UNT Libraries - 6 Matching Results

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Collaboration for Organization Success: Linking Organization Support of Collaboration and Organization Effectiveness.

Description: What does it take for organizations to support people working together effectively? What does it mean for an organization to be effective? Does successful collaboration lead to more effective organizations? This study explored these questions both theoretically and empirically in an effort to help organizations understand the most important aspects to consider when attempting to achieve collaboration for organization success. The purpose of this study was to fill some of the gaps in the research by taking a broad, holistic approach to exploring the context required to support collaboration at levels of organizations broader than the team and exploring the links between organization support of collaboration and organization effectiveness. In preparation for the current study, the Organization Support of Collaboration model was developed to identify the broad organization design elements that are required to support collaboration. The Organization Effectiveness model was created to provide a holistic view of what it takes for an organization to be considered effective. The present study empirically validated these models and explored the links between them. Data was collected via a web-based questionnaire administered to a broad sample of individuals who work in organizations. Results supported a model of Organization Support of Collaboration with six factors (Connect to the Environment, Craft a Culture of Collaboration, Understand Work Processes, Design Using an Array of Structures, Build Shared Leadership, and Align Support Systems) and a model of Organization Effectiveness with six factors (Performance, Employee Involvement, Flexibility, Customer Satisfaction, New Customer Development, and Treatment of People). Connect to the Environment predicted five of the six Organization Effectiveness factors, and Craft a Culture of Collaboration predicted four of the six, notably with a connection to Performance. For the predicted relationships between the models, nine hypotheses were supported, six were not supported, and three unexpected significant relationships were found. Implications ...
Date: December 2005
Creator: Harris, Cheryl Lynne

Evaluating team effectiveness: Examination of the TEAM Assessment Tool.

Description: The present study evaluates the psychometric properties of the TEAM Assessment Tool. The assessment was developed to evaluate work team effectiveness as a basis for providing developmental feedback for work teams. The proposed TEAM Assessment Tool includes 12 dimensions of work team effectiveness with 90 items total. The dimension names are (a) Communication, (b) Decision-Making, (c) Performance, (d) Customer Focus, (e) Team Meetings, (f) Continuous Improvement, (g) Handling Conflict, (h) Leadership, (i) Empowerment, (j) Trust, (k) Cohesiveness/Team Relationships, and (l) Recognition and Rewards. Data were collected from employees of a large aerospace organization headquartered in the United States who are participating in work teams (N= 554). Factor analysis guided development of six new scales of team effectiveness as follows: (1) Teamwork, (2) Decision-Making, (3) Leadership Support, (4) Trust and Respect, (5) Recognition and Rewards, and (6) Customer Focus. Reliability of scales was demonstrated using Cronbach's coefficient alpha. Construct validity was demonstrated through subject matter expert (SME) input, exploratory factor analysis, and scale reliability analysis. Criterion validity was demonstrated by significant correlations at the p<.01 level comparing two measures of team member opinion of team performance and level of performance as indicated by the six subscale scores and overall scale scores of the final TEAM Assessment Tool.
Date: August 2007
Creator: Cantu, Cynthia J.

An integrative investigation of person-vocation fit, person-organization fit, and person-job fit perceptions.

Description: Person-environment (PE) fit has been considered one of the most pervasive concepts in psychology. This study presents an integrative investigation of three levels of PE fit: person-vocation (PV) fit, person-organization (PO) fit, and person-job (PJ) fit, using multiple conceptualizations (e.g., value congruence, needs-supplies fit) of each fit level. While a trend in the PE fit literature has been the inclusion of only one fit level with a single conceptualization, researchers call for the addition of multiple conceptualizations of multiple fit levels in a single study. Traditionally, PO fit has been conceptualized as value congruence, whereas PV fit has remained untouched in the literature investigating the direct measurement of fit perceptions. Therefore, new fit perceptions scales assessing PO fit using a needs-supplies fit conceptualization and PV fit using a variety of conceptualizations were introduced. To address the limitation of employing direct measures, common method variance was modeled with a positive affect factor. The study accomplished two objectives. First, a previously supported three-factor model of fit perceptions consisting of PO value congruence (PO-VC), PJ needs-supplies (PJ-NS), and PJ demands-abilities (PJ-DA) fit was strongly replicated. Second, this model was expanded by examining additional conceptualizations (needs-supplies, demands-abilities fit, value, personality, and interest congruence) of fit levels (PV, PO, and PJ fit). Results suggested that professionals make distinctions based on both the fit level and fit conceptualization and these fit perceptions uniquely influence their attitudes and behaviors. A six-factor model (PO-VC, PJ-NS, PJ-DA, PO needs-supplies fit [PO-NS], PV demands-abilities fit [PV-DA], and general PV fit) best fit the data. Providing ample evidence of construct validity, PO fit perceptions (PO-VC and PO-NS fit) were related to the organization-focused outcome of organizational identification, whereas the profession-focused outcome of occupational commitment was exclusively predicted by PV fit perceptions (PV-DA and general PV fit). As expected, both needs-supplies fit ...
Date: May 2005
Creator: Kennedy, Michael

Proctored versus unproctored online testing using a personality measure: Are there any differences?

Description: Impetus in recruiting and testing candidates via the Internet results from the popularity of the World Wide Web. There has been a transition from paper-pencil to online testing because of large number of benefits afforded by online testing. Though the benefits of online testing are many, there may be serious implications of testing job applicants in unproctored settings. The focus of this field study was two-fold: (1) to examine differences between the proctored and unproctored online test administrations of the ipsative version of Occupational Personality Questionnaire (OPQ32i and (2) to extend online testing research using OPQ32i with a U.S population. A large sample (N = 5223) of archival selection data from a financial company was used, one group was tested in proctored and the other in unproctored settings. Although some statistical differences were found, very small to small effect sizes indicate negligible differences between the proctored and unproctored groups. Principal component analysis with varimax rotation was conducted. The scales not only loaded differently from the Great Eight factor model suggested by SHL, but also differently for the two groups, limiting their interpretability. In addition to the limitations and future directions of the study, the practical implications of the results for companies considering unproctored, online personality testing as a part of their selection process are discussed.
Date: August 2007
Creator: Gupta, Dipti

Succession Planning and Situational Engagement

Description: Succession planning is the creation of a pool of high potential employees that receive specific training and developmental opportunities with the intention of promotion. There is a definite need to deepen our understanding of what implications there are from a psychological point of view for employees when a major process like succession planning is implemented. Employee engagement is the experienced commitment, which leads to discretionary effort. The purpose of this research is to explore an underlying factor structure for engagement drivers and understand how a major organizational initiative, succession planning, impacts employee engagement. This research was conducted at a petroleum organization in the Southwest United States (N = 2023) and compares engagement based on group membership in a succession planning process (Informed-High Status, Uninformed-High Status, and Uninformed-Low Status). The underlying factor structure of drivers was found to have one factor of engagement. There was a significant difference in the engagement levels based on membership within the succession plan (high status versus low status). However, communicating to an employee their involvement in the succession plan did not differentiate between engagement levels.
Date: December 2007
Creator: Hobson, Nicole DeJarnett

Survivor reactions to organizational downsizing: The influence of justice perceptions and the psychological contract.

Description: The present study examined the relationships of organizational justice and the psychological contract with four outcome variables in a downsizing context. Multinational data were gathered from survivors representing a variety of organizations and industries. The main focus of the current study examined the relationships between survivors' perceptions of procedural, interpersonal, and informational justice and organizational commitment, job satisfaction, turnover intentions, and trust in management. Correlational data indicated that procedural, interpersonal, and informational justice all demonstrated significant correlations with the outcome variables with interpersonal justice demonstrating higher correlations with the outcome variables than procedural justice. Additionally, the results of two structural models indicated that, although both models fit the data equally well, interpersonal justice was the dominant predictor of the outcome variables. Finally, moderated multiple regression analyses indicated that the psychological contract did not act as a moderator on the relationships between the justice and the outcome variables. However, supplemental confirmatory factor analysis suggested that the justice variables might act as a mediator of the psychological contract - outcome variable relationships. Possible explanations of the results as well as implications for practice and future research are provided.
Date: December 2004
Creator: Calderone, Wilma K.