Thesis (Ph. D.)--University of Wisconsin--Madison, 1942. / Typescript. Includes abstract and vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1975. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (M.A.)--University of Wisconsin--Madison, 1973. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph.D.)--Bowling Green State University, 2006. / Document formatted into pages; contains xi, 181 p. Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

Thesis (PH.D.) -- Syracuse University, 2006 / "Publication number AAT 3240438."

<p> This study explored the practices organizations employ to solicit and consider dissent, and the influence of these practices on organizational decision making. Although there is agreement in the literature that soliciting and considering dissent can lead to better decisions, there are significant gaps in the literature. The value of dissent has been studied for many years and specific recommendations have been made to encourage opposing views and seek alternatives when making organizational decisions. However, not many studies have addressed whether organizations are using these recommended practices or other models to encourage dissent. </p><p> A qualitative study using individual interviews was conducted to obtain an in-depth understanding of practices used in organizations. Thirty leaders across 19 organizations were interviewed individually to obtain the specifics of practices that influence dissent expression. Participant perceptions indicated that organizational history, culture and leadership are significant influencers in whether employees will dissent in an organization, but practices are necessary to bring about dissent. The data in this study also indicated that power and consequences are barriers to effective dissent and can be mitigated through dissent encouraging practices. </p><p> This research provides strong support for the literature and extends the literature by identifying methods and practices used by organizations that encourage dissent. Specific accounts from leaders in organizations show that dissent can a) lead to innovation; b) lead to avoidance of mistakes; and c) lead to mistakes when it is absent or not considered. Prior studies have addressed the value of dissent, but few qualitative studies provide examples of organizational decisions resulting from dissent. Additional findings from this study highlight 1) the importance of one-on-one and small group communication in soliciting dissenting views; 2) decision-making methods that provide an avenue to evoke and consider dissent; and 3) the emphasis on consideration of stakeholder views versus the devil&rsquo;s advocate in decision making. Finally, practices that solicit dissent can be valuable even when dissent is not heeded, as they can lead to a quick reversal of a decision when necessary. </p><p>

<p> <b>Purpose:</b> The purpose of this sequential, explanatory mixed-methods study was to identify and describe to what extent the quality of the leader-follower relationship, as perceived by followers, affects followers&rsquo; organizational citizenship behaviors in a public-service organization. </p><p> <b>Methodology:</b> A sequential mixed-methods study was the chosen design for this study as it allowed the researcher to conduct the study in phases. The first phase consisted of quantitative research in the form of a survey questionnaire that measured followers&rsquo; organizational citizenship behaviors demonstrated toward individuals and the organization. The researcher then conducted semistructured, face-to-face interviews that measured the quality of the leader-follower relationship to gain a deeper understanding of the effect the leader-follower relationship has on followers&rsquo; organizational citizenship behaviors. </p><p> <b>Findings:</b> Followers working in a public-service organization engage in organizational citizenship behaviors at a moderate to high level, willingly assisting co-workers and to a lesser extent, their organization. Additionally, those who identified experiencing a high-quality leader-follower relationship spoke highly of their leader, the opportunities they are given to be creative in their service to the public, and their ability to work as a team to accomplish desired results. Those who did not experience a high-quality leader-follower relationship also performed organizational citizenship behaviors but cited only their intrinsic motivation and not leader influence as the inspiration of their efforts. </p><p> <b>Conclusions:</b> Public-service followers understand and accept the responsibilities that come with keeping the public trust and achieve personal satisfaction in fulfilling the needs of others. They go above and beyond in their job duties regardless of the quality of relationship they experience with their leader. However, public-service followers who experience a high-quality relationship with their leader experience a deeper satisfaction in their work relationships, in their contributions and in public service. </p><p> <b>Recommendations:</b> Additional research is needed in the area of public-service leadership, public-service followership and the public-service customer. It would be beneficial to replicate this study in one or more public-service organizations to gain additional data that can help better understand the leader-follower relationship and its effect on followers&rsquo; organizational citizenship behaviors.</p><p>

<p>This qualitative research study examined managerial perceptions of employee motivation. A widely studied yet complex topic, motivation continues to allude managers, leading to managerial assumptions about what is motivating to employees. The purpose of this study was to explore employee motivation through the co-participation of managers and subordinates in a job crafting intervention. A 1-hour version of the Job Crafting Exercise was conducted for eight managers and eight subordinates for a total of 16 research participants. Three weeks following the job crafting intervention, an open-ended survey was distributed separately to managers and subordinates. Findings indicated changes in the task, relational, and cognitive boundaries of subordinate?s jobs, and an increase in motivation as a result of co-participation in a job crafting intervention. Managers also gained greater insight about subordinates through participating in the Job Crafting Exercise and made actionable next steps with employees at the conclusion of the intervention.

<p> Drug-testing for employment is still a controversial topic decades after being widely implemented by organizations as experts on both sides of the debate cite ethical and legal concerns among others. The public&rsquo;s attitudes toward drug-testing, specifically Organizational Attractiveness (OA) and Job Pursuit Intentions (JPI), have predominantly been negative, although when there is a safety element to the job the view towards drug screening is more positive. The aim of this study was to examine if attitudes changed if safety-related jobs were involved. The participants were 106 students at a Midwestern university. Participants took either a pencil and paper or an online version of the survey, both which included job ads and follow up questionnaires testing OA, JPI, and attitudes toward drug-use. A 2x2 MANOVA found that participants had more OA toward organizations that did not drug-test for employment that toward those that did. Other hypotheses were not supported. Opportunities for additional research and possible limitations of the study are discussed. </p><p>