Subjective time perception has received considerable attention in the past decade in management research. Organizational behavioral researchers increasingly emphasize the necessity of introducing a new perspective, the temporal perspective, to explore individual willingness to engage in discretionary behavior (i.e., organizational citizenship behavior and counterproductive behavior), as behavior entailing a temporal conflict of interest (e.g., short-term individual cost versus long-term individual and collective benefit). Temporal focus, defined as the degree to which people devote their attention to perceptions of the past, present, and future (Shipp, Edwards, & Lambert, 2009), is a core concept in the study of subjective time perception. However, most research on temporal focus is descriptive and vague in terms of explicating the causal mechanisms from temporal focus to individual decision-making and behavior. In this study, I use construal level theory to explain how temporal focus affects individual levels of mental construal, which in turn influences discretionary behavioral choices. Specifically, I propose that the effect of temporal focus on construal level is dependent on individual levels of need for cognition (NFC), defined as people's tendency to engage in and enjoy effortful cognitive activity (Cacioppo & Petty, 1984). Specifically, when high NFC persons reflect on their past, they recall, re-experience, and reanalyze the facts and details stored in their memory, resulting in a concrete mindset (low construal level). In contrast, when people with low NFC reflect on their past, they only retain or extract the general experiences, feelings, and lessons, leading to an abstract mindset (high construal level). Regarding the focus on the present, when high NFC people think about their current situation, they tend to interpret every detail and the context, leading to a constrained and narrow mindset (low construal level). Conversely, when low NFC people think about their present, they are less analytical and tend to be receptive about what is happening, resulting in an abstract mindset (high construal level). Regarding the focus of the future, when high NFC people think about their future, without involving concrete facts and details, they are able to predict global trends and aim at the superordinate goal (high construal level). In contrast, low NFC people who are reluctant to analyze, predict, and plan the future tend to simply extend the current subordinate goal into the future or just enter "daydreaming" mode (low construal level). Based on CLT, I further propose that temporal distance serves as a moderator exaggerating the abovementioned interactive effects of temporal focus and need for cognition. Specifically, when individuals higher in NFC think of their remote (versus recent) past, past focus has a stronger negative effect on their construal level; when those individuals who are lower in NFC think about their remote (versus recent) past, past focus has a stronger positive effect on their construal level. Similarly, when individuals with stronger NFC think of their remote (versus recent) future, future focus has a stronger positive effect on their construal level; in contrast, when individuals who have lower level of need for cognition think about the remote (versus recent) future, future focus has a stronger negative effect on their construal level. Regarding the interaction effect of different temporal foci, I argue that for individuals with low NFC, a temporal profile consisting of low past, low present, and high future focus results in the lowest level of mental construal; for individuals with a high need for cognition, low past focus, low present focus, and high future focus result in the highest mental construal level. Finally, I propose that high construal level leads to more OCB and less CWB by increasing individuals' ability to delay gratification (to forgo immediate desires for the sake of long-term rewards) and self-control (to resist short-term temptations and to refrain from impulsivity). I conduct a lab experiment (study 1) and a field survey (study 2) to test the proposed relationships in the model. In study 1, by recruiting 218 undergraduate students and randomly assigning them to one of three conditions where they are asked to focus on a specified temporal period of either past, present, or future, I establish the associations among manipulated temporal focus, need for cognition, and construal level. In study 2, I survey 291 employees and their immediate supervisors three times to test the entire model. The findings of the two studies confirm almost all of the hypotheses. In the section devoted to discussion, I further explore the data, findings, and theoretical and practical contributions. Finally, I discuss how this work has limitations and identify several directions for future research.

by Lee Siu-Chun, Daisy. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves 61-62). / abstract --- p.ii / table of contents --- p.iv / list of tables --- p.vi / ACKNOWLEDGEMENTS --- p.vii / Chapter / Chapter I. --- introduction --- p.1 / Introduction & General Background --- p.1 / Definition of Organizational Commitment --- p.3 / Chapter II. --- literature review --- p.5 / Commitment and Age and Tenure --- p.5 / "Commitment, Demographics and Personal Variables" --- p.6 / Commitment and Role-related Factors --- p.7 / Commitment and Job Nature --- p.8 / Commitment and Job Satisfaction --- p.9 / Commitment and Turnover --- p.10 / Commitment and Job Performance --- p.11 / Multidimensionality of Organizational Commitment --- p.11 / Chapter III. --- methodology --- p.14 / Sampling Procedures and Sample Characteristics --- p.14 / The Measuring Instrument --- p.15 / Organizational Commitment --- p.15 / Motivational Job Characteristics --- p.16 / Intention to Leave and Job Satisfaction --- p.16 / Other Variables --- p.17 / Personal Factors and Work Background --- p.17 / Missing Data --- p.18 / Language --- p.18 / Analytical Framework --- p.18 / Chapter IV. --- results and analysis --- p.20 / Sample Characteristics and Work Background --- p.20 / Sex and Age --- p.20 / Year of Graduation --- p.21 / Faculty of Major Study --- p.21 / Monthly Salary --- p.21 / Absence Frequency --- p.22 / Years in Current Job --- p.22 / Frequency of Job Change --- p.23 / Data Analysis --- p.23 / Reliability Coefficient --- p.24 / Means and Standard Deviations --- p.24 / Level of Organizational Commitment --- p.25 / Correlations of Organizational Commitment and other Measures --- p.26 / Correlations of Organizational Commitment with Personal Factors and Work Background --- p.27 / Correlations of Organizational Commitment and Motivational Job Characteristics --- p.29 / Correlation of Organizational Commitment with job Satisfaction --- p.29 / Correlation of Organizational Commitment with Intention to Turnover --- p.30 / Correlations of Organizational Commitment with Other Variables --- p.30 / Multidimensionality of Organizational commitment by Factor Analysis --- p.30 / Chapter V. --- DISCUSSION AND CONCLUSION --- p.33 / Level of Organizational Commitment --- p.33 / Nature of Organizational Commitment --- p.34 / Conclusion --- p.36 / TABLES --- p.37 / APPENDIX --- p.56 / BIBLIOGRAPHY --- p.61

Thesis (DPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: This study examined organisational identity from a substantive and methodological point of view. With the burgeoning interest in the organisational identity construct, there have been a multitude of perspectives and meanings associated with the term. These perspectives formed the basis of three juxtapositions used to evaluate the nature of knowledge generated by various research designs used to study organisational identity. These designs included survey design, content analysis, case study design, ethnography, narrative analysis and discourse analysis. I concluded that the choice for a particular research design does constrain or make possible the generation of different types of knowledge regarding OI. The effect of design type has long been suspected and argued for, and this study provides further substantiation for this view. The choice of research design is not a neutral one but plays an integral role in the nature of the knowledge generated, and should be taken seriously as part of the research process. Also from a methodological perspective, the aim was to explore whether an Internet-based, open-ended qualitative survey could provide a suitable description of organisational identity, and whether it would be possible to develop identity narratives from these responses. Data was gathered in a South African based multi-national engineering firm, the result of a recent merger of two engineering firms. Based on the responses to the survey, I was able to develop descriptive narratives of each of (what had been termed) the heritage organisations, each narrative comprising a series of inter-related identity statements capturing various facets of organisation identity. Three broad narratives for each heritage organisation dealt with the nature of the organisation and its position in the market, the importance of the profession and clients, and the value of people in the organisation. Given the pervasive nature of technology, and that work in many corporate and professional settings is conducted via the internet, an internet-based qualitative survey allows information regarding organisational identity to be gathered fairly easily. The research undertaken in this study thus adds to the body of knowledge surrounding the use of a web-based qualitative survey in accessing organisational identity, and suggests that this form of data gathering in the organisation can be successful, provided that participants are computer literate and have access to the Internet. The organisations in question were chosen as merger partners due to their similarity, and using the descriptive narratives developed from the survey, I was able to examine the question of distinctiveness in similar organisations, which has not yet been addressed. Despite the similarities, the identity of both organisations was arguably distinct, and this could be traced to two factors. The first was an element of social actor, in this case the size of the organisation, which coupled with other factors influenced organisation identity in very specific ways. Secondly, distinctiveness arose from the construction of meaning around specific elements of the social actor by members of the organisations. Thus, much like personal identity, organisational identity is associated with similarity and difference (Buckingham 2008). / AFRIKAANSE OPSOMMING: g Hierdie studie het ten doel gehad om the konsep van organisasie-identiteit te ondersoek vanuit ‘n substantiewe en metodologiese hoek. Die groeiende belangstelling in die konstruk van organisasieidentiteit, gee aanleiding daartoe dat meervuldige perspektiewe en betekenisse aan die term gegee word. Hierdie verskillende perspektiewe vorm die basis van drie naasmekaarstellings wat gebruik word om die aard van kennis, wat geskep word deur verskillende navorsingsontwerpe in die studie van organisasie-identiteit, behoorlik te bestudeer. Hierdie navorsingsontwerpe sluit in opnamestudies, inhoudsanalise, gevallestudies, etnografiese studies, teksontledings en diskoers analise. Ek het tot die gevolgtrekking gekom dat die keuse van ‘n bepaalde navorsingsontwerp weliswaar beperkend of fasiliterend van aard kan wees in die skep van verskillende kennisbasisse rondom organisasie-identiteit. Die impak van die tipe navorsingsontwerp word lankal reeds vermoed, en hierdie studie lewer verdere ondersteuning vir hierdie standpunt. Die keuse van ‘n navorsingsontwerp is nie neutraal nie maar speel ‘n integrale rol in die aard van die kennis wat geskep word en behoort aandag te geniet in the navorsingsproses. Vanuit ‘n metodologiese perspektief was die doelwit ook om te bepaal of ‘n internet-gebaseerde, oopeinde kwalitatiewe opname, ‘n toepaslike beskrywing en begrip van organisasie-identiteit kan lewer en of dit moontlik sou wees om identiteits-ontledings vanuit hierdie response te genereer. Data opnames is gedoen in ‘n Suid-Afrika-gebaseerde internasionale ingenieurskonsultasiefirma, wat bestaan uit twee saamgesmelte firmas. Die response uit die opname het my toegelaat om beskrywende narratiewe van beide die oorspronklike organisasies te ontwikkel. Elk van hierdie bestaan uit ‘n reeks van interafhanklike stellings oor identiteit wat die verskeie fasette van organisasie-identiteit verwoord. Daar was drie narratiewe vir elkeen van die oorspronklike organisasies en hierdie het gefokus op die aard en markposisionering van die organisasie, die belangrikheid van die professie en kliente en die waarde van mense binne die organisasie. Gegewe die deurtastende aard van tegnologie in veral korporatiewe en professionele omstandighede, sal ‘n internet-gebaseerde kwalitatiewe opname die verkryging van inligting rondom organisasie identiteit vergemaklik. Die navorsing onderneem in hierdie studie dra dus by tot ons begrip van die toepassing van internet-gebaseerde kwalitatiewe opnames in die taksering van organisasie identiteit. Dit dui aan dat hierdie vorm van data-insameling in ‘n organisasie sukesvol kan wees indien die respondente rekenaarvaardig is en toegang tot die internet het. Die organisasies wat in die studie gebruik is, het tot ‘n groot mate saamgesmelt aan die hand van hulle soortgelyke aard en waardes. Deur die beskrywende narratiewe te gebruik wat uit die opname ontwikkel is, kon ek die vraagstuk van onderskeidenheid in soortgelyke organisasies ondersoek, wat tot op daardie stadium nie gedoen was nie. Ongeag die ooreenkomste, is bevind dat die identiteit van beide die organisasies wel merkbaar verskil en dat dit toegeskryf kan word aan twee faktore. Die eerste hiervan is geeien as ‘n sosiale agent, in hierdie geval die grootte van die organisasie, wat tesame met ander faktore die organisasie-identiteit op spesifieke manier beinvloed het. Die tweede faktor onstaan uit die konstruksie van betekenis rondom spesifieke elemente van die sosiale agent deur lede van die organisasies. Dit is dus duidelik dat organisasie-identiteit, soos persoonlike identiteit, geassosieer word met ooreenkomste en verskille (Buckingham 2008)

D.Litt et Phil. / Questions relating to organisational roles in industry are studied in terms of personality factors as well as the associated group behaviours. A two dimensional model is conceptually constructed according to which eight role sets can be placed in relation to Introversion vs Extroversion on one axis and Group vs Self Orientation on the other. The research is aimed at establishing the homogeneity of natural work groups and comparing the preferred team role profiles of different groups with one another. By means of the procedure and methodology used in the study it becomes possible to analyse group compositions, establish role requirements and to compare these role requirements with an individual's role preferences. A questionnaire, that measures a person's predisposition towards these roles, was used for ranking the order of 1415 respondent's role preferences. The statistical significance of the homogeneity of 40 organisational job groups are calculated by means of the Kendall Coefficient of Concordance and reported in the study. The different group profiles are compared using the Chi-square statistic for 2x2 tables. By means of this comparison, the similarities and differences between job groups are indicated in terms of status level, hierarchical relationships, titles and job types. Significant homogeneity, below the 0.05% level, is reported for 90% of the job-related groups selected for the study. Of these homogeneous groups, 75% indicated significance levels below 0.001%. The similarities and differences between groups were identified for each role set and meaningful conclusions could be reached regarding the reasons why these differences were observed. The conclusions drawn from the study are that job-related groups are homogeneous in terms of role composition, that differences between groups are significant, and that the extent of a person's adaptation to meet the requirements of another role can be judged according to his predispositions towards that role.

M.Com. (Business Management) / Please refer to full text to view abstract

Indiana University-Purdue University Indianapolis (IUPUI) / Transformational leadership has been one of the most heavily researched theories of leadership of the past 25 years, largely because this style has been associated with a wide range of positive individual- and organizational-level outcomes. Despite the need for transformational leaders, the antecedents of transformational leadership behavior remain ambiguous. Numerous potential antecedents of transformational leadership have been identified in the past, but this research has focused on popularly addressed or commonly measured variables rather than characteristics with a strong theoretical link to transformational leadership. The current study expands on past research by examining a theoretically driven predictor of transformational leadership behavior. Specifically, the current study will examine whether a leader’s implicit person theory (IPT) will be a predictor of leadership behaviors. This theory was chosen as a potential antecedent because it centers on the concept of malleability or change, and as such shares a strong intuitive connection with transformational leadership (which itself places a heavy emphasis on change and growth). Results did not support our hypotheses, however, as regression analysis revealed that IPT failed to account for significant variation in leadership behavior after accounting for some of the most commonly examined predictors in the literature, (the Big Five personality traits). Limitations of the current study and opportunities for future research are discussed.

This research is based on the premise that employees respond to dissatisfaction in general and organizational injustice in particular in two primary ways: by speaking up and/or by staying silent. This qualitative, theory-generating study examines the phenomenon of organizational injustice (including its antecedents and consequences) and employees' responses toward three research goals: 1) greater understanding of organizational injustice; 2) greater conceptual consensus through concept development of voice and silence; 3) a process model of organizational injustice, voice and silence. Also, new knowledge about voice and silence is linked to organizational practice by examining the availability of various voice systems and perceptions of their efficacy. The research design is influenced by several organizational research streams, as well as grounded theory and clinical methods. Thirty-two employees, each representing different organizations and occupying both managerial/professional positions and clerical/line positions participated in semi-structured, open-ended interviews in which they described 33 cases of workplace injustice. The interview design includes two methods: 1) a retrospective critical incident technique to discuss a workplace experience which participants defined as unjust; and 2) a projective exercise in which participants were asked to imagine that they could speak with impunity to the person(s) involved or responsible for their perceived injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of discontent through a government-sponsored voice system. Significant results concerning the phenomenon of organizational injustice included the introduction of a four-category typology which departs from traditional classifications with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct category, the systematic delineation and description of interactional injustice according to eight emergent behavioural dimensions, the identification of organizational antecedents to workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural and global) and the identification of individual- and organizational-level consequences. In addition, the concepts of voice and silence emerged as forms of resistance to organizational injustice. Voice was found to encompass two distinct but related constructs: formal and informal voice. Specific strategies by which participants resisted injustice were identified for voice (formal and informal) and silence. A process model of voice and silence in organizational injustice was also introduced.

This research is based on the premise that employees respond to dissatisfaction in general and organizational injustice in particular in two primary ways: by speaking up and/or by staying silent. This qualitative, theory-generating study examines the phenomenon of organizational injustice (including its antecedents and consequences) and employees' responses toward three research goals: 1) greater understanding of organizational injustice; 2) greater conceptual consensus through concept development of voice and silence; 3) a process model of organizational injustice, voice and silence. Also, new knowledge about voice and silence is linked to organizational practice by examining the availability of various voice systems and perceptions of their efficacy. The research design is influenced by several organizational research streams, as well as grounded theory and clinical methods. Thirty-two employees, each representing different organizations and occupying both managerial/professional positions and clerical/line positions participated in semi-structured, open-ended interviews in which they described 33 cases of workplace injustice. The interview design includes two methods: 1) a retrospective critical incident technique to discuss a workplace experience which participants defined as unjust; and 2) a projective exercise in which participants were asked to imagine that they could speak with impunity to the person(s) involved or responsible for their perceived injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of discontent through a government-sponsored voice system. Significant results concerning the phenomenon of organizational injustice included the introduction of a four-category typology which departs from traditional classifications with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct category, the systematic delineation and description of interactional injustice according to eight emergent behavioural dimensions, the identification of organizational antecedents to workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural and global) and the identification of individual- and organizational-level consequences. In addition, the concepts of voice and silence emerged as forms of resistance to organizational injustice. Voice was found to encompass two distinct but related constructs: formal and informal voice. Specific strategies by which participants resisted injustice were identified for voice (formal and informal) and silence. A process model of voice and silence in organizational injustice was also introduced. / Business, Sauder School of / Graduate

Extensive research suggests organizations have unique guiding principles, called core values, which play a central role in strategic decision making, sustaining high-performance cultures, and guiding organizational culture change. Although the Competing Values Framework (CVF) has been widely used to identify a standardized set of core values, it has not been used to identify unique core values at a given organizations. Unique core values help to distinguish organizations and drive market success. The present research focused on development of a technique to extend the application of the CVF to identify the core values unique to a given organization. The CVF-based Core Values Identification Technique (CCVI) was developed and empirically tested at three companies. Data collection methods included semi-structured interviews, review of documents, participant observation and the standard CVF-based Organizational Culture Assessment Instrument (OCAI). The data analysis employed grounded theory methods in conjunction with the standard OCAI analysis. The primary research result is the iteratively developed and empirically tested tool, the CCVI Technique. Secondary research results include the identification of unique core values at each of the three participating companies. Lessons learned and the rationale for making modifications to the technique based on the case studies, along with best practices for utilization and opportunities for informing organizational change efforts are discussed.

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