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Articles 91 - 120 of 137
Full-Text Articles in Business Administration, Management, and Operations
The Psychological Capital Of Chinese Workers: Exploring The Relationship With Performance, Fred Luthans, Bruce Avolio, Fred Walumbwa, Weixing Li
The Psychological Capital Of Chinese Workers: Exploring The Relationship With Performance, Fred Luthans, Bruce Avolio, Fred Walumbwa, Weixing Li
Department of Management: Faculty Publications
Everyone knows about China’s huge population and the fast-growing economy. Although macro-level sociological and economic analyses have given some attention to the linkage between the two, at the micro level, the relationship between human resources and, more specifically, psychological capital of Chinese workers and their performance has been largely ignored. Within the context of three factories (two private and one state-owned) in the People’s Republic of China, this exploratory study examined the relationship of a sample (n=422) of Chinese workers’ positive psychological capital states and their performance. Results indicated the workers’ positive states of hope, optimism, and resiliency, separately and …
“Can You See The Real Me?” A Self-Based Model Of Authentic Leader And Follower Development, William L. Gardner, Bruce J. Avolio, Fred Luthans, Douglas R. May, Fred Walumbwa
“Can You See The Real Me?” A Self-Based Model Of Authentic Leader And Follower Development, William L. Gardner, Bruce J. Avolio, Fred Luthans, Douglas R. May, Fred Walumbwa
Department of Management: Faculty Publications
To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader’s and followers’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of …
Positive Psychological Capital: Beyond Human And Social Capital, Fred Luthans, Kyle W. Luthans, Brett C. Luthans
Positive Psychological Capital: Beyond Human And Social Capital, Fred Luthans, Kyle W. Luthans, Brett C. Luthans
Department of Management: Faculty Publications
With the rising recognition of human resources as a competitive advantage in today’s global economy, human capital and, more recently, social capital are being touted in both theory, research, and practice. To date, however, positive psychological capital has been virtually ignored by both business academics and practitioners. “Who I am” is every bit as important as “what I know” and “who I know.” By eschewing a preoccupation with personal shortcomings and dysfunctions and focusing instead on personal strengths and good qualities, today’s leaders and their associates can develop confidence, hope, optimism, and resilience, thereby improving both individual and organizational performance.
Recognition And Development Of Hope For South African Organizational Leaders, Fred Luthans, René Van Wyk, Fred Walumbwa
Recognition And Development Of Hope For South African Organizational Leaders, Fred Luthans, René Van Wyk, Fred Walumbwa
Department of Management: Faculty Publications
The significant challenges faced by South Africa at present are well known. How to deal with the problems from a political and economic perspective abound, but taking a psychological approach has been neglected. This paper proposes a positive approach to South African organizational leadership based on the psychological capacity of hope. After giving a brief background on the context surrounding South African organizations, the theory, research, and application of hope relevant to organizational leadership in the “Rainbow Nation” are presented and analyzed. Such an overlooked positive approach represented by hopeful organizational leaders seems needed at this juncture of South Africa’s …
Human, Social, And Now Positive Psychological Capital Management: Investing In People For Competitive Advantage, Fred Luthans, Carolyn M. Youssef
Human, Social, And Now Positive Psychological Capital Management: Investing In People For Competitive Advantage, Fred Luthans, Carolyn M. Youssef
Department of Management: Faculty Publications
There is growing evidence that human resources are crucial to organizational success, and may offer the best return on investment for sustainable competitive advantage. Jeffery Pfeffer’s extensive work, summarized in his book The Human Equation, discusses substantially supported but unfortunate findings that only about half of today’s organizations and their managers believe that human resources really do matter. Moreover, only half of those organizations act upon their beliefs beyond paying lip service to this vital resource. Few organizations have adopted high performance work practices, such as 360-degree feedback, pay-for-performance, self-managed teams, employee empowerment, and other human-oriented initiatives. Furthermore, Pfeffer shows …
Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May
Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May
Department of Management: Faculty Publications
The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005), the focus of this article is to provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance. Here, we draw from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes …
Behavioral Management And Task Performance In Organizations: Conceptual Background, Meta-Analysis, And Test Of Alternative Models, Alexander D. Stajkovic, Fred Luthans
Behavioral Management And Task Performance In Organizations: Conceptual Background, Meta-Analysis, And Test Of Alternative Models, Alexander D. Stajkovic, Fred Luthans
Department of Management: Faculty Publications
In this study, we provide the conceptual background, meta-analyze available behavioral management studies (N = 72) in organizational settings, and examine whether combined reinforcement effects on task performance are additive (sum of individual effects), redundant (combined effects are less than the additive effects), or synergistic (combined effects are greater than the sum of the individual effects). We found a significant overall average effect size of (d.) = .47 (16% improvement in performance; 63% probability of success), and a significant within-group heterogeneity of effect sizes. To account for this variation, we conducted a theory-driven moderator analysis, which indicated that money, feedback, …
What Knowledge Managers Really Do: An Empirical And Comparative Analysis, Arben Asllani, Fred Luthans
What Knowledge Managers Really Do: An Empirical And Comparative Analysis, Arben Asllani, Fred Luthans
Department of Management: Faculty Publications
The advent of information technology has generated not only interest in how to acquire, store and ‘‘mine’’ data, but also how to manage knowledge. Yet, there is still considerable confusion and a lack of understanding of what today’s knowledge managers really do. Continuing a stream of previous research on the behavior activities of traditional managers, this study investigated the relative amount of time today’s knowledge managers (N = 307) spend on traditional management functions, communications, human resources and networking. Besides identifying what knowledge managers really do, this study examined what successful knowledge managers do. Comparisons are then made with …
360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination, Fred Luthans, Suzanne J. Peterson
360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination, Fred Luthans, Suzanne J. Peterson
Department of Management: Faculty Publications
Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on enhanced self-awareness and behavioral management. In a small manufacturer, this feedback-coaching resulted in improved manager and employee satisfaction, commitment, intentions to turnover, and at least indirectly, this firm’s performance. This feedback-coaching may be a winning combination to help in the competitive battles in today’s global economy.
The Need For And Meaning Of Positive Organizational Behavior, Fred Luthans
The Need For And Meaning Of Positive Organizational Behavior, Fred Luthans
Department of Management: Faculty Publications
This essay draws from the emerging positive psychology movement and the author’s recent articles on the need for and meaning of a positive approach to organizational behavior. Specifically, the argument is made that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses. However, to avoid the surface positivity represented by the non-sustainable best-sellers, the case is made for positive organizational behavior (POB) to take advantage of the OB field’s strength of being theory and research driven. Additional criteria for this version of POB …
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Department of Management: Faculty Publications
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced hy training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.
Differential Effects Of Incentive Motivators On Work Performance, Alexander D. Stajkovic, Fred Luthans
Differential Effects Of Incentive Motivators On Work Performance, Alexander D. Stajkovic, Fred Luthans
Department of Management: Faculty Publications
In this field experiment, we first compared the performance effects of money systematically administered through the organizational behavior modification (O.B. Mod.) model and routine pay for performance and then compared the effects of O.B. Mod.- administered money, social recognition, and performance feedback. The money intervention based on the O.B. Mod. outperformed routine pay for performance (performance increase = 37% vs. 11%) and also had stronger effects on performance than social recognition (24%) and performance feedback (20%).
Environmental And Psychological Challenges Facing Entrepreneurial Development In Transitional Economies, Fred Luthans, Alexander D. Stajkovic, Elina Stajkovic
Environmental And Psychological Challenges Facing Entrepreneurial Development In Transitional Economies, Fred Luthans, Alexander D. Stajkovic, Elina Stajkovic
Department of Management: Faculty Publications
In the former planned economies, a major result of the economic reform programs has been the resurgence of private entrepreneurship. As these countries have struggled to make the transition to a market-based economy over the past decade, the environment has played an important structural role in entrepreneurial development. However, from a psychological perspective, the environmental structural context affects human action through cognitive processes such as self-regulation. Thus, we first identify and analyze the effect of the political, economic, legal, and cultural environment on the development of entrepreneurship in transitional economies, mainly using the former Soviet Union and particularly the Republic …
Environmental Ethical Decision Making In The U.S. Metal-Finishing Industry, Brenda L. Flannery, Douglas R. May
Environmental Ethical Decision Making In The U.S. Metal-Finishing Industry, Brenda L. Flannery, Douglas R. May
Department of Management: Faculty Publications
We investigated the individual and contextual influences shaping the environmental ethical decision intentions of a sample of managers in the U.S. metal-finishing industry in this study. Ajzen's (1991) theory of planned behavior and Jones's (1991) moral intensity construct grounded our theoretical framework. Findings revealed that the magnitude of consequences, a dimension of moral intensity, moderated the relation- ships between each of five antecedents-attitudes, subjective norms, and three perceived behavioral control factors (self-efficacy, financial cost, and ethical climate)- and managers' environmental ethical decision intentions. We then developed implications for theory and practice in environmental ethical decision making.
The Impact Of Culture On Feedback-Seeking Behavior: An Integrated Model And Propositions, Mary Frances Sully De Luque, Steven M. Sommer
The Impact Of Culture On Feedback-Seeking Behavior: An Integrated Model And Propositions, Mary Frances Sully De Luque, Steven M. Sommer
Department of Management: Faculty Publications
In recent research scholars have addressed the issue of an individual's behavior in feedback-seeking activity and, except in scant studies, have virtually ignored the role of culture in this area. In this article we explore four cultural syndromes, based on past research, to form a cross-cultural model of feedback-seeking behavior. We advance propositions for the study of culture as a moderator to feedback-seeking behavior.
Reinforce For Performance: The Need To Go Beyond Pay And Even Rewards, Fred Luthans, Alexander D. Stajkovic
Reinforce For Performance: The Need To Go Beyond Pay And Even Rewards, Fred Luthans, Alexander D. Stajkovic
Department of Management: Faculty Publications
Perhaps the most talked about, if not actually implemented. practical solution for making human resources more productive is pay for performance. Yet many researchers and practitioners doubt the true effectiveness of this approach. To help solve this controversy. we suggest drawing from reinforcement theory and behavioral management. This approach can be used to explain the simple statements: You get what you reinforce. but you do not necessarily get what you pay for. We first critically review the traditional pay for performance practices and address the question of whether rewards. not reinforcers. do more harm than good. Next, we discuss the …
Divergent Effects Of Job Control On Coping With Work Stressors: The Key Role Of Self-Efficacy, John Schaubroeck, Deryl E. Merritt
Divergent Effects Of Job Control On Coping With Work Stressors: The Key Role Of Self-Efficacy, John Schaubroeck, Deryl E. Merritt
Department of Management: Faculty Publications
This study identifies job self-efficacy as a moderating variable that may determine whether job control contributes positively or negative to coping with work stressors. Data from two samples (health professionals and an occupationally diverse group) demonstrated similar interactions between demands, control, and self-efficacy predicting blood pressure. These results may reconcile the previous inconsistent and largely method-bound support for Karasek's job demands-control model and suggest that efforts to improve job self-efficacy may be as important to reducing the cardiovascular consequences of job stress as efforts to enhance control.
A Meta-Analysis Of The Effects Of Organizational Behavior Modification On Task Performance, 1975-95, Alexander D. Stajkovic, Fred Luthans
A Meta-Analysis Of The Effects Of Organizational Behavior Modification On Task Performance, 1975-95, Alexander D. Stajkovic, Fred Luthans
Department of Management: Faculty Publications
Results of a primary meta-analysis indicated a significant main effect of the organizational behavior modification (O.B. Mod.) approach on task performance (d. = .51; a 17 percent increase) and a significant treatment-by-study interaction. To account for within-group heterogeneity of effect sizes, we conducted a two-level theory-driven moderator analysis by partitioning the sample of studies first into manufacturing and service groups and then into seven classes of reinforcement interventions. Results indicated a stronger average effect of O.B. Mod. in manufacturing organizations, moderation by the type of contingent interventions, and "pairwise" differences among average effect sizes in both organizational types. The practical …
Job Complexity, "Type A" Behavior, And Cardiovascular Disorder: A Prospective Study, John Schaubroeck, Daniel C. Ganster, Barbara Ellen Kemmerer
Job Complexity, "Type A" Behavior, And Cardiovascular Disorder: A Prospective Study, John Schaubroeck, Daniel C. Ganster, Barbara Ellen Kemmerer
Department of Management: Faculty Publications
Interview-based measures of "type A" behavior and psychological and task-person indexes of job complexity were obtained from 251 police and fire department employees with sound cardiovascular health. Fol- low-up data on cardiovascular disorder were collected seven years later from participants who had remained with their organizations. The type A behavior pattern predicted cardiovascular disorder over time, and the relationships between the two complexity indexes and cardio- vascular morbidity were positive among individuals with high type A behavior ratings but negative among those with low ratings. We discuss the implications of these findings for worker health and job design.
Managing Russian Factory Workers: The Impact Of U.S.-Based Behavioral And Participative Techniques, Dianne H.B. Welsh, Fred Luthans, Steven M. Sommer
Managing Russian Factory Workers: The Impact Of U.S.-Based Behavioral And Participative Techniques, Dianne H.B. Welsh, Fred Luthans, Steven M. Sommer
Department of Management: Faculty Publications
The new internationalization of the field of management has produced growing concern as to whether theories and techniques largely developed in the United States apply to other cultures. A within-subjects experimental design was used to analyze the impacts that three popular and successful techniques used in U.S. studies had on the performance of workers in the largest textile factory in the Russian republic of the former Soviet Union. Two techniques, providing extrinsic rewards and behavioral management, had significant,
Interdependence: An Alternative Conceptualization, Bart Victor, Richard S. Blackburn
Interdependence: An Alternative Conceptualization, Bart Victor, Richard S. Blackburn
Department of Management: Faculty Publications
Conceptualizations of interdependence offered by Thompson (1967) and McCann and Ferry (1979) fail to satisfy basic requirements for empirical or practical investigations of complex organizations. An alternative conceptualization based on interdependence theory (Kelley & Thibaut, 1978; Thibaut & Kelley, 1959) is presented here and used to explain the causes of interunit conflict and the effective- ness of coordination strategy. Hypotheses are presented, and future research is proposed.
Blau's Theory Of Structural Differentiation Revisited: A Theory Of Structural Change Or Scale?, John B. Cullen, Kenneth S. Anderson, Douglas D. Blaker
Blau's Theory Of Structural Differentiation Revisited: A Theory Of Structural Change Or Scale?, John B. Cullen, Kenneth S. Anderson, Douglas D. Blaker
Department of Management: Faculty Publications
The major objective of this study was to determine if Blau's (1970) theory of structural differentiation better captures differences in scale between organizations or structural changes within organizations. Data gathered on 134 Ph.D.-granting universities over nine years permitted us to compare results of within-organizations tests of Blau's theory those from both cross-sectional and longitudinal between-organization tests. The findings suggest that the theory's power lies in explaining structural differences between organizations rather than in explaining structural change.
Board Composition And The Commission Of Illegal Acts: An Investigation Of Fortune 500 Companies, Idalene F. Kesner, Bart Victor, Bruce T. Lamont
Board Composition And The Commission Of Illegal Acts: An Investigation Of Fortune 500 Companies, Idalene F. Kesner, Bart Victor, Bruce T. Lamont
Department of Management: Faculty Publications
Corporate boardroom processes and board composition have long been topics of interest and debate for both organizational researchers and practitioners. In recent years, however, criticism of corporate boards has increased dramatically, as evidences by the comments of former International Telephone & Telegraph chairman, Harold Geneen. According to Geneen, "the boards of directors of U.S. industry include numerous first-rate people doing what amounts to a second-rate job" (1984: 258). In defense of his position, he brought up many points, but board composition is the most central to his argument. Essentially, Geneen and other critics have argued that the designs of corporate …
Refining The Displacement Of Culture And The Use Of Scenes And Themes In Organizational Studies, Nancy C. Morey, Fred Luthans
Refining The Displacement Of Culture And The Use Of Scenes And Themes In Organizational Studies, Nancy C. Morey, Fred Luthans
Department of Management: Faculty Publications
The move to displace the concept of culture traditionally used in anthropology to organizational research is discussed. Issues surrounding the culture concept and the juxtaposition of culture and organization are given special attention. Current thinking about the nature of the process of displacement is refined. Examples from an ongoing study of a city transit organization are used to demonstrate the use of cultural scenes and themes in organizational research.
Research Notes Organizational Commitment: A Comparison Of American, Japanese, And Korean Employees, Fred Luthans, Harriette S. Mccaul, Nancy G. Dodd
Research Notes Organizational Commitment: A Comparison Of American, Japanese, And Korean Employees, Fred Luthans, Harriette S. Mccaul, Nancy G. Dodd
Department of Management: Faculty Publications
Considerable attention is currently being given to exploring differences between Japanese and American workers that might explain the widening gap between the productivity growth rates of the two countries. Some researchers have suggested that this difference in productivity growth is, at least in part, due to Japanese workers' having a higher level of commitment to their orgnaizations than American works (Cole, 1979; Hatvany & Pucik, 1981; Marsh & Mannari, 1977; Whitehall & Takezawa, 1968). Turnover rates are commonly cited to support the popular notion that Japanese employees, whose turnover rate is about half that of their American counterparts, are more …
An Emic Perspective And Ethnoscience Methods For Organizational Research, Nancy C. Morey, Fred Luthans
An Emic Perspective And Ethnoscience Methods For Organizational Research, Nancy C. Morey, Fred Luthans
Department of Management: Faculty Publications
This paper is in answer to the call for new, innovative perspectives and methodologies for organizational research. Although the approach here falls within the subjective/idiographic/qualitative/insider set of methodologies rather than the objective/nomothetic/quantitative/outsider set, there is the potential to bridge the gap between the two sets. Coming largely from anthropology, the emic perspective is explained; the specific steps for ethnoscience analyses are summarized; and examples and implications are given.
Administration Size And Organization Size: An Examination Of The Lag Structure, John B. Cullen, Douglas D. Baker
Administration Size And Organization Size: An Examination Of The Lag Structure, John B. Cullen, Douglas D. Baker
Department of Management: Faculty Publications
Recent longitudinal studies of the relationship between organization and administrative staff size (Freeman & Hannan, 1975) often to replicate the findings of earlier cross-sectional research (Blau herr, 1971). As a result, many researchers (Kimberly, 1976b) have argued that further longitudinal research is necessary.
Social Desirability Response Effects: Three Alternative Models, Daniel C. Ganster, Harry W. Hennessey, Fred Luthans
Social Desirability Response Effects: Three Alternative Models, Daniel C. Ganster, Harry W. Hennessey, Fred Luthans
Department of Management: Faculty Publications
Three models are developed for the effects of social desirability (SD) on organizational behavior research results. SD can act as (a) an unmeasured variable that produces spurious correlations between study variables, (b) a suppressor variable that hides relationships, or (c) a moderator variable that conditions the relationship between two other variable.
A Survey Of Employee Perceptions Of Information Privacy In Organizations, Richard W. Woodman, Daniel C. Ganster, Jerome Adams, Michael K. Mccuddy, Paul D. Tolchinsky, Howard Fromkin
A Survey Of Employee Perceptions Of Information Privacy In Organizations, Richard W. Woodman, Daniel C. Ganster, Jerome Adams, Michael K. Mccuddy, Paul D. Tolchinsky, Howard Fromkin
Department of Management: Faculty Publications
In this study of employees in five multinational corporations, assessment was made of (a) employees' beliefs regarding the types of personal information stored their companies, (b) the accuracy of those perceptions, (c) reactions to various internal and external uses of this personal information, and (d) evaluations of the companies' information handling policies and practices.
The Transfer Of Japanese Manufacturing Management Approaches To U. S. Industry, Richard J. Schonberger
The Transfer Of Japanese Manufacturing Management Approaches To U. S. Industry, Richard J. Schonberger
Department of Management: Faculty Publications
Just-in-time (JIT) provisioning of manufacturing inventories is a notable feature of Japanese manufacturing management. Kawasaki Motors, USA, has committed itself to JIT objectives, which result in moving toward lotless repetitive manufacturing, a streamlined mode of operation characterized by minimal inventories and "shop paper," plus flexible market response. Kawasaki USA has forged a hybrid process of effecting change, featuring Japanese JIT objectives but without Japanese-style consensus mechanisms for making decisions and effecting changes