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Total quality management: Empirical, conceptual, and practical issues’, Administrative Science Quarterly
, 1995
"... •We gratefully acknowledge the assistance of Cathy Sirett in conducting library research for this commentary. We do not provide here a comprehensive review of the large and rapidly growing literature on TOM. For a sampling, see Jablonski (1992), Krishnan et al., (1993), Sashkin and Kiser (1993), and ..."
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Cited by 179 (1 self)
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•We gratefully acknowledge the assistance of Cathy Sirett in conducting library research for this commentary. We do not provide here a comprehensive review of the large and rapidly growing literature on TOM. For a sampling, see Jablonski (1992), Krishnan et al., (1993), Sashkin and Kiser (1993), and the July 1994 special issue of the Academy of Management Review (vol, 19. no. 3) on "total quality." In recent years, total quality management (TOM) has become something of a social movement in the United States. This commentary returns to the writings of the movement's founders-W. Edwards Deming, Joseph
Substitutes for leadership: Their meaning and measurement
- Organizational Behavior and Human Performance
, 1978
"... Current heories and models of leadership seek to explain the influence of the hierarchical superior upon the satisfaction and performance of subordi-nates. While disagreeing with one another in important respects, these theories and models share an implicit assumption that while the style of leaders ..."
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Cited by 176 (0 self)
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Current heories and models of leadership seek to explain the influence of the hierarchical superior upon the satisfaction and performance of subordi-nates. While disagreeing with one another in important respects, these theories and models share an implicit assumption that while the style of leadership likely to be effective may vary according to the situation, some leadership style will be effective regardless of the situation. It has been found, however, that certain individual, task, and organizational variables act as "substitutes for leadership, " negating the hierarchical superior's ability to exert either positive or negative influence over subordinate attitudes and effectiveness. This paper identifies a number of such substitutes for leadership, resents scales of ques-tionnaire items for their measurement, and reports ome preliminary tests. A number of theories and models of leadership exist, each seeking to most clearly identify and best explain the presumedly powerful effects of leader behavior or personality attributes upon the satisfaction and per-formance of hierarchical subordinates. These theories and models fail to
The validity of the job characteristics model: A review and metaanalysis
- Personnel Psychology
, 1987
"... assessed by conducting a comprehensive review of nearly 200 relevant studies on the model as well as by applying meta-analytic procedures to a large portion of the data. The evidence indicated that the available correla-tional results are reasonably valid in light of the issues examined. Results ten ..."
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Cited by 150 (4 self)
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assessed by conducting a comprehensive review of nearly 200 relevant studies on the model as well as by applying meta-analytic procedures to a large portion of the data. The evidence indicated that the available correla-tional results are reasonably valid in light of the issues examined. Results tended to support the multidimensionality of job characteristics, but there was less agreement on the exact number of dimensions. The corrected correlational results of the meta-analysis indicated that job characteris-tics related both to psychological and behavioral outcomes. Concerning psychological states, the results tended to support their mediating (e.g., intervening) role between job characteristics and personal outcomes. The pattern of correlations between the job characteristics and psychological states was less supportive of the model. Meta-analytic results demon-strated that most of the cross-study variance was due to statistical arti-facts. True variance across studies was found for the job characteristics-performance relationship, however, and subsequent analyses suggested
Career benefits associated with mentoring for protégés: A meta-analysis
- Journal of Applied Psychology
, 2004
"... Meta-analysis was used to review and synthesize existing empirical research concerning the career benefits associated with mentoring for the protégé. Both objective (e.g., compensation) and subjective (e.g., career satisfaction) career outcomes were examined. Comparisons of mentored versus nonment ..."
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Cited by 112 (3 self)
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Meta-analysis was used to review and synthesize existing empirical research concerning the career benefits associated with mentoring for the protégé. Both objective (e.g., compensation) and subjective (e.g., career satisfaction) career outcomes were examined. Comparisons of mentored versus nonmentored groups were included, along with relationships between mentoring provided and outcomes. The findings were generally supportive of the benefits associated with mentoring, but effect sizes associated with objective outcomes were small. There was also some indication that the outcomes studied differed in the magnitude of their relationship with the type of mentoring provided (i.e., career or psychosocial). The benefits of mentoring relationships have been publicized for several decades (Levinson, Darrow, Klein, Levinson, & McKee, 1978; Roche, 1979). However, not until the publication of Kram’s (1985) seminal work on mentoring relationships at work has empirical research on the topic proliferated. Much of the extant research has examined the benefits of mentoring for protégés, finding that mentoring is related to important career outcomes such as salary level, promotion rate, and job satisfaction, among other outcomes (e.g., Chao, Walz, & Gardner, 1992; Fagenson, 1989;
Emotional labor and burnout: comparing two perspectives of "people work
- Journal of Vocational Behavior
, 2002
"... Although it has often been presumed that jobs involving “people work ” (e.g., nurses, service workers) are emotionally taxing (Maslach & Jackson, 1982), seldom is the emo-tional component of these jobs explicitly studied. The current study compared two perspec-tives of emotional labor as predict ..."
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Cited by 111 (3 self)
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Although it has often been presumed that jobs involving “people work ” (e.g., nurses, service workers) are emotionally taxing (Maslach & Jackson, 1982), seldom is the emo-tional component of these jobs explicitly studied. The current study compared two perspec-tives of emotional labor as predictors of burnout beyond the effects of negative affectivity: job-focused emotional labor (work demands regarding emotion expression) and employee-focused emotional labor (regulation of feelings and emotional expression). Significant dif-ferences existed in the emotional demands reported by five occupational groupings. The use of surface-level emotional labor, or faking, predicted depersonalization beyond the work de-mands. Perceiving the demand to display positive emotions and using deep-level regulation were associated with a heightened sense of personal accomplishment, suggesting positive benefits to this aspect of work. These findings suggest new antecedents of employee burnout and clarify the emotional labor literature by comparing different conceptualizations of this concept. C ° 2002 Elsevier Science The burnout syndrome entails three distinct states in which employees feel emo-tionally “spent ” (emotional exhaustion), display a detached attitude toward others (depersonalization), and experience a low sense of efficacy at work (diminished personal accomplishment) (Maslach & Jackson, 1986). Burnout has been con-sistently linked with physiological and affective outcomes (Burke & Greenglass,
Relational job design and the motivation to make a prosocial difference
- Academy of Management Review
, 2007
"... This article illustrates how work contexts motivate employees to care about making a positive difference in other people’s lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees ’ actions ..."
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Cited by 91 (19 self)
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This article illustrates how work contexts motivate employees to care about making a positive difference in other people’s lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees ’ actions and identities. Whereas existing research fo-cuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference. Why do I risk my life by running into a burning building, knowing that at any moment... the floor may give way, the roof may tumble on me, the fire may engulf me?... I’m here for my community, a community I grew up in, a communitywhere I know lots of people, a community that knows me (fire-fighter; International Firefighters ’ Day, 2004). On my bad days I feel I have wasted three years working here in the ghetto.... You can work four days straight, sixteen hours a day... until your eyes start falling out.... we charge one-tenth of what a lawyer would normally charge.... It’s just physically too much—and emotionally.... You’re aware of the suffering of your client.... You know the pressure he’s under. It makes you all the more committed. We don’t help them only with their legal problems. If they’re suffering from a psycho-logical problem we try to hook them up with a psychiatrist.... You get to know them intimately. We’re very close.... The people I work with here are my life (inner-city attorney; Terkel, 1972: 538– 539). Employees often care about making a positive difference in other people’s lives. In the popular press, it is widely assumed that employees want to make a difference (Bornstein, 2004; Everett, 1995; May, 2003; Quinn, 2000). In order to moti-vate employees, many organizations define their missions in terms of making a difference
Fay D (2001) Personal initiative: An active performance concept for work
- in the 21st century. Research in Organizational Behavior
"... This research was supported as Project AHUS (Aktives Handeln in einer Umbruch-Situation-active actions in a radical change situation) by the Deutsche Forschungsgemeinschaft (DFG, No Fr 638/6-2 to 6) (principal investigator: Prof. Frese). We are grateful to Dan Ilgen and Bob Wood for commenting and c ..."
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Cited by 90 (2 self)
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This research was supported as Project AHUS (Aktives Handeln in einer Umbruch-Situation-active actions in a radical change situation) by the Deutsche Forschungsgemeinschaft (DFG, No Fr 638/6-2 to 6) (principal investigator: Prof. Frese). We are grateful to Dan Ilgen and Bob Wood for commenting and critiquing prior versions of this article and to Elizabeth Morrison for This article reports on the development of a concept of personal initiative (PI). Personal initiative is a work behavior defined as self-starting and proactive that overcomes barriers to achieve a goal. It is argued that future workplaces will require people to show more PI than before, and that current concepts of performance and organizational behavior are more reactive than desirable. The facets of PI are developed along the lines of goals, information collection, plans, and feedback. Personal initiative enables people to deal with job difficulties more actively, for example, with stressors, unemployment, career changes, or becoming an entrepreneur. High PI changes the work situation of employees and relates to success as an entrepreneur. Personal initiative is seen to sharpen and partly modify the concepts of reciprocal determinism, organizational citizenship behavior, innovation, entrepreneurship, work performance, intrinsic motivation, and self-regulation. George Bernhard Shaw (Mrs. Warren’s Profession 1893): “People are always blaming their
Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions
- Journal of Applied Psychology
, 1998
"... Role breadth self-efficacy (RBSE) refers to employees ' perceived capability of carrying out a broader and more proactive set of work tasks that extend beyond prescribed technical requirements. A newly developed scale of RBSE was internally consistent and distinct from the related concepts of p ..."
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Cited by 89 (4 self)
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Role breadth self-efficacy (RBSE) refers to employees ' perceived capability of carrying out a broader and more proactive set of work tasks that extend beyond prescribed technical requirements. A newly developed scale of RBSE was internally consistent and distinct from the related concepts of proactive personality and self-esteem. In an initial cross-sectional study (N = 580), work design variables (job enrichment, job enlargement, and membership of improvement groups) were the key organizational predictors of RBSE. These investigations were repeated in a second cross-sectional study (N = 622) and extended by examining change over time (N = 459). The longitudinal nalysis howed that increased job enrichment and increased quality of communication predicted the development ofgreater self-efficacy. Many commentators have argued that to compete against low-wage countries, and to cope with rapidly changing environments, organizations eed highly skilled employees who are willing and able to take on a broader
A dimensional analysis of the relationship between psychological empowerment and effectiveness, 22 يتخاىطواير يزاسذىمواًت ٍطبار يبرجت ٍعلاطم...راتفر غًلب ي satisfaction and strain
- Journal of Management
, 1997
"... Hong Kong Universig qfScience and Technolng) This paper examines the contribution of each of the four dimen-sions in Thomas and Velthouse’s (1990) multidimensional conceptual-ization of psychological empowerment in predicting three expected outcomes of empowerment: effectiveness, work satisfaction, ..."
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Cited by 85 (2 self)
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Hong Kong Universig qfScience and Technolng) This paper examines the contribution of each of the four dimen-sions in Thomas and Velthouse’s (1990) multidimensional conceptual-ization of psychological empowerment in predicting three expected outcomes of empowerment: effectiveness, work satisfaction, and job-related strain. The literature on the four dimensions of empowerment (i.e., meaning, competence, self-determination, and impact) is reviewed and theoretical logic is developed linking the dimensions to specific outcomes. The expected relationships are tested on a sample of manag-ers from diverse units of a manufacturing organization and then repli-cated on an independent sample of lower-level employees in a service organization using alternative measures of the outcome variables. The results, largely consistent across the two samples, suggest that dcrerent dimensions are related to different outcomes and that no single dimen-sion predicts all three outcomes. These results indicate that employees need to experience each of the empowerment dimensions in order to achieve all of the hoped for outcomes of empowerment.
Stability in the midst of change: A dispositional Approach to job attitudes
- Journal of Applied Psychology
, 1985
"... Most recent debates on the determinants of job attitudes have concentrated on situational theories, stressing external influences such as job design and social information processing. In contrast, this research examines the dispositional argument that job attitudes are rather consistent within indiv ..."
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Cited by 85 (1 self)
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Most recent debates on the determinants of job attitudes have concentrated on situational theories, stressing external influences such as job design and social information processing. In contrast, this research examines the dispositional argument that job attitudes are rather consistent within individuals, showing stability both over time and across situations. To test this notion, longitudinal data on job satisfaction were analyzed from a national sample of over 5,000 middle-aged men. Results showed significant stability of attitudes over a 5-year time period and significant cross-situational consistency when individuals changed employers and/or occupations. Prior attitudes were also a stronger predictor of subsequent job satisfaction than either changes in pay or the social status of one's job. The implications of these results for developing dispositional theories of work behavior are discussed, along with possible implications for popular situational theories such as job design and social information processing. In recent years almost all research on job attitudes has been situationally based. Situa-
