<p>  </p> <p>An increasing number of working age adults are choosing to delay or forego parenthood entirely, but little research has explored how voluntarily childfree adults are perceived and treated in the workplace. While a large body of research has examined the impacts of motherhood on working women, little work has been done to understand the experiences of voluntarily childfree women. This study explored perceptions of working women based on their reproductive choices and whether these perceptions relate to differences in promotion decisions. Based on social backlash theory, I hypothesized that voluntarily childfree (VCF) women would be penalized in promotion decisions, and that perceptions of agentic-dominance and communality would explain this relationship. Using a sample of 220 participants recruited through Amazon Mechanical Turk, I tested my proposed mediation model and found no support for my hypotheses. Counter to expectations, no evidence of the motherhood penalty emerged either. Despite the lack of significant findings in this study, future work should consider assessing the relationships proposed with different experimental design.</p>

<p>Drawing from literature on job performance, moral intensity (Jones, 1991), and job characteristics theory (Grant, Fried, & Juillerat, 2011; Hackman & Oldham, 1976; Oldham & Fried, 2016), I propose a core feature of work that is not currently recognized or studied in extant work design research: the degree of moral imperativeness and aspiration. That is, jobs differ in how much their performance (i.e., task execution) is a moral imperative or aspiration. I first distinguish the moral imperativeness and aspiration of task execution (MITE and MATE) from related concepts such as task significance (Hackman & Oldham, 1975), prosocial characteristics of work (Grant, 2007, 2008a), and moral intensity of a task (Opoku-Dakwa, 2017, 2018). I then develop and validate a scale. In Study 1, I used job incumbents to provide empirical support that moral imperativeness and aspiration of task execution is distinguishable from related constructs, converge with theoretically-relevant constructs, and predict work criteria as experienced by job incumbents. In Study 2, I used naïve raters to judge the moral imperativeness and aspiration of work tasks at the task level to provide further evidence that they tap objective aspects of occupations.</p>

As the world continues to diversify and we begin to move towards a majority-minority America, it becomes ever critical for organizations to utilize diversity training effectively to create a more equitable work environment. This is especially true when considering the growth of Latino immigrants in the work force and how majority group members may view this as a threat to their group dominance, resulting in experiences of discrimination and prejudice towards minorities. However, research regarding the best methods to utilize to reduce prejudice against specific targeted groups has been inconclusive, and little work has been done to investigate personality characteristics as potential boundary conditions of diversity training effectiveness. Thus, the goal of this study is to investigate the effectiveness of two diversity training methods, perspective taking and imagined contact, specifically for trainees low in Openness to Experience who may be especially resistant to training. To test this over two time points (two weeks apart), we recruited White participants ( N= 471) via Amazon’s Mechanical Turk, highlighted the demographic changes occurring in the modern workforce, randomly assigned them to either the perspective taking, imagined contact, or control condition, and then measured their Openness to Experience, intergroup anxiety, prejudiced attitudes and behavioral intentions towards Latino immigrants. Results revealed no significant interactions with Openness to Experience, thus resulting in its omission from the final model. Results also did not provide evidence for the training methods having a significant direct effect on the reduction of prejudice and the increase in behavioral intentions towards Latino immigrants. However, there was support found for intergroup anxiety such that it mediated the relationship between the diversity training methods and prejudiced attitudes and behavioral intentions. Exploratory analyses also revealed imagined contact to be more effective at reducing prejudice and increasing positive behavioral intentions via a reduction in intergroup anxiety compared to the perspective taking condition. Implications, future research, and limitations are discussed.

Studies of expatriate adjustment have traditionally focused on corporate expatriate assignments where foreign employees are often the only expatriate, or one of a handful in a host organisation. Multicultural not-for-profit organisations such as United Nations organisations have largely been ignored. It was hypothesised that classic predictors of expatriate adjustment – Spousal Adjustment, Culture Novelty and Acculturation Style, and novel variables of Economic Adjustment and Stage in Assignment would predict Expatriate Adjustment and subsequent Cognitions to Withdraw prematurely from the assignment. 181 expatriates representing 38 countries from all economic levels completed an online survey investigating their experiences on assignment to a United Nations Organisation in Rome, Italy. Black & Stephens (1989) classic scales of Expatriate Adjustment, Spousal Adjustment, Culture Novelty and Cognitions to Withdraw were employed along with Acculturation Style, Economic Adjustment and Stage in Assignment measures designed for this study. Qualitative data was also collected around expatriates’ cognitions to withdraw from their assignment and reasons to stay in order to gain a richer understanding of the expatriate experience. The best predictors of Expatriate Adjustment and subsequent Cognitions to Withdraw for United Nations expatriate employees in Rome were classic predictor Culture Novelty and novel predictors Economic Adjustment and Stage in Assignment. Structural Equation Modelling indicated the best fitting model of Expatriate Adjustment and subsequent Cognitions to Withdraw demonstrated moderate fit (!2 = 1045.19, df = 486, p =.000, TLI = .80, CFI = .82, RMSEA = .08) with Culture Novelty predicting General and Interaction Adjustment; Economic Adjustment predicting General Adjustment; and Adjustment Stage predicting General, Interaction and Work Adjustment. General Adjustment was the only significant predictor of Cognitions to Withdraw. Qualitative analysis suggested that the classic adjustment measures used did not adequately capture the experiences of these expatriates and that caution should be taken in generalising the literature to not-for-profit populations. Furthermore the outcomes of this study suggest that the inclusion of novel variables of Economic Adjustment and Stage in Assignment as predictors of expatriate adjustment could be warranted for future research. Sample size and adequacy of measures both limited the extent to which analysis could be conducted and results generalised. More research into the expatriate experience in the not-for-profit sector is desperately needed.

This study tested the relationship of the personality variable of hardiness to the organisational outcomes of job satisfaction, performance and intention to turnover. These relationships were also tested via two alternative transactional models, with a sequential and simultaneous structure for the appraisal and coping processes. Employees (N = 297) from a range of large New Zealand organisations completed a questionnaire on hardiness, appraisal, coping, affect and the three distal outcomes. Bivariate correlations revealed significant positive relationships between hardiness and job satisfaction, hardiness and performance, and a significant negative relationship with intention to turnover. Structural equation modelling results revealed that the direct relationship between hardiness and job satisfaction was the strongest path, which indicates that the higher an employees level of hardiness the higher their likely level of job satisfaction. The simultaneous model provided best fit to the data, revealing a positive path from hardiness through challenge appraisals to positive affect, and a negative path through threat appraisal and emotion-focused coping. This study concludes that higher levels of hardiness are associated with more positive situational appraisals and more effective coping responses.

This research endeavors to understand people's experience of working in a highly engaged team, and specifically to understand the aspects of the work environment that contribute to their engagement. As participants' own perspectives and views are central to gaining a rich insight, a qualitative approach is taken. Twenty-five participants from a large government agency who had worked in highly engaged teams took part in five focus group discussions. The discussions were analysed following thematic analysis techniques, and a thematic network of three interrelated layers was developed to explain the findings. This thematic network focuses more on people's experiences of working in an engaging environment and the feelings associated with these experiences, whereas the literature focuses more on describing engagement and the aspects of the environment which contributes to engagement. At the base of the engagement model, developed from this research, are the seven aspects of the workplace that contribute to people's engagement: leadership; challenging and or varied work; access to knowledge; latitude and responsibility; social atmosphere; safety, trust and support; and respect. Above this are the feelings people connect with working in this environment: feeling at ease and relaxed, having a sense of achievement and satisfaction, and being valued or validated. The top layer of the model is the overall sense of what working in an engaging environment is about: feeling good in one's self. Three further observations are made. Firstly, the team is an important aspect in people's engagement, and a duality exists where the person and the team simultaneously influence each other. Secondly, engagement is an active process; it changes over time, has a lifecycle over people's careers, actively transfers between people and exists within a reinforcing loop. Lastly, engagement within this organisation, refers to a connection to the work or workplace: people were interested, participated, enjoyed and were connected to their work, but maintained a separation. There was no sense of merging one's identity with the work as noted within some of the literature on engagement.

Resilience is a term of increasing prevalence in many aspects of society including the workplace. This thesis has sought to examine the relationship resilience has with coping, engagement, and life satisfaction. Data was collected via a survey that included standard measures for the variables of interest and two open-ended questions targeting sources of stress and sources of satisfaction. Findings show a positive relationship between resilience and task-focused coping, engagement, and life satisfaction. No relationship was found between resilience and maladaptive coping or social support. Additionally, it was found that resilience acted as a full mediator in the relationship between task-focused coping and engagement, but had no mediating effect in the relationship between task-focused coping and life satisfaction. The open-ended questions identified that the same demand frequently acted as both a source of stress and a source of satisfaction.

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This dissertation investigates the management of teams at work. A thorough examination of the literature on small groups, coupled with field research on the implementation of teamwork in the New Zealand operations of a large multinational provides insights about how members of a team think. It is shown that the perception of membership by team members influences their ability to make effective use of resources and make informed decisions, not only within the team, but also with regard to its impact on the organisation. Social identity theory provides a theoretical model for the psychological processes of team membership. The processes of categorisation, self-categorisation and social identification are mapped against the introduction of teamwork over a period of two years to assess whether or not they are relevant. The results from surveys of and interviews with senior staff members support the processes described by social identity theory, where groups can operate as separate cognitive and emotional units as relevant for the management of teams at work. Because of the unique psychological processes, team members at work have to be interacted with (and be given information) differently than individuals in order to behave as a high-performing team. This study develops the implications of social identity theory for the introduction and management of teams at work, leading to high performance for the organisation. Key words: Teamwork, social identity, social cognition

This dissertation investigates the management of teams at work. A thorough examination of the literature on small groups, coupled with field research on the implementation of teamwork in the New Zealand operations of a large multinational provides insights about how members of a team think. It is shown that the perception of membership by team members influences their ability to make effective use of resources and make informed decisions, not only within the team, but also with regard to its impact on the organisation. Social identity theory provides a theoretical model for the psychological processes of team membership. The processes of categorisation, self-categorisation and social identification are mapped against the introduction of teamwork over a period of two years to assess whether or not they are relevant. The results from surveys of and interviews with senior staff members support the processes described by social identity theory, where groups can operate as separate cognitive and emotional units as relevant for the management of teams at work. Because of the unique psychological processes, team members at work have to be interacted with (and be given information) differently than individuals in order to behave as a high-performing team. This study develops the implications of social identity theory for the introduction and management of teams at work, leading to high performance for the organisation. Key words: Teamwork, social identity, social cognition