Fitness of Job Type and Management by Objectives: Mediating Effects of Perception of Effectiveness and Goal Commitment and Moderating Effects of Supervisor's Behavior

Abstract : This study investigated the influence of job type (line or staff) on perceptions of management‐by‐objectives (MBO) effectiveness, goal commitment, and goal‐attainment behavior, as well as mediating effects of perceptions of MBO effectiveness and goal commitment and moderating effects of supervisor behavior. Participants were 152 employees of a factory that manufactures drugs for a Japanese pharmaceutical company. The primary duties of line personnel involved production. The duties of staff personnel who supported production included supplying materials and production planning. Results indicated that line personnel perceived MBO as a more effective system for improving individual performance and showed higher goal commitment and more active behavior related to goals than staff personnel. Although perception of MBO effectiveness was related to goal commitment, it had no mediating effect. Goal commitment mediated between job type and goal‐attainment behavior. Supervisors’ goal‐setting behavior had different positive effects on goal commitment and goal‐attainment behavior for those in line and staff positions. MBO was a better fit for line positions than staff positions. However, supervisor behavior increased goal‐attainment behavior in staff positions. The results indicated that it is important for supervisors in a business organization to operate a management system flexibly.     

Conflict management and organizational attitudes among Japanese: individual and group goals and justice

By asking 341 Japanese employees to rate experiences of conflict with their supervisors in terms of conflict concerns and outcomes, we attempted to examine the following two hypotheses: attainment of the individual and group goals would increase the perceived justice (H2), and the perceived justice would increase the outcome satisfaction and organizational commitment (H1: the justice-bond hypothesis). The results of structural equation analysis supported H1, but only partially supported H2; that is, only the group goals increased the perceived justice. Instead, the individual goals directly increased the outcome satisfaction, not by way of the perception of justice. These findings suggest that Japanese employees felt that justice was achieved when they saw the conflicts were resolved in the group-oriented manner, relatively independent of personal interests.     

社会公平感对不同阶层目标达成的影响及其过程

基于目标追求理论和社会阶层心理学的相关理论, 本文通过3个研究, 逐步深入地考察了社会公平感对不同阶层个体目标达成的影响作用及其过程。研究1为相关研究, 考察了高低阶层成人被试的教育领域社会公平感与为孩子进行教育投入的目标承诺及目标达成之间的关系; 研究2为准实验研究, 通过操纵公平或不公平教育情境启动公平感, 考察其对高低阶层中学生的学习目标承诺与目标达成的影响; 研究3为实验研究, 通过实验操纵社会公平感和社会阶层, 考察社会公平感对高低阶层大学生的实验任务目标承诺和目标达成的影响。研究发现, 社会公平感通过正向影响低阶层者的目标承诺, 进而正向影响其目标达成; 而对于高阶层者来说, 变量之间这些关系则不显著。这表明：相对于高阶层来说, 低阶层者的目标追求易受社会公平感的影响; 低阶层者的社会公平感水平越高, 其追求目标的动机水平就越高, 进而越有利于目标达成。     

Sources of Perceived Organizational Support: Goal Setting and Feedback1

In this paper we examine goal setting and feedback as possible sources of perceived organizational support (Eisenberger, Huntington, Hutchison, & Sowa, 1986). Surveys were administered to 337 employees from 3 different organizations in the southern California area. Two path models were examined: one that allowed goal setting and feedback to have direct effects on perceived support and organizational commitment, and one that only allowed goal setting and feedback to have direct effects on perceived support. Results show that goal setting and feedback do not have direct effects on organizational commitment but, rather, affect commitment indirectly by way of their effects on employee perceptions of support from the organization.     

La justice organisationnelle comme levier pour promouvoir la qualité de vie au travail

The goal of this study is to show the relevance of organizational justice principles in interventions to prevent psychosocial risks. Following an introduction identifying organizational justice as a predictor of health and quality of work life, we illustrate its application to a diagnosis and an intervention for hospital staff. The responses of 685 employees to a questionnaire identified a lack of support and justice by managers; thus, sensitivity to organizational justice was incorporated into a training program on management and psychosocial risks. A quasi-experiment in which hospital staff participated revealed a beneficial effect of the manager training on justice perceptions of the staff, confirming in part our hypotheses. The illustration in our study of the benefits of using justice principles in manager training offers new perspectives for promoting quality of life at work and reducing psychosocial risks.     

The Influence of Commitment to Assigned Goals and Performance on Subsequent Self-Set Goals and Performance1

Seventy-seven undergraduates were assigned a performance goal for the first of two trials of a word game, and set goals for themselves on a second trial. Goal commitment was hypothesized to moderate the influence of goal level on performance within both trials. In addition, commitment to the assigned Trial I goals was hypothesized to moderate the relationship between goal attainment and self-set goals for the second trial. Subjects' initial performance on a practice trial was also hypothesized to interact with the goal levels they were assigned on the first trial, such that individuals who performed relatively well on the practice trial were expected to evidence a greater positive relationship between goal level and performance than individuals who performed relatively poorly on the practice trial. The results of three moderated regression analyses yielded no support for the hypothesized within-trial moderating influence of goal commitment on goal level-performance relations. However, commitment to assigned goals and goal attainment did interact as related to personal goals for Trial 2. Further, the hypothesized influence of practice trial performance and assigned goal level on Trial I performance was supported. The results are discussed in terms of how goal levels should be determined and assigned to employees, and the role of goal commitment in goal setting predictions.     

Personal goals and psychological growth: testing an intervention to enhance goal attainment and personality integration

We hypothesized that semester goal attainment provides a route to short-term psychological growth. In an attempt to enhance this process, we randomly assigned participants to either a goal-training program or to a control condition. Although there were no main effects of program participation on later goal attainment, important interactions were found. Consistent with a "prepared to benefit" model, participants already high in goal-based measures of personality integration perceived the program as most useful and benefited the most from the program in terms of goal attainment. As a result, they became even more integrated and also increased in their levels of psychosocial well-being and vitality. Implications for theories of short-term growth and positive change are discussed, as is the unanswered question of how to help less-integrated persons grow.     

Perceptions of the behavioral influence of goals: A mediational relationship to exercise

Abstract

In the present study, it is argued that a more fundamental approach is necessary for the study of exercise goals and exercise behavior if we are to understand their relationship. The specific purposes of the investigation were to a) examine the relationships between perceptions of the behavioral influence of goals, moderators of goal influence (i.e., goal clarity) and perceptions of required exercise behavior (frequency and intensity), (b) examine changes that occurred over time to measures of goal-related variables and (c) describe various personal exercise goals and related action plans to achieve goals. Ninety-nine healthy adults in intermediate level university fitness classes were volunteers in this prospective study. The present study revealed that exercisers have multiple goals and action plans and are also knowledgeable about the specific behavioral strategies and exercise behaviors required to attain these goals. Also, the clarity, commitment, and perceived behavioral influence of goals increased as adherers gained experience with the exercise program. Finally, perceptions of the way goals influence behavior was found to mediate the goal clarity-exercise intensity and the goal commitment-exercise intensity relationships at the beginning of the exercise program but not at mid-program. Instead, independent relationships emerged at midprogram between goal clarity and goal influence, goal commitment and goal influence, goal clarity and exercise intensity, goal commitment and exercise intensity, and goal influence and exercise intensity. Results an discussed in terms of the complex and changing nature of the perceptions people hold of their goals and how these goals influence their exercise.     

Clash of the climates: Examining the paradoxical effects of climates for promotion and prevention

Organizations often communicate seemingly paradoxical strategic imperatives to their employees that reflect a focus on promotion (take risks) and prevention (be prudent), as outlined by regulatory focus theory. When consistently emphasized and reinforced in an organization, these strategic inclinations can emerge as divergent climates for promotion and prevention that cloud the organization's perceived identity and reduce collective organizational commitment among employees. With a coherent organizational identity acting as both a sensemaking tool and a means of potential self-enhancement for employees, we use social identity theory to hypothesize that similarly emphasized promotion and prevention climates are negatively related to employees’ collective organizational commitment and indirectly, negatively related to organizational productivity. We test our hypotheses in a sample of 107 manufacturing organizations, using polynomial regression with response surface analysis to examine how similarly emphasized promotion and prevention climates relate to collective commitment and organizational productivity. Our analyses reveal that as organization-level promotion and prevention climate scores became more similar, collective organizational commitment decreases. Furthermore, we find that similarly emphasized promotion and prevention climates are negatively related to organizational productivity via collective commitment. We reconcile these findings with the organizational paradox and ambidexterity literatures and implicate promising avenues for future research.     

Relationships Between Organizational Commitment and Its Antecedents: Employee Self-Concept Matters

Employee self-concept is a critical self-regulatory variable in organizational settings. In this paper, we discuss the relevance of self-concept for organizational commitment, and propose that self-concept levels moderate relationships between commitment and its antecedents. Using an experimental design in which we primed the working self-concept of employed participants, we found support for our hypotheses. Specifically, relationships between affective commitment and its antecedents (organizational support, procedural justice, and company and supervisor satisfaction) were more pronounced for employees with salient collective self-concepts. Alternatively, relationships between continuance commitment and its antecedents (outcome and supervisor satisfaction) were stronger for employees with salient individual self-concepts. We discuss the implications of our findings and suggest directions for future research.     

Causal Models of Physical Exercise Participation: Testing the Predictive Power of the Construct "Pressure to Change"

This study examines 2 different causal models to predict physical exercise motivation and behavior under a longitudinal perspective. The first model includes 5 latent variables that were hypothesized to have an impact on exercise intention and behavior: behavior-specific social support, exercise self-efficacy, perceived health benefits, perceived barriers, and subjective vulnerability to cardiovascular disease. The second model was based on all variables of the first model, but additionally included the new variable "pressure to change." Pressure to change was defined as the extent to which a person feels the necessity that specific personal life circumstances (e.g., health status, social relations) may not remain as they are and ought to be changed. It was hypothesized that the inclusion of health-related pressure to change would result in a better prediction of exercise intention. The proposed causal models were tested separately at the stages of exercise adoption and maintenance. Covariance structure analyses (LISREL) confirmed that pressure to change may be an important factor in the motivational process that leads to the adoption of regular physical exercise. Adding this latent variable to the basic model improved the amount of explained variance in exercise intention by 6%. Furthermore, the results did not support the assumption that cognitive control is critical especially during the acquisition of exercise behaviors, but may be less influential once the behavioral routines have been established. Our data rather indicate that regular physical exercise, even if performed on a regular basis for years, always remains a behavior that requires a high level of cognitive guidance.     

Turnover intention and performance in China: The role of positive affectivity,Chinese values,perceived organizational support and constructive controversy

This study examines antecedents of turnover intention and job performance in China. The total sample consisted of 153 employees in a toy manufacturing factory in South China. Data from matched supervisor and subordinate responses supported the hypotheses that the workplace experience of perceived organizational support related to turnover intention which in‐turn related to individual job performance. Findings also indicated that the employees with traditional values and positive affectivity related significantly to perceived organizational support.     

Organizational and client commitment among contracted employees

This study examines affective commitment to employing and client organizations among long-term contracted employees, a new and growing employment classification. Drawing on organizational commitment and social exchange literatures, we propose two categories of antecedents of employee commitment to client organizations. We tested our hypotheses using a survey collected from employees in four UK contracting organizations delivering a service on behalf of a government entity. The results suggest that perceived client organizational support and attractiveness of the client organization relate positively to employees’ affective commitment to the client organization. Furthermore, affective contractor commitment explained unique variation in client affective commitment beyond that accounted for by the client-based predictors, suggesting that employees’ commitment to their own contracting organization is important to explaining employees’ commitment to the client organization. We suggest that a greater reliance on social exchange theory may provide a basis for understanding commitment in its different forms and foci.     

The Stride program: Feasibility and pre-to-post program change of an exercise service for university students experiencing mental distress

Rates of mental illness are disproportionately high for young adult and higher education (e.g., university student) populations. As such, universities and tertiary institutions often devote significant efforts to services and programs that support and treat mental illness and/or mental distress. However, within that portfolio of treatment approaches, structured exercise has been relatively underutilised and greater research attention is needed to develop this evidence base. The Stride program is a structured 12-week exercise service for students experiencing mental distress. We aimed to explore the feasibility of the program and assess pre- and post-program change, through assessments of student health, lifestyle, and wellbeing outcomes. Drawing from feasibility and effectiveness-implementation hybrid design literatures, we conducted a non-randomised feasibility trial of the Stride program. Participants were recruited from the Stride program (N = 114, M_age = 24.21 years). Feasibility results indicated the program was perceived as acceptable and that participants reported positive perceptions of program components, personnel, and sessions. Participants’ pre-to-post program change in depressive symptomatology, physical activity levels, mental health-related quality of life, and various behavioural outcomes were found to be desirable. Our results provide support for the feasibility of the Stride program, and more broadly for the delivery and potential effectiveness of structured exercise programs to support university students experiencing mental distress.     

Goal projection in public places

Three studies investigated the phenomenon of goal projection in everyday life considering three moderators: goal commitment, the perceived similarity of the target person, and goal attainment. Moviegoers' (Study 1) highly committed to see a particular movie projected this goal onto other movie patrons. Commuters (Study 2) highly committed to catch a certain train projected this goal onto other commuters, given that these commuters were perceived as similar. Shoppers (Study 3) projected buying a particular item when both their goal commitment and the perceived similarity of another shopper were high, and the goal was not yet attained. The results imply that goal projection is part of our everyday life and is fostered by high‐goal commitment, perceiving others as similar, and ongoing goal striving.     

Relationships among perceived career support,affective commitment,and work engagement

This study sought to test the predictive effects of perceived career support and affective commitment on work engagement. It was hypothesized that perceived career support would relate positively to work engagement and this relationship would be transmitted through affective commitment. Survey data were collected from 115 full‐time employees enrolled as part‐time graduate students in a large public university in Malaysia. Multiple regression analysis yielded results indicating that the relationship between perceived career support and work engagement was mediated by affective commitment. This finding suggests that employers can promote employee work engagement by ensuring employees perceive their organization to be supportive of their career and increasing employees' level of affective commitment.     

Individual Employees’ Responses to Group Incentives: The Moderating Role of Innovation

Purpose

This study examined the mediating role of perceived organizational support (POS) in the relationship between group-incentive participation and organizational commitment. The study also investigated the moderating role of innovation in the relationship between group-incentive participation and POS and the relationship between group-incentive participation and organizational commitment.

Design/Methodology/Approach

The proposed hypotheses were tested by hierarchical linear modeling by means of survey data that were collected in South Korea in 2008.

Findings

The results showed that the relationship between group-incentive participation and organizational commitment was fully mediated by POS. Cross-level analyses revealed that group-incentive participation had stronger relationships with POS and organizational commitment in more innovative companies than in less innovative companies.

Implications

These findings contribute to the literature by identifying the characteristics of organizations in which group-incentive participation is more effective. In particular, innovative companies could benefit from adopting group-incentive practices because these practices are more strongly related to POS and organizational commitment in more innovative companies.

Originality/Value

Whereas previous studies on group incentives have mainly focused on the effects of group incentives at the organizational level, this study bridged the gap between macro- and microapproaches through multilevel analyses. This study is unique in that it examined the vertical fit between group incentives and organizational characteristics while focusing on individual employees’ perceptions and attitudes.     

Linking Biomechanical Workload and Organizational Practices to Burnout and Satisfaction

We found support for several hypotheses linking work practices to employee outcomes: reducing biomechanical workload is associated with decreased burnout via perceptions that job demands are less threatening; lower demands are associated with higher job satisfaction primarily through decreases in burnout; employers who include employees in decision making processes have employees with lower levels of burnout and higher satisfaction; and having a disability management program is associated with having employees who report less job-related burnout. This study demonstrates the importance of programs that increase perceived organizational support and the importance of job design strategies that take into account physical workload.     

Second-class citizen? Contract workers' perceived status,dual commitment and intent to quit

Outsourcing of jobs to contract workers who work alongside a client's employees has changed the human resource landscape of many organizations. In this study we examine how a contract worker's perceived employment status similarity to the client's own standard employees influences his/her affective commitment to both the client and the employer and ultimately intent to quit the employer. Using a sample of 623 contract workers, we found strong support for our hypotheses. In particular, findings indicate an important role for perceived employment status at the client organization in driving contract worker's attitudes and that contract workers consider both the client and the employer when making decisions to leave the employer. Implications for managing contractor relationships are discussed.