Gregory H. Dobbins

The influence of General Perceptions of the Training Environment on Pretraining Motivation and Perceived Training Transfer

The present study was conducted to determine whether trainees’ general beliefs about training affect pretraining motivation and transfer of training in a large-scale training curriculum. In addition, the influence of social support for training from four organizational constituents (top management, supervisors, peers, and subordinates) and task constraints in the work environment on pretraining motivation and training transfer were evaluated. Nine hundred sixty-seven managers and supervisors completed a questionnaire that assessed 14 constructs. Structural equations analysis with LISREL VII indicated that the overall reputation of training, intrinsic and compliance incentives, organizational commitment, and three social support variables (subordinate, supervisor, and top management support) were predictive of pretraining motivation. In addition, pretraining motivation and subordinate, peer, and supervisor support were predictive of managers’ perceived training transfer. These findings suggests that previo...

The Effects of Group Cohesion and Leader Behavior on Subordinate Satisfaction

The present study examined the effects of group cohesiveness and leader behavior on subordinate satisfaction in a military organiza tion. A total of 203 cadets completed measures of group cohesiveness, leader initiating structure, leader consideration, and several satisfac tion scales. Analyses indicated that (1) subordinates were more satisfied with leaders who exhibited high levels of initiating struc ture and consideration; (2) subordinates in high-cohesiveness groups were more satisfied than subordinates in low-cohesiveness groups; and (3) leader initiating structure and consideration were more positively related to subordinate satisfaction in high-cohesiveness groups than in low-cohesiveness groups. The results demonstrate the necessity of including group process variables in leadership theory and research. Implications of the findings forgroup effectiveness are also discussed.

Exploratory Field Study of Training Motivation: Infiluence of Involvement, Credibility, and Transfer Climate

The focus of this study was exploring the effects of several contextual factors on training motivation. Participants (N = 245) from 12 organizational training groups were given surveys designed to measure pretraining motivation, expected job and career utility of training, peer and supervisor training transfer climate, involvement in decision to be trained, and decision-maker credibility. Structural equations modeling indicated that (a) perceived job utility of training significantly predicted training motivation, (b) decision involvement resulted in higher perceptions of job and career utility, (c) decision-maker credibility affected job and career utiflity, and (d) supervisor training transfer climate affected anticipated job utility. Implications of the findings for increasing the effectiveness of training are discussed.

The Role of Self-Monitoring and Gender on Leader Emergence: A Laboratory and Field Study

Two studies were conducted to investigate the influence of self-monitoring ability and gender on leader emergence. In Study I, groups composed of a male high self-monitor, male low self-monitor, female high self-monitor, andfemale low self-monitor worked on a salary allocation task. At the end of the task, subjects completed questionnaires that asked them to select one group member as their leader. The amount of influence each group member exerted during the discussion was also assessed. Analyses indicated that high self-monitors emerged as leaders more frequently than did low self-monitors and men emerged as leaders more frequently than did women. Study II replicated these results in 9 volunteer organizations. Implications of the findings for managerial practice and future research are discussed.

Human resource management in a total quality organizational environment: Shifting from a traditional to a TQHRM approach

Abstract The major characteristics of a TQM organizational environment are reviewed and a conceptual framework distinguishing the process and content characteristics of traditional and total quality approaches to HRM is offered. Implications of this new paradigm for research in HRM are considered. It is concluded that future theoretical and empirical research must be responsive to the quality environment.

Antecedents and Effects of Outside Director’s Awareness of CEO Decision Style:

There have been increasing calls for greater outside directors to be more aware and informed about the firm S decisions and decision-making process. If outsiders are more informed, it is presumed that they will work more closely with the CEO, and as a result, positively influence firm performance. This research examined individual outside directors’ awareness of one prominent aspect of the CEO’S activity, namely the CEO’S strategic decision style. We found that the outside director3 awareness of the CEOS decision style was positively related to financial profitability and negatively related to financial risk after controlling for industry, organizational size, profit orientation, board leadership, and proportion of insiders. In addition, we found that the CEOS tenure was negatively related to outsider awareness, but this relationship was stronger in non-profit organizations and situations where the CEO did not chair the board. Implications of the findings for future research and application are discussed.

Implications of situational constraints on performance evaluation and performance management

Abstract Situational constraints and facilitators have not been adequately considered in the area of performance appraisal. In this article we examine the influence of situational constraints on observed performance levels and the performance evaluation process, including scale design, cognitive processing and rater training. In addition, implications of situational constraints for performance management and performance appraisal interviews are considered. We conclude that situational constraints have the potential to exert a significant influence on the performance evaluation process and should be more vigorously examined in future research.

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.

Evaluations of leadership in preferential and merit-based leader selection situations

Abstract This study investigated whether information can mitigate the adverse effects associated with preferential selection of a female leader. Groups of subjects were brought together in a laboratory to complete an In-Basket exercise. The perceived method of leader selection (preferential or merit-based) was manipulated. Fifteen minutes into the task, group members were either informed that the leader was performing very well or that the group was performing very well, or they did not receive any performance information. It was hypothesized that a preferentially selected female leader would receive lower ratings by group members on several dimensions of leader performance (e.g., effectiveness, initiating structure and consideration, contribution to the success of the group) and that group members would be less satisfied with the leader under this condition. Moreover, we expected leader-based information to mitigate the adverse effects of preferential selection. Analyses indicated that preferentially-based selection resulted in lower ratings on prototypical leadership characteristics, lower ratings of leader effectiveness, and a tendency to recommend replacing the leader in future tasks. In addition, signifcant feedback effects were found on ratings of leader behavior, ratings of leader effectiveness, and perceptions of the leaders contribution to the groups performance. Moreover, when group members were provided with specific information about leader performance, the adverse effects of preferential selection were minimized. Results, limitations, and future research are discussed.

Human resources, high technology, and a quality organizational environment: Research agendas

Abstract The major characteristics of a quality-oriented organizational environment are reviewed. Implications of a quality environment for human resource management (HRM) philosophy and practice in high technology firms are described. Research agenda for the major HRM functional areas of job analysis, performance appraisal, selection, and compensation are offered. It is concluded that future theoretical and empirical HRM research must be responsive to the growing quality orientation.