Organizational Behaviour Comportement Organisationnel

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ASAC 2003Halifax, Nova ScotiaJoan FineganDepartment of PsychologyHeather Spence LaschingerSchool of NursingPiotr WilkDepartment of SociologyUniversity of Western OntarioPREDICTING BURNOUT FROM ESTIMATES OF EMPOWERMENT THREEYEARS EARLIERA longitudinal design was used to test a model linking the effects of structural (Kanter1977) and psychological empowerment (Spreitzer, 1995) at one point in time to nurses’reports of burnout three years later. The results found that perceived access to workplaceempowerment structures predicted psychological empowerment at Time 1, which in turnpredicted burnout at Time 2.ASAC 2003Halifax, Nova ScotiaDouglas FlintFaculty of AdministrationUniversity of New BrunswickFAIRNESS HEURISTIC THEORY: A STRUCTURAL EQUATION MODELINGANALYSISPrior research on fairness heuristic theory of organizational justice has shown thatprocedural information is used when distributive information is lacking. This studyextends consideration of fairness heuristic by testing an ambiguous distributive outcome.Structural equation modeling is used to measure the directionality of procedural anddistributive justice effects.162
ASAC 2003Halifax, Nova ScotiaMichael J. WitheyFaculty of Business AdministrationMemorial University of NewfoundlandMichael Annett (student)Department of Strategic Management andOrganizationUniversity of AlbertaIan R. GellatlySchool of Business and EconomicsWilfrid Laurier UniversitySITUATIONAL STRENGTH AS A MODERATOR OF THE RELATIONSHIPBETWEEN PERSONALITY AND BEHAVIOURIn this research we examined whether behavioural intentions were influenced by thestrength of the situation, the personality characteristics of the people involved and theinteraction between these factors. A role-playing experiment was conducted that wasdesigned to manipulate situational strength and that measured propensity to withholdeffort as the dependent variable. Results included main effects for situational strengthand for extraversion and provided support for the hypothesized interaction betweensituational strength and personality.ASAC 2003Halifax, Nova ScotiaFrancine K. Schlosser (student)Rod B. McNaughtonDepartment of Management SciencesUniversity of WaterlooMANAGER COMMUNICATION COMPETENCIES – EMPLOYEE PERSPECTIVESON HIGH QUALITY RELATIONSHIP DEVELOPMENTThis study describes supervisory communication practices and choices perceived byemployees to contribute to good workplace relationships. Eighty employees describedcritical communication incidents in face-to-face, handheld text and handheld voicesituations that shaped the relationship with their managers. The results identify themeswith respect to the strategic use of message content and tone, media selection andmessage timing.163
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Volume 24, No. 5, 2003Edited by/Éd
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Pursey HeugensGreg IrvingRoderick I
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TABLE OF CONTENTS - TABLE DES MATI
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study of power displays in mixed-ge
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on expectations and behaviour (Berg
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TaskThis study required the use of
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Task-Gender (male-stereotyped or fe
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It is important to understand the s
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Crown, C.L. & Cummins, D.A. (1998).
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Smith-Lovin, L., & Brody, C. (1989)
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Table 2Summary of Descriptive Stati
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Table 4Summary of Interaction of Ge
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ASAC 2003Halifax, Nova ScotiaIain L
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the interrelationships among the MB
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studies (Friedman and Sarros, 1989;
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This study demonstrated that emotio
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Anxiety, Stress and Coping, in pres
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Washington, DC: Taylor and Francis,
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Table 2Overall Goodness-of-Fit Indi
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ζ 3Depersonalizationη 3β 3,1 (+)
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ASAC 2003Halifax, Nova ScotiaWendy
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views independently, gave rise to S
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track assistant, associate, and ful
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ole conflict are positively related
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Table 3. Regression of climate and
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interests.We speculate the null eff
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DOOP and short for DOOP scales,”
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Pelled, L. H., “Demographic diver
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esulting increase in discretion ove
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al., 1995). However, the distinctio
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ise to strong pressures for conform
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presented with a complete list of a
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Table 3QAP Regression Coefficients
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ConclusionResearchers of social inf
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suggestions for further research.
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performing on the job.” Presumabl
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positively related to performance i
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proposed hypotheses were supported.
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ConclusionThis research has made se
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Be more enthusiastic and exert extr
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Table 2Correlations Among the Laten
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performance expectations on feedbac
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changements qui s’opèrent dans l
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structures, politiques, systèmes,
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comportements liés à la communica
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Tableau 2Échelles de mesure de la
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prédiction des compétences clés
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organisation n’est pas uniforme e
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complètement ce construit. Ces cha
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Wagner, R.K. and Sternberg, R.J. (1
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What is a toxin handler?In two arti
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potentially limited scope and conte
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work role demands. In this survey,
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The three factors in this rotated f
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and service orientation, the abilit
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ASAC 2003Halifax, Nova ScotiaLisa M
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self-appraisal group reacted more n
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effect of voice are the value-expre
Page 118 and 119: “Strongly Disagree” to “Stron
Page 120 and 121: esults suggest that incorporating s
Page 122 and 123: Personality and Social Psychology,
Page 124 and 125: Table 1Means, Standard Deviations,
Page 126 and 127: Table 3Test of the Mediating Role o
Page 128 and 129: ASAC 2003Halifax, Nova ScotiaAnn Fr
Page 130 and 131: individual level, polychronicity is
Page 132 and 133: construct.Drawing on computer-media
Page 134 and 135: Consequence: Impact on Work Overloa
Page 136 and 137: Conversation complexity may also mo
Page 138: Implications for practiceFuture res
Page 141 and 142: ReferencesAncona, D.G., Goodman, P.
Page 143 and 144: no. 3 (1994): 381-391.Macan, T.H.,
Page 145 and 146: ASAC 2003Halifax, Nova ScotiaIan R.
Page 147 and 148: Assessing Measures: Affective Commi
Page 149 and 150: implications of psychological contr
Page 151 and 152: commitment, affective commitment, c
Page 153 and 154: Motivational Process Variables. Amo
Page 155 and 156: DiscussionThe main purpose of this
Page 157 and 158: approaches zero. In the present stu
Page 159 and 160: Extension and test of a three-compo
Page 162 and 163: Table 1Descriptive Statistics and Z
Page 164 and 165: Table 3Standardized Factor Loadings
Page 166 and 167: Table 5Hierarchical Regression Anal
Page 170 and 171: ASAC 2003Halifax, Nova ScotiaArla D
Page 172 and 173: ASAC 2003Halifax, Nova ScotiaIvy Ky
Page 174: ASAC 2003Halifax, Nova ScotiaNina D
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Organizational Behaviour Comportement Organisationnel

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