Organizational justice has been the source of a great deal of recent research attention and has consequently been linked to a number of organizationally-relevant constructs, including organizational citizenship behaviors (Moorman, 1991), employee theft (Greenberg, 1990a), organizational commitment (Tyler, 1991), turnover (Dailey & Kirk, 1992) and job performance (Gilliland, 1994). However, researchers' ability to integrate findings from these diverse contexts is currently limited by the absence of a standardized operationalization of the justice construct. To compound this problem, little research has investigated the psychometric properties of existing organizational justice measures. For example, no research has empirically examined the dimensionality or the suggested context-sensitivity of this construct (cf., Cropanzano & Greenberg, 1997). Therefore, the purposes of the current study were to evaluate the psychometric properties of justice and to attempt to develop a global measure that could be applied across contexts. Study 1 involved three phases (1) screening a set of organizational justice items, (2) investigating the dimensionality of organizational justice and (3) examining justice for evidence of measurement stability. The set of items used in the current study was primarily collected from published research by Hauenstein, McGonigle and Flinder (1997). A set of 48 items with acceptable psychometric characteristics was identified. Phase 2 investigated the dimensionality of these items. Results indicated that none of the four a priori models of organizational justice dimensionality could adequately account for the dimensionality of these items. However, three alternative models were discovered. The first model includes the four dimensions suggested by Greenberg (1993b) in addition to a general organizational justice factor while the second model includes only justice and injustice factors in addition to the original organizational justice factor. Finally, the results of an exploratory factor analysis suggested three factors: Systemic Justice; Distributive Injustice; and Distributive Justice. Phase 3 then investigated the stability of this solution across subgroups while Study 2 compared exploratory factor structures across two work contexts. Results demonstrated some differences at both item- and construct-level in organizational justice across levels of job satisfaction and work experience. Further, some factorial instability across work contexts (e.g., selection, performance appraisal) was also observed. As a result, it was concluded that developing a global measure of organizational justice is difficult given the demonstrated context-sensitivity of the construct. Instead, a series of guidelines for developing future measures of organizational justice is proposed. / Ph. D.

Knowing how organizations engage employees can help researchers and practitioners better understand how to effectively communicate and engage employees to create an efficient and collaborative work environment. This research sought to discover if Tesla Motors strategically communicated values from its Master Plan through company blogs to create an imagined community. The theory of imagined communities provided the theoretical foundation. This research used a content analysis of words and phrases within Tesla's Master Plan and 2015 corporate blog. Although the blog provided some indication that it was communicating values, this study concluded that the Master Plan did not provide enough value information to support a strategic imagined community. This study does, however, imply that imagined communities can be used in public relations research. / Master of Arts / Knowing how organizations engage employees can help researchers and practitioners better understand how to effectively communicate and engage employees to create an efficient and collaborative work environment. This research sought to discover if Tesla Motors intentionally communicated values from its Master Plan through company blog posts to create an imagined community. This research used a content analysis of words and phrases within Tesla’s Master Plan and 2015 corporate blog. Although the blog communicated some values, this study concluded that the Master Plan did not provide enough information to support a strategic imagined community.

Research on the topics of procedural justice and participative decision making (PDM) has been extensive over the last four decades. Procedural justice provides a framework for predicting the perceived fairness of procedures in an organization. PDM is concerned with shared decision making in the workplace. Only recently has the concept of organizational citizenship behavior (OCB) gained the attention of business leaders and organizational psychologists. OCB is discretionary behavior by an individual that is not recognized by his/her organization's formal reward system, but that does contribute positively to the organization. All three of these concepts have been identified as having value in an organization, as well as value to organization members. The purpose of this research is to evaluate if PDM and procedural justice are positively related to OCB. The following research reveals findings from a study conducted on a college campus using vignettes and questionnaires to assess participants' willingness to engage in OCBs. Results from this study indicate that there were no significant findings when evaluating if there are main effects or interactive effects of participation decision making and procedural justice on organizational citizenship behavior.

<p> Advances in mobile communication technologies have made it easier for individuals to connect to the workplace during non-work time. The attraction of mobile devices by employers is they enhance productivity, reduce response time and costs, and enhance customer service, while at the same time an individual&rsquo;s constant connectivity to the workplace can cause conflict between the work and home domains. This research study focused on the individual&rsquo;s connectivity behavior after hours while using mobile technologies and the effect it had on work-life balance and organizational efficiency. The research study used a quantitative research methodology to survey Information Technology Professionals. The survey was sent to 877 potential participants, of which 329 responded. The focus of the research was to learn how the use of mobile technology after hours related to employee satisfaction, work-life balance, absenteeism, burnout, and the inability to detach from work. Results indicated a significant relationship between the use of mobile technology after hours and absenteeism, burnout, and the inability to detach from work, while indicating no significant relationship with work-life balance and employee satisfaction. Because mobile technologies are influencing the way we remain connected to the workplace during non-work time, it is important to understand how this technology affect work-life balance and organizational efficiency. The implication for both employer and employees is discussed with emphasis on strategies for maintaining work-life balance and employee satisfaction. </p>

<p> Interdependent work, where men and women work together in groups, is becoming an increasingly common part of today&rsquo;s workplace. In these interdependent settings, gender is not just an attribute of an individual (target gender), but also an attribute of the group as a whole (group gender composition). Recent research suggests that, in these interdependent contexts, it is group gender composition, rather than a target&rsquo;s gender, that affects group members&rsquo; evaluations of their group-mates (West, Heilman, Gullett, Moss-Racusin, &amp; Magee, 2012). The current research is the first to explore when and why group gender composition influences intragroup evaluations. </p><p> Across three studies, I tested two hypotheses. First, I hypothesized that group gender composition would influence intragroup evaluations via one of two routes&mdash;either via the target&rsquo;s behavior or via the perceiver&rsquo;s biased evaluations of the target. My second hypothesis was that increasing the amount of outcome interdependence (i.e. the extent to which group members are rewarded based on the group&rsquo;s performance instead of their own individual performance) experienced by a group would improve evaluations in female relative to male dominant groups. Consistent with past research, I expected that under conditions of low outcome interdependence intragroup evaluations would be more negative in female dominant than male dominant groups. However, under conditions of high outcome interdependence, I argue that a task may appear more female gender-typed (i.e. emphasize traits typically associated with women, like cooperation), and as a result, the influence of group gender composition on intragroup evaluations should dissipate. </p><p> Findings suggest that group gender composition biases perceivers&rsquo; evaluations of their group-mates. In Studies 1 and 2, there was no evidence that target behavior mediated the relationship between group gender composition and intragroup evaluations; moreover, in Study 3, group gender composition influenced intragroup evaluations even when targets&rsquo; behavior was held constant. </p><p> Consistent with my second hypothesis, level of outcome interdependence moderated the relationship between group gender composition and intragroup evaluations. For Studies 1 and 3, I found the expected interaction between group gender composition and level of outcome interdependence. When groups experienced low outcome interdependence, members of male dominant groups evaluated each other more positively than members of female dominant groups. Results reversed under conditions of high outcome interdependence, such that members of female dominant groups evaluated each other more positively than members of male dominant groups, albeit not significantly so. However, there was no evidence that moderation by outcome interdependence was due to changes in the perceived gender type of the task. Findings from Study 3 suggest that participants who experienced conditions of high outcome interdependence did not believe that the task was more female gender-typed than participants who experienced conditions of low outcome interdependence. Moreover, other methods for making a task appear more female gender-typed (using female gender-typed materials and framing a task as requiring female gender-typed skills) did not moderate the relationship between group gender composition and intragroup evaluations. </p><p> Results from these studies are the first to provide insight into when and why gender composition affects intragroup evaluations in interdependent task groups. The current research suggests that it is possible to improve intragroup evaluations for female dominant groups, relative to male dominant groups, and reduce bias based on group gender composition by rewarding group members based on group rather than individual performance. Additionally, the current research suggests making a task appear more female gender-typed (e.g. using traditionally female materials) may not be effective at reducing gender bias in group contexts.</p>

The purpose of the study was to explore and identify the constraints and challenges that prevents public service employees from transferring what they have learned during training intervention to the workplace. The aim was to further make recommendations to address the factors identified as constraints of transfer of learning into the workplace. To achieve the goal, the study focused on extensive literature and theoretical inquiry with the aim of understanding concepts of transfer of learning, and constraints to transfer of learning, to determine the relationship between transfer of learning and employee/trainee performance, and to suggest a framework to manage or mitigate the constraints to transfer of learning. The study used a qualitative and quantitative research methodology, with emphasis on quantitative research methodology to draw conclusions. A sample of 106 was drawn from the two departments, where a questionnaire was administered. The findings of the study revealed that the following factors as constraints to transfer of learning: lack of learner's readiness before training; lack of support and acknowledgement of new skills acquired by trainees from their line managers; even though training improves knowledge level and competency level, thereby increasing productivity, however lack of support constrain transfer; lack of appropriate or relevant tools for application of theory; and lack of cooperation and support from colleagues. / Thesis (MBA) North-West University, Mafikeng Campus, 2010

This research sampled a group of 261 nurse managers to test the relationships among organizational structural variables and the utilization of nursing practice innovations. Subjects completed instruments that measured organizational complexity, centralization, formalization and the utilization of nursing practice innovations. Pearson correlations revealed a significant positive relationship between utilization of nursing practice innovations and individual perception of autonomy in decision-making. Within organizational centralization the decision-making components of organizational centralization entered into a multiple regression equation which explained 27% of the variance in utilization of nursing practice innovations, with total decision-making contributing the greatest amount of variance. Organizational complexity variables entered into a multiple regression equation which explained 2% of the variance in utilization of nursing practice innovations with the certification variable explaining the majority of the variance. Five variables related to organizational centralization and complexity together explained 28% of the variance in utilization of nursing practice innovations with the total decision-making variable explaining the majority of the variance.

<p> Business alliances in the form of Mergers and Acquisitions have increased exponentially in the last few decades. Previous studies have established leadership as a critical success factor for mergers and acquisitions. This study aimed to explore individual differences in professional attributes that determine retention of a senior executive following a merger or acquisition. Of the 322 participants, 50%, 23%, and 7% of the participants in this study belong to management, senior management, and chief executive groups respectively. Policy capturing approach was used to identify which professional attributes lead to retention decisions. The study explored four dimensions of senior executive attributes in a 2* 2* 2* 3 factorial design. The findings reflect that on average decision makers prefer to retain senior executives who have a positive outlook for the impending merger or acquisition with a strong influence on subordinates, potential for growth, and strategically oriented.</p>

<p> The context for this qualitative case study evaluation was a 400 member United Methodist Church in southwest Michigan. Incongruence existed between the congregants' claimed spiritual development and minimal supernatural manifestations. Significant instruction has not resulted in change. The purpose of this project was to develop, implement, and evaluate a leadership training. The hypothesis was that peer coaching is an effective method to accelerate spiritual intimacy as measured by hearing God. Data analysis revealed three themes related to hearing God: hindrances, helps, and hearing. Hindrances must be addressed through helps in order to hear.</p>

<p> Change and stability are critical to the sustained competitive advantage of organizations. Emerging research shows the relationship that exists between human agency and institutions, but also the inter-relationship to the dynamic of change and stability. This study examines the concepts of stability and change in regard to organizational change and institutional theory, and the influence of macro- and meso-structuring mechanisms in processes of institutional reproduction and change. Specific reference is made to institutional orientations toward stability and change as primary dimensions in the analysis of micro-level explanations that contribute to understanding adoption of new organizational practices.</p><p> This participative mixed-methods study was conducted in 12 community rehabilitation programs within New York State. It showed how both agency and institutional orientations toward stability and change are influenced through structuring mechanisms, and can be identified and discerned through patterns. The depiction of these orientations were identified by conceptual mapping and pattern matching, a research method emerging in both the change and institutional theory research. The new understandings gained regarding these agency and institutional orientations will contribute to new insights as to how micro-level actions occur and contribute to macro-institutional orientations toward stability and change. This study also supports the conclusion that macro- and meso-structuring mechanisms can become strange attractors which limit organizational potential for change, and that gaining an understanding of these attractor cages can assist organizations in mapping alternative futures.</p>