No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Bibliography
ResearchGate has not been able to resolve any citations for this publication.
People approach pleasure and avoid pain. To discover the true nature of approach–avoidance motivation, psychologists need to move beyond this hedonic principle to the principles that underlie the different ways that it operates. One such principle is regulatory focus, which distinguishes self-regulation with a promotion focus (accomplishments and aspirations) from self-regulation with a prevention focus (safety and responsibilities). This principle is used to reconsider the fundamental nature of approach–avoidance, expectancy–value relations, and emotional and evaluative sensitivities. Both types of regulatory focus are applied to phenonomena that have been treated in terms of either promotion (e.g., well-being) or prevention (e.g., cognitive dissonance). Then, regulatory focus is distinguished from regulatory anticipation and regulatory reference, 2 other principles underlying the different ways that people approach pleasure and avoid pain.
attempt to make a broad sweep of the industrial and organizational psychology and organizational behavior literatures with the intention of uncovering evidence about the effects of employee control in the workplace
summary of experimental and social psychological control research / control theories / intrinsic need for control / learned helplessness / distinguishing predictability from control
include those studies that measure control beliefs directly as well as studies that assess working conditions that are theoretically causal of those cognitions
cover studies that address relevant dispositional constructs such as locus of contol / individual difference variables / type A behavior pattern
control theory in organizational settings / participation in decision making / job design research / autonomy research / machine pacing / job decision latitude / tests of an interactive control model
workplace interventions and control
job attitudes / job performance / stress and well-being (PsycINFO Database Record (c) 2012 APA, all rights reserved)
We develop theory specifying the role of ownership in the employment relationship and address how sharing in ownership's privileges can create convergent psychological contracts between workers and employers. We specify two factors limiting the attractiveness of ownership for some workers - that is, the potential for internal conflict among worker/owners transitioning to this dual role and the risks that ownership entails - and also outline a research agenda to investigate how allocating ownership to workers impacts their interests and those of managers and investors.
The factor structure of the Affective and Continuance Commitment Scales (ACS and CCS; Meyer & Allen, 1984), as well as the causal links between affective and continuance commitment, were examined. Data were obtained from 2 employee samples on a single occasion and from a sample of new employees on 3 occasions during their first year of employment. Confirmatory factor analyses revealed that (a) the ACS and CCS measure different constructs and (b) the CCS can be divided into 2 highly related subscales reflecting costs associated with leaving the organization (lack of alternatives and personal sacrifice). Tests of nonrecursive causal models with cross-sectional data revealed that (a) affective commitment had a negative effect on the alternatives component of continuance commitment in all samples and (b) both components of continuance commitment had a positive effect on affective commitment for established employees. Analyses of the longitudinal data revealed only a weak, negative, time-lagged effect of the alternatives component on affective commitment.
This study provides a preliminary test of a model proposed by Sutton and Kahn (1986). In the model, the ability to understand, predict, and control events in the work environment can reduce the potential adverse effects generally associated with certain work conditions. Using a sample of physicians, dentists, and nurses (N = 206) from a large naval medical hospital, the present study examined the moderating effects of understandable, predictable, and controllable work situations on the relationship between perceived role stress, satisfaction, and psychological well-being. Under- standing and control were found to have moderating effects on the relationship between perceived stress and satisfaction. Understanding, prediction, and control were found to have direct relation- ships with perceived stress, but only control had a significant direct relationship with satisfaction. None of these variables were found to have significant direct relationships with psychological well-being.
The authors report a series of 9 studies (N = 2,734) in which they evaluated the construct definition, measurement, and validation of organizational commitment (OC). An integrated examination of a wide range of antecedents of the various dimensions of OC was conducted. Results support the existence of 3 major OC dimensions (affective, continuance, and normative), with 2 subdimensions (personal sacrifice and lack of alternatives) for the continuance dimension. Results suggest that the widely used Organizational Commitment Questionnaire assesses primarily the affective dimension. Results provide various levels of support for the set of proposed antecedents. Implications for construct definition, measurement, and future research are discussed.
The article introduces the construct "organization-based self-esteem" and its measurement. We developed a partial nomological network resulting in a set of hypotheses that guided efforts lo validate the construct and its measurement. Homogeneity of scale items, test-retest and internal consistency reliability, and convergent, discriminant, incremental, concurrent, and predictive validity estimates were all in inspected through conducting field studies and a laboratory experiment. We present results from a validation effort involving seven studies that draw on data from over 2,000 individuals, representing diverse organizations and occupations. Results support the construct validity of the measurement and most of the hypotheses.
The organization-based self-esteem scale has been used in 100s of published studies since its validation, and a well-developed organization-based self-esteem theory now exists.
Émile Durkheim is one of the founding fathers of sociology and Professional Ethics and Civic Morals is one of his most neglected yet insightful works. Durkheim’s view that the instability of industrial society was connected to the decline of religion and his characterization of the state as the ultimate moral force in society reveal his lifelong engagement with the relationship between the individual and society. In Professional Ethics and Civic Morals Durkheim poses a major question: given the negative social consequences of unfettered markets, which caused what he termed ‘anomie’, how is the state to reconcile morality with the market? Durkheim argues that the answer is to be found in the evolution of a civil religion, in the form of professional codes and civic values, which would counteract the effects of individualism, just as guilds had regulated medieval economic life. Arguing that the state has a vital role to play in moral life and that morals are at bottom social facts - a controversial position which drew considerable criticism - Durkheim also argues that the state had a duty to protect the rights of the individual, via a form of cosmopolitan patriotism. Durkheim also articulates a highly original and critical interpretation of the rules around property and inheritance - a perspective which resonates with debates about inequality and the redistribution of wealth today. Included in this Routledge Classics edition is a new introduction by Bryan S.Turner, placing Durkheim in contemporary context and outlining the key tenets of Professional Ethics and Civic Morals.
A model of work attitudes, distinguishing between normative and instrumental processes as behavioral determinants, serves as the framework within which commitment is conceptualized. Commitment is defined as the totality of internalized normative pressures to act in a way that meets organizational interests. Organizational identification and generalized values of loyalty and duty are viewed as its immediate determinants. Thus commitment can be influenced by both personal predispositions and organizational interventions. The role of recruitment, selection, and socialization in affecting members' commitment is discussed.
People develop feelings of ownership for a variety of objects, material and immaterial in nature. We refer to this state as psychological ownership. Building on and extending previous scholarship, the authors offer a conceptual examination of this construct. After defining psychological ownership, they address "why" it exists and "how" it comes into being. They propose that this state finds its roots in a set of intraindividual motives (efficacy and effectance, self-identity, and having a place to dwell). In addition, they discuss the experiences that give rise to psychological ownership and propose several positive and negative consequences of this state. The authors' work provides a foundation for the development of a comprehensive theory of psychological ownership and the conceptual underpinnings for empirical testing.
Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences examines the vast amount of work that has been done on organizational citizenship behavior (OCB) in recent years as it has increasingly evoked interest among researchers in organizational psychology. No doubt some of this interest can be attributed to the long-held intuitive sense that job satisfaction matters. Authors Dennis W. Organ, Philip M. Podsakoff, and Scott B. MacKenzie offer conceptual insight as they build upon the various works that have been done on the subject and seek to update the record about OCB.
While previous research has theorized the motives underlying psychological ownership, the relationship between motives and psychological ownership has not been demonstrated empirically. More importantly, the individual dispositions that affect these motives and psychological ownership have not been examined. Analysis of survey data from 109 employees in an engineering company indicated that internal locus of control was positively related to effectance motive, individualism was negatively related to self-identity motive, and the three motives (effectance, place to live, and self- identity) were positively related to psychological ownership.
"(Tuan) does a masterful job exploring the condescending human treatment of animals as 'playthings' that exist only for our entertainment. He charts the malevolent history of male domination over women and children and the sad chronicle of slaves, dwarfs and other 'freaks' treated as human appliances or toys. This provocative study of power in the world of pleasure, play and art is a tour de force." -Cultural Information Service "A brilliant book that will appeal to a wide audience. The volume provides excellent material for school and college seminar debates on humankind's place in nature and attitudes toward other living things. . . . (A) penetrating analysis. . . . Readable at all levels."-Choice.
Organizational Identity presents the classic works on organizational identity alongside more current thinking on the issues. Ranging from theoretical contributions to empirical studies, the readings in this volume address the key issues of organizational identity, and show how these issues have developed through contributions from such diverse fields of study as sociology, psychology, management studies and cultural studies. The readings examine questions such as how organizations understand who they are, why organizations develop a sense of identity and belonging where the boundaries of identity lie and the implications of postmodern and critical theories' challenges to the concept of identity as deeply-rooted and authentic. Includes work by: Stuart Albert, Mats Alvesson, Blake E. Ashforth, Marilynn B. Brewer, George Cheney, Lars Thoger Christensen, C.H. Cooley, Kevin G. Corley, Barbara Czarniawska, Janet M. Dukerich, Jane E. Dutton, Kimberly D. Elsbach, Wendi Gardner, Linda E. Ginzela, Dennis A. Gioia, E. Goffman, Karen Golden-Biddle, Mary Jo Hatch, Roderick M. Kramer, Fred Rael, G.H. Mead, Michael G. Pratt, Anat Rafaeli, Hayagreeva Rao, Majken Schultz, Howard S. Schwartz, Robert I. Sutton, Henri Taijfel, John Turner, David A. Wherren, and Hugh Willmott. Intended to provide easy access to this material for students of organizational identity, it will also be of interest more broadly to students of business, sociology and psychology.
Empowerment is now commonplace in the service industry in such companies as American Airlines, Marriot, American Express, and Federal Express. In this industry, empowerment means turning the front line loose, encouraging and rewarding employees to exercise initiative and imagination. Obviously, empowerment is a matter of degree rather than an absolute. It should occur within some limits. This is the real challenge in implementing any empowerment strategy.
This chapter is concerned with the thinking processes of the intimate dyad. So, although we will focus from time to time on the thinking processes of the individual—as they influence and are influenced by the relationship with another person—our prime interest is in thinking as it occurs at the dyadic level. This may be dangerous territory for inquiry. After all, this topic resembles one that has, for many years now, represented something of a “black hole” in the social sciences—the study of the group mind. For good reasons, the early practice of drawing an analogy between the mind of the individual and the cognitive operations of the group has long been avoided, and references to the group mind in contemporary literature have dwindled to a smattering of wisecracks.
This paper investigates the relationship between organizational technology, specifically the degree of routineness of work, and the social structure and goals of health and welfare organizations. Hypotheses relating four aspects of social structure and two aspects of organizational goals with the degree of routine work are tested with data from sixteen social welfare and health organizations located in a midwestern metropolis in 1967. The social structure of organizations with more routine work are found to be more centralized, more formalized, and to have less professionally trained staffs, but no relationship with stratification is found. Organizations with routine work are further found to emphasize goals of efficiency and the quantity of clients served, not innovativeness, staff morale, or quality of client services.
This paper explores employee ownership as a financial investment rather than a mechanism of control. Viewed from such a perspective, relations among employee ownership, satisfaction, and desired influence are more complex than supposed. Employee owners' satisfaction with the firm and their jobs depends, in part, on their perceptions of the firm's financial performance and of the effectiveness of other employees. Dissatisfaction may increase efforts by employee owners to influence decision making.
Group efficacy has emerged as an important and significant predictor of group effectiveness. However, most conceptual work on group efficacy fails to capture its complexity. In this article we extend extant theory and develop a more in-depth model of how group efficacy develops and operates within existing groups, including complex moderating factors. We conclude with a discussion of implications and future research concerning motivation in collaborative efforts. [ABSTRACT FROM AUTHOR]
The abstract for this document is available on CSA Illumina.To view the Abstract, click the Abstract button above the document title.