Bradley J. Alge

Goal commitment and the goal-setting process: conceptual clarification and empirical synthesis.

Goals are central to current treatments of work motivation, and goal commitment is a critical construct in understanding the relationship between goals and task performance. Despite this importance, there is confusion about the role of goal commitment and only recently has this key construct received the empirical attention it warrants. This meta-analysis, based on 83 independent samples, updates the goal commitment literature by summarizing the accumulated evidence on the antecedents and consequences of goal commitment. Using this aggregate empirical evidence, the role of goal commitment in the goal-setting process is clarified and key areas for future research are identified.

When does the medium matter? Knowledge-building experiences and opportunities in decision-making teams

Abstract The purpose of this investigation was to examine whether temporal scope—the extent to which teams have a past or expect to have a future together—affects face-to-face and computer-mediated teams’ ability to communicate effectively and make high quality decisions. Results indicated that media differences existed for teams lacking a history, with face-to-face teams exhibiting higher openness/trust and information sharing than computer-mediated teams. However, computer-mediated teams with a history were able to eliminate these differences. These findings did not extend to team-member exchange (TMX). Although face-to-face teams exhibited higher TMX compared to computer-mediated teams, the interaction of temporal scope and communication media was not significant. In addition, openness/trust and TMX were positively associated with decision-making effectiveness when task interdependence was high, but were unrelated to decision-making effectiveness when task interdependence was low.

Information privacy in organizations: empowering creative and extrarole performance.

This article examines the relationship of employee perceptions of information privacy in their work organizations and important psychological and behavioral outcomes. A model is presented in which information privacy predicts psychological empowerment, which in turn predicts discretionary behaviors on the job, including creative performance and organizational citizenship behavior (OCB). Results from 2 studies (Study 1: single organization, N=310; Study 2: multiple organizations, N=303) confirm that information privacy entails judgments of information gathering control, information handling control, and legitimacy. Moreover, a model linking information privacy to empowerment and empowerment to creative performance and OCBs was supported. Findings are discussed in light of organizational attempts to control employees through the gathering and handling of their personal information.

Effects of computer surveillance on perceptions of privacy and procedural justice.

Electronic workplace surveillance is raising concerns about privacy and fairness. Integrating research on electronic performance monitoring, procedural justice, and organizational privacy, the author proposes a framework for understanding reactions to technologies used to monitor and control employees. To test the frameworks plausibility. temporary workers performed computer/Web-based tasks under varying levels of computer surveillance. Results indicated that monitoring job-relevant activities (relevance) and affording those who were monitored input into the process (participation) reduced invasion of privacy and enhanced procedural justice. Moreover, invasion of privacy fully mediated the effect of relevance and partially mediated the effect of participation on procedural justice. The findings are encouraging for integrating theory and research on procedural justice and organizational privacy.

MEASURING CUSTOMER SERVICE ORIENTATION USING A MEASURE OF INTERPERSONAL SKILLS: A PRELIMINARY TEST IN A PUBLIC SERVICE ORGANIZATION

Organizations are placing increased emphasis on identifying individuals with customer service orientation. In the present investigation we test whether interpersonal skills, as measured through Holland and Bairds (1968) Interpersonal Competence Scale, provides a narrow, yet valid, measure of customer service orientation. Data were collected from a sample of bus transit operators. Interpersonal skills was positively related to operator self-reported performance, but was not related to supervisor ratings or objective measures of performance. Implications for the study and use of broad versus narrowly defined personality constructs in organizational settings are discussed.

The Dynamics of the Performance--Risk Relationship Within a Performance Period: The Moderating Role of Deadline Proximity

Risky organizational decisions are frequently made within the confines of performance periods with predefined durations and deadlines for achieving desired levels of performance. The relationship between performance and risk taking has been studied mostly across such periods but rarely within them. Building on the shifting-focus-of-attention model of organizational risk taking, we argue that the temporal proximity of deadlines regulates the focus of organizational attention within a performance period. Decision makers will focus their attention on attaining and maintaining aspirations early in a period; however, as deadlines approach, decision makers in underperforming firms will increasingly be likely to focus on ensuring survival, whereas decision makers in outperforming firms will increasingly be likely to focus on experimenting with slack resources. We propose that the relationship between performance and risk taking should thus be moderated by deadline proximity within a performance period. We tested and found support for our hypotheses in the context of 22,603 fourth-down decisions made by the 32 National Football League teams during the 2000--2005 regular season games. Our findings suggest that the notion of temporally bound performance periods and deadline proximity should play a more central role in attention-based frameworks of organizational risk taking.

An Identity-Based Model of Organizational Monitoring: Integrating Information Privacy and Organizational Justice

We present a model of organizational monitoring that integrates organizational justice and information privacy. Specifically, we adopt the position that the formation of invasiveness and unfairness attitudes is a goal-driven process. We employ cybernetic control theory and identity theory to describe how monitoring systems affect ones ability to maintain a positive self-concept. Monitoring provides a particularly powerful cue that directs attention to self-awareness. People draw on fairness and privacy relevant cues inherent in monitoring systems and embedded in monitoring environments (e.g., justice climate) to evaluate their identities. Discrepancies between actual and desired personal and social identities create distress, motivating employees to engage in behavioral self-regulation to counteract potentially threatening monitoring systems. Organizational threats to personal identity goals lead to increased invasiveness attitudes and a commitment to protect and enhance the self. Threats to social identity lead to increased unfairness attitudes and lowered commitment to ones organization. Implications for theory and research on monitoring, justice, and privacy are discussed along with practical implications.