 2100 Neil Ave, Columbus, OH 43210, United States d College of Business, School of Business and Technology Management, KAIST, 291 Daehak-ro, Yuseong-gu, Daejeon 305-701, Republic of Korea ARTICLE INFO ABSTRACT Keywords: Although the literature provides widespread evidence for the effect of power on action, a systematic under Attachment theory standing of why low power individuals are less prone to action is still lacking. We focus on proactive behavior as Proactivity a particular form of action and propose a relational underpinning of the link between low power and reduced Power proactive behavior through the framework of attachment theory. We predict that the experience of low power will increase attachment anxiety, and that this increase in attachment anxiety will reduce proactive behavior. We test the proposed theory in a series of four pre-registered experiments and one quasi-experimental fieldstudy. In Study 1, 2, and 3, we test the mediating role of attachment anxiety on the relationship between low power and proactivity. -
An Organizational Analysis of Civil Society in Rio De Janeiro, Brazil
WHAT MEDICAL TOURISM TELLS US ABOUT THE PLURAL SECTOR OF GLOBAL HEALTH DIPLOMACY AND GOVERNANCE: AN ORGANIZATIONAL ANALYSIS OF CIVIL SOCIETY IN RIO DE JANEIRO, BRAZIL by FRANCIS JOSEPH MANZELLA Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy Department of Anthropology CASE WESTERN RESERVE UNIVERSITY May, 2019 CASE WESTERN RESERVE UNIVERSITY SCHOOL OF GRADUATE STUDIES We hereby approve the thesis/dissertation of Francis Joseph Manzella Candidate for the degree of Doctor of Philosophy* Committee Chair Vanessa Hildebrand, PhD Committee Member Atwood Gaines, PhD, M.P.H Committee Member Lihong Shi, PhD Committee Member Eileen Anderson-Fye, Ed.D Date of Defense March 27th 2019 *We also certify that written approval has been obtained for any proprietary material contained therein. 2 For My Parents and Grandmother 3 Table of Contents List of Tables .......................................................................................... 6 List of Figures ......................................................................................... 7 Acknowledgments .................................................................................. 8 Abstract ................................................................................................. 11 Chapter 1: Introduction ........................................................................ 13 Applicative Value ............................................................................................... 19 Research Objectives .......................................................................................... -
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. -
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.