dinamica social libro

Notas 245
Effects of Contact with Beneficiaries on Persistence Behavior”,
Organizational Behavior and Human Decision Processes 103 (2007),
pp. 53-67.
15. Citado en U.S. News & World Report, 31 de mayo de 1993, p. 63.
16. Ver, por ejemplo, Hackman y Oldham, Work Redesign; Miner,
Theories of Organizational Behavior , pp. 231-266; R. W. Griffin,
“Effects of Work Redesign on Employee Perceptions, Attitudes,
and Behaviors: A Long–Term Investigation”, Academy of
Management Journal 34, no. 2 (1991), pp. 425-435; y J. L. Cotton,
Employee Involvement (Newbury Park, CA: Sage, 1993), pp. 141-
172.
17. F. P. Morgeson, M. D. Johnson, M. A. Campion, G. J. Medsker, y
T. V. Mumford, “Understanding Reactions to Job Redesign: A
Quasi-Experimental Investigation of the Moderating Effects of
Organizational Contact on Perceptions of Performance
Behavior”, Personnel Psychology 39 (2006), pp. 333-363.
18. De National Study of the Changing Workforce, citado en S.
Shellenbarger, “Number of Women Managers Rise”, Wall Street
Journal, 30 de septiembre de 2003, p. D2.
19. Citado en “Flextime Gains in Popularity in Germany”, Manpower
Argus, septiembre de 2000, p. 4.
20. D. R. Dalton y D. J. Mesch, “The Impact of Flexible Scheduling
on Employee Attendance and Turnover”, Administrative Science
Quarterly, junio de 1990, pp. 370-387; K. S. Kush y L. K. Stroh,
“Flextime: Myth or Reality”, Business Horizons, septiembreoctubre
de 1994, p. 53; y L. Golden, “Flexible Work Schedules:
What Are We Trading Off to Get Them?” Monthly Labor Review,
marzo de 2001, pp. 50-55.
21. Ver, por ejemplo, D. A. Ralston y M. F. Flanagan, “The Effect of
Flextime on Absenteeism and Turnover for Male and Female
Employees”, Journal of Vocational Behavior, abril de 1985, pp. 206-
217; D. A. Ralston, W. P. Anthony y D. J. Gustafson, “Employees
May Love Flextime, but What Does It Do the Organization’s
Productivity?” Journal of Applied Psychology, mayo de 1985, pp.
272-279; J. B. McGuire y J. R. Liro, “Flexible Work Schedules,
Work Attitudes, and Perceptions of Productivity”, Public
Personnel Management, primavera de 1986, pp. 65-73; P.
Bernstein, “The Ultimate in Flextime: From Sweden, by Way of
Volvo”, Personnel, junio de 1988, pp. 70-74; Dalton y Mesch,
“The Impact of Flexible Scheduling on Employee Attendance
and Turnover”, 370-387; y B. B. Baltes, T. E. Briggs, J. W. Huff, J.
A. Wright, y G. A. Neuman, “Flexible and Compressed
Workweek Schedules: A Meta-analysis of Their Effects on Work-
Related Criteria”, Journal of Applied Psychology 84, no. 4 (1999),
pp. 496-513.
22. Citado en S. Caminiti, “Fair Shares”, Working Woman, noviembre
de 1999, p. 52-54.
23. Ibid., p. 54.
24. S. Shellenbarger, “Two People, One Job: It Can Really Work”,
Wall Street Journal, 7 de diciembre de 1994, p. B1.
25. “Job-Sharing: Widely Offered, Little Used”, Training, noviembre
de 1994, p. 12.
26. C. Dawson, “Japan: Work-Sharing Will Prolong the Pain”,
Business Week, 24 de diciembre de 2001, p. 46.
27. Shellenbarger, “Two People, One Job”, p- B1.
28. Ver, por ejemplo, T. H. Davenport y K. Pearlson, “Two Cheers
for the Virtual Office”, Sloan Management Review, verano de
1998, pp. 61-65; E. J. Hill, B. C. Miller, S. P. Weiner, y J. Colihan,
“Influences of the Virtual Office on Aspects of Work and
Work/Life Balance” Personnel Psychology, otoño de 1998, pp. 667-
683; K. E. Pearlson y C. S. Saunders, “There’s No Place Like
Home: Managing Telecommuting Paradoxes”, Academy of
Management Executive, mayo de 2001, pp. 117-128; S. J. Wells,
“Making Telecommuting Work”, HRMagazine, octubre de 2001,
pp. 34-45; y E. J. Hill, M. Ferris y V. Martinson, “Does it Matter
Where You Work? A Comparison of How Three Work Venues
(Traditional Office, Virtual Office, and Home Office) Influence
Aspects of Work and Personal/Family Life”, Journal of Vocational
Behavior 63, no. 2 (2003), pp. 220-241.
29. N. B. Kurland y D. E. Bailey, “Telework: The Advantages and
Challenges of Working Here, There, Anywhere, and Anytime”,
Organizational Dynamics, otoño de 1999, pp. 53-68; and Wells,
“Making Telecommuting Work”, p. 34.
30. Ver, por ejemplo, J. D. Glater, “Telecommuting’s Big Ex -
periment”, New York Times, 9 de mayo de 2001, p. C1; y S. She -
llenbarger, “Telework Is on the Rise, But It Isn’t Just Done from
Home Anymore”,Wall Street Journal, 23 de enero de 2001, p. B1.
31. U. Huws, “Wired in the Country”, People Management, noviembre
de 1999, pp. 46-47.
32. Citado en R. W. Judy y C. D’Amico, Workforce 2020 (Indianapolis:
Hudson Institute, 1997), p. 58.
33. Citado en Wells, “Making Telecommuting Work”, pp. 34-45.
34. J. M. Stanton y J. L. Barnes-Farrell, “Effects of Electronic Per -
formance Monitoring on Personal Control, Task Satisfaction,
and Task Performance”, Journal of Applied Psychology, diciembre
de 1996, pp. 738-745; B. Pappas, “They Spy”, Forbes, 8 de febrero de
1999, p. 47; S. Armour, “More Bosses Keep Tabs on Telecommuters”,
USA Today, 24 de julio de 2001, p. 1B; y D. Buss, “Spies
Like Us”, Training, diciembre de 2001, pp. 44-48.
35. L. H. Peters, E. J. O’Connor y C. J. Rudolf, “The Behavioral and
Affective Consequencees of Performance-Relevant Situational
Variables”, Organizational Behavior and Human Performance,
febrero de 1980, pp. 79-96; M. Blumberg y C. D. Pringle, “The
Missing Opportunity in Organizational Research: Some
Implications for a Theory of Work Performance”, Academy of
Management Review, octubre de 1982, pp. 560-569; D. A.
Waldman y W. D. Spangler, “Putting Together the Pieces: A
Closer Look at the Determinants of Job Performance”, Human
Performance 2 (1989), pp. 29-59; y J. Hall, “Americans Know How
to Be Productive if Managers Will Let Them”, Organizational
Dynamics, invierno de 1994, pp. 33-46.
36. Ver, por ejemplo, el conjunto creciente de bibliografía sobre la
cesión de poder, como W. A. Randolph, “Re-Thinking
Empowerment: Why Is It So Hard to Achieve?” Organizational
Dynamics, 29, no. 2 (2000), pp. 94-107; K. Blanchard, J. P. Carlos
y W. A. Randolph, Empowerment Takes More Than a Minute, 2a
ed. (San Francisco: Berrett-Koehler, 2001); D. P. Ashmos, D.
Duchon, R. R. McDaniel, Jr., y J. W. Huonker, “What a Mess!
Participation as a Simple Managerial Rule to ‘Complexity’
Organizations”, Journal of Management Studies, marzo de 2002,
pp. 189-206; y S. E. Seibert, S. R. Silver y W. A. Randolph,
“Taking Empowerment to the Next Level: A Multiple-Level
Model of Empowerment, Performance, and Satisfaction”
Academy of Management Journal 47, no. 3 (2004), pp. 332-349.
37. F. Heller, E. Pusic, G. Strauss, y B. Wilpert, Organizational
Participation: Myth and Reality (Oxford, UK: Oxford University
Press, 1998).
38. Ver, por ejemplo, K. L. Miller y P. R. Monge, “Participation,
Satisfaction, and Productivity: A Meta-analytic Review”, Academy
of Management Journal, diciembre de 1986, pp. 727-753; J. A.