Chan Yuk-fan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 68-75). / Abstracts in English and Chinese ; questionnaire also in Chinese. / Consequences of Supervisors' Use of Forcing and Non-Forcing Influence Tactics --- p.i / Acknowledgment --- p.i / Abstract --- p.ii / 撮要 --- p.iii / Chapter Chapter 1. --- Introduction --- p.1 / Types of Influence Tactics --- p.4 / Consequences of Influence Tactics --- p.9 / Perception of Organizational Politics --- p.9 / Non-Forcing Influence Tactics and Perceived Managerial Competence --- p.13 / Perception of Managerial Competence --- p.16 / Mediating Role of Satisfaction with Supervisors --- p.19 / Non-Forcing Influence Tactics and Perceived Managerial Competence --- p.19 / Forcing Influence Tactics and Perception of Organizational Politics --- p.20 / Chapter Chapter 2. --- Method --- p.24 / Samples and Procedures --- p.24 / Instruments --- p.28 / Influence Tactics --- p.28 / Perception of Organizational Politics --- p.30 / Satisfaction with Supervisor --- p.31 / Managerial Competencies --- p.31 / Analysis --- p.32 / Chapter Chapter 3. --- Results --- p.33 / Factor Structure of Influence Tactics --- p.33 / Factor Structure of Managerial Competence --- p.36 / Reliability of Perception of Organizational Politics --- p.37 / Relationship Between Influence Tactics and Perception of Organizational Politics --- p.38 / Influence Tactics and Satisfaction with Supervisor --- p.41 / Influence Tactics and Managerial Competence --- p.44 / Mediating Role of Satisfaction with Supervisor --- p.48 / Chapter Chapter 4. --- Discussion --- p.51 / General Discussion --- p.51 / Managerial Implications --- p.59 / Limitations and Future Research --- p.63 / Reference --- p.68 / "Appendix A. Observation Categories of Managerial Activities. (Luthans,1988)" --- p.76 / Appendix Bl. Chinese Version of Questionnaire --- p.79 / Appendix B2. English Version of Questionnaire --- p.86 / Appendix C. Eighteen-item Scale of Profile of Influence Tactics (Kipnis et al.，(1980) --- p.94 / Appendix D. Scale Development for Profile of Influence Tactics (POIS) --- p.95 / "Appendix E. Perception of Organizational Politics (POPS) (Ferris & Kacmar,(1989)" --- p.97 / Appendix F. Scale Development for Perception of Organizational Politics (POPS) --- p.98

The present research explored associations between potential antecedents of subordinate learning agility and subordinate performance (perceived manager coaching behavior, subordinate learning goal orientation, and perceived manager-subordinate psychological safety). Two studies were conducted: one in a healthcare organization and another using crowd-sourced data. Findings demonstrated significant associations between study constructs. Specifically, structural equation modeling and regression results demonstrated that perceived manager coaching behavior was associated with perceived manager-subordinate psychological safety and with subordinate learning agility. Analyses also established that subordinate learning goal orientation was associated with subordinate learning agility. Additionally, results demonstrated that perceived manager-subordinate psychological safety was associated with subordinate learning agility. Finally, results did not verify an association between subordinate learning agility and subordinate performance, although this may have been due to methodological issues rather than empirical ones. Future research should assess causal mechanisms, other antecedents, and contextual elements such as the level of change in an organization. A fuller study of these constructs may provide more understanding of the importance of learning agility in the workplace. Implications for organizations are discussed.

The opening decades of the twentieth century saw the marked rise of three interrelated fields—applied psychology, vocational education, and occupational therapy. This dissertation explores the effects of these emerging fields on architectural modernism, as it turned to perceptual science and vocational bureaucracy as a means to judge not just design but designers. This took shape especially in a field known as psychotechnics, a discipline that blended industrial management with applied psychology and was a central but understudied legacy of the First World War. This research explores the links between architectural design (in practice and pedagogy) and the emergent bureaucracies of vocational placement and occupational therapy in the Soviet Union, the United States, and Germany, showing the sympathies between psychophysiological research (particularly that of Hugo Münsterberg) and the designs and teaching methods of figures like Nikolai Ladovsky, Moisei Ginzburg, Hannes Meyer, and László Moholy-Nagy. In the search for a modernism beyond the formal precepts of the “modern movement,” the architectural laboratory became a central scene of action, grounding architectural production in new models of research that redefined architecture’s status as a discipline. Each chapter traces a particular thread of this encounter between psychotechnics and architecture. Chapter One explores its implications for pedagogy, exploring the influence of applied psychology (explicit and latent) in two much-discussed sites of interwar European architectural education, the Bauhaus in Dessau (particularly under Meyer) and VKhUTEMAS in Moscow, where Ladovsky instituted a Psychotechnical Laboratory of Architecture. Chapter Two asks whether Münsterberg’s psychotechnical work on distinctly urban occupations, notably those having to do with operating vehicles, implies something of a theory of the city, tracing the influence of psychotechnics in projects of urban design, whether by the Soviet ARU or in the planning of the German Autobahn. Chapter Three focuses on an emerging understanding of disability in the years following the First World War, asserting that the new fields of rehabilitation and occupational therapy are unspoken but central participants in shaping the modernisms of figures like Moholy-Nagy. What these episodes illuminate is a vision of an architecture whose modernity is not defined on the visual or technological grounds of the building, but rather in the nature of architectural “work” itself, understood in the aftermath of the First World War on a newly vocational basis.

職場排斥指的是工作場合中未能促進人際關係好發展的為，如忽和排擠他人，並會對個體的情感、認知、和為各方面都產生負面的影響。本文提出一個新的研究模型探讨性别、自我建構、任務依賴性和職場排斥及其後果之間的關係。首先，本文提出關係式的自我建構會減少個體被排斥的機會，但是獨型的自我建構則會增加被排斥的可能性。其次，基於性別角色的一致性理論，本文提出在女性群體中，兩種自我建構與職場排斥的關係都會增強。对于排斥在工作场合中的影响，本文提出職場排斥會減少工作場合中的幫助為，並会增强個體的職傾向。除此之外，任務依賴性可以調節職場排斥對幫助為和職傾向的影響。本研究在中國大收集調查問卷，用SPSS 分析資，並通過回歸分析進假設檢驗。数据分析的結果支援本文的大部分假設：首先，性别和關係的自我構建与職場排斥之間存在顯著的相關；其次，任務依賴性可以抵消排斥與幫助為的負相關，但會增強排斥與職傾向的正相關。 / Workplace ostracism is defined as the omission of promotional interaction behaviors in workplace, which results in some detrimental effects on individuals’ emotion, cognition and behavior. This thesis proposes a model to examine the relationships among self-construal, gender, task interdependence, workplace ostracism and its outcomes. Specifically, I suggest that relational self-construal can reduce an individual’s ostracism experience but independent self-construal leads to more of such experience. Furthermore, based on the theory of gender role congruity, I propose that the linkage between selfconstrual and ostracism experience is stronger for women. I also suggest that workplace ostracism may lead to decrease in helping behavior and stronger turnover intentions for employees. Additionally, task interdependence, a jobrelated characteristic, is expected to moderate the above relationships. I collected the data via a survey in China and used SPSS to analyze the data. The hierarchical regression results support most of the hypotheses. Gender and relational self-construal are significant factors affecting workplace ostracism, and task interdependence moderates the relationships between ostracism and its outcomes. / Detailed summary in vernacular field only. / Ji, Mingshuang. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 83-103). / Abstracts also in Chinese; appendix 2 in Chinese. / ACKNOWLEDGEMENTS --- p.i / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.v / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Objectives of the Study --- p.5 / Significance of the Study --- p.6 / Organization of the Thesis --- p.8 / Chapter II. --- LITERATURE REVIEW --- p.9 / Ostracism --- p.9 / Self-construal and gender --- p.18 / Social Exchange Theory --- p.23 / Summary of this Chapter --- p.25 / Chapter III. --- IHYPOTHESES DEVELOPMENT --- p.26 / Effects of self-construal --- p.29 / Moderating effect of Gender --- p.33 / Outcomes of ostracism in workplace --- p.38 / Moderating Effect of Task Interdependence --- p.42 / Chapter IV. --- DATA AND METHOD --- p.50 / Data Collection --- p.50 / Measures --- p.53 / Analytical Strategy --- p.57 / Chapter V. --- RESULTS --- p.59 / Descriptive Statistics --- p.59 / Factor Analysis --- p.62 / Regression Analyses --- p.62 / Chapter VI. --- DISCUSSION AND CONCLUSION --- p.73 / Summary of Findings --- p.73 / Contributions --- p.76 / Limitations --- p.79 / REFERENCES --- p.83

The present study examined leadership effectiveness in the Chinese work setting using the behavioral complexity model derived from Quinn's (1988) Competing Value Framework. Four hypotheses were generated for empirical testing. Hypothesis 1 studied the underlying construct of leadership behaviors and organization effectiveness. Hypothesis 2 examined the impact of Behavioral Complexity on effectiveness perceptions. Hypothesis 3 investigated the differential expectations among executives themselves, their subordinates and superiors on leadership effectiveness. Hypothesis 4 studied the personality correlates of Behavioral Complexity, specific leadership behaviors, and leadership effectiveness. / Two pilot studies were first carried out to prepare the survey protocols for the Main Study. In the Main Study, completed survey questionnaires were analyzed on a valid sample of 152 senior executives, their immediate superiors (N=111), and at least two immediate subordinates (N=334). First, confirmatory factor analysis identified a five-factor model for both leadership behaviors and organization effectiveness. The five leadership dimensions were Leading Change, Producing Results, Managing Processes, and Relating to People as in the original complexity model, with the additional dimension of Exhibiting Moral Behavior. The five dimensions of organization effectiveness were Open Systems, Rational Goals, Internal Processes, and Human Relations as in the original complexity model, with the additional dimension of Corporate Reputation. Second, Behavioral Complexity was found to have a direct effect on Leadership Effectiveness and Organization Effectiveness. Third, executives themselves, subordinates, and superiors were found to associate different leadership dimensions with leadership effectiveness. Fourth, results indicated that the Social Potency and Interpersonal Relatedness (IR) factors from the Chinese Personality Assessment Inventory (CPAI-2) had a direct effect on Behavioral Complexity in both self- and subordinate-perceptions, but not in superior-perception. Social Potency and IR also explained specific leadership behaviors in both self- and subordinate-perceptions, but not in superior perception. / To Yuen Weun. / "August 2005." / Adviser: Fanny M. Cheung. / Source: Dissertation Abstracts International, Volume: 67-01, Section: B, page: 0589. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (p. 134-143). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / School code: 1307.

by Haifa Sun. / Thesis (Ph.D.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (p. 154-167). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Mode of access: World Wide Web.

This study examines the visibility of moral agency in the daily work and production of healthcare in emergency medicine at an urban emergency medical center in the United States. Through detailed ethnographic research, this study investigates how the work of paramedics, nurses and physicians within their professional practice spheres of emergency medicine constantly resolve challenges that make their moral agency visible. Several themes emerge from this study by examining and closely noting how these individuals interact and express less a principled bioethical script, but instead a personal one that is or is not explained by their professional role in treating patients. This study follows the daily conversations and interactions that embody the local moral worlds of emergency medicine in paramedics, nurses and physicians and how each of these professional groups work through and around medical and patient care issues to create care. As these individuals within their professional role address challenges in emergency care, it is their interactions and conversations that make visible the moral agency of the individual healthcare worker. By examining the domain of these work lives this study investigates the ongoing and new conflicts and resolutions for the healthcare workers and how they assert moral agency; the intersubjective local moral worlds of care; use of technology to mediate care; and the structure of medicine in emergency medical care.

Yong, Chi King. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 58-62). / Abstract also in Chinese. / Abstract / English version --- p.i / Chinese version --- p.iii / Acknowledgement --- p.iv / Table of content --- p.V / Lists of tables --- p.vii / Lists of figures --- p.viii / Chapter Chapter 1: --- Introduction --- p.1 / Background --- p.1 / Overview of job and occupation embeddedness --- p.3 / Composite measure of job embeddedness and global measure of job embeddedness --- p.12 / Age as possible moderator of relations between embeddedness and intention to change --- p.13 / Literature review on socioemotional selectivity theory --- p.14 / "Super´ةs life-span, life-space model" --- p.15 / Change in intellectual abilities across age --- p.16 / Possible age differences in job and occupational embeddedness --- p.17 / Present study --- p.19 / Chapter Chapter 2: --- Method --- p.21 / Participants --- p.21 / Measures --- p.22 / Procedure --- p.27 / Chapter Chapter 3: --- Results --- p.28 / Evidence of construct validity of composite job and occupational embeddedness --- p.28 / Structural equation modeling analyses --- p.35 / Global job and occupational embeddedness --- p.39 / Age moderation effect --- p.40 / Age differences analysis --- p.47 / Chapter Chapter 4: --- Discussion --- p.51 / General findings --- p.51 / Limitations --- p.54 / Future research --- p.55 / Implications --- p.56 / References --- p.58 / Footnotes --- p.63

Most negotiations possess integrative potential (Lax & Sebenius, 1986; Raiffa, 1982), Yet, most negotiators fail to fully exploit the integrative potential present in their negotiations and consequently settle for less satisfying agreements than those they could have had. This paper elaborates a model of integrative bargaining and evaluates the influence of negotiator confidence and negative affective states on integrative bargaining performance. This paper hypothesizes that, contrary to conventional wisdom, negotiator overconfidence can facilitate negotiator judgment accuracy and integrative performance. Analyses suggest that high levels of confidence lead to higher aspirations and greater information exchange. Information exchange appears to influence integrative bargaining performance directly as well as through its influence on judgment accuracy. This paper also hypothesizes that sadness will facilitate and anger inhibit judgment accuracy and integrative performance. Two different negative emotional state inductions were attempted. However both of them failed. Consequently, these hypotheses were unable to be tested / acase@tulane.edu

With massive corruption uncovered in numerous recent corporate scandals, investigating the reasons for unethical behavior in organizations has become a critical area of research for organizational scientists. In response to this need, my dissertation is proposed to offer a better understanding of unethical behavior by focusing on how assigned performance goals can interfere with people's ethical decision-making processes. In the first chapter, I hypothesized that individuals who are assigned performance goals are more likely than those who do not have performance goals to engage in illicit or morally unacceptable behaviors at work. Assigning performance goals was predicted to positively influence unethical behavior by (1) decreasing the likelihood that people will recognize the moral nature of a problem, and (2) making rationalizations for acting unethically easily accessible. I further predicted that the method by which goals are set influences goal recipients' willingness to engage in unethical behavior. That is, due to increased attention and fewer available rationalizations, allowing individuals to participate in goal-setting may be less deleterious to ethical behavior than simply assigning performance goals. The second chapter specifies the methodology and results of two studies (a laboratory experiment involving a managerial decision-making simulation and a field study using self-reported survey data) designed to test the hypotheses advanced in the introduction. Across both studies, results supported the predicted relationships between two mechanism of moral disengagement (i.e., moral justification and displacement of responsibility) and unethical behavior. However, when unethical behavior was regressed on both mechanisms simultaneously, only moral justification displayed an independent relationship with unethical behavior. In addition, the hypothesized positive relationship between ethical recognition and unethical behavior was supported in Study 1. In contrast, the effects of assigned goal-setting and goal-setting method on unethical behavior were inconsistent. Initial results from Study 1 suggested that assigned goal-setting and goal-setting method did not influence unethical behavior. Post-hoc analyses did reveal that the predicted effects may only hold when goals are sufficiently difficult. In Study 2, results again revealed that assigned goal-setting was not related to unethical behavior. However, supplementary analyses operationalizing assigned goal-setting differently indicated that people assigned performance goals did report more unethical behavior than those without performance goals. Finally, goal-setting method was significantly related to unethical behavior in the second study, although the proposed mediators (i.e., moral justification, displacement of responsibility, and ethical recognition) did not significantly mediate the relationship between goal-setting method and unethical behavior. The final chapter contains a discussion of results, limitations, and implications for future theory and research / acase@tulane.edu