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ASSESSING THE INCREMENTAL VALIDITY OF TEAM CONSENSUS RATINGS OVER AGGREGATION OF INDIVIDUAL-LEVEL DATA IN PREDICTING TEAM EFFECTIVENESS 总被引:1,自引:0,他引:1
Using data collected from 98 work teams, empowerment levels were assessed based on the aggregation of individual team member ratings as well as on a team consensus approach utilized after aggregation. These 2 methods of measuring team empowerment were then compared on their ability to predict manager ratings of team effectiveness on 4 dimensions. Findings demonstrated that the consensus method of measuring team empowerment explained significantly greater variance in team effectiveness than did the aggregation method alone. We discuss implications for team research and practice based on these findings and include a discussion on when using consensus after aggregation may be most appropriate. 相似文献
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PAUL E. SPECTOR TAMMY D. ALLEN STEVEN A. Y. POELMANS LAURENT M. LAPIERRE CARY L. COOPER MICHAEL O'DRISCOLL JUAN I. SANCHEZ NUREYA ABARCA MATILDA ALEXANDROVA BARBARA BEHAM PAULA BROUGH PABLO FERREIRO GUILLERMO FRAILE CHANG-QIN LU LUO LU IVONNE MORENO-VELÁZQUEZ MILAN PAGON HOREA PITARIU VOLODYMYR SALAMATOV SATORU SHIMA ALEJANDRA SUAREZ SIMONI OI LING SIU MARIA WIDERSZAL-BAZYL 《Personnel Psychology》2007,60(4):805-835
A study of work interference with family (WIF) among managers is described, contrasting four clusters of countries, one of which is individualistic (Anglo) and three of which are collectivistic (Asia, East Europe, and Latin America). Country cluster (Anglo vs. each of the others) moderated the relation of work demands with strain-based WIF, with the Anglo country cluster having the strongest relationships. Country cluster moderated some of the relationships of strain-based WIF with both job satisfaction and turnover intentions, with Anglos showing the strongest relationships. Cluster differences in domestic help were ruled out as the possible explanation for these moderator results. 相似文献
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MYEONG‐GU SEO M. SUSAN TAYLOR N. SHARON HILL XIAOMENG ZHANG PAUL E. TESLUK NATALIA M. LORINKOVA 《Personnel Psychology》2012,65(1):121-165
Based on multilevel data collected at 2 points in time, we examine the role of employees’ affective experiences in shaping their commitment and behavioral responses to both the initial (Time 1) and later (Time 2) phases of organizational change (12 months later). We also test the cross‐level effect of workgroup managers’ transformational leadership on their employees’ responses to change. We find strong support for predicted longitudinal relationships between employees’ affective experiences and their commitment and behavioral responses to change. In particular, employees’ positive and negative affect (NA) at Time 1 significantly predict both their commitment to change and the 3 dimensions (supportive, resistant, and creative) of behavioral responses at Time 2. Further, the effects of NA directly influence employee change commitment and behaviors at Time 2, whereas the long‐term effects of positive affect occur both directly and indirectly through commitment to change at Time 1. Finally, our results support the hypothesized role of workgroup managers’ transformational leadership in shaping employees’ affective reactions and commitment to change at the initial phase of change and thereby, their subsequent behavioral responses in the later phase. We discuss the implications for theory and practice in organizational change. 相似文献