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  • Articles  (79)
  • Emerald  (79)
  • American Chemical Society
  • American Physical Society
  • National Academy of Sciences
  • 2000-2004  (79)
  • 1995-1999
  • 1965-1969
  • 1950-1954
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  • 2004  (79)
  • Psychology  (44)
  • Political Science
  • 1
    Electronic Resource
    Electronic Resource
    Moderators of employee reactions to negative feedback (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 6-18 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Previous research indicates that unfavorable feedback, even unfavorable feedback provided for developmental purposes only, is not perceived as useful, results in negative reactions and is not associated with a recipient's willingness to change his or her behavior. This study examined the extent to which contextual variables mitigate these unwanted effects of developmental unfavorable feedback. Results indicate that employees are more motivated to improve their job performance based on unfavorable feedback when the feedback source is perceived to be credible, the feedback is of high quality and the feedback is delivered in a considerate manner.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410520637
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  • 2
    Electronic Resource
    Electronic Resource
    Corporate culture and organizational performance (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 340-359 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: While many culture researchers have devoted numerous articles to the nature and definitions of culture, relatively fewer articles have contributed towards culture and performance research. The purpose of this study is to investigate the possible relationships between corporate culture and organizational performance among Singaporean companies. The objectives of this study are twofold: first, it aims to investigate the validity of the culture construct. Can culture construct be operationalized along distinct, repeatable dimensions? Second, it attempts to assess how culture affects organizational performance. The organizational culture profile was used as the primary research instrument. Culture was found to impact a variety of organizational processes and performance. While more research remains to be done in this area, this study has demonstrated the power of culture in influencing organizational performance.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410537927
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  • 3
    Electronic Resource
    Electronic Resource
    Measuring person-team fit: development and validation of the team selection inventory (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 406-426 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Further to the development of the team climate inventory (TCI), a multidimensional team-level measure of team-working style, this paper reports the development and psychometric validation of the team selection inventory (TSI), an individual-level version of the TCI for use in selection. The importance of examining selection at both person-job and person-team levels of analysis is discussed, the team climate literature briefly reviewed, and the need advocated for methods and measures to evaluate person-team fit. The TSI was developed by changing the context of the TCI, from asking respondents about the actual climate of their existing work-team, to what their preferred or ideal team-working climate would be. Having developed items for the TSI through this change of context, six studies (total n=1,029) were carried out over a two-year period to establish the underlying psychometric properties of this new measure. This paper reports the results pertaining to TSI factor structure, the newly developed social desirability scale, internal reliability, test-retest reliability, and construct validity of the TSI compared with the NEO PI-R and 16PF Version 5. Overall, the findings of these studies revealed acceptable levels of reliability and validity, showing promise for the TSI as an individual-level measure of team climate preference for selection and development purposes in industrial, work and organizational psychology and human resource management. In conclusion, potential uses for the TSI in team selection and development are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410537954
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  • 4
    Electronic Resource
    Electronic Resource
    Managers, hierarchies and perceptions: a study of UK managers (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 41-68 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Redundancy, delayering, downsizing and various other forms of organisational change, often accompanied by the managerial fad of the moment, have become increasingly prevalent over the last ten years. This paper is based on the results of a four-year University of Manchester Institute of Science and Technology (UMIST)-Chartered Management Institute (CMI) research programme (the Quality of Working Life Project) that was designed to explore the changing nature of managerial work in the UK and also to assess the impact of different forms of organisational change on managers' perceptions of the organisations they work within. The analysis reported here indicates clearly that some forms of change (notably redundancy and delayering) have had particularly damaging effects on managers' experiences in the workplace and ultimately on their behaviours within and beyond their organisations. The objectives of this paper are, first, to paint a picture of recent organisational change in the UK based on the responses of members of the CMI, second, to explore how change has affected managers' perceptions of their organisations and their working lives and, third, to explore if different forms of change (particularly redundancy and delayering) have had a differential impact on managers' perceptions of their organisations "as a place to work".
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410520655
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  • 5
    Electronic Resource
    Electronic Resource
    A study of the relationship between emotional intelligence and performance in UK call centres (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 442-454 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Within business the organisational concept of call centres has developed rapidly. Within the UK the use and development of these centres has grown at a significant rate over the last decade. The economic benefits of this organisational concept have been threatened by the nature of the work and operating environment leading to high levels of attrition with associated recruitment, training and loss of productivity costs. As a result much effort has been focused on recruitment criteria and selection processes. In reviewing the criteria it is clear that many overlap with elements from within the concept of emotional intelligence (EI). This research note reports a study designed to explore the relationship between the EI of call centre agents (using the EIQ measure developed by Dulewicz and Higgs, and ratings of their performance. A sample of 289 agents from three organisations was studied. Results included a strong relationship between overall EI and individual performance, as well as between several EI elements from the model and performance. Furthermore, a relationship between age and performance was established along with a number of gender differences. The practical implications of these findings are discussed along with the study limitations. Further areas for research are identified including differences between agents in reaction and proactive roles and relationships to more direct measures of agent attrition.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410537972
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  • 6
    Electronic Resource
    Electronic Resource
    Satisfaction with performance appraisal systems: A study of role perceptions (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 526-541 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: This study examines the inter-relationship between a person's role as appraisee and/or appraiser in a performance appraisal system (PAS) and level of satisfaction expressed with the system. It builds on earlier US studies which found that being an appraiser and, therefore, also an appraisee increased a person's satisfaction level compared with those who were appraisees only. Data were gathered from 382 respondents to examine three aspects of organisational justice which are known to influence satisfaction with PASs. The results indicate no intrinsic difference in satisfaction level linked to role in administering a PAS and that the source of satisfaction and/or dissatisfaction with the PAS was not equally attributable to all aspects of organisational justice.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410543605
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  • 7
    Electronic Resource
    Electronic Resource
    Perceptions of team performance: The impact of group composition and task-based cues (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 506-525 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: The need to integrate men and women more effectively into team roles requires a fuller consideration of the dynamics of work-team diversity and the consequences for both behavior and cognition among team members. Drawing from sociological and psychological perspectives, this study examines the influence of team gender composition and gender-orientation of the task on members' perceptions of their team's performance. The participants for this study included 216 university students (108 men, 108 women) who were randomly assigned to one of three types of gender-mixed teams - male-dominated, female-dominated and balanced-gender work-teams. Teams were required to generate, in a (videotaped) team meeting, a negotiation strategy for two business-related cases. Self-report instruments provided information regarding perceptions of team performance, and expert judges offered objective measures of team performance. The findings of this study offer striking evidence that team gender composition and the gender-orientation of the task, can clearly affect member perceptions of the quality of their team's performance, regardless of the actual performance level achieved.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410543597
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  • 8
    Electronic Resource
    Electronic Resource
    Senior management relationships and trust: an exploratory study (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 571-587 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: This paper explores the phenomenon of trust in the context of managerial relationships, particularly examining the extent to which trust, or lack of it, drives those relationships. The results of an exploratory study that highlights the significance of trust in this context are reported. The initial part of the paper sets out a relational continuum, extending between different relational types, drawing on theory already established in social psychology. The later sections report the results of the study that supports and extends the practical application of the proposed relationship continuum. Implications regarding the extent to which trust drives the framing and dynamics of different types of relationships, and broader factors that appear to characterise the relational domain of senior management, are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410551499
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  • 9
    Electronic Resource
    Electronic Resource
    The role of competence-based trust and organizational identification in continuous improvement (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 623-639 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: This paper investigates the role of individuals' competence-based trust and organizational identification (OI) in employees' continuous improvement efforts. The data were collected in a high-tech multinational joint venture company with a sample of over 490 shop floor workers. The results show that trust is positively related to continuous improvement efforts when employees strongly identify with the organization. For individuals whose OI is weaker, however, trust is not positively related to continuous improvement. OI, on the other hand, not only moderated the relationship between trust and continuous improvement efforts, but also had a strong and positive impact on employees' continuous improvement efforts. Managerial implications are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410551525
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  • 10
    Electronic Resource
    Electronic Resource
    Constructing management performance scripts using case-based modeling (2004)
    Bradford : Emerald
    Journal of managerial psychology 19 (2004), S. 676-694 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: In this paper the instructional method, case-based modeling, is presented and examined in practice. The model is built upon concepts and theories of constructivism and experiential learning. It represents an arrangement of instructional tasks and as the tasks are completed in an ordered sequence they help individuals learn how to shape and practice general and routine management skills. Case situations used with team research, study and practice provide the bases for skill identification and continuous improvement. The case-based modeling approach may be adapted to many different topics or business disciplines in which decision situations can be embedded in case material. The instructional approach and a brief study of its influences are demonstrated in this paper.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683940410559374
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