The focus of this inquiry is “The influence of ‘spiritual meaning-making’ on career choice, transition and experience”. Over the past decade there has been an increase in interest in the expression of spiritual belief in work. Most of the writing on the topic is based on the premise that individuals and organisations have lost meaning, and that the problem of meaning in work needs to addressed to enhance the ways in which we organise, and to enhance organisational output and personal wellbeing. Whereas the current writing on spirituality and work often suggests that organisations should provide more meaning, this research took a more humble starting point by asking what meanings individuals with spiritual belief are currently attributing to, and discovering in, their work, and by asking how and whether these meanings determine work behaviour. I argue in this thesis that the concept of meaning-making is central to spirituality. I reviewed the psychological literature on meaning and as a result decided to focus the inquiry on three core elements of meaning; purpose, sense-making and coherence. In order to step back from the organisational agenda, and give voice to the authenticity of diverse spiritual beliefs, I chose to use career, rather than organisational theory, as framework for this inquiry. An additional theoretical framework of ‘agency and communion’ was introduced to conceptualise human motivation beyond its current narrow ‘self’ and ‘doing’ oriented definitions. A combination of ‘collaborative human inquiry’ and ‘narrative’ methodology was chosen to elicit subjective career meanings. Fifteen individuals with diverse spiritual beliefs participated in this research. These included a Buddhist, a Quaker, a Catholic, a Bahá'í, and a Mormon, as well as those not currently affiliated with an organized religion. The findings show that spiritual belief strongly determines career choice, transition and experience. It was found that research participants, in spite of their diverse beliefs, shared four purposes: ‘developing and becoming self’, ‘union with others’, ‘expressing self’ and ‘serving others’. When these purposes can be expressed fully, the workplace is experienced to be aligned with spiritual belief, and individuals are contributing fully, especially when diversity of spiritual expressions is acknowledged at the same time. Career transitions are made through an ongoing sense-making process as a result of which the individual may decide that the four purposes are no longer in balance and action is required in order to continue to live meaningfully. This sensemaking is a result of ongoing interaction between the individual and his or her work environment. Coherence is a result of the transrational element of spirituality, when the individual feels his or her work is still aligned with a bigger (divine) plan. This is assessed on an ongoing basis through prayer, asking ‘was this meant to be’ and reframing difficulties and setbacks as opportunities for learning and development. I suggest that it may not be wise to seek collective enactment of the trans-rational as it has no firm basis for collective organisational decision-making. It cannot seek collective expression due to the diversity of beliefs of organisational members. However I strongly suggest that an organisation that wants to align itself with the spiritual beliefs of its members, ensures that the four purposes of ‘developing and becoming self’, ‘union with others’, ‘expressing self’ and ‘serving others’ can be fully enacted in the organisation, keeping in mind that spirituality expresses itself in process as well as outcome. / Subscription resource available via Digital Dissertations only.

Doctor of Philosophy / Department of Psychology / Patrick A. Knight / Over 50 years of research has supported the positive relationship between feedback and performance improvement. A recent meta-analysis suggests that feedback may not be beneficial for performance, and that it may actually be harmful for performance (Kluger & DeNisi, 1996). This study suggests that these inconsistencies exist because positive and negative feedback are treated like opposite sides of the same scale. In reality, positive and negative feedback are two very different types of information and should be treated differently. Current research examines feedback delivered interpersonally. When delivering feedback this way, positive feedback is often accepted while negative feedback is rejected. The current study states that alternate delivery methods may be better for the acceptance and use of negative feedback. It is suggested that negative feedback received directly from the task itself may be more accepted, more intrinsically motivating, and result in less negative emotion for receivers than negative feedback from interpersonal sources. Two hundred and two university students participated in a simple computer simulation task. They received feedback regarding their performance and then participated in the task a second time. Results revealed no differences between conditions in acceptance, possibly a result of task. When receiving negative feedback from the task, participants experienced greater intrinsic motivation than when receiving negative feedback from interpersonal sources. Finally, negative feedback from the task resulted in less negative emotion than negative feedback from interpersonal sources. By removing the interpersonal interaction, the task removes a great deal of negative emotion associated with the supervisor. This study revealed great potential for the task as a source of negative feedback. Although the workforce may not be ready for a full task-feedback system, it may serve as a good supplement for interpersonal feedback and worthy of future research in the field setting.

Doctor of Philosophy / Department of Psychology / Patrick A. Knight / Today the geographic distance between workers is increasing. The purpose of this study was to investigate the distributed work environment by specifically focusing on leader behavior and its impact on subordinate outcomes. This study asked if the traditional core set of leadership behaviors is effective in distributed work environments, and how those behaviors impact employee outcomes such as commitment and satisfaction with supervision. Several fundamental and explored questions included: Do essential management behaviors such as consideration and initiating structure materialize differently in face-to-face versus remote situations, what type of leadership will have the most positive impact on employee's perceptions of satisfaction with supervision and organizational commitment, and does this differ according to the amount of face time between the manager and employee? Correlational data results did not support the hypotheses that face to face interaction scores were positively correlated with affective commitment, or satisfaction with supervision. Face to face interaction was not negatively correlated with continuance commitment. Non-remote employees reported significantly higher levels of satisfaction with supervision than remote employees. There was a significant difference between remote and non remote employees with non remote employees reporting higher levels of career advancement than remote employees. There was a stronger relationship between initiating structure and satisfaction with supervision when spatial distance was high. It appears that spatial distance acted as an enhancer. Two scales, company support for remote management and remote management specific behaviors, were analyzed to obtain preliminary data for future research.

Master of Science / Department of Psychology / Ronald G. Downey / Firmly rooted in positive psychology, this study attempted to look beyond discovering the direction or shape of the stress-performance relationship and sought to instead determine the role of personality in this relationship. Although we were unable to test for moderation effects due to multicollinearity issues, we did discover that positive personality characteristics were a significant predictor of performance—even after controlling for experience and self-perceived stress. Interestingly, this relationship occurred in an opposite direction than expected in that higher levels of positive personality characteristics were predictive of lower performance ratings.

Doctor of Philosophy / Department of Psychology / Patrick A. Knight / A commonly accepted practice in employment selection is to collect biographical information in the form of resumes. Surprisingly, little research is conducted in this area to learn how reviewers evaluate relevant biographical information and considerable less research is devoted to exploring possible methods on how to improve this evaluation process. Current research explored one possible training method that may later show great utility in improving accuracy and consistency in ratings for a number of work-related constructs. Frame-of-reference training, which is primarily utilized in the field of performance appraisal, was hypothesized to be a beneficial training technique in an effort to improve accuracy. Frame-of-reference (FOR) training attempts to create a common frame of reference among raters when assessing rates' behaviors. Through a process of practice and feedback, FOR training tunes raters to common notions of what good or poor would be on a particular dimension. The result is often more accurate ratings with less variation between raters. Personality (conscientiousness, extraversion, and agreeableness only), general cognitive ability, and organizational citizenship behaviors were the constructs of interest. The analysis provided initial support for most of the hypotheses which suggested that frame-of-reference training would create more accurate and reliable estimates of applicant's personality, cognitive ability, and even organizational citizenship behaviors. In addition to influencing participants' estimates of applicant's scores on a number of workplace constructs, it was also found that participants were influenced as a function of type of training on their willingness to interview and overall impressions of the applicants. Limitations and suggestions for future research are also discussed.