Jerry M. Newman

Individualized leadership: A new multiple-level approach

Abstract A model of “individualized leadership” from the perspective of formally assigned superiors and subordinates is developed and tested. “Leadership” is defined as occurring when a superior is able to secure satisfying performance from a subordinate. It is shown that one mechanism for securing leadership is for a superior to provide support for a subordinates feelings of self-worth. Analysis of data from U.S. and foreign sources indicate that in the absence of support for a subordinates feelings of self-worth, a superior will not become a leader for that subordinate or receive satisfying performance. In contrast to traditional approaches, the authors show that to be successful, leadership efforts must vary within and between work groups, depending on the individual (subordinate) with whom a superior interacts; thus, the term “individualized leadership.”

Changes in Employee Attitudes after an Acquisition: A Longitudinal Analysis

Information on job characteristics, facet satisfaction, overall satisfaction, and organizational commitment were obtained from bank employees both before the announcement of an acquisition (n = 108) and after the actual acquisition (n = 49). Correlational analysis and a repeated measures ANOVA indicated significant declines in perceived job characteristics, satisfaction, and organizational commitment after the acquisition. The nature of these changes is discussed along with recommendations for minimizing the disruptive effect of an acquisition.

Pay Meaning, Satisfaction and Size of a Meaningful Pay Increase

Individual variation in the size of a meaningful pay increase is examined from four competing perspectives: (a) based on psychophysical laws relating stimulus change to initial stimulus level, (b) based on equitable treatment, (c) based on the symbolic role of money, and (d) based on individual pay/job dissatisfaction and perceived increases needed to reestablish equilibrium. Results for 77 business school alumni providing self-report data on salary histories, pay meaning, and satisfaction suggest that all but a psychophysical explanation play significant roles in determining the size of a meaningful pay increase.

Associations among Performance Appraisal, Compensation, and Total Quality Programs

In a sample of 56 organizations, the relationship between attainment of quality and performance appraisal that was “progressive” in nature was stronger than the relationship between attainment of quality and “traditional” appraisal. There was no significant difference in the relationship of quality with “traditional” or “progressive” practices of compensation. The results are discussed and implications for organizations are noted.

The FLSA Overtime Provision A New Controversy

An alternative to the traditional overtime-pay scheme can save a company substantially in direct-labor costs. Its legal under the Fair Labor Standards Act—but its not trouble-free.

Identifying targets of scientific inquiry: obstacles to the advancement of organization science

In many colleges and universities, publication is a key factor in evaluating the academic productivity of faculty. Moreover, the pressure to publish may drive scholars to identify research questions that are believed to have a greater probability of being published rather than being driven by their interests in an important research question that will advance the field. A critical question then, is to what extent publication outlets reinforce a pattern of publications that are well-suited to the research enterprise − encouraging contributions that extend the frontiers of what is already known. Analysis of both accepted and rejected empirical manuscripts from two leading journals in organization science reveal that novel research is less likely to be published, but more likely to be cited. Results are used as a basis for making inferences about the publication process and for commentary related to the advancement of organization science as a field of study.

Leadership observations of an undercover fast‐food worker

Purpose – The article aims to provide a personal view of working in a fast‐food service environment.Design/methodology/approach – This is an opinion piece written by a professor at SUNY Buffalos School of Management.Findings – The author worked undercover as a crew member in one of the “big three” fast food companies, a site particularly rich with good and bad leadership examples which are summarised.Originality/value – The article provides insightful examples of present employment relations and leadership skills in the American fast‐food industry.

What is Discrimination? An Evaluation Based on the Word of God (i.e., OFCCP, EEOC).

This paper deals with the practical problem of defining employment discrimination in a manner consistent with OFCCP and EEOC guidelines. Degree of adverse impact and test validity are shown to be i...