Organizational behavior and human performance最新文献_第10页

Role perceptions and behavior of the immediate superior: Moderating effects on the prediction of leadership effectiveness 直接上级的角色认知与行为:对领导效能预测的调节作用

Organizational behavior and human performance Pub Date : 1983-02-01 DOI: 10.1016/0030-5073(83)90116-2

Dean E. Frost

{"title":"Role perceptions and behavior of the immediate superior: Moderating effects on the prediction of leadership effectiveness","authors":"Dean E. Frost","doi":"10.1016/0030-5073(83)90116-2","DOIUrl":"10.1016/0030-5073(83)90116-2","url":null,"abstract":"<div><p>The relationship between role conflict or role ambiguity and behavior of the immediate superior is investigated. It is hypothesized that behaviors which are associated with subordinates' role perceptions will moderate the relationship between subordinates' ability and their performance. First- and second-level leaders were asked to provide data on their job attitudes, co-worker relations, and experience. Respondents were also given a short test of intelligence, and their job performance was rated by knowledgeable superiors. Results show that boss behavior creating role conflict for first-level leaders was a significant moderator for these leader's ability and performance correlations. For second-level leaders, boss behavior which created role ambiguity was a significant moderator of ability and performance correlations. It is concluded that experience has a positive relationship with performance when stress is high and that intelligence has a positive relationship with performance only when stress is low. It is further argued that stress with the boss is best described as behavior which leads to role conflict and ambiguity for subordinates in leadership positions. Implications for role theory and leadership theory are discussed.</p></div>","PeriodicalId":76928,"journal":{"name":"Organizational behavior and human performance","volume":"31 1","pages":"Pages 123-142"},"PeriodicalIF":0.0,"publicationDate":"1983-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0030-5073(83)90116-2","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21131051","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 31

Utility and decision strategies: A second look at the rational decision maker 效用和决策策略:再看一下理性的决策者

Organizational behavior and human performance Pub Date : 1983-02-01 DOI: 10.1016/0030-5073(83)90110-1

Noreen M. Klein

引用次数: 46

Author index for volume 30 第30卷的作者索引

Organizational behavior and human performance Pub Date : 1982-12-01 DOI: 10.1016/0030-5073(82)90229-X

引用次数: 0

Information search in judgment tasks: A regression model and some preliminary findings 判断任务中的信息搜索:一个回归模型及一些初步发现

Organizational behavior and human performance Pub Date : 1982-12-01 DOI: 10.1016/0030-5073(82)90224-0

Terry Connolly, Naveed Gilani

引用次数: 35

Pygmalion versus self-expectancy: Effects of instructor- and self-expectancy on trainee performance 皮格马利翁与自我期望:教师期望与自我期望对学员绩效的影响

Organizational behavior and human performance Pub Date : 1982-12-01 DOI: 10.1016/0030-5073(82)90225-2

Dov Eden, Gad Ravid

{"title":"Pygmalion versus self-expectancy: Effects of instructor- and self-expectancy on trainee performance","authors":"Dov Eden, Gad Ravid","doi":"10.1016/0030-5073(82)90225-2","DOIUrl":"10.1016/0030-5073(82)90225-2","url":null,"abstract":"<div><p>The Pygmalion effect was recently demonstrated experimentally for the first time with adult military trainees by Eden and Shani (1979, 1982). The present field experiment was conducted in order to replicate the conventional Pygmalion effect and to test the effects on learning performance of directly inducing high self-expectancy among trainees themselves. Trainees included 60 men in the first half-year of military duty enrolled in a 7-week clerical course divided into 5 training groups, each instructed by an instructor—commander. To produce the Pygmalion effect, a random quarter of each instructor's trainees were described to the instructor as having high success potential (SP). Another random quarter were told directly by a psychologist in a brief personal interview that they had high SP, in order to induce high self-expectancy directly. The remaining trainees served as controls. Learning performance as measured by both weekly instructor ratings and weekly written examinations was significantly higher in both high expectancy groups than in controls, confirming the Pygmalion hypothesis and our hypothesis that inducing high self-expectations similarly enhances trainee performance. Several instructors were unexpectedly relieved midway through the course. The hypothesized performance differentials continued unabated even though we abstained from refreshing the expectancy induction among the relief instructors. This “second-generation” effect underscores the durability of expectancy effects. Equity played a mediating role; the trainees in the high expectancy conditions reporting dissonant feelings of overreward, probably impelling them to increase their inputs to improve their performance.</p></div>","PeriodicalId":76928,"journal":{"name":"Organizational behavior and human performance","volume":"30 3","pages":"Pages 351-364"},"PeriodicalIF":0.0,"publicationDate":"1982-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0030-5073(82)90225-2","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"53834265","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 159

Critical job events, acute stress, and strain: A multiple interrupted time series 关键工作事件、急性压力和紧张:一个多重中断的时间序列

Organizational behavior and human performance Pub Date : 1982-12-01 DOI: 10.1016/0030-5073(82)90223-9

Dov Eden

引用次数: 67

Differentially weighting linear models in organizational research: A cross-validation comparison of four methods 组织研究中的差异加权线性模型:四种方法的交叉验证比较

Organizational behavior and human performance Pub Date : 1982-12-01 DOI: 10.1016/0030-5073(82)90222-7

Charles K. Parsons, Charles L. Hulin

引用次数: 3

Calibration of auditors' probabilistic judgments: Some empirical evidence 审计人员概率判断的校准:一些经验证据

Organizational behavior and human performance Pub Date : 1982-12-01 DOI: 10.1016/0030-5073(82)90227-6

Lawrence A. Tomassini, Ira Solomon, Marshall B. Romney, Jack L. Krogstad

引用次数: 104

A test of task influences in uncertainty measurement 不确定度测量中任务影响的检验

Organizational behavior and human performance Pub Date : 1982-12-01 DOI: 10.1016/0030-5073(82)90226-4

William C. Howell, Shanta P. Kerkar

{"title":"A test of task influences in uncertainty measurement","authors":"William C. Howell, Shanta P. Kerkar","doi":"10.1016/0030-5073(82)90226-4","DOIUrl":"10.1016/0030-5073(82)90226-4","url":null,"abstract":"<div><p>Three experiments were carried out to test the hypothesized effect of response mode and event-type factors on measured uncertainty for frequentistic events observed within a realistic task setting. Subjects served as emergency vehicle dispatchers for a hypothetical city and gained experience with events (emergency calls) generated by a stationary stochastic process over a number of sessions. Experiment I compared two forms of judgment (frequency and probability estimation) over eight different kinds of observed events. Subsequently it compared subjects' predictive choice performance on selected event pairs with and without the benefit of prior estimation requirement. The results demonstrated a superiority of frequency over probability judgment and a reliable event-type influence on the quality of estimations produced. Moreover, prior judgment (frequency or probability estimation) seemed to facilitate predictive choice performance. Experiment II sought to clarify the relation between judgment and choice by manipulating the quality of prior estimations via combinations of instructional set and response requirement. Despite the differences in quality of frequency and probability judgments, choices were not directly affected by this variable. Rather, estimations served to cue frequentistic information in storage that was accumulated similarly by all experimental groups. This cuing hypothesis was tested further in Experiment III by comparing an estimation group with a directly cued group on predictive choice accuracy. The similarity of performance by the two groups was considered evidence in support of this cuing hypothesis.</p></div>","PeriodicalId":76928,"journal":{"name":"Organizational behavior and human performance","volume":"30 3","pages":"Pages 365-390"},"PeriodicalIF":0.0,"publicationDate":"1982-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0030-5073(82)90226-4","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"53834270","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 12

A framework of a cognitive—behavioral theory of leader influence and effectiveness 领导影响力与效能的认知行为理论框架

Organizational behavior and human performance Pub Date : 1982-12-01 DOI: 10.1016/0030-5073(82)90228-8

Ahmed Sakr Ashour

引用次数: 23