Expectancy theory and job behavior

Job attitude and behavior data were collected over the period of a year for 69 managers in a retail sales organization. Expectancy attitudes were found to be significantly related to some measures of effort and performance. However, weighting expectancy attitudes by valence measures did not increase the ability of expectancy attitudes to predict behavior. Crosslagged correlational analyses were done, but they provided little support for the view that expectancy attitudes cause performance. Ability and role perception measures were combined with the expectancy measures in order to predict performance, and this led to a significant multiple correlation with performance. The implications of these findings for the further development and testing of expectancy theory are discussed.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/33872/1/0000133.pd

Job choice and post decision dissonance

The job choice and post decision attitudes and behavior of 431 accounting students were studied. Data on the attractiveness of working for different firms was shown to be a good predictor of both the job application and the job choice behavior of the individuals. Data collected after the job choice decision was made showed that the chosen firms increased in attractiveness after choice and the rejected firms decreased. After one year of employment, the subjects rated all firms lower in attractiveness than they had before they applied for jobs. It was concluded that attitudes toward firm attractiveness determine job choice behavior and that job choice behavior influences post employment attitudes about firm attractiveness.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/22131/1/0000560.pd

Who Benefits From Teams? Comparing Workers, Supervisors, and Managers

This paper offers a political explanation for the diffusion and sustainability of team-based work systems by examining the differential outcomes of team structures for 1200 workers, supervisors, and middle managers in a large unionized telecommunications company. Regression analyses show that participation in self-managed teams is associated with significantly higher levels of perceived discretion, employment security, and satisfaction for workers and the opposite for supervisors. Middle managers who initiate team innovations report higher employment security, but otherwise are not significantly different from their counterparts who are not involved in innovations. By contrast, there are no significant outcomes for employees associated with their participation in offline problem-solving teams

2 Designing High Performance Organizations

The importance of building high performance public and private organizations is stressed. Human capital and the development of organizational capabilities and core competencies are fundamental to creating high performance organizations in today's highly competitive environment. In order to develop high performance organizations many of the traditional bureaucratic approaches to management need to be discarded and replaced by approaches which move information, knowledge, power and rewards to employees

Hand Book Of Organization

408 hlm.: - ; 23 cm

Lawler, Edward E. III, et al, Doing Research That is Useful for Theory and Practice. San Francisco: Jossey-Bass, 1985.

Describes practice-oriented inquiry focused largely on organizational research in social science

Confrontation ... between readers and authors

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/21870/1/0000274.pd

Hand Book Of Organization

408 hlm.: - ; 23 cm

Management Reset : Menagorganisir kembali menuju efektifitas berkesinambungan

Manajemen reset memperlihatkan cara organisasi agar dapat efektif secara berkelanjutan dengan menjadi trengginas dan berkembang kemampuannua menyesuaikan strategi, desain organisasi, dan prektik kepemimpinan mereka untuk mendukung prfitabilitas, keadilan sosial, dan kesehatan lingkungan. Buku ini dipenuhi dengan ilustrasi pelajaran dari organisasi terkemuka seperti microsoft, cisco, netflik, davita, star bauck, nokia dan the united secret service. Buku ini terbagi dalam empat bagian yaitu cara nilai diciptakan, cara kerja diorganisir, cara orang diperlakukan dan bagian terakhir membahas tentang cara perilaku dibimbing

Handbook of Organizations : Kajian dan Teori Organisasi

ix, 389 hlm.; 23 c