Aaron A. Buchko

Conceptualization and Measurement of Environmental Uncertainty: An Assessment of the Miles and Snow Perceived Environmental Uncertainty Scale

This research examined the measurement properties of the Miles and Snow perceived environmental uncertainty scale. Results supported the internal consistency of the scale; however, stability as mea...

Employee Ownership, Attitudes, and Turnover: An Empirical Assessment

Previous research on employee-owned organizations has been limited in time frame and in the outcomes examined, which have been primarily attitudinal measures. This study examined the effects of an employee ownership program on employee attitudes and actual turnover behavior over an extended time period. The results indicated that employees with greater perceived influence as a result of the ownership program and those with a greater financial value in the ownership program were more satisfied with the ESOP program, more committed to the organization, had lower turnover intention, and were less likely to exit the company.

Effects of Cultural Context on the Antecedents, Correlates, and Consequences of Organizational Commitment: A Study of Russian Workers

Abstract Organizational commitment theories developed in the United States have been assumed to have universal relevance. Presently no research exists to challenge this universalistic assumption in Russian organizations. Using a sample of 180 workers from a privatized Russian organization, this study finds that U.S.-based theories regarding antecedents, correlates, and consequences of organizational commitment are generally applicable to Russian workers.

The effect of leadership on values‐based management

Purpose – The purpose of this paper is to examine the role of organization leaders, particularly top managers, in building support for and developing behaviors that are consistent with values‐based management, by providing an empirical assessment of the effect of an organizations senior leadership on the values‐based management process.Design/methodology/approach – As part of a program of organization development, a values‐based management approach was implemented in a large manufacturing organization. As part of the process, a system of measuring and evaluating values‐based behaviors was developed. The senior leaders of two groups of the organization were assessed in terms of their values behaviors, and their direct reports were likewise evaluated by the organization using a 360° process.Findings – The results indicated that the leaders values behaviors were significantly related to the values behaviors of subordinates. Subordinates of leaders who strongly demonstrated values‐based management behaviors...

Giving negative feedback to Millennials: How can managers criticize the “most praised” generation

Purpose Demographic data indicate that the Millennial generation (those born between 1982 and the early 2000s) are entering the workforce and will become an increasingly significant component of the workforce in the near future. The Millennial generation appears to have significant differences in values, attitudes and expectations regarding work than prior generations. Design/methodology/approach The authors reviewed the literature on the “Millennial” generation (those born between 1982 and the early 2000s) and the research on giving negative feedback to identify issues that are significant with respect to the manner in which managers give negative information to this new generation of workers. Findings To be effective, negative feedback to Millennials needs to be consistent and ongoing. The feedback must be perceived by Millennials as benefitting them now or in the future. Managers must be assertive enough to make sure the employee understands the concerns, but sensitive to the fact that many Millennials have difficulty accepting such feedback. Research limitations/implications These findings offer suggestions for future research that needs to explicitly examine the differences in the new generation of workers and how these persons respond to current managerial practices. Practical implications Millennials are now entering the workforce in significant numbers. Managers will find increasing opportunities to address the organizational and individual needs of these workers. Managers must learn how to effectively direct and motivate this generation of workers, including how to provide constructive negative feedback. Social implications Demographic data indicate that the so-called “Baby Boom” generation will be leaving the workforce in large numbers over the next few years, and will be replaced by the Millennial generation. Originality/value To date, there has been little attempt by management researchers to address the organizational implications of the generational shift that is occurring. We seek to draw attention to one specific area of management practice – delivering negative feedback – and explore how the knowledge may be changing as a new generation of workers enter the workplace.