Thesis (M.A. (Psychology))--Rhodes University, 2003.

Thesis (M.A. (Research Psychology))--University of Pretoria, 2002. / Includes bibliographical references (leave 128-133).

Thesis (M.A.)--Bowling Green State University, 2005. / Document formatted into pages; contains x, 107 p. Includes bibliographical references.

Thesis (Ph.D.) - University of Queensland, 2005. / Includes bibliography.

Structural equation modeling procedures were used to further the current understanding of the construct “personal responsibility.” Broadly defined, personal responsibility is a state in which an individual feels a sense of obligation to a situation or event (Cummings & Anton, 1990; Dose & Klimoski, 1995). Behaviors performed due to personal responsibility are performed for internal as opposed to external reasons. It was hypothesized that feelings of personal responsibility could be influenced by both individual (interdependent self-construal, group cohesion, and trust) and organizational (personal control) variables. More so, it was proposed that employees’ feelings of personal responsibility would be significantly associated with participation in an organization's safety process. Participants were 219 employees of a bearings plant located in southwest Virginia. Only one variable, trust in management, predicted employee feelings of personal responsibility to participate in a behavior-based safety (BBS) process. Contrary to expectations, in the structural model there was no significant relationship between feelings of personal responsibility to be involved in the process and levels of involvement (b = .24). Involvement in the current investigation was assessed with two self-report survey items and by tracking employee observations performed with a critical behavior checklist (CBC). Interestingly, feelings of personal responsibility was predictive of safety observations performed, as well as self reported involvement in the process, when these two involvement variables were looked at in separate regression equations. Furthermore, personal responsibility was predictive of these variables over and above the similar variable conscientiousness. The current study also investigated the impact of voluntary participation in a behavior-based safety process on frequency of safe behavior performance, both on the job and while driving. Unfortunately, the number of employees participating in the process was minimal (n = 7). A visual inspection of the data did not indicate any apparent changes in self-reports of safe behavior for either work-related or driving behaviors as a function of participation in the safety process. In conclusion, the current investigation can be considered an initial step in the empirical study of the personal responsibility construct. It is suggested that a number of relationships may not have been found because of the short-term nature of the current project. Future research is needed that is more longitudinal in nature. / Ph. D.

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Thesis (M.Psych.Org) - University of Queensland, 2004. / Includes bibliography.

Thesis (M.Psych.Org.) - University of Queensland, 2007. / Includes bibliography.

Gender differences in salaries are prominent in most fields. Several laws exist to decrease the amount of pay discrimination and provide remedies for discriminatory organizational behaviors, yet these laws have proven insufficient to eradicate pay inequities. One source for such discrimination in pay stems from the evaluation of employee performance. Performance appraisal systems can be biased in very small ways that yield larger negative effects on later employment-related decisions, such as compensation. The goal of this study was to examine decision-making processes and conclusions raters make during the evaluation of employees. It was expected that the type of presentation and the content of the ratings of performance sub-dimensions would affect gender differences in composite ratings, salary increases, and merit bonuses. Specifically, women were expected to be rated lower when employee performance information was presented sequentially, where it would be harder to directly compare one employee with another and thus not mitigate sex bias. Comparatively, when employee performance information was presented in aggregate form, where comparisons among employees would be easier, no sex bias was expected. It was also hypothesized that in the sequential condition, participants would provide casuistry-based reasoning for their decisions such that explanations for men's better performance would be justified by their performance on the sub-dimension on which the male candidate was rated highly. No effect was found for target gender on any of the outcomes. There was a significant difference for participant gender in the amount of salary increases and merit bonuses assigned. Male participants assigned significantly higher raises and bonuses than female participants to employees. There was also a strong main effect for task-related skills across all outcomes. Employees who were higher in the task dimension were rated higher, awarded higher pay, and given larger bonuses. There were no gender differences in the task ratings. Qualitative data analyses support these conclusions. Although participants provided lengthy reasons for their decisions, none showed or explained a gender difference. Limitations and recommendations for future studies are discussed.

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