Dirk D. Steiner

A Current Look at the Job Satisfaction/Life Satisfaction Relationship: Review and Future Considerations

We review the literature on the relationship between job satisfaction and life satisfaction on its theoretical, empirical, and methodological bases. Our review indicates that recent theoretical work is too often characterized by repeatedly confirming the spillover hypothesis to the exclusion of advancing further theoretical developments. The greater sophistication of statistical analyses is cited as one of the few recent methodological advances. Our review focuses on theoretical and methodological developments needed in future research. The areas of multiple links between job and life satisfactions, life stages, and satisfaction as a disposition are described as potential areas for theoretical advances. Methodologically, we suggest improvements by focusing attention on construct validity and the use of longitudinal designs.

The Role of the Initial Interaction in Leader-Member Exchange

The present research employed a correlational-design laboratory study to examine the initial-interaction component of a developmental model of Graens leader-member exchange theory of leadership proposed by Dienesch and Liden (1986). The influence of ability, liking, and the three upward-influence tactics of ingratiation, assertiveness, and rationality on the quality of leader-member exchange was examined both from the perspective of group leaders and members. The 188 subjects were assigned to groups of 4 (a leader and 3 members). From the leaders perspective, liking for members and ability of members were the variables most consistently related to quality of leader-member exchange. From the members perspective, all variables except self-assessed ability were related to quality of leader-member exchange. The differences in perspective between leaders and members are discussed.

Common comparison standards : An approach to improving agreement between self and supervisory performance ratings

This study examined differential comparison standards (i.e., comparative bases for performance evaluation) and their effects on agreement between supervisory raters and selfraters within the context of a performance appraisal system. The purpose of the research was to examine differential comparison standards as an underlying mechanism in the traditionally poor correlation between self and supervisor performance ratings. Supervisor and subordinate rater dyads (N = 106 dyads) evaluated job performance across 3 dimensions, using 5 different comparison standards (ambiguous, internal, absolute, relative, and multiple). Results support the hypotheses, indicating that more explicit and objective comparison standards produced higher levels of interrater agreement. The implications of these findings in terms of comparison standards being adopted in current research and future performance appraisal systems are discussed.

Immediate and delayed primacy and recency effects in performance evaluation.

Serial position of a single poor or good performance was manipulated in a series of average performances to examine its effect on performance ratings. In Study 1, 333 undergraduate Ss viewed four videotaped lectures in one session. Overall performance ratings showed a recency effect when good perfor

Value Perceptions in Leader-Member Exchange

Abstract In a simulation study, I examined the potential role of values in leader-member exchanges (Dansereau, Graen, & Haga, 1975). Little research has been conducted to determine the factors influential in the development of leadership versus supervisory exchanges (Dienesch & Liden, 1986). In this study, greater similarity between supervisor and subordinate values was perceived in leadership exchanges. The study was conducted in France and the United States. No support was gained for the hypothesis that similarity would be less important in France. The results did suggest greater individualism among American subjects and more conformity among French subjects.

Distributional ratings of performance: further examination of a new rating format

We examined several aspects of construct validity evidence for a distributional rating format by comparing it with a Behavioral Observation Scale (BOS) rating form and determining whether raters were sensitive to differences in performance variability. Raters were assigned to 1 of 2 instructional procedures, 1 of 2 form orderings (BOS or distributional rating first), and 1 of 5 conditions of performance variability. Ss rated an instructors performance after viewing 4 videotaped excerpts of his lectures. Mean ratings were lower using the distributional format relative to the BOS format. The distributional ratings indicated that Ss were sensitive to the different variability conditions. We discuss the potential of distributional ratings for providing a richer source of performance information than more traditional ratings

A review of meta-analyses in organizational behavior and human resources management : an empirical assessment

The use of meta-analysis in Organizational Behavior and Human Resources Management is reviewed by coding 35 studies on 21 methodological variables. Results indicated tremendous variability in applying this approach. Suggestions for researchers employing this technique are presented, and implications of its improper use are discussed.

Surface acting in service: A two-context examination of customer power and politeness

To date, the role of employee perceptions of customers has largely been overlooked in the emotional labor literature, particularly in the area of customer power. In two studies, we first examined the relationships between perceptions of the customer (i.e. power and politeness), surface acting and job-related outcomes in a typical service context (a department store; Study 1) and then explored the generalizability of these findings to a health care service context (a nursing home; Study 2), in which customer–employee relationships, the emotional climate and customer behavior norms differ substantially. Survey results indicate that for department store employees, perceiving customers as having higher power was associated with more reported surface acting and that certain negative effects of surface acting were exacerbated by interacting with impolite customers. These results were not replicated in our sample of nursing home employees. Our research suggests that customer-related variables have an impact on surface acting strategies, both in terms of usage and its relationship to job-related outcomes in certain service contexts. Divergent findings across our two studies suggest that different service contexts may require different assumptions regarding surface acting, customer perceptions and outcomes.