Citations Flashcards
Dansereau, Graen, & Haga 1975
LMX theory
Yukl (1994)
guidelines for TL
Hunter et al., 2013
Self Esteem Workshops that give insights into employee strengths raise self esteem and self efficacy; Interventions designed to increase self esteem or self efficacy greatly increase job performance
Hackman & Oldham, 1976
Job Characteristics Theory; JCT focuses on how org tasks Job characteristics theory (Hackman & Oldham, 1976) is a theory of employe motivation and work design that focuses on how elements of a job can affect work attitudes and behaviors. These job characteristics include psychological meaningfulness, responsibility, and knowledge of skill variety, autonomy, task identify, task significance, and feedback. The presence of these characteristics then facilitates psychological states (meaningfulness, responsibility, knowledge of work results), which then influence work related outcomes such as performance, motivation, and satisfaction.
Morris & Campion, 2003
misalignment between needs values etc vs. what a job offers = low levels of motivation and satisfaction
Klein, Wesson, Hollenbeck, and Alge (1999)
Employee participation in goal setting increases the commitment to reaching the goal
Vroom 1964
expectancy theory OG
Adams 1965
equity theory
Burke (2014)
types of org change
Forsyth, 2013
curvilinear relationship of cohesion to performance; IPO model which is common to many models of team functioning. Inputs are conditions that exist prior to group activity, processes are interactions among group members, outputs are results of group activity. Has been dominant in explaining performance, based on classic systems theory. Causal structure, inputs (individual, team, environmental factors) are causal to group processes (mediators) which are causal to outputs (performance, member reactions). Follows linear progression from inputs to outputs, assumes functioning is static instead of dynamic.
Bell, 2007
meta; surface level variables vs. deep level variables in influencing team performance. Conscientiousness good, high GMA good especially for creative tasks, extraversion good. Deep level composition variables more important than surface level, especially over time. Implications on team member selection. Low agreeableness not usually good but can depend on task. People who enjoy teamwork = good for teams.
Devine, Clayton, Phillips, Dunford, & Melner (1999)
definition of team
Mackay, Allen, & Landis (2017)
UWES = low to moderate incremental validity over individual job attitudes. EE = low incremental validity over a higher order job attitude construct representing the combo of other attitudes in the prediction of effectiveness; the results suggest EE is better conceptualized as a higher order measure of job attitudes and may be better to apply as a broad predictor rather than administering seperate measures of job attitudes.
Kahn (1990)
defined employee engagement as the degree to which individuals invest their physical, cog- nitive, and emotional energies into their role performance. According to Kahn, engaged individuals are psychologically present, attentive, connected, integrated, and focused in their role performance
Schaufeli, Salanova, Gonzalez-Roma, and Bakker (2002)
contemporary definition of engagement that followed Kahn, defining engagement as “a positive work-related state of mind comprised of vigor, dedication, and absorption. Vigor refers to high levels of energy, the willingness to invest effort, and persistence at work-related tasks. Dedication relates to feelings of involvement in one’s work and the experience of enthusiasm, inspiration, pride, and challenge. Lastly, absorption is characterized by full concentration, immersion, and engrossment in one’s work whereby time passes quickly and one has difficulties detaching oneself from work. Personal, job, and work engagement are conceptually different but complementary to eachother
Schaufeli & Bakker (2004)
JDR model; proposes that job resources, psycho-social work characteristics such as autonomy, social support, and job feed- back, activate a motivational pathway leading to work engagement and better well-being. Personal resources also activate this pathway; they are individual characteristics such as self-efficacy, resilience, and optimism, which individuals can draw on to overcome work challenges and stay engaged. Job demands include workload, time pressure, and emotional demands and can activate a health impairment pathway lead- ing to poor well-being, engagement, and performance.
Christian, Garza, & Slaughter (2011)
Contextual predictors of EE = jobs that provide social support, performance feedback, autonomy, learning opps, task variety; evidence of incremental validity in predicting job performance over and above commitment; Employee engagement is a real, useful thing. It has discriminant validity from and criterion validity over job attitudes; but they did not discrimiante between the two primary conceptualzions of engagement to get their estimates; thus kahn and scheufeli’s scales were in there together
Rich, LePine, and Crawford (2010)
Engaged employees perform better than non-engaged’ Job engagement scale; designed to measure Kahn’s 1990 conceptualization of engagement
Macey & Schneider, 2008
Describes “trait” engagement: Proactive personality, positive affect, and conscientiousness; says that engagemetn’s nomological network has not been rigorously studied; questions construct validity of enggaement as its defined today
Schaufeli & Bakker (2003)
The UWES, most common measure of EE; contains elements of job sat, involvement, and commitment; their theory proposes engagement as vigor, dedication, absorption; also contends that burnout and engagement are opposite.
Frese (2008)
Employee engagement is nothing but construct proliferation
Greenhaus (1985)
work-family conflict occurs when there are incompatible demands between work and family roles
Judge, Thoresen, Bono, and Patton (2001)
meta; Job sat positively predicts work performance
Colquitt (2001)
Dimensionality of org justice - distributive, procedural, interpersonal, and informational