Amanda C. Shull

Examining the Consequences in the Tendency to Suppress and Reappraise Emotions on Task-Related Job Performance

This research tested the effects of individual differences in emotion regulation tendencies on task-related job performance and the mediating role of task focus. Emotion regulation has been divided into two broad classes, suppression and reappraisal, which may differentially relate to performance. By following self-regulation theories, it is believed that suppression requires more resources and will negatively relate to task performance via less task focus. Reappraisal requires fewer resources and should positively relate to performance via greater task focus. Results generally supported our expected relationships across both lab and field studies, and we discuss the theoretical and practical implications of our findings.

The moderating effects of task complexity on the relationship between regulatory foci and safety and production performance.

Regulatory foci of promotion and prevention have been shown to relate differentially to occupational safety and production. This research proposes that task complexity can help explain the differences reported between these 2 self-regulatory processes and safety and productivity performance. Results revealed that promotion is positively related to production and prevention is positively related to safety regardless of task complexity. However, when task complexity is high, promotion negatively relates to safety and prevention negatively relates production. Implications for work motivation theory and research, as well as avenues for future research, are discussed. Practical implications for managerial interventions to optimize both safety and productivity are also presented.

Attitudes about the Field of Organization Development 20 Years Later: The More Things Change, the More They Stay the Same

Abstract Organization development (OD) and the business environment, more generally, have seen many changes in the last 20 years. This chapter describes findings of a research study that investigated current perceptions of the field of OD as compared to data collected in a 1993 study (published in 1994). Survey data collected from 388 OD professionals indicated findings along the following themes: (1) continued perceived weakening of traditional OD values; (2) focus on business effectiveness and fewer perceptions that OD is too “touchy feely”; (3) increase in commitment to organizations and standing against the misuse of power; (4) coaching is seen as an integral part of OD; and (5) practitioners are very optimistic about the future of OD. Implications for the current and future practice of OD are discussed.

Antecedents and outcomes of targeting older applicants in recruitment

Inspired by Rynes and Barbers and Avery and McKays theoretical work, we examined factors that influence organizations’ decision to target older applicants and the influence of this decision on other recruiting strategies. Our study of two samples of HR professionals provides mixed support for these theoretical frameworks. Incumbent age and an organizational climate that rewards diversity were related to targeting older workers, whereas an ageist climate and labour market tightness were not. Further, the decision to target older applicants was related to the number of recruitment sources used and, in one sample, an emphasis on work environment benefits. However, this decision was not related to an emphasis on financial stability benefits or to recruiter age.

Without Effort there can be no Change: Reexamining the Impact of Survey Feedback and Action Planning on Employee Attitudes

Employee surveys are an important tool for communicating messages to employees, measuring cultural and behavioral indicators, and driving organization development and change in the workplace. This chapter expands upon prior research in this area by presenting longitudinal trends in survey action planning efforts over an 11-year period and the impact on employee attitudes at a multinational consumer products company. Results from the Survey Outcome Matrix are analyzed over time, by level, and by content area. Comments from employees are used to explore reasons why action does not occur from surveys in some contexts. The chapter concludes with implications for practice.

Organization Development and Talent Management: Divergent Sides of the Same Values Equation

The purpose of this chapter is to explore the nature of the values divergence and convergence between OD and TM in more detail. After a brief introduction of the origins of the two areas of practice, we will focus first on three key areas where OD and TM differ significantly in their approach. These differences represent values dilemmas in practice, in that many OD professionals today are finding themselves either entering TM roles, offering their consulting services to organizational practitioners in TM functions in organizations (i.e., these individuals are often the gatekeepers into these areas of work in organizations today), or even competing with TM approaches for the same types of services.

A Look in the Mirror: Current Research Findings on the Values and Practice of OD

While anyone can implement a certain set of interventions, one of the key aspects that makes organization development (OD) unique is its core values. It is critical then to take the pulse of and understand the values and perceptions of practitioners in the field of OD periodically in order to understand how things have changed or stayed the same over time. Recently, we undertook such a survey research study as a follow-up to one that had been conducted back in the early 1990s. The purpose of this chapter is to summarize the key highlights of that research. While additional findings can be found elsewhere, the intent here is to focus on the highlights and reflect on what these findings tell us about the current and future state of the values inherent in the OD community today. More specifically, how have we evolved in the last 20 years and where are we heading in the future as a profession?