Zou Xi. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (leaves 61-67). / Abstracts in English and Chinese ; questionnaires in Chinese. / TITLE PAGE --- p.I / ABSTRACT --- p.II / ACKNOWLEDGEMENT --- p.IV / TABLE OF CONTENT --- p.V / Chapter CHAPTER ONE: --- INTRODUCTION --- p.1 / Chapter CHAPTER TWO: --- LITERATURE REVIEW --- p.4 / Review on OCB --- p.4 / Original Conceptualization of OCB --- p.5 / Critiques of OCB conceptualization --- p.6 / Redefining OCB --- p.11 / Dimensions of OCB --- p.12 / Cross-culture generalizbility of the OCB scale --- p.13 / Review on the application of role theory --- p.14 / Functional roles of managers --- p.15 / A role-based performance appraisal --- p.16 / The meaning of role metaphor --- p.17 / Summary --- p.17 / Chapter CHAPTER THREE: --- A ROLE PERSPECTIVE OF OCB --- p.19 / Defining Roles --- p.19 / Identifying Functional Roles --- p.21 / Spatial typology of the role system --- p.22 / Identifying individual roles --- p.25 / Constructing a Role Model of OCB --- p.29 / Chapter CHAPTER FOUR: --- METHODOLOGY --- p.37 / Samples and Data Collection --- p.37 / Measures --- p.40 / Chapter CHAPTER FIVE: --- RESULTS --- p.43 / Analysis --- p.43 / Regression Results --- p.47 / Chapter CHAPTER SIX: --- DISCUSSION --- p.51 / Discussion on Findings --- p.51 / Theoretical Contributions --- p.55 / Practical Contributions --- p.57 / Limitations --- p.58 / Conclusion --- p.59 / REFERENCES --- p.61 / Chapter Appendix A: --- Questionnaire for the Pilot Study --- p.68 / Chapter Appendix B: --- Questionnaire for Subordinates in the Sampling Branch --- p.70 / Chapter Appendix C: --- Questionnaire for Supervisors in the Sampling Branch --- p.77 / Chapter Appendix D: --- On-line questionnaire for Cooperative Climate in the Main Study --- p.83

abstract: Forty-four million U.S. workers hold a flexible work role in the “gig economy” in conjunction with a traditional work role. This supplementary work role is known as a side-hustle, or income-generating work performed on the side of a full-time job. Whereas organizations and scholars have tended to view side-hustles as an activity that diminishes employee performance, employees may enjoy benefits from side-hustles. Indeed, research points to the benefits of accumulating multiple roles outside of work (e.g., volunteering or family roles). I investigate these disparate perspectives about the positive and negative implications of a SHR for performance in full-time work. To do so, I draw on boundary theory, which suggests that the degree of similarity between two roles, whether different from one another or blurring together, shapes how roles affect attitudes and behavior. I tested my predictions about how SHRs influence full-time work performance in a four-wave field study of 276 employees and 170 supervisors. Specifically, I address similarity between a SHR and FWR (SHR-FWR similarity), or the number of similar requirements between a SHR and FWR and extent of those similarities. I argue that SHR-FWR similarity has a negative relationship with boundary negotiation efforts because transitions between similar roles require little psychological effort. This relationship was not supported by my findings. I also assert that SHR-FWR similarity decreases psychological detachment from full-time work as similar roles blur together and limit recovery from full-time work. This relationship was supported by my findings. I further argue that side-hustle meaningfulness moderates the relationship between SHR-FWR similarity and boundary negotiation efforts and psychological detachment from full-time work. This prediction was supported for the effect on psychological detachment from full-time work. Finally, I examined how the effects of SHR-FWR similarity carry through to full-time work performance via exhaustion. These indirect effects were not supported. A supplemental polynomial regression analysis in which I examined status consistency was more fruitful. I found that status inconsistencies between a SHR and FWR led to increased role stress within full-time work. I conclude with a discussion of alternative approaches to understanding the confluence of SHRs and FWRs and practical implications. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2019

The purpose of this dissertation was to extend research that examines the overlap between leadership and human resource management (HRM). Specifically, it sought to understand the leadership factors that would predict HRM system strength. Using a sample of 385 employees nested in 32 restaurant units, a model was examined that explored the relationships between leader political skill, leader communication behaviors, HRM system strength, and the multilevel outcomes of unit-level financial performance, leader likeability, and employee job performance. Through an integration of social/political influence theory and uncertainty reduction theory, it was predicted that leaders’ political skill and communication behaviors would lead to an increase of HRM system strength, which would then increase the three multilevel outcomes. The results of this dissertation suggest that leader communication behaviors relate the strongest to HRM system strength. There is also a modicum of support for political skill and its indirect effect, via leader communication behaviors, to HRM system strength. HRM system strength demonstrated significant effects on unit-level financial performance, albeit it the opposite direction than was hypothesized. Taken together, this dissertation makes a contribution to research related to the antecedents of HRM system strength, the refinement of the social/political influence theory, and in helping further explore the shared space between the leadership and HRM research domains. / A Dissertation submitted to the Department of Management in partial fulfillment of the requirements for the degree of Doctor of Philosophy. / Spring Semester 2019. / April 12, 2019. / Human resource management, Human resource system strength, Leadership, Social/political influence, Uncertainty reduction / Includes bibliographical references. / Gerald R. Ferris, Professor Co-Directing Dissertation; Gang Wang, Professor Co-Directing Dissertation; Deborah J. Armstrong, University Representative; Chad H. Van Iddekinge, Committee Member.

Thesis (Ph. D.)--Ohio State University, 1983. / Includes vita. Includes bibliographical references (leaves 156-159). Available online via OhioLINK's ETD Center.

Thesis (Ph.D.)--The University of Mississippi, 2006. / Adviser: Dwight Frink. Includes bibliographical references.

<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>

<p> Presently referred to as the &ldquo;silver tsunami&rdquo;, Baby Boomers are retiring from the federal government in mass volumes threatening the leadership structure and institutional knowledge of the federal workforce. Yet, Millennial workers are entering the workforce in large numbers with over 82 million members. Because of this drastic shift, organizations have spent large sums of money to recruit Millennials but are struggling to retain and engage them in the federal workplace. A basic qualitative study was used to study the employee engagement experiences of Millennial federal government employees. Semi-structured interviews were conducted with thirteen Millennial federal government employees to gain an understanding of their work engagement experiences within the federal workplace. Findings from this study emphasized Millennial federal government employees&rsquo; need to feel valued; have opportunities for professional and personal growth; have meaningful work; and have valuable relationships with managers. These findings were informed by the theoretical frameworks of social exchange theory and perceived organizational support. It is the researcher&rsquo;s intent that these findings will stimulate future research and practice and build further knowledge on understanding the work engagement experiences of Millennial federal government employees, as a means to employ them in the workforce and address the &ldquo;silver tsunami&rdquo; of retirement within the federal workplace.</p><p>