Blair H. Sheppard

The Theory of Reasoned Action: A Meta-Analysis of Past Research with Recommendations for Modifications and Future Research

Two meta-analyses were conducted to Investigate the effectiveness of the Fishbein and Ajzen model in research to date. Strong overall evidence for the predictive utility of the model was found. Although numerous instances were identified in which researchers overstepped the boundary conditions initially proposed for the model, the predictive utility remained strong across conditions. However, three variables were proposed and found to moderate the effectiveness of the model. Suggested extensions to the model are discussed and general directions for future research are given.

Organizational justice : the search for fairness in the workplace

Some managers conduct inconsistant performance reviews, pay inequitable salaries, and dismiss employees arbitrarily. Concerns about justice are pervasive in the workplace: they arise whenever rules are made, interpreted, or applied to organizational activities and practices. In this analysis, the authors create a model for measuring justice in an organization, and show how to anticipate the responses that will follow if injustices persist. They examine contemporary organizational issues and introduce a new theory of the nature of justice in organizations.

Toward general principles of managerial fairness

The present study identified the principles employees use for judging a broad range of managerial actions. A cross-sectional sample of 44 executives were asked to describe recent fair and unfair treatment in seven areas of management responsibility: planning, staff development, delegating, motivating, coordinating, daily activities, and representing the organization to the public. These responses were coded to yield 16 rules guiding judgments about perceived managerial fairness. Aggregation of these rules yielded six major clusters of fairness concerns. The paper describes these clusters in detail and highlights their potential usefulness to a broader understanding of the complex nature of procedural fairness judgments in organizations.

Employee voice to supervisors

This article reports the results of two studies examining some factors that increase the likelihood that employees will voice to their supervisors. The way employees perceive that their supervisors manage employee voice was identified as a major cause of the likelihood that employees will voice upward. The Supervisor as Voice Manager Scale is presented along with data demonstrating its reliability and validity. Theoretical and applied implications of the results are discussed.

Memory performance by decision-making groups and individuals

Abstract Four-person groups and individuals performed memory and decision tasks in an investigation of the social processing of information. As predicted, groups recalled and recognized information better than individuals across a variety of measures and decision conditions. Predictions from various models of group decision-making and problem-solving were compared to group and individual memory responses. No set of predictions closely matched the observed data, suggesting that memory tasks may foster a social process unlike those observed heretofore. Memory responses also indicated that groups check individual errors and exaggerate individual response tendencies.

Bridging Distance, Time, and Culture in Executive MBA Education

Abstract This article summarizes student and instructor experiences in an innovative MBA program designed for working executives. We describe the social aspects of this learning process, especially with regard to learning in the distance mode. We note the challenges and opportunities of distance learning for students and faculty, and we identify critical components of learning success in programs that aim to link traditional university education with corporate life at an international level.

INFORMAL CONFLICT INTERVENTION: ADVICE AND DISSENT

A disparity appears to exist between how managers are advised to handle conflict and the intervention methods that they utilize in actual practice. Normative advice tends to agree that managers should adopt a facilitative, mediatorlike role (e.g., Walton, 1987; Tjosvold, 1990), while the empirical research suggests that managers are much more controlling, often deciding how to resolve the problem on their own (e.g., Kolb, 1986; Sheppard, 1983). The present study focuses on two potential reasons as to why managers utilize the methods they do: (1) They treat choices instrumentally to achieve key goals and (2) they interpret or frame conflicts in a form that suggests directive action. One hundred and eighty managers were interviewed about a recent effort to intervene in a dispute at work. The results confirm that managers are very controlling when intervening in disputes and relates this to both interpretive frame and, to a lesser extent, managerial goals. A canonical analysis appears to emphasize the pivotal role that frame plays in influencing whether or not managers choose the solution. Implications of these results for managerial action are discussed.

Unjust Dismissal in the Context of Organizational Justice

The issue of unjust dismissal is best understood by placing it in the broader context of a comprehensive model of organizational justice. This article presents such a model based on the application of two perceived principles of justice (balance and correctness) in an organizations pursuit of three goals (performance, community, and dignity), at three organizational levels (outcome, procedure, and system). For perceived fairness to exist, the system must be adequate at each level. The theory of organizational justice is applied to the creation, implementation, and interpretation of disciplinary policies and rules. The article concludes by providing prescriptive advice for the design and operation of discipline and discharge systems, based on the model presented, and suggests that they include written warnings, the opportunity of a hearing, the right to be represented, the right to appeal, and reinforcement of the system through a broad statutory framework.

The four faces of trust: An empirical study of the nature of trust in relational forms

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