This study tested hypotheses concerning how similarity of personality traits between promotion candidates and their peers and supervisors influences promotion decisions in different work unit cultures. Personality similarity to peers was positively associated with promotion in units with high individualism. In units with high collectivism, supervisor-subordinate personality similarity was instead a significant predictor of advancement. Behavioral integration between candidates and their peers and supervisors partially mediated the influence of personality similarity on promotion. Demographic similarity had little influence on promotion decisions. We discuss implications for understanding similarity effects and for increasing the validity of promotion decisions.
This study tested hypotheses concerning how similarity of personality traits between promotion candidates and their peers and supervisors influences promotion decisions in different work unit cultures. Personality similarity to peers was positively associated with promotion in units with high individualism. In units with high collectivism, supervisor-subordinate personality similarity was instead a significant predictor of advancement. Behavioral integration between candidates and their peers and supervisors partially mediated the influence of personality similarity on promotion. Demographic similarity had little influence on promotion decisions. We discuss implications for understanding similarity effects and for increasing the validity of promotion decisions.
The attitudinal and behavioral effects of being promoted and being rejected for promotion were examined in a quasi experiment conducted at an international bank in Hong Kong. Promoted tellers who had more internal locuses of control (LOC) maintained improved attitudes across 3? and 18?month posttest intervals. Attitudes returned to baseline levels by the second posttest among external?LOC individuals who had been promoted. There was no change in attitudes among people passed over for promotion. Absenteeism and job performance both decreased among promotees. The implications for the administration of promotions are considered.
The relationship between perceived participative decision making and employee performance was examined in matched samples of employees from the Hong Kong and U.S. branches of one organization. Self-efficacy in regard to participating in decisions and idiocentrism moderated the relationship between perceived participative decision-making opportunity and individual performance. Perceptions of the participation efficacy of a work unit and allocentrism moderated the relationship between participative decision-making opportunity and group performance. Idiocentrism and allocentrism appeared to explain regional differences in how participative decision making and efficacy perceptions interacted to predict performance.
The relationship between perceived participative decision making and employee performance was examined in matched samples of employees from the Hong Kong and U.S. branches of one organization. Self-efficacy in regard to participating in decisions and idiocentrism moderated the relationship between perceived participative decision-making opportunity and individual performance. Perceptions of the participation efficacy of a work unit and allocentrism moderated the relationship between participative decision-making opportunity cuid group performance. Idiocentrism and allocentrism appeared to explain regional differences in how participative decision making and efficacy perceptions interacted to predict performance. Participative decision making, defined as joint decision making (Locke & Schweiger, 1979) or influence sharing between hierarchical superiors and their subordinates (Mitchell, 1973), has been a focus of organizational research for nearly 50 years. Whereas many researchers have examined relationships between participative decision making and employee outcomes such as task performance, job satisfaction, and turnover, only equivocal conclusions can be drawn from existing research on the relationship between participative decision making and job performance. Some quantitative reviews have reported moderately positive relationships between these variables (e.g.. Cotton, VoUrath, Froggatt, Lengnick-Hall, & Jennings, 1988; Miller & Monge, 1986). Other quantitative reviews have not found these positive effects (e.g., Wagner, 1994; Wagner & Gooding, 1987a, 1987b). Wagner and Gooding (1987a) inspected the studies cited by Miller and Monge (1986) and found that 90 percent involved percept-percept data collection techniques (that is, data collected from the same respondents using the same questionnaire at the same time). Wagner (1994) reanalyzed Cotton and his coauthors ' (1988) data using meta-analysis and
In a field quasi experiment, customers were most satisfied with the service quality of the branch of a multinational bank where good organizational citizens had been trained as service quality leaders, and branch employees exhibited the highest conformance to the quality scheme of the bank. In a branch where service quality leaders were randomly selected for training, customer satisfaction and conformance improved more than they did in a branch where no service quality leaders were trained.
In a field quasi experiment, customers were most satisfied with the service quality of the branch of a multinational bank where good organizational citizens had been trained as service quality leaders, and branch employees exhibited the highest conformance to the quality scheme of the bank. In a branch where service quality leaders were randomly selected for training, customer satisfaction and conformance improved more than they did in a branch where no service quality leaders were trained.
One important benefit of teamwork is the exchange and integration of diverse knowledge, experience, and opinions group members bring to the table. However, demographic attributes, such as race, gen...