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Full-Text Articles in Human Resources Management
Does Trust In Top Management Mediate Top Management Communication, Employee Involvement And Organizational Commitment Relationships?, A. Mahajan, J. W. Bishop, Dow Scott
Does Trust In Top Management Mediate Top Management Communication, Employee Involvement And Organizational Commitment Relationships?, A. Mahajan, J. W. Bishop, Dow Scott
Dow Scott
No abstract provided.
A Construct Validity Study Of Commitment And Perceived Support Variables: A Multi-Foci Approach Across Different Team Environments, J W. Bishop, Dow Scott, M G. Goldsby, R L. Cropanzano
A Construct Validity Study Of Commitment And Perceived Support Variables: A Multi-Foci Approach Across Different Team Environments, J W. Bishop, Dow Scott, M G. Goldsby, R L. Cropanzano
Dow Scott
Social exchange theory suggests that employees feel commitment toward both their employing organizations and their work teams, while also experiencing varying levels of support from these same entities. Unfortunately, previous work has neither fully explored this possibility nor tested the capacity of currently available instruments to adequately measure the distinctiveness of the associated constructs. To address this need, we collected data from 902 employees in four diverse organizations. As predicted, respondents distinguished among organizational commitment, team commitment, organizational support, and team support. Furthermore, as predicted, perceived support from an entity predicted commitment to that same entity.
Building A Company Culture That Drives Performance: A Case Study, Dow Scott, G Shivers, J W. Bishop, V A. Cerra
Building A Company Culture That Drives Performance: A Case Study, Dow Scott, G Shivers, J W. Bishop, V A. Cerra
Dow Scott
No abstract provided.
Collectivist Orientation As A Predictor Of Organizational Commitment: A Study Conducted In China, L Wang, J W. Bishop, X Chen, Dow Scott
Collectivist Orientation As A Predictor Of Organizational Commitment: A Study Conducted In China, L Wang, J W. Bishop, X Chen, Dow Scott
Dow Scott
This study tested the hypothesis of collectivist orientation as a predictor of affective organizational commitment. Data from 510 employees working in two organizations in China supported the hypothesis, that is, collectivist orientation is a significant predictor of affective organizational commitment when employees specific organization, age, sex, organizational tenure, educational level, and pay satisfaction are controlled.
Team Racial Composition, Member Attitudes, And Performance: A Field Study, A M. Townsend, Dow Scott
Team Racial Composition, Member Attitudes, And Performance: A Field Study, A M. Townsend, Dow Scott
Dow Scott
Attitudinal, performance, and demographic data from 1200 workers on self-directed teams are examined to determine if racial composition affects team performance, if African-Americans and whites have different attitudes toward their teams and team performance, and whether any differences explain performance differences associated with different racial composition. Results indicate that racial composition affects team performance and racial differences in team and performance-related attitudes. Differences in attitudes reduce, but do not eliminate, racial composition effects on team performance.
An Examination Of Organizational And Team Commitment In A Self-Directed Team Environment, J W. Bishop, Dow Scott
An Examination Of Organizational And Team Commitment In A Self-Directed Team Environment, J W. Bishop, Dow Scott
Dow Scott
A model hypothesizing differential relationships among predictor variables and individual commitment to the organization and work team was tested. Data from 485 members of sewing teams supported the existence of differential relationships between predictors and organizational and team commitment. In particular, intersender conflict and satisfaction with coworkers were more strongly related to team commitment than to organizational commitment. Resource-related conflict and satisfaction with supervision were more strongly related to organizational commitment than to team commitment. Perceived task interdependence was strongly related to both commitment foci. Contrary to prediction, the relationships between perceived task interdependence and the 2 commitment foci were …
Support, Commitment And Employee Outcomes In A Team Environment, J W. Bishop, Dow Scott, S M. Burroughs
Support, Commitment And Employee Outcomes In A Team Environment, J W. Bishop, Dow Scott, S M. Burroughs
Dow Scott
This field study investigated whether perceived team support and team commitment relate to employee outcomes differently than perceived organizational support and organizational commitment. A LISREL analysis was conducted on data from 380 manufacturing plant employees and 9 supervisors. Job performance was related to team commitment; intention to quit was related to organizational commitment; and organizational citizenship behavior was related to both team and organizational commitment. Commitment mediated the relationships between support and the outcome variables.
How Commitment Affects Team Performance, J W. Bishop, Dow Scott
How Commitment Affects Team Performance, J W. Bishop, Dow Scott
Dow Scott
States that employees' commitment to their work teams and to the organization can influence turnover, willingness to help co-workers and team performance. Importance of commitment; Information about the setting for the study; Factors affecting commitment; How commitment affects employees; Variables that can increase employee commitment.
Teams: Why Some Succeed And Others Fail, Dow Scott, A M. Townsend
Teams: Why Some Succeed And Others Fail, Dow Scott, A M. Townsend
Dow Scott
No abstract provided.
The Team That Works Together Earns Together, Dow Scott, T Cotter
The Team That Works Together Earns Together, Dow Scott, T Cotter
Dow Scott
No abstract provided.
A Component Factor Analysis Of The Initiating Structure Scale Of The Leadership Behavior Description Questionnaire, Form Xii, S E. Markham, Dow Scott
A Component Factor Analysis Of The Initiating Structure Scale Of The Leadership Behavior Description Questionnaire, Form Xii, S E. Markham, Dow Scott
Dow Scott
Responses of 175 persons in a workforce to the Initiating Structure scale of the Leadership Behavior Description Questionnaire, Form XII, were factor analyzed. The correlation matrix was recomputed for the supervisory unit level and for the residual scores of individuals after removal of the effects of group membership using the technique recommended by Dansereau, Alutto, Markham, and Dumas (1982). Comparisons of the component matrices indicated that using group-oriented leadership questions does not guarantee group-oriented results.