Psychological reports
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Psychological reports · Dec 2002
Using the theory of reasoned action to predict organizational misbehavior.
A review of literature on organizational behavior and management on predicting work behavior indicated that most reported studies emphasize positive work outcomes, e.g., attachment, performance, and satisfaction, while job related misbehaviors have received relatively less systematic research attention. Yet, forms of employee misconduct in organizations are pervasive and quite costly for both individuals and organizations. We selected two conceptual frameworks for the present investigation: Vardi and Wiener's model of organizational misbehavior and Fishbein and Ajzen's Theory of Reasoned Action. ⋯ Results support the Theory of Reasoned Action in predicting negative workplace behaviors. Both attitude and subjective norm are useful in explaining organizational misbehavior. We discuss some theoretical and methodological implications for the study of misbehavior intentions in organizations.
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Psychological reports · Oct 2002
Note on the relationships among job satisfaction, organizational commitment, and organizational citizenship behavior.
Previous research which has established a relationship between organizational citizenship behavior and job satisfaction has involved primarily white collar workers. This study extends the prior research to a different sample--blue collar workers--and investigates the relations of organizational citizenship behavior to the various facets of job satisfaction as measured by the Job Descriptive Index. We also examine the relative effects of organizational commitment and job satisfaction on citizenship behaviors. Analysis of responses from a sample of 91 machine operators employed by a clothing manufacturer in the southeastern United States indicates that citizenship behaviors of blue collar workers are related to satisfaction with coworkers, satisfaction with supervision, and satisfaction with pay, but not satisfaction with opportunities for advancement, satisfaction with the work itself, or organizational commitment.
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The Leader-Member exchange (LMX) theory of leadership states that leaders do behave differently towards the various members in their work unit. Relatively little attention has been devoted to the question of whether members' perceptions of differential treatment on the part of the leader affects their commitment to the work unit. ⋯ There was, however, a significant interaction effect of LMX quality and differential treatment on work unit commitment. The perception of a large number of differential treatment incidents seems to act as a neutralizer with respect to the positive effects LMX quality may have.
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To assess whether hearing a debate will be followed by a change in potential voters' ratings of candidates' policy views, 45 undergraduates completed a questionnaire immediately before and after viewing the third presidential debate of 2000 between Bush and Gore. Analysis indicated that agreement with Gore's domestic policy showed a significant shift of 1.2 from pretest to posttest.
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Psychological reports · Apr 2002
Relations of Machiavellian behavior with sales performance of stockbrokers.
The hypothesis of a relationship between Machiavellian behavior and sales performance of Christie and Geis was tested with a sample of 110 stockbrokers. Scores on a measure called the Machiavellian Behavior scale were positively and significantly correlated with two self-reported measures of sales performance of the stock-brokers. ⋯ Analysis of the data also indicated predictive validity and acceptable internal consistency of the Machiavellian Behavior scale. Limitations of the present study and a need for further research are discussed.