<p>This research examines the relationships between the satisfaction of psychological needs (belongingness and distinctiveness) on affective and cognitive attitudes (job satisfaction and commitment) with an emphasis on identifying key differential and moderating effects. This study hypothesizes the direct effects of need satisfaction and moderating effects of the source (individual & group) and domain (work & non-work) of need satisfaction. Hypotheses were tested with a cross-sectional survey of alumni from a regional college in the mid-Atlantic United States. Results indicated that satisfying the needs for belongingness and distinctiveness whether through source (individual vs. group) or by domain (work vs. non-work) have a positive impact on job attitudes. However, the results for the moderating and differential effects along with post-hoc analyses provides additional insights. Overall, this study found that the satisfaction of psychological needs have important direct effects on affective and cognitive job attitudes. Results indicated that the source of need satisfaction (individual and group) and the domain in which a need is satisfied do moderate the relationship between psychological need satisfaction and specific cognitive and affective job attitudes. In many circumstances, the moderating effect was not as expected. Additionally, the context of virtuality had a significant impact on only a few relationships. Post-hoc analyses showed that the relationship among the variables in this study are more complex than hypothesized and should be evaluated more fully. </p>

Seguindo uma linha natural de pesquisa iniciada com a construção do Diagnóstico M.A.R.E. de Orientações Motivacionais, este estudo avança no que concerne ao mapeamento das variáveis e suas relações, e constrói perfis comportamentais que representam o modo de agir dos gestores brasileiros em busca de resultados. Em uma abordagem empírico-analítica, que faz uso de análise multivariada de dados, orienta-se ideograficamente para propósito diagnóstico, e trabalha com uma amostra de 4981 casos. Fundamenta-se nas contribuições de Fromm, Coda e Hitt, e foca a relação entre orientação motivacional e competências de liderança no ambiente organizacional, pois se acredita que esclarecimentos nesse sentido possibilitarão maior efetividade do ponto de vista da aplicabilidade organizacional, por meio de otimização de esforços para a produção de resultados; principal busca das organizações e de seus integrantes no momento evolutivo atual. Os resultados indicam que os gestores brasileiros apresentam sete padrões de comportamento em ambiente organizacional, identificados como os Estilos de Mobilização: Especialista, Colaborador, Conquistador, Mantenedor, Competidor, Negociador e Realizador. Os procedimentos propostos para a classificação dos respondentes em tais perfis apresentam um índice de acerto próximo de 97%. A elaboração desses perfis comportamentais contribui com maior conhecimento sobre os métodos, técnicas e procedimentos para a mensuração de comportamento, e suas descrições fornecem subsídios para uma melhor compreensão da psicodinâmica da vida organizacional, além de colaborarem com uma visão nacional para o corpo do saber do comportamento organizacional. Em continuidade à linha de pesquisa onde este estudo se insere, trabalhos futuros poderão possibilitar outros passos na busca por eficácia organizacional; pois existem muitas determinantes, além de múltiplas motivações, para o comportamento nas organizações. / Following a research natural line begun with structure of M.A.R.E. - Motivational Orientations Diagnostic Questionnaire, this study forwards with respect to mapping of variates and its relationships, building behavioral profiles that represent the ways Brazilian managers act searching for results. In an empiric-analytic approach, that uses multivariate data analysis, this study orients itself ideographically to diagnostic purpose, and works with a sample of 4981 cases. Based upon Fromm, Coda and Hitt contributions, and focalized in the motivational orientation and leadership competencies relationships into organizational environment, for it is accepted that clarifications in this direction will enable a greater effectiveness in terms of organizational applicability, through optimization of endeavors to reach results, that are the principal search of organizations and its members in the present evolutionary moment. The results indicate that the Brazilian managers present seven behavior patterns in organizational environment, identified like the Mobilization Styles: Specialist, Collaborator, Conqueror, Maintainer, Competitor, Negotiator and Realizer. The procedures proposed for classification of respondents in such profiles present a sucess indicator next to 97%. The elaboration suchlike behavior profiles contributes with more knowledge about behavioral measure methods, techniques and procedures, and its descriptions provide subsidies to a best comprehension about organizational life psychodynamic, besides collaborating with a national view to organizational behavior lore. In continuation to the research line where this study is inserted, futures jobs will enable another steps into search for organizational efficacy, for there are a lot of determinants, besides multiples motivations, to organizational behavior.

Seguindo uma linha natural de pesquisa iniciada com a construção do Diagnóstico M.A.R.E. de Orientações Motivacionais, este estudo avança no que concerne ao mapeamento das variáveis e suas relações, e constrói perfis comportamentais que representam o modo de agir dos gestores brasileiros em busca de resultados. Em uma abordagem empírico-analítica, que faz uso de análise multivariada de dados, orienta-se ideograficamente para propósito diagnóstico, e trabalha com uma amostra de 4981 casos. Fundamenta-se nas contribuições de Fromm, Coda e Hitt, e foca a relação entre orientação motivacional e competências de liderança no ambiente organizacional, pois se acredita que esclarecimentos nesse sentido possibilitarão maior efetividade do ponto de vista da aplicabilidade organizacional, por meio de otimização de esforços para a produção de resultados; principal busca das organizações e de seus integrantes no momento evolutivo atual. Os resultados indicam que os gestores brasileiros apresentam sete padrões de comportamento em ambiente organizacional, identificados como os Estilos de Mobilização: Especialista, Colaborador, Conquistador, Mantenedor, Competidor, Negociador e Realizador. Os procedimentos propostos para a classificação dos respondentes em tais perfis apresentam um índice de acerto próximo de 97%. A elaboração desses perfis comportamentais contribui com maior conhecimento sobre os métodos, técnicas e procedimentos para a mensuração de comportamento, e suas descrições fornecem subsídios para uma melhor compreensão da psicodinâmica da vida organizacional, além de colaborarem com uma visão nacional para o corpo do saber do comportamento organizacional. Em continuidade à linha de pesquisa onde este estudo se insere, trabalhos futuros poderão possibilitar outros passos na busca por eficácia organizacional; pois existem muitas determinantes, além de múltiplas motivações, para o comportamento nas organizações. / Following a research natural line begun with structure of M.A.R.E. - Motivational Orientations Diagnostic Questionnaire, this study forwards with respect to mapping of variates and its relationships, building behavioral profiles that represent the ways Brazilian managers act searching for results. In an empiric-analytic approach, that uses multivariate data analysis, this study orients itself ideographically to diagnostic purpose, and works with a sample of 4981 cases. Based upon Fromm, Coda and Hitt contributions, and focalized in the motivational orientation and leadership competencies relationships into organizational environment, for it is accepted that clarifications in this direction will enable a greater effectiveness in terms of organizational applicability, through optimization of endeavors to reach results, that are the principal search of organizations and its members in the present evolutionary moment. The results indicate that the Brazilian managers present seven behavior patterns in organizational environment, identified like the Mobilization Styles: Specialist, Collaborator, Conqueror, Maintainer, Competitor, Negotiator and Realizer. The procedures proposed for classification of respondents in such profiles present a sucess indicator next to 97%. The elaboration suchlike behavior profiles contributes with more knowledge about behavioral measure methods, techniques and procedures, and its descriptions provide subsidies to a best comprehension about organizational life psychodynamic, besides collaborating with a national view to organizational behavior lore. In continuation to the research line where this study is inserted, futures jobs will enable another steps into search for organizational efficacy, for there are a lot of determinants, besides multiples motivations, to organizational behavior.

<p>The restaurant industry is one of the largest in the United States, and employees within this industry deal with poor working conditions on a daily basis. Despite this, there has been a surprising dearth of research to understand the mental health needs of these workers. The aims of this study were to establish a prevalence of burnout and depression, and understand the relationships between these two outcomes with the constructs of bullying, perfectionism, and social support. To do so, restaurant workers (N=453) were recruited to complete an on-line survey. Results revealed a high prevalence of depressive symptoms and an overextended profile of burnout. Both bullying and perfectionism displayed significant positive relationships with depression and burnout, while social support demonstrated significant negative relationships with burnout and depression. When analyzed in a three-way interaction, social support failed to significantly moderate the effects of bullying and perfectionism on depression and burnout. Results indicate that depression and burnout are serious concerns among restaurant workers. Additionally, bullying and perfectionism are promising targets to consider in future research as mechanisms leading to depression and burnout among restaurant workers.</p>

In contemporary organizations, managing workers’ attention is more critical to success than managing workers’ temporal location. Mindfulness, which represents an essential dimension of attention, has been associated with many important individual and work outcomes. However, we know relatively little about how mindfulness is cultivated at the individual level, and the little we know places the individual in full control of cultivating mindfulness; implicitly conceptualizing managers as relatively passive characters in the cultivation of worker mindfulness. Integrating the mindfulness literature with work design, I propose an attention-based model of work design, through which key work characteristics are linked to worker mindfulness through the mediating effects of psychological demands and job-based psychological ownership. I test portions of this model with two samples. In sample 1, I use survey data from 555 employees from a regional healthcare system to examine the relationships between key work characteristics and job-based psychological ownership. In sample 2, I use survey data from 211 individuals to test both the proposed job-based psychological ownership path to mindfulness, as well as the proposed psychological demands path to mindfulness. I end with a discussion of the findings, limitations, and opportunities for future research.

<p>With increasing demands in people’s work and life, successful self-regulation of multiple goals/tasks becomes important to one’s well-being and performance. One individual difference in this process is one’s preference for multitasking (i.e., polychronicity), which was found to be important in individuals’ psychological experience and performance. However, in terms of our understanding of the nature of this construct, there are at least two issues: 1) most research has assumed that preference for multitasking and preference for sequential pursuit are opposite ends of one continuum, which has not been directly tested; 2) different scales of polychronicity differ on their definitions of multitasking. To address these gaps, the present research seeks to clarify the relationships among individuals’ multitasking preferences and to develop a new and improved scale of these individual differences for future research in multitasking. To do so, three studies (<em>N</em> = 1367) were conducted to create and validate a scale that measures three potentially distinct preferences: concurrent preference, switching preference, and sequential preference. These studies empirically tested the relationships among the three preferences. The results were replicated in both goal and task contexts and with different response anchors. Findings suggest that it is questionable to assume multitasking preference and sequential preference are antithetical, while concurrent and switching preferences were highly correlated. I conclude with a discussion of the theoretical implications and future directions for multitasking research.</p>

<p>Previous research has identified creativity goals and process goals as two contextual interventions for enhancing creativity in the workplace. Whereas creativity goals direct attention and effort toward outcomes that are both novel and useful, process goals direct attention and effort toward the creative process – behaviors and cognitions intended to enhance creative outcomes. The current research draws from past research and theory on goals and intrinsic motivation to explain how creativity goals and process goals influence creative performance, and perhaps more importantly, <i>why</i>. Specifically, I suggest that creativity goals have a direct, positive relationship with creative performance; however, process goals have an indirect, positive relationship with creative performance through creative process engagement. Additionally, specificity has the ability to focus attention on relevant processes and outcomes within the creativity criterion space. While specific creativity goals are predicted to direct attention toward desirable solutions without thwarting needs for autonomy, specific (i.e., structured) process goals may thwart autonomy perceptions, resulting in lower levels of intrinsic motivation, and ultimately creative performance. The hypotheses proposed were examined in a sample of 560 undergraduate students utilizing a 3 (creativity goals: specific, general, and no goal) x 3 (process goals: structured, semi-structured, and no goals) between-subjects experimental design. Results revealed creativity goals, particularly specific creativity goals, have a direct positive influence on creative performance. Process goals have an indirect positive relationship on creative performance through creative process engagement. Moreover, process goals have a negative impact on perceptions of autonomy, which in turn negatively impacts creative performance by reducing intrinsic motivation. The specific creativity goal had the strongest effects and appears to be an effective way to enhance both creative process engagement and creative performance. Taken together, these findings suggest that goals are a tenable means of enhancing creative performance; however, care should be taken to reduce adverse consequences for autonomy perceptions. </p>

<p>There is a plethora of team composition and personality research, but limited research incorporating the influences of team context or teammate behaviors for a multilevel examination. Using secondary data from a pre-existing study consisting of 86 teams and 430 total participants, we investigated the multilevel relationships of personality and team role adoption. We predicted hypotheses at three levels. At the individual-level, we predicted personality traits would predict role adoption. At the team-level, we predicted team personality composition (measured as mean) would predict role composition (measured as density). We also predicted cross-level interactions, such that team personality composition would moderate relationships between individual personality and role adoption. We utilized Density scores to calculate team role composition, which captures mean ties per group member where a tie is being perceived as adopting a leadership role. At the individual-level, we found support that extraversion levels predicted adoption of all roles. At the team-level, mean conscientiousness predicted density of all team roles. We found no support for any cross-level moderations that team personality composition influenced individual-level personality to role predictions.</p>

<p>In the face of an increasingly pressing refugee crisis, host organizations have become a key context for refugee integration (Bimrose & McNair, 2011). Successful integration is critical to refugees’ well-being. However, our theoretical understanding of this process is still limited. This is partly because research centering on refugees is scarce, and the literature lacks a unifying framework to explain how varied integration practices could address refugee needs. To address this gap, the current study applies self-determination theory (SDT) to systematically understand how organizational practices may support refugees’ autonomy, competence, and relatedness needs. To do so, I examine refugee (vs. non-refugee) perceptions of organizational support helpfulness and explore its underlying processes (e.g., needs deprivation, work centrality). Findings suggest that refugees tend to view autonomy and relatedness practices as especially helpful, and these relationships are mediated through higher work centrality. I conclude with a discussion of the theoretical and practical implications of the findings for refugee workplace integration.</p>

Studien är en kvalitativ intervjustudie som genomfördes i samarbete med Scania CV AB. Syftet är att kartlägga hur man resonerar kring begreppet säkerhet i förhållande till Organizational Behavioral Management (OBM). Studien presenterar OBMs beteendeanalys ABC-modellen för att beskriva hur ett beteende kan aktiveras samt vilka konsekvenser det har. Den avser även att introducera DCOM och Beteendebaserad säkerhet (BBS) som kompletterande verktyg att arbeta med. Målgruppen i studien är truckförare på Chassi. Chassi är en avdelning på Scania där själva produktionen av lastbilar och bussar sker. Det övergripande problemet är att truck- och gångtrafik arbetar väldigt nära varandra, vilket resulterar i att avvikelser, tillbud och olyckor sker och utmaningen är att ta reda på varför. Det resulterade i tre frågeställningar: 1)Hur resonerar man kring säkert och osäkert beteende och säkerhet? 2) Varför gör man osäkra handlingar? 3) Är negativa konsekvenser för ett felaktigt beteende lösningen eller finns den någon annanstans? Resultatet visar att målgruppen har ett bra resonemang om säkerhet och man vill sträva efter en säker arbetsplats. Diskussionen handlar företrädelsevis om osäkert beteende och hur man kan eliminera det hellre än hur man kan förstärka ett säkerhet beteende. Studien visar att man som truckförare möter flertalet tydliga aktiverare, som triggar osäkra beteenden och att konsekvenserna för att försvaga dem är inte tillräckliga.