Browsing by Author "Werner, Steve"
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Item A Field Study of the Antecedents and Performance Consequences of Perceived Accountability(Journal of Management, 9/1/2014) Mero, Neal P.; Guidice, Rebecca M.; Werner, SteveBuilding on theoretical and empirical work considering the implications of accountability on individual behavior, the authors explored the antecedents and consequences of individual perceptions of accountability for job performance. Using data from two field samples, the authors considered whether the manager’s monitoring behavior thought to enhance perceptions of accountability for behaviors and outcomes predicted greater perceived accountability for task performance and interpersonal facilitation performance. They also explored whether perceived accountability mediated the relationship between monitoring behavior and subsequent performance. Hierarchical linear modeling indicated that subordinates of managers whose monitoring behavior reinforced perceptions of accountability perceived greater accountability for performance and that this perception mediated the relationship between managerial monitoring behavior and performance. The implications of these results and directions for future research are discussed.Item A FIT THEORY OF ORGANIZATIONAL LEADERSHIP AND TWO EMPIRICAL EXAMINATIONS(2012-05) Sweet, Kenneth; Atwater, Leanne E.; Rude, Dale; Werner, Steve; Witt, L. AlanIn a three manuscript dissertation, I propose a Meso-model of organizational leadership based on fit theory and then test key propositions of the model concerning exchange relationships between leaders and followers. The first manuscript examines existing leadership theory highlighting points of agreement and contention among theoretical paradigms, and then presents a fit-based model designed to integrate theory and allow for more directed growth in the field. The second manuscript proposes that narcissistic leaders will form dysfunctional relationships with followers based on subordinate Core Self-Evaluation (CSE). It is hypothesized that follower CSE is positively related to higher quality exchange relationships (LMX) with supervisors. However, I predict that leader narcissism moderates this relationship such that for narcissistic supervisors the CSE-LMX relationship is negative, as narcissists prefer to surround themselves with low-CSE followers. Results did not support the hypotheses, and several intervening variables and future directions are considered in the discussion. The third manuscript investigates the interaction between bad apple followers, or those with a predisposition to destructive behavior, and ethical leaders. Competing hypotheses are presented to explain the interaction, with the goal of determining if and how ethical leaders are able to influence the deviant behavior of Bad Apple employees. Results suggest that Bad Apples improve their behavior in the presence of an ethical leader, but remain equally more deviant than their non-Bad Apple peers with or without ethical leadership. Implications and future directions are also discussed.Item A General Sense of Belonging at Work as a Job Resource Relates to Workplace Safety: A Test and Extension of the Job Demands-Resources Model Related to Workplace Safety(2016-12) Malone, Glenn; Campion, James E.; Spitzmueller, Christiane; Derrick, Jaye L.; Werner, SteveBelongingness has a long history in the social literature, yet there is a dearth of research on belongingness in the workplace. This research examined a general sense of belonging at work related to workplace safety. The job demands-resources (JD-R) model related to workplace safety framework was used to develop a conceptual model. Belongingness theory was applied to the JD-R model to examine if a general sense of belonging at work could serve as a job resource to mitigate undesirable workplace safety outcomes and strengthen positive workplace safety outcomes. Self-report measures were electronically administered online and data were collected from 1,017 employees of a pipeline operator company. As predicted, regression results showed that employees who reported higher levels of a general sense of belonging at work reported lower feelings of fatigue and emotional exhaustion, and higher safety motivation. Moreover, a general sense of belonging at work mitigated relationships between feelings of fatigue and accidents and injuries, and strengthened a safety motivation and safe behavior relationship. In addition, two studies consisting of undergraduate student work samples (n = 542 and 116) were used along with the field study to develop and validate a general belonging at work (GBW) scale.Item A Moderated Mediation Model Examining Work Group Racial Demographic Differences in the Relations between Race Discrimination Climate, Team Cohesion, and Work Group Effectiveness(2015-12) Zaragoza, Joseph G.; Campion, James E.; Witt, L. Alan; Werner, Steve; Walker, Rheeda L.As the demographics of the workforce continue to rapidly shift, it is of growing interest to organizations to understand how diversity can potentially impact important workplace outcomes. This study examined perceptions of race discrimination climate which captures the extent to which individuals of diverse demographic backgrounds are treated fairly, respectfully, and with dignity. Using logic from organizational justice theory, social identity theory, and relational demography theory, hypotheses were constructed projecting that race discrimination climate would significantly predict team cohesion and work group effectiveness. Moreover, heterogeneity was projected to moderate the relationships between race discrimination climate and team cohesion and race discrimination climate and work group effectiveness. Bivariate correlations along with a moderated mediation analysis supported hypothesized direct relationships. Favorable race discrimination climates were related to more favorable measures of team cohesion as well as work group effectiveness. Work group demographic heterogeneity did not moderate the relationship between race discrimination climate and team cohesion. Work group demographic heterogeneity did moderate the relationship between race discrimination climate and work group effectiveness such that groups were more likely to report favorable perceptions of work group effectiveness as diversity increased. Less diverse groups with unfavorable perceptions of RDC were more likely to report unfavorable perceptions of work group effectiveness, but the interaction was rather small. Practical and theoretical implications of these findings are discussed.Item Adapting Total Rewards to Industry Factors: The Case of the Oil and Gas Industry(WorldatWork Journal, 2017) Werner, SteveItem An Examination of Rapport in Interviews(2011-08) Nicely, Daniel; Campion, James E.; Witt, L. Alan; Werner, StevePrevious studies have demonstrated that rapport is an important concept in many different fields, but there is limited organizational research providing empirical support of its value in the personnel selection interview. Based on existing evidence from a range of disciplines, I hypothesized that applicant interview anxiety would be negatively related to interview performance, and that interviewer rapport building behaviors would moderate that relationship. Further, I hypothesized that rapport building would be negatively related to interviewee self-promotion behaviors and positively related to interviewee justice perceptions. These hypotheses were tested using a two-part survey given to 173 job candidates who had recently completed employment interviews. Additionally, a factor analysis was performed on a collection of rapport building items, and a single factor rapport building solution was extracted and used to measure rapport building in this study. Statistical analyses consisted of moderated hierarchical regression and moderated logistic regression. Results indicated that interview anxiety is negatively related to perceptions of performance, but not to objective interview outcomes. Rapport did not interact with either of these relationships. Results also demonstrated that increased rapport building was related to decreased candidate self-promotion behaviors and improved justice perceptions. Finally, post hoc analyses showed that interview anxiety mediated the relationships between rapport building and self-rated interview performance, self-promotion behaviors, and justice perceptions.Item Antecedents and Consequences of Salesperson Perceptual (In)accuracy in Customer Relationships(2011-12) Mullins, Ryan; Ahearne, Michael; Hu, Ye; Syam, Niladri B.; Werner, StevePerceptual accuracy, or lack thereof, often influences a salesperson’s effectiveness in delivering value to customers, yet prior research has generally assumed that salespeople can accurately evaluate customer relationship quality. Using survey and performance data from salesperson-customer dyads within a global industrial goods supplier, I demonstrate the vital role of salesperson perceptual accuracy in achieving relationship marketing effectiveness. Surprisingly, salesperson perceptual accuracy does not bring benefits from all customers; rather, it provides a curvilinear improvement for both customer profitability and future purchase intention. Salesperson perceptual inaccuracy always reduces customer profitability, but only hurts future purchase intentions when perceptions are overblown. The effects of salesperson perceptual (in)accuracy depend on the relationship phase. To explain salesperson perceptual inaccuracy, I demonstrate that relationship quality antecedents (i.e., customer orientation, self-efficacy) can bias salesperson perception. Finally, a behavior-based control system is shown to be a managerial solution to attenuate salesperson perceptual inaccuracy.Item Because Nice Matters: The Effects of Abusive Supervision on Employee Interpersonal Deviance(2014-05) Childers, Olivia K.; Campion, James E.; Witt, L. Alan; Werner, SteveWorkplace deviance costs organizations billions of dollars annually (Bennett & Robinson, 2000) and is responsible for approximately 20% of all business failures (Coffin, 2003). This research examined the potential importance of supervisor abuse, emotional exhaustion, and agreeableness in explaining interpersonal deviance at work. I propose a conceptual model based on the conservation of resources theory and the job demands-resources model asserting that abusive supervision has a direct and an indirect effect on interpersonal deviance through emotional exhaustion; furthermore, this relationship is conditional, such that subordinates high rather than low in agreeableness are more inclined to engage in interpersonal deviance. Data were collected from 347 professional employees who occupied staff roles in a public sector organization. Results indicated that the relationship between reported abusive supervision and interpersonal deviance was fully mediated by emotional exhaustion. Furthermore, this relationship was moderated by employee agreeableness, such that employees who are low in agreeableness were more likely to report engaging in interpersonal deviance.Item Benefits and Strategic Outcomes: Are Supplemental Retirement Plans and Safer Driving Related in the U.S. Trucking Industry?(Human Resource Management, 9/13/2016) Werner, Steve; Kuiate, Christian S.; Noland, Thomas R.; Francia, Arthur J.We suggest that a firm's benefits can relate to important organizational outcomes that have strategic implications. We propose a number of mechanisms that could relate benefits to strategic outcomes, including the notion that benefits can help attract and retain the type of employees who are most likely to perform in ways consistent with the firms’ strategies. We illustrate this with the case of supplemental retirement benefits in an actual setting, the long‐haul trucking industry. We report positive organization‐level relationships associated with the management choice of offering these benefits. Our results show that firms offering supplemental retirement plans engage in significantly safer driving practices, as measured by the proxy of driver insurance costs, as hypothesized. These findings show that benefits can be related to outcomes that have strategic implications for the firm. By showing that retirement plans may be of value to organizations, we help to bridge the academic‐practitioner divide and provide motivation and guidance for additional work on this important but underresearched topic.Item Beyond the Predator and the Prey: Sexual Harassment Affects the Conscientious(2016-05) Palmer, Amanda L.; Witt, L. Alan; Campion, James E.; Werner, SteveI tested a psychological process in which tolerance of sexual harassment has direct and indirect effects on emotional exhaustion through unit cohesion among active duty military personnel. I utilized moderated mediation analyses to test the effect of individual differences in conscientiousness and incidents of sexual harassment in the relationship between tolerance of sexual harassment, unit cohesion, and emotional exhaustion. I found that conscientious individuals experienced less unit cohesion and greater emotional exhaustion when perceiving work environments tolerant of sexual harassment. Surprisingly, I also found stronger relationships between (1) tolerance of sexual harassment and emotional exhaustion, and (2) unit cohesion and emotional exhaustion for individuals who had experienced fewer, rather than greater incidents of sexual harassment. These findings inform theory and practice by expanding on prior organizational models of sexual harassment.Item CEO Implicit Person Theory: Its Effect on Firm Level Outcomes via HR Practices and Leadership Behavior(2016-05) Kim, Yong (Kyoungyong); Atwater, Leanne E.; Werner, Steve; Witt, L. Alan; DeFrank, Richard S.Implicit person theory (IPT) is concerned with the assumptions that individuals have about the malleability of personal attributes such as ability, intelligence, and personality. A growth mindset assumes that such personal attributes are relatively malleable and thus able to change over time. On the contrary, a fixed mindset reflects the assumption that personal attributes are largely fixed and tend not to change much over time. As IPT can influence employees in organizations, during the last decade a number of studies have examined IPT in organizational settings, with the most focus on managers’ IPT. However, in organizations the IPT held by chief executive officers (CEOs) may be of paramount importance theoretically and practically given that the CEO is the one who leads the entire organization. No study has yet examined how CEOs’ IPT influences organizations and what the consequences are. Thus, in this study, I examine how CEOs’ IPT influences organizational performance and employees’ organizational commitment by proposing structural and behavioral mechanisms: high performance work systems and transformational leadership. Specifically, I propose that CEOs with a growth mindset are more likely than those with a fixed mindset to implement high performance work systems and engage in transformational behaviors, which in turn positively contribute to organizational performance and employees’ organizational commitment. I also propose that CEOs’ perceived change in workforce productivity moderates the relationship between CEOs’ IPT and utilizing high performance work systems and transformational leadership, such that CEOs with a growth mindset are more likely to utilize high performance work systems and transformational leadership when they perceive a decrease in workforce productivity than when they perceive an increase. I test the proposed model using a sample of 50 firms representing 50 CEOs, 50 HR managers, and 156 employees. The model was partially supported. The findings and theoretical implications are discussed.Item Collective Intuition in Strategic Decision Making: A Research Program, Development and Validation of New Measures, And an Exploratory Study(2016-08) Samba, Codou; Vera, Dusya M.; Werner, Steve; Rude, Dale; Hess, James D.Firm outcomes of decisions made by senior managers have been the subjects of intense scrutiny from strategy researchers. Three dominant approaches to strategic decision making pervade this literature: rationality, political behavior, and intuition. Although several commentaries have been written on intuition, little is known about its essence, and its use in and impact for organizations. Nevertheless, managers are increasingly adopting this decision tool as an important and effective alternative or addition to more comprehensive and extensive approaches to strategic decision making. Fundamentally, intuitions are nonconscious, holistic and fast associations of information elements that result in affectively charged judgments. While helpful, this definition of intuition is generic, and is thus limited in its function of isolating and substantiating the nature of intuitive decision making. In this work, I define intuition as a multi-construct and multi-level phenomenon and then attempt to answer the following question: “in making strategic decisions, do senior managers use their intuition when they actually should?” My dissertation seeks to extend intuition research in the context of strategic decision making. Specifically, I aim to shed light into the intuitive phenomenon, its use in the context of strategic decision making, and its outcomes. This is an important contribution given that managers and researchers may have bought into intuition hastily and treated it too casually given its complexity. In short, I make several theoretical contributions to the literature: (1) conceptual refinement of intuition that delineates and define its major constructs; (2) conceptual development of collective intuition; and (3) theoretical development for factors driving the use and effectiveness of collective intuition. On the empirical aspect of intuition research, measuring this organizational phenomenon has so far been a rather difficult and intimidating task. Definitional issues highlighted in the theoretical work may have played a role in slowing the progress of intuition research. Sound measures stem from strong construct definitions, and further contributions of my dissertation rest on the quality of the measures of intuition I use to test my models. Therefore, I developed and validated four new scales that reflect the multi-construct multi-level nature of intuition. The new measures of collective intuition show good reliability and construct validity. In addition to the multi-phase and multi-sample scale development process, I describe an exploratory study, in which these new scales were used to test a subset of my hypotheses. Finally, post-hoc analyses reveal promising findings concerning the interplay among the three dimensions of the strategic decision making process--collective intuition, rationality, and political behavior.Item Compensation Professionals Should Know About 10 Recent Academic Studies(WorldatWork Journal, 2012) Werner, Steve; Werner, Naomi K.Item DEAL OR NO DEAL: REDUCING PRODUCTION DEVIANCE(2015-08) Romay, Sophie; Witt, L. Alan; Penney, Lisa M.; Werner, SteveProduction deviance, a form of counterproductive work behavior (CWB), refers to such behaviors as leaving early, procrastinating, and wasting resources. It costs organizations billions of dollars annually (Bennett & Robinson, 2000). I apply conservation of resources and social exchange theories to test a conditional, indirect process model – a psychological process in which low leader person-focused interpersonal citizenship behavior (ICB) yields production deviance through emotional exhaustion. Furthermore, I suggest that this process is moderated by individual differences in levels of idiosyncratic deals negotiated with the supervisor. Specifically, I argue that high levels of idiosyncratic deals can mitigate the effects of low leader ICB on emotional exhaustion and production deviance. In contrast, workers reporting low leader ICB and low levels of idiosyncratic deals are likely to manifest high levels of production deviance.Item Directors’ Professional Devaluation from Firm Bankruptcy: an Integrated Model of the Effects of Stigma, Devaluated Competence, and Gained Experience(2016-08) Ballard, Klavdia M.; Vera, Dusya M.; Werner, Steve; Pathak, Seemantini M.; Witt, L. AlanBuilding on signaling theory and the literature on judgment under uncertainties, I examine the effects of a stigmatizing event on board of directors’ professional future. I ask if the professional devaluation of directors--in terms of number of board appointments, quality of board appointments, and compensation from board appointments--takes place due to the stigma of incompetence, or courtesy stigma, or layered stigma. My theoretical model differentiates among directors associated with (1) the origin of the bankruptcy, (2) its filing, and (3) the organizational reorganization. I associate bankruptcy origination with stigma of incompetence, and bankruptcy filing with courtesy stigma. In addition, I argue that monitoring a company through bankruptcy reorganization is a value-increasing experience and will be rewarded by the executive labor market. Finally, the model considers the possibility of overlaps in the involvement of directors in more than one stage of Chapter 11 bankruptcy, and the associated consequences in the executive labor market. My findings confirm that, indeed, directors are treated differently by the elite labor market, because of the types of stigmas they carry. More specifically, directors, who are stigmatized as incompetent, carry fewer board appointments than those who are stigmatized by association. Although my predictions about the effects of layered stigma and the effects of involvement in reorganization were not supported, I uncovered some promising relationships that may indicate stigma internalization by compromised board members.Item Dispositional Attributions and Deterioration of Trust Following Transgression: the Role of Perceived Intent and Outcome Severity(2015-08) Krylova, Ksenia O.; Elkins Longacre, Teri; Phillips, James S.; Werner, Steve; Francis, David J.Research to date has shown that trust and trustworthiness are among the most damaged positive states of a relationship when transgressions occur (Robinson, 1996; Sitkin & Roth, 1993). Across studies, scholars from different disciplines have relied largely on an investigator-imposed distinction between transgressions stemming from a lack of integrity or a lack of competence to understand how and when trust can be restored. While not suggesting that this distinction between integrity and competence transgressions is either unimportant or artificial, the proposed research will address a fundamental precursor to victims’ reactions to the differences between them. The dissertation will attempt to understand how an offended party’s underlying causal attributions about a transgressor’s integrity and competence are formed. To address this issue, the study will attempt to answer the basic question of whether there are other more natural distinctions between transgressions that determine its consequences for trust. More specifically, the dissertation posits that two key variables (perceived intent and outcome severity) substantially determine whether a particular transgression is attributed to a transgressor’s integrity or to competence. And, subsequently, these two variables will provide supplemental predictive power for understanding post-transgression levels of trust. Hypotheses were tested using a 3x2 factorial design that manipulated intent (intent, no intent) and outcome severity (mild, moderate, severe). Results of analysis of variance indicated that intent had an overwhelming effect on perceived integrity and trust. Unexpectedly, it had an effect on perceived competence as well; however, the results of analyses that compared dependent Cohen’s d measures of effect sizes unambiguously showed that the influence of intent on perceptions of integrity was significantly stronger than its influence on perceptions of ability. Outcome severity did not have any significant effect on the outcomes, nor did it moderate the relationship between intent and trust.Item Employee Reactions to Perceived Political Motives in Performance Appraisal(2018-12) Silva, Kimberly T.; Campion, James E.; Witt, L. Alan; Werner, Steve; Milam, AlexSupervisors claim to inflate, deflate, or otherwise manipulate performance ratings to achieve personal goals (Longenecker, Sims, & Gioia, 1987). While we know these goals impact performance ratings (e.g., Wang, Wong, & Kwong, 2010), it is unclear how (or if) supervisors’ goals influence employee reactions to performance appraisal. To test this idea, I first grouped supervisors’ goals into two political motives categories based on theory of negative and positive politics (Davis & Gardner, 2004): rater-serving motives and employee-serving motives. Next, framed by attribution theory (Weiner, 1985, 1995), I proposed a process whereby political motives influence employee perceptions of procedural justice, which evoke an emotional response, which impact perceptions of overall fairness. Further, I predicted that outcome favorability would moderate the process, such that the indirect effect holds when ratings are perceived unfavorable rather than favorable. Direct and indirect effects within the model were tested. Results indicated that rater-serving motives decrease perceptions of procedural justice, leading to a negative emotional response, and low perceived fairness. The indirect effect was magnified when appraisal outcomes were more unfavorable. The indirect effect from employee-serving motives to fairness was not significant. Contributions to organizational politics and overall fairness theory are discussed, as well as practical recommendations for approaching political motives in performance appraisal.Item Executive Equity Compensation and Corporate Tax Behavior: Exploring The Role of Cash ETR Persistence(2019-08) Ruseva, Marina Yordanova; Meade, Janet A.; Sun, Amy X.; Crawford, Steven; Werner, SteveThis paper examines the relation between executive equity compensation and corporate tax behavior. Specifically, it asks whether executive equity compensation motivates managers to minimize future cash effective tax rates (Cash ETR) without increasing future unrecognized tax benefits (UTB). To address this question, I develop a measure of Cash ETR persistence that captures the state of a firm’s existing tax strategy as well as its effect on future tax outcomes. After accounting for the effect of the extant firm tax strategy, I find support for the predictions of De Waegenaere, Sansing, and Wielhouwer (2015). I document that the informational content of Cash ETR about future effective tax rates, as measured by Cash ETR persistence, allows managers to improve firm tax strategy by saving taxes (Cash ETR) while maintaining the level of tax risk (UTB).Item Exploring How Job Demands and Emotional Labor Influence Self-Regulation and Unethical Behavior(2017-12) Martir, Allison B.; Witt, L. Alan; Penney, Lisa M.; Werner, SteveUnethical Behavior is a salient workplace issue due to its prevalence and detrimental outcomes. Social cognitive theory (SCT) and conservation of resources theory (COR) are applied to present a conceptualization of unethical behavior in the workplace as a resource defense and allocation strategy, stemmed by self-regulatory processes. Applying the limitations of finite self-regulatory resources as presented in the self-control literature, I suggest that demands relating to information processing and emotional labor can deplete self-regulatory resources and are associated with the use of unethical behavior as a means of resource conservation. As research suggests that self-regulatory failure is more likely when an individual has increased demands on their self-regulatory resources, I also suggest that increased emotional regulation due to low emotional stability will moderate the relationships between both job demands and unethical behavior. Results fail to support the theoretical model. Methodological limitations are discussed as well as applications to future research.Item Exploring Outcomes of Leader's Self-Perceived Group Prototypicality and Followers' Perceived Leader Group Prototypicality(2022-12-08) Nae, Young; Atwater, Leanne E.; Phillips, James S.; Werner, Steve; Witt, L. AlanAs members of their groups, leaders can vary in terms of the extent to which they reflect the members’ values, norms, and attitudes. Using the concept of leader group prototypicality- the extent to which a leader is a representative of the group or organizational identity (Hogg, 2001)- this study addresses how leaders’ and followers’ perceptions of leaders’ group prototypicality jointly influence creativity and organizational citizenship behavior (OCB). Drawing from the social identity theory of leadership, I proposed and tested a model of leaders’ and followers’ perceived group prototypicality with followers’ perceptions of trust in the leader and leaders’ group-oriented behavior as mediators. Data from a sample of 137 leader-follower dyads were used to examine the hypothesized models. Results showed that leaders’ self-perceived group prototypicality was significantly associated with followers’ perceptions of their leaders’ group-oriented behavior. However, the indirect effects of leaders’ group-oriented behavior in the relationship between leaders’ self-perceived group prototypicality on the one hand and creativity and OCB on the other were not significant. Regarding followers’ perceived leader group prototypicality, there was a positive relationship between followers’ perceived leader group prototypicality and followers’ trust in the leader. The results also showed the significant indirect effects of trust in the leader between followers’ perceived leader group prototypicality and followers’ creativity and OCB. Theoretical implications are discussed to develop a different leadership research approach focusing on the social identity theory of leadership and group prototypicality. Additionally, practical implications are provided to utilize the concept of group prototypicality in organizations about how group prototypicality helps managers grow their congruent group values, encourages them to manage various groups to increase prototypicality, and helps them select and nurture future leaders who are appropriate for their group within an organization.
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