Submitted by Juliana Mansur (juliana.kopp@fgv.br) on 2016-02-22T13:14:22Z No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2016-02-25T14:29:12Z (GMT) No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2016-02-29T11:47:15Z (GMT) No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Made available in DSpace on 2016-02-29T11:47:31Z (GMT). No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) Previous issue date: 2016-02-03 / Although cross-cultural leadership research has thrived in international business literature, little attention has been devoted to understanding the effectiveness of non-western theories beyond their original contexts. The purpose of this study is to examine the cross-cultural endorsement of paternalistic leadership, an emerging non-western leadership theory, using data from GLOBE project. Using multigroup confirmatory factor analyses we found measurement equivalence of a scale derived from GLOBE’s data, which enabled us to compare the endorsement of paternalistic leadership dimensions across 10 cultural clusters and 55 societies. Our study revealed that there are significant differences in the importance societies give to each dimension, suggesting that paternalism as leadership style is not universally nor homogeneously endorsed. Furthermore, results suggest that different patterns of endorsement of each of these dimensions give rise to idiosyncratic shades of paternalistic leadership across societies. Implications for theory and future research on international business are discussed. / Paternalistic leadership is a flourishing area in leadership literature, traditionally assumed to be culture bounded. However, empirical evidences have suggested that rather than national cultures, the conditions under which paternalistic leaders are effective can be related to the fit between the style of a leader and that of his or her followers. In the present research, we focus on paternalistic leadership and contrast it with empowering leadership, as two opposite ways on how leaders influence followers, to explore the individual conditions under which both styles can be effective. Adopting a follower-centered approach, we base our arguments on person-supervisor (P-S) fit theory and regulatory focus theory to propose that leadership effectiveness may be contingent to followers’ own values and motivational needs. We expected paternalistic leadership behaviors (e.g, authority, benevolence, support) to supply motivational needs for predominantly prevention-focused followers, and empowering leadership behaviors (e.g. empowerment, encouragement and autonomy) to supply motivational needs for predominantly promotion-focused followers. Using data collected from two experimental studies and a business simulation, we found support for these ideas, showing that fit increased followers’ perception of attitudinal and behavioral outcomes, such as in-role and creative performance.

To create and maintain a fully engaged workforce, establishing person-organization (P-O) fit among employees has continued to be a central focus of organizational research. In addition, with growing numbers of older workers approaching retirement age, younger workers will soon become the dominant segment of the future workforce. Given this unfolding population trend, it has become increasingly necessary for organizations to gain a clearer understanding of the work values of the growing young population of workers and how P-O fit based on those work values may be linked to desirable work-related attitudes and behaviors. The overarching aim of this dissertation is two-fold: (1) investigate the generational differences and similarities in work values among younger Chinese workers; (2) uncover the underlying mechanisms by which the linkages between the work-value-based person-organization fit and employee work outcomes may be influenced by the impact of leader-member exchange (LMX) and perceived organizational support (POS). In this study, I used a research design that blended interviews and two survey-based studies to address four main research questions. More specifically, I conducted a pilot test to refine the work-value scale in China, and to pretest the established and validated measures for the key variables. In the second study, I gathered survey data from a sample of 179 employees from three Chinese small- and medium-sized enterprises (SMEs). The research findings showed no significant differences in employee work values between the two younger generations (i.e., the Social-Reform Generation and the Millennials Generation). Regarding the hypothesized conceptual scheme that links P-O fit and work outcomes, the results supported most of my hypotheses. Specifically, P-O fit is a significant predictor of three important work outcomes; it is positively related to job satisfaction and organizational commitment, while negatively related to turnover intention after controlling for demographic characteristics. The three hypothesized mediating mechanisms involving POS also received empirical support. That is, as predicted, POS mediates the effect of P-O fit on job satisfaction, organizational support, and turnover intention. Finally, when LMX was incorporated into the conceptual model and statistical analyses, the findings revealed that there was overall moderated mediation for the connections between P-O fit, job satisfaction, and organizational commitment, but no moderated mediation for the connection between P-O fit and turnover intention.

Person-Organization Fit (POF) bezeichnet die Kompatibilität von Personen und Organisationen, wobei häufig Werte als Beurteilungsgrundlage dienen. Forschungsergebnisse zeigen, dass ein hoher POF zwischen Arbeitgebern und -nehmern nicht nur positive Auswirkungen auf die Arbeitszufriedenheit hat, auch sind für Arbeitsuchende solche Organisationen attraktiv, mit denen sie eine hohe Passung unterstellen. Die Arbeit widmet sich im Spiegel der Theorie des POF theoretisch und empirisch dem Einfluss von flexiblen Arbeitsformen (zur Ermöglichung von Zeit- und Ortsunabhängigkeit bei der Arbeit) auf die Wahrnehmung der Arbeitgeberattraktivität. Es wird untersucht, inwiefern POF als Erklärungsmechanismus für Arbeitgeberattraktivität dienen kann, in Abhängigkeit der verschiedenen Ausprägungen flexibler Arbeitsformen – u.a. werden allgemein flexibilitätsbezogene Angebote sowie die spezifische flexible Arbeitsform Telearbeit betrachtet, ebenfalls werden Effekte der Nichtverfügbarkeit flexibler Arbeitsformen in den Blick genommen. Neben POF wird auch der Einfluss von AOS (Anticipated Organizational Support) für den Effekt auf Arbeitgeberattraktivität untersucht. Darüber hinaus analysiert diese Arbeit die Rolle der Persönlichkeitsdisposition Work Locus of Control im Zusammenhang mit dem Person-Organization Fit. Die Ergebnisse erweitern nicht nur den wissenschaftlichen Kenntnisstand, auch liefern sie Impulse für die Praxis des Employer Branding.

No description available.

The accounting profession continually has problems with hiring and keeping qualified staff; and many accounting scandals have shown a lack of ethical behavior on the part of Certified Public Accountants (CPA). This suggest a misfit between those in the profession and the ethics that the profession strives towards. Research has shown that the congruity of personal values with organizational values, person-organization fit (P-O fit), is an important factor in the hiring, socialization, and retention of employees. In addition, ethical behavior has been found related to P-O fit. Accounting educators have been called upon to address these problems by inculcating accounting students with the values of the accounting profession. This research firstly reports on the results of a comparison of the personal values of upper level accounting students in Georgia with the personal values of CPA leaders in Georgia. Personal value priorities were measured with the Rokeach Value Survey (RVS). The findings indicated that these samples of Georgia CPA leaders (N = 193) and accounting students (N = 516) significantly differed in the priority given to 24 of the 36 (66.7%) RVS values. This result suggests a lack of P-O fit between accounting students and the accounting profession. Secondly, this research reports on the effectiveness of two education interventions designed to improve the P-O fit of accounting students: a Curriculum Modification Intervention and a Value Self-Confrontation (VSC) Intervention. These education interventions were delivered online as part of the content of two distance learning classes on accounting ethics. The curriculum of both classes were augmented with content aimed at increasing the priority given to the value of courageous. The two classes were designated as either Group 1 or Group 2. Group 1 received only the Curriculum Modification Intervention. Group 2 received both the Curriculum Modification Intervention and the VSC Intervention, which was targeted at increasing the priority given to the four values of capable, courageous. honest, and responsible—values related to the Code of Professional Conduct and Bylaws (2012) of the American Institute of Certified Public Accountants. The results indicated that Group 1, from the beginning to the end of class (short-term value change), did not increase the priority given to courageous. Thus, the stand-alone Curriculum Modification Intervention did not result in the desired effect. Group 2, on the other hand, did increase the short-term priority given to all four of the targeted values. Moreover, Group 2 increased the long-term priority given to two of the four targeted values: capable and courageous. The higher priority given to these values at the end of class persisted for 15-16 weeks. The effect sizes indicated practical significance. These results suggest that the VSC Intervention was effective at inducing both short-term and long-term value change in the priority given to values of importance to the ethics of the accounting profession. These findings have implications for CPA firms, specifically with regard to hiring ethically “fitting” staff and fostering an ethical culture in accounting firms. The results of this research also provide input that may be helpful in improving accounting pedagogy, especially the pedagogy of accounting ethics education and distance education. Key words: person-organization fit, P-O fit, CPA firm turnover, personal values, value change, value self-confrontation, VSC, Rokeach Value Survey, RVS, Certified Public Accountant, CPA, ethics education, accounting students, online education, distance learning. / Business Management / D.B.L.