Joseph A. Alutto
University at Buffalo
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Publication
Featured researches published by Joseph A. Alutto.
Academy of Management Journal | 1981
Saroj Parasuraman; Joseph A. Alutto
This paper identifies seven sources of stress in the work environment and examines the relationship of contextual, task, and role-related variables to such stressors. Both the type and magnitude of...
Academy of Management Journal | 1974
Joseph A. Alutto; Franklin Acito
The article provides information on a study by J. A. Alutto and J. A. Belasco, which examined the effectiveness of participation decision making. A small western New York cutting tool manufacturing...
Industrial and Labor Relations Review | 1969
Harrison M. Trice; James A. Belasco; Joseph A. Alutto
Deals with a study that explored the ceremonial aspects of personnel role with particular emphasis on organizational significance of ceremonials. Relevance of ceremonials for personnel administrators; Ceremonials of relevance for individual role performers; Role of ceremonials in the stability or equilibrium functions of a business organization. (Abstract copyright EBSCO.)
Industrial and Labor Relations Review | 1974
Joseph A. Alutto; James A. Belasco
Determination of the factors that influenced the attitudes of white-collar workers toward joining unions and participating in strikes. Reasons for the intra- and inter-group variations in militancy; How the nature of occupations accounts for the levels of militancy; Relationship between personality traits and attitudinal militancy. (Abstract copyright EBSCO.)
Educational Administration Quarterly | 1972
James A. Belasco; Joseph A. Alutto
The following article examines the relationship between the levels of satisfaction experienced by teachers and their state of decisional participation. Following March and Simon and Katz and Kahn, satisfaction was defined as a willingness to remain within the current school organization despite inducement to leave. Decisional participation was defined as the discrepancy between current and preferred levels of participation.
Educational Administration Quarterly | 1973
Joseph A. Alutto; James A. Belasco
The following article examines the correlates of three separate con figurations of teacher participation in school system decision making. Defining decisional participation in terms of differences in the number of decisions in which teachers wish to participate and the number of deci sional instances in which they actually participate, the identified deci sional patterns are Deprivation, Equilibrium and Saturation. Four hy potheses relating personal and organizational characteristics to these decisional conditions are tested. Joseph A. Alutto is Associate Professor of Organizations and Human Resources at the State University of New York at Buffalo and James A. Belasco is Professor of Management at San Diego State College.
Academy of Management Journal | 1982
Steven E. Markham; Fred Dansereau; Joseph A. Alutto
The article presents a study which examined whether absenteeism rates are related to the relative size of work groups as they change over time. The study has utilized data from the organizational r...
Academy of Management Journal | 1977
Joseph A. Alutto; Donald J. Vredenburgh
The article discusses a 1977 study on the decision-making involvement of nurses in the health care industry. The conceptualization of decisional participation was done by means of a construct contr...
Applied Psychological Measurement | 1983
Steven E. Markham; Fred Dansereau; Joseph A. Alutto; MacDonald Dumas
Problems in drawing inferences about leadership phenomena when multiple units of analysis (groups and individuals) simultaneously exist in a data set are addressed. Using a technique recommended by Dan sereau and Dumas (1977), within-unit and between- unit sources of covariation are examined for data con taining matched superior-subordinate reports. In this data set matched superior-subordinate reports were not significantly correlated at the individual level. When supervisory group differences were held constant, however, the relationships between these matched re ports were significantly greater than zero. This conver gent validity within supervisory units suggests an ap proach to validity which is not included in traditional theories of leadership.
Academy of Management Journal | 1969
James A. Belasco; Joseph A. Alutto
Data reported in this paper indicate that staff-line conflicts may be less severe and essentially different in nature than had been previously assumed. Analysis indicates general agreement between ...