Brian P. Niehoff

Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice

A study was conducted to measure the relative contribution of perceptions of procedural justice toward predicting organizational citizenship behavior (OCB) controlling for the effects of job satisfaction and organizational commitment. Employees in a national cable television company completed a survey containing measures of work satisfaction, affective and continuance commitment, and perceptions of fairness, while their managers completed an OCB survey. Results using LISREL 7 indicated support fpr relationships between procedural justice and commitment, satisfaction, and OCB. However, no individual relationships between commitment and OCB nor between satisfaction and OCB were found once the relationships between justice and citizenship were controlled. These findings are discussed using the group value model of procedural justice.

Do organizational citizenship behaviors lead to information system success

We adapted a model in organizational theory to determine whether organizational citizenship behaviors (OCBs) of system implementation teams influenced that organizations integration climate and improved their project management, resulting in successful system implementation. Surveys were elicited from 254 system users in various business organizations that had implemented large-scale IS in the previous year; the analysis of their responses provided support for our model, suggesting that the OCB of the implementation team created a higher level of integration climate and more effective project management, and that these in turn influenced information system success. Implications for researchers and managers are discussed and limitations are identified.

A voluntary logistics security program and international supply chain partnership

Purpose – To investigate the practices and value of a voluntary logistics security program, C‐TPAT certification, and its impact on international supply chain collaboration.Design/methodology/approach – Both case study and secondary data research methods were used to collect data from five companies (one customs broker, three importers, and one transporter/freight forwarder) at different supply chain positions. A case study protocol was designed and used to guide the interviews and data collection. Data analysis was performed at three levels: within‐case analysis, cross‐case analysis, and expert analysis.Findings – In addition to reporting the current practices of the C‐TPAT implementation, the results confirmed the significant impact of the C‐TPAT program to the international trade community. As for the overall goal of improving border security, the results suggest that the C‐TPAT is a means rather than an end and its current value to logistic security is not clear due to the inconsistent practices of su...

Personality predictors of participation as a mentor

Purpose – The purpose of this paper is to focus on the personality characteristics of mentors.Design/methodology/approach – The five factor model of personality was used to examine relationships between personality and participation as a mentor. A sample of 194 practicing veterinarians were surveyed on the five factor model of personality and a scale assessing their participation as a mentor across junior professionals, interns and high school students.Findings – Results indicated that extroversion, conscientiousness, and openness to experience were positively correlated with participation as a mentor. Personality traits also explained significant variance in participation as a mentor after controlling for prior experience with a mentor. These results suggest that participation as a mentor could be influenced to some degree by personality. Mentoring involves active engagement in an environment requiring social, task, and idea‐related capabilities, thus individuals who are extroverted, conscientious, and o...

Causes of employee theft and strategies that HR managers can use for prevention

Business losses due to employee theft are estimated to approach

The social effects of punishment events: the influence of violator past performance record and severity of the punishment on observers' justice perceptions and attitudes

200 billion annually. Why do employees steal? Experts propose many reasons for employee theft, but provide few prevention strategies for human resource managers. In this article, the authors explore the various causes of employee theft, from employee personality characteristics, to the social environment, to flaws in the organizations control system. From this analysis, guidelines for theft prevention strategies are offered. Since strategies may involve top-down control or trust-building experiences for employees and managers, HR managers are encouraged to implement those strategies that fit their organization.

Exploring the relationships between top management behaviors and employee perceptions of fairness

This study examined how the perceptions and attitudes of third party observers of punishment events are influenced by characteristics of the violator and the punishment event itself. Using a scenario methodology, we manipulated the past performance record of the violator and the severity of the consequences administered by the supervisor. Subjects read the scenarios from the point of view of a coworker/ observer, and responded to questions measuring their perceptions of retributive justice and fairness of the punishment, as well as their desire for more punishment, their attitudes toward the supervisor, and their intention to leave the organization. Results showed that observers judged violators with poor performance records as more deserving of punishment than those with good records, and judged events as more fair when the managers response was severe. Interactions between these two factors were also found to be significant. Implications of these findings are discussed.

WHITE COLLAR CRIME: CAUSES AND PREVENTION

Leaders and administrators of both public and private sector organizations are concerned with the issue of work place justice; however, little research has examined the influence of top managers on employees’ perceptions of fairness in the workplace. In this study, data were collected measuring behaviors of both supervisory and top management leadership, which were correlated with measures of workplace justice. Results found that, while supervisory behaviors were important predictors of workplace justice, top management vision was also found to be a significant predictor, explaining variance above and beyond that explained by the supervisory behaviors. Results are discussed as they apply to public sector organizations.

The other side of the story: Reexamining prevailing assumptions about organizational citizenship behavior

White-collar crime is a ubiquitous and extremely costly problem for American business and industry. To understand better what organizations can do to prevent white-collar crime, theories of white-collar crime were categorized as taking either an internal or external attribution of the causes of such crimes. Internal, or individual-focused, theories seek to identify characteristics of the individual that might predict criminal behavior. External, or situation-focused, theories examine processes of organizations that might have motivated or allowed perpetrators to commit white-collar crimes. Using these categories, implications are discussed, and prevention techniques are