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The goals of the present study were to determine whether any or all scales of the Myers-Briggs Type Indicator (MBTI) are susceptible to response distortion, and whether certain personality types are more proficient at distorting these scales. A 4 (temperament type) X 3 (level of information) X 3 (intelligence group) factorial design was used to examine the experimental hypotheses. Subjects were asked to respond to the MBTI twice, once reporting their honest preferences, and once faking a role polar opposite to their own preferences. Results indicated all MBTI scales’ are susceptible to response distortion to varying degrees. Subjects were able to create accurate faking profiles on the MBTI with relatively little information on the role to be faked. Certain temperaments, particularly NFs, are better at distorting their responses to these scales than others. Intelligence may also play a role in subjects’ ability to fake their responses. Level of information given on the MBTI scales did not affect subjects’ ability to distort their responses to the individual scales. Because of its susceptibility to response distortion, it was suggested that the MBTI not be used as part of the organizational selection process. Implications for these results on other organizational applications of the MBTI and suggestions for future research are also discussed. / Ph. D.

This field study investigated the supervisor's and subordinate's perception of the LMX relationship and organizational outcome variables. The major purposes of this study were: (1) to determine whether the dyad is the appropriate level of analysis for the examination of supervisor-subordinate relationships, (2) to determine what qualities are important in defining negotiating latitude, the most commonly used measure of LMX, and (3) to determine whether these qualities would be better predictors of organizational outcome variables than negotiating latitude. Ninety-five supervisor-subordinate dyads from 20 supervisor groups in a department of a regional telephone company completed questionnaires. Congruence was found between the subordinates' and supervisors' perception of the LMX relationship and several outcome measures. That is, dyad means were found to represent LMX relationships when within and Between Analyses (WABA) were employed to test the dyad (e.g., LMX) versus group (e.g.! ALS) level of analysis. This study also found that Dienesch and Liden's (1986) proposed dimensions of loyalty, liking, and competence were related to negotiating latitude at the dyad level. In addition. loyalty, liking, and competence were better predictors of overall satisfaction, work satisfaction, growth satisfaction, turnover intention, and supervisor performance rating than negotiating latitude alone. / Ph. D.

This study reframes the relationship between people and organization to reveal the constitutive quality of social relations. While agreeing with Karl Weick that organization emerges in the process of interaction, the study goes beyond Weick to examine in greater depth the quality of that interaction. A systemic perspective is adopted, according to which people exist in relationship to one another and are made different by their interdependence; people like organizations are constituted by their social relations. The quality of their interaction thus determines the consciousness they bring to the organizing process and the nature of organization itself. The study explores how people are shaped by their interactions with others and considers the implications for both individual and organization. The conceptual framework for this study is grounded in the work of Mary Parker Follett and family systems theorists. While Follett’s ideas prove useful in elucidating the process of organization generally, family systems theory speaks to the psychology of that process. In this study, the two are theoretically integrated to capture the human dynamic that fuels the patterns of relating that constitute organization. The resulting framework is used in the analysis of encounters between supervisors, the people who report to them, and the people to whom they report. Field research for this study was conducted at a federal agency through interviews with supervisors regarding their experiences interacting with others in the workplace. The interview was designed to address two broad research concerns: (1) how individuals see themselves and their actions shaped through interaction; and (2) how individuals experience interaction as enabling them to act. In the presentation of findings, different patterns of interaction are identified and illustrated with accounts from the interviews, highlighting the factors that contribute to each pattern’s underlying dynamic. The implications of these patterns for how we think about organization are then addressed. / Ph. D.

The Hollenbeck and Klein (1987) expectancy-based model of goal commitment is revised to reflect current critiques in the literature. The model contains elements suggested by Eden (1988) which are designed to better integrate goal and expectancy theory. This revised model is used to examine the determinants of goal commitment in an incentive-paid workforce. Support was found for the antecedent relationship of trait expectancy and goal level to state expectancy. No support was found for the causality of any of the antecedent relationships to goal commitment at the individual level of analysis. The data were examined to determine if there were team effects present. Teams did affect the magnitude of some attitudinal measures and all but one of the correlations of concern to the hypotheses presented here. When the teams are considered as wholes, all but one of the research hypotheses are supported, although no determinations of causality can be made. The results are discussed, as are the limitations of the study and directions for future research. / Ph. D.

隨著積極組織行為學 (positive organizational behaviour) 的研究趨勢，本研究通過正向心理的角度，考察轉換型領導 (transformational leadership) 對員工工作投入感 (work engagement) 的影響。本研究提出一個中介調節模型，旨在探討轉換型領導透過心理意義 (psychological meaningfulness)　的中介效果對下屬工作投入感之影響；此外本研究亦試圖探討下屬的心理資本 (psychological capital)　是否能夠調節心理意義和工作投入感之間的關聯。二百七十一名從事各種不同行業的中國人完成了網上問卷調查。研究發現：（一）領導者的轉換型領導行為有效增強下屬的工作投入感；（二）心理意義在轉換型領導與下屬工作投入感之間具有部分中介效果；（三）心理意義和工作投入感之間關聯的強度取決於下屬心理資本的水平；下屬的心理資本正向調節了整個中介過程，強化了積極的心理過程 (positive psychological process)，激發更高水平的工作投入感。這項研究關注了下屬在領導過程的角色；此外它擴大了目前領導領域的研究，涵蓋了底層的激發積極性機制(motivational process)，和有效的下屬特性，以帶出領導者對下屬工作投入感的影響。最後，本文亦討論了這研究對理論發展的貢獻，以及對應用層面於員工培訓方面的實際啟示。 / With the emerging interest in positive organizational behaviour, this study adopted a positive psychological perspective in examining the impact of transformational leadership on employee work engagement. The study proposed a moderated-mediation model with supervisor transformational leadership as an antecedent in predicting follower work engagement, psychological meaningfulness as a mediator that explains the underlying leadership process, and psychological capital (PsyCap) as a boundary condition that moderates the association between psychological meaningfulness and work engagement. Two hundred and seventy-one Chinese employees, from a diverse range of industries, completed the online questionnaire. The study found that (a) transformational leaders enhanced followers’ level of work engagement; (b) psychological meaningfulness played a partial mediating role in translating the positive impact of transformational leaders to increased follower work engagement; and (c) the strength of the link between psychological meaningfulness and work engagement depended on the level of PsyCap. PsyCap moderated the mediated leadership process such that it enhanced the positive psychological process to lead to higher levels of work engagement. The study investigated the understudied impact of followership in leadership processes. Moreover, it suggested a broader leadership framework that encompasses the underlying motivational mechanism and the effective followership characteristic in bringing out leaders’ impact on follower engagement. Theoretical implications and applied implications on employee training are discussed. / Detailed summary in vernacular field only. / Leung, Lok Chi. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 30-40). / Abstracts also in Chinese. / Abstract --- p.i / 摘要 --- p.ii / List of Tables --- p.vi / List of Figures --- p.vii / Chapter CHAPTER 1. --- INTRODUCTION --- p.1 / Work Engagement --- p.2 / Transformational Leadership --- p.3 / Association between Transformational Leadership and Follower Engagement --- p.4 / Psychological Meaningfulness as Mediator --- p.5 / Moderation by Follower Positivity --- p.7 / Psychological Capital (PsyCap) --- p.8 / Psychological Capital as Moderator --- p.9 / Chapter CHAPTER 2. --- METHOD --- p.12 / Participants and Procedure --- p.12 / Measures --- p.14 / Chapter CHAPTER 3. --- RESULTS --- p.16 / Measurement Model --- p.16 / Descriptive Statistics and Factor Correlations --- p.18 / Direct and Indirect Effect --- p.18 / Moderated Mediation Effect --- p.19 / Chapter CHAPTER 4. --- DISCUSSION --- p.22 / The Transformational Leadership Process --- p.22 / Effective Follower Attribute --- p.23 / Development of POB Literature --- p.25 / Positivity and Meaning in Chinese --- p.26 / Limitations and Future Research --- p.27 / Practical Implication --- p.28 / Concluding Remarks --- p.29 / Reference --- p.30 / Appendix --- p.41

by Yu Tak-Wai. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves [77-104]). / ACKNOWLEDGEMENTS --- p.i / ABSTRACT --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / LIST OF TABLES --- p.v / Chapter CHAPTER I --- INTRODUCTION --- p.3 / Chapter 1.1 --- Background of the Study --- p.3 / Chapter 1.2 --- Significance of the Study --- p.6 / Chapter 1.3 --- Objectives of the Study --- p.7 / Chapter 1.4 --- Outline of the paper --- p.9 / Chapter CHAPTER II --- LITERATURE REVIEW --- p.10 / Chapter 2.1 --- Overview --- p.10 / Chapter 2.2 --- Market Orientation --- p.10 / Chapter 2.2.1 --- Definition --- p.10 / Chapter 2.2.2 --- Relationship with Role Clarity --- p.15 / Chapter 2.2.3 --- Relationship with Organizational Commitment and Job Satisfaction --- p.16 / Chapter 2.3 --- Role Clarity --- p.16 / Chapter 2.3.1 --- Definition --- p.16 / Chapter 2.3.2 --- Relationship with Job Performance --- p.19 / Chapter 2.3.3 --- Relationship with Job Satisfaction --- p.19 / Chapter 2.3.4 --- Relationship with Organizational Commitment --- p.20 / Chapter 2.3.5 --- Relationship with Job Satisfaction and Organizational Commitment --- p.21 / Chapter 2.4 --- Job Performance --- p.21 / Chapter 2.4.1 --- Definition --- p.21 / Chapter 2.4.2 --- Relationship with Job Satisfaction --- p.23 / Chapter 2.4.3 --- Relationship with Organizational Commitment --- p.23 / Chapter 2.4.4 --- Relationship with Job Satisfaction and Organizational Commitment --- p.24 / Chapter 2.4.5 --- Relationship with Turnover Intention --- p.24 / Chapter 2.5 --- Job Satisfaction --- p.25 / Chapter 2.5.1 --- Definition --- p.25 / Chapter 2.5.2 --- Relationship with Job Performance --- p.27 / Chapter 2.5.3 --- Relationship with Organizational Commitment --- p.28 / Chapter 2.5.4 --- Relationship with Turnover Intention --- p.30 / Chapter 2.6 --- Organizational Commitment --- p.31 / Chapter 2.6.1 --- Definition --- p.31 / Chapter 2.6.2 --- Affective Commitment --- p.31 / Chapter 2.6.3 --- Continuance Commitment --- p.32 / Chapter 2.6.4 --- Normative Commitment --- p.33 / Chapter 2.6.5 --- Relationship with Job Performance --- p.33 / Chapter 2.7 --- Turnover intention --- p.35 / Chapter 2.7.1 --- Definition --- p.35 / Chapter 2.7.2 --- Relationship with Organizational Commitment --- p.36 / Chapter 2.7.3 --- Relationship with Job Satisfaction --- p.37 / Chapter 2.7.4 --- Relationship with Job Satisfaction and Organizational Commitment --- p.39 / Chapter CHAPTER III --- CONCEPTUAL MODEL --- p.40 / Chapter 3.1 --- Conceptual Model --- p.40 / Chapter 3.2 --- Hypotheses --- p.41 / Chapter CHAPTER IV --- METHODOLOGY --- p.44 / Chapter 4.1 --- The research design --- p.44 / Chapter 4.2 --- The sampling frame --- p.44 / Chapter 4.3 --- Data collection procedures --- p.47 / Chapter 4.4 --- The instrument --- p.48 / Chapter 4.5 --- Pretest --- p.55 / Chapter CHAPTER V --- DATA ANALYSIS AND RESULTS --- p.57 / Chapter 5.1 --- Data Analysis Procedures --- p.57 / Chapter 5.2 --- Scales Assessment --- p.57 / Chapter 5.3 --- Structural Equation Modeling --- p.58 / Chapter 5.4 --- The Original Conceptual Model --- p.62 / Chapter 5.4.1 --- Structural Equation Model Results --- p.62 / Chapter 5.5 --- The Modified Conceptual Model --- p.64 / Chapter 5.5.1 --- Structural Equation Model Results --- p.65 / Chapter 5.6 --- Discussion --- p.67 / Chapter CHAPTER VI --- CONCLUSION --- p.69 / Chapter 6.1 --- Managerial Implications --- p.69 / Chapter 6.2 --- Limitations of the study --- p.71 / Chapter 6.3 --- Directions for future research --- p.74 / BIBLIOGRAPHY / APPENDIX

Doctor of Philosophy / Department of Psychology / Clive J. A. Fullagar / Interpersonal conflict has remained a pervasive and important issue in all organizations. Despite the prevalence of workplace conflict and high individual and organizational costs, hypotheses regarding the effects of operationalizing work conflict in different ways have been largely ignored and only indirectly investigated. Study 1 experimentally examined the extent to which the process of conflict resolution was affected by context (i.e., definitional differences). Results from 507 college student participants indicated that felt conflict was manipulated by subtly changing the definition of work conflict used in survey instructions. While the manipulation was somewhat effective, the effect size was weak. Ultimately, students’ perceptions about what the conflict was about directly predicted conflict intensity, frequency, efficacy, and some resolution preferences. Results from Study 1 help refute recent criticisms that operationalizing work conflict in different ways has created a fragmented literature base, and allowed for Study 2 to move away from measurement and design issues to the more pragmatic concern of investigating the newly established and important concept of conflict efficacy, including its antecedents and consequences. Although self-efficacy is one of the most popular constructs in psychology, little research has examined conflict efficacy, or one’s assessment of their ability to resolve interpersonal conflicts. Study 2, a cross-sectional study, tested a model in which conflict efficacy (CE) was the central research variable. Study 2 attempted to establish conflict resolution skills, mastery experiences, vicarious experiences, physiological arousal, and verbal persuasion as antecedents of CE, and negative interactions at work and positive social relationships at work as key outcomes of CE. Results from 137 college students indicated that the hypothesized sources of conflict efficacy were actually better predictors of positive work relationships than either task or domain CE. Negative interactions at work and positive social relationships were predicted by task CE. In addition, frequency of negative work interactions was found to moderate the effect of conflict avoidance preference on work relationships such that avoiding was negatively related to positive work relationships when the individual experienced frequent negative interactions at work, but non-significantly related when relatively less negative interactions at work were experienced.

Doctor of Philosophy / Department of Psychology / Clive J. A. Fullagar / New scales were developed to measure conflict between work and school and family and school. These scales displayed adequate psychometric properties. A scale was developed to measure the propensity to experience inter-role conflict. The Propensity for Inter-role Conflict Scale (PIRCS) has excellent psychometric properties as established through exploratory and confirmatory factor analysis and scale and item analysis. PIRCS scores mediated the relationship between 14 of the 15 inter-role conflict to inter-role conflict pairs and displayed incremental validity, beyond known correlates of inter-role conflict, in the prediction of the six forms of inter-role conflict included in the study. The consequences of inter-role conflict were shown to affect the frequency of conflict between roles. However, this was only true when the data were aggregated. This indicates people take deliberate actions to limit certain forms of inter-role conflict. The boundaries between roles are differentially permeable. The work role boundary was most resistant to inter-role conflict. The family role boundary was least resistant to conflict from other roles. Personal characteristics affected the amount of inter-role conflict a person experienced. Women experienced significantly more conflict between family and school and school and family than men. Women were more adversely affected by the presence of children in the home than were men. Work conditions were also related to the experience of inter-role conflict. Working more hours was associated with higher levels of work-to-family and work-to-school conflict. Participants who worked weekends reported higher levels of work-to-family and work-to-school conflict. Employees who perceived greater flexibility at work reported less work-to-family and work-to-school conflict than those with less flexibility. The more semester hours participants were taking, the more conflict they reported between family and school, school and family and work and school. Spending more time on homework and study was associated with higher levels of conflict from school to family. The spillover of conflict between spouses was also demonstrated. The more hours a participant‟s spouse worked the more conflict the participant experienced from family to school and school to family.