The degree of transfer of technical training to workplace behavior was evaluated using a Solomon Four-Group experimental design. Additionally, all groups received retrospective pretests. Subjects were 103 technicians in an electronics company. Supervisors rated technicians on behaviorally anchored rating scales which were developed and labeled as behavior description scales for simplicity. Analysis of variance revealed no effect for training nor pretest. A training-pretest interaction effect was revealed for one dimension (Communication with Support Groups). Analysis of covariance revealed main effects for pretesting for two dimensions (Problem Solving and Communication with Supervisor) and a pretest-training interaction-for one dimension (Problem Solving). Except for one dimension, t tests revealed no significant differences between traditional pretests and retrospective pretests, thus negating a hypothesized response shift bias.

The overall problem this research addresses is the costly impact of counterproductive work behaviors. The purpose of this study was to examine whether uncertainty, stress, or frustration are related to variability, or in predicting counterproductive work behaviors. Wavering economic conditions have steadily altered work environments, and with continuous work changes are growing feelings of uncertainty, concerns of employee and organizational safety, performance, and overall wellbeing. The social exchange theory and the workplace social exchange network were used in this study to better understand employee relationships and response behaviors. Research questions compared the relationships among perceived uncertainty, stress, frustration, and levels of counterproductive work behaviors. For this study, a sample of 180 volunteers completed the Psychological Uncertainty Scale, the Perceived Stress Scale-10, the Frustration Scale, and the Counterproductive Work Behavior Checklist-10. Volunteers were recruited via invitation by Findparticipants.com. and SurveyMonkey-® hosted the data collection. This non-experimental, quantitative study employed a survey design, and multiple linear regression analysis were used to test the hypotheses. Regression analyses indicated a significant relationship between frustration and counterproductive work behaviors (t = 4.269, p < .001); however, the relationship of uncertainty and stress with counterproductive behaviors was not statistically significant. Predicting employee negative behaviors and gaining a better understanding of factors with negative influences on work behavior allows leadership the opportunity to develop more sustainable strategies designed to influence and encourage positive social change.

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Although there is ample information on the negative aspects of video game playing, we know less about the benefits and how the benefits transfer to the gamers’ workplace. Further understanding of these relationships may offer employees and employers more insight on how they can reduce counterproductive workplace behaviors (CWB) while also improving workplace morale and productivity. The purpose of this quantitative nonexperimental study is to examine the relationships between time spent engaging in gameplay, workplace self-esteem, and positive and negative workplace behaviors among gamers. Participants anonymously completed an online questionnaire utilizing the Behind the Screen Measure, Counterproductive Workplace Behavior Checklist, the Rosenberg Self-Esteem Scale, and the Work Extrinsic Intrinsic Motivation Scale. The crosssectional design consisted of 202 self-identified employed gamers over the age of 18 living in the United States. A series of linear regressions was used to test the hypotheses. According to the study results, frequency of gameplay and workplace self-esteem levels predicted CWB and intrinsic motivation, with low workplace self-esteem being a significant predictor of negative work-related behaviors. Employers, gamers, and friends and family also benefit from the knowledge that over two and a half hours of gaming could have negative effects on their self-esteem and work behaviors. This study facilitates positive social change by promoting a need for increased awareness to gamers and organizations which offer support and long-term positive social change among two different populations.

Thesis (Ph. D.)--University of Missouri-Columbia, 2000. / Appendix E in Korean. Typescript. Vita. Includes bibliographical references (leaves 87-95). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2000. / Appendix E in Korean. Typescript. Vita. Includes bibliographical references (leaves 87-95). Also available on the Internet.

This study attempted to expand previous research on employee retaliation against abusive supervision by evaluating both overt and covert retaliatory behaviors and the different mechanisms behind these behaviors. Initial confirmatory factor analysis did not find substantial support for a two-factor retaliation construct, but this may have been a result of the nature of behavioral retaliation items that composed the measures. Correlational analyses did not demonstrate clear discriminate validity between overt and overt retaliation; additionally, regression analyses did not find support for high performing or highly political skilled employees retaliating primarily through one form of retaliation. Highly political skilled and high performing employees performed less retaliatory behaviors overall when experiencing high amounts of abusive supervision. Although initial analyses did not support the distinction between overt and covert retaliation, mediation analyses did find some support for differential pathways. Specifically this investigation found that the relationship between abusive supervision and overt retaliation was mediated by feelings of hostility towards employees’ supervisors, whereas the relationship between abusive supervision and covert retaliation was mediated by perceptions of interactional injustice. Overall, this investigation provides mixed support for the distinction between overt and covert employee retaliatory behavior.

Job performance has historically been divided into two subsets, that which is prescribed and that which is discretionary. Further, discretionary workplace behavior has typically been described as either helpful or ethical (i.e. organizational citizenship behavior) or harmful and unethical (i.e. workplace deviance behavior) with behavior that is both helpful and unethical rarely discussed. I term this lesser discussed type of discretionary workplace behavior unethical prosocial behavior and define it as discretionary actions that are intended to benefit a specific referent outside the self, either an individual or a group, that are illegal and/or morally inappropriate to larger society. In addition to defining unethical prosocial behavior, this paper places the behavior in an organizing framework of discretionary workplace behaviors and tests several hypotheses regarding unethical prosocial behavior. The hypotheses address three primary research questions. First, are there contextual conditions that make it more likely that a person will engage in unethical prosocial behavior? Second, does the nature of the relationship between the actor and the beneficiary make unethical prosocial behavior more or less likely? And third, are there individual characteristics that serve to either constrain or enhance the likelihood that and individual will engage in unethical prosocial behavior? A 2 x 2 experimental design was used to test these hypotheses. As expected, in-group (vs. out-group) salience increased the likelihood of UPB. Individuals in the in-group condition engaged in significantly greater UPBs than those in the out-group condition. Contrary to expectations, shared reward (vs. no reward) decreased the likelihood of UPB. Individuals who were due a reward engaged less in UPBs than those who were not due a reward. Possible explanations for this relationship (both methodological and theoretical) are explored. While the overall effect of reward structure on UPB was in the opposite direction from that which was expected, propensity to morally disengage had the anticipated effect on the relationship between rewards and UPB. Those high in propensity to morally disengage were more likely to engage in UPB when a shared reward was offered (vs. no reward). Due to the nature of the task and the data collected, it was possible to operationalize UPB as a continuous measure as well as a dichotomous event (UPB/no UPB). This lead to a supplemental analysis that shed additional light on the nature of the relationship between group salience and UPB. The analysis shows that not only do subjects tend to over report the scores for fellow in-group members, but they also tend to underreport scores for out-group members. Fruitful areas for future work on the nascent UPB construct are discussed.

Although blatant sexism persists in the workplace, there is a subtler type of sexism that is not often discussed. Some of the harmful outcomes that concern organization employees and leaders include decreased job satisfaction and morale, increased stress and turnover, damaged workplace relationships, barriers to career development for women, and decreased feelings of safety in law enforcement employees. Subtle sexism is often disguised as friendliness or chivalry, and therefore is difficult to detect, so it is often ignored or trivialized. The harms are cumulative and compound over time. The purpose of this qualitative, phenomenological study was to gather data about how women experience subtle forms of sexism in the National Park Service (NPS) workplace. Semistructured telephone interviews assisted with the gathering of data from 12 women employed by the NPS. Feminist theory and critical theory guided the research process. Moustakas’s phenomenological method was used as an approach to data analysis. The findings that emerged included: (a) impacts on workplace culture, (b) harmful effects on individuals, (c) coping with subtle sexism, (d) organizational impacts, and (e) organizational change. The study promotes positive social change by providing a more nuanced understanding of how women experience and perceive subtle sexism. The results could help organizations to find more effective ways of dealing with this type of sexist behavior and decrease the negative outcomes.

Philosophiae Doctor - PhD / The foundation of this study lies in the essential role of employees in the Higher Education Sector, as they are key in the effective functioning of Higher Education Institutions (HEIs). The effective operations of these institutions, in turn, is vital considering the important role the institutions play with regard to the development and expansion of human capital and skills. Previous research has highlighted the high turnover rates experienced in HEIs, applicable to HEIs in South Africa too. / 2023