Larry L. Cummings

Single-Item Versus Multiple-Item Measurement Scales: An Empirical Comparison

Common methods variance often is a problem with psychological measures that require respondent self-reports of attitudes, beliefs, perceptions, and the like. The present study examined this problem by comparing multiple-item, Likert-type measures of psychological constructs to single-item, non-Likert-type measures of the same constructs. Using confirmatory factor analysis, the alternative forms were compared on criteria of methods variance and construct validity. Neither method appeared to be empirically better than the other. Unusual situations in which well-developed single-item measures might be appropriate are discussed.

Collectivism, propensity to trust and self-esteem as predictors of organizational citizenship in a non-work setting

This study examined organizational citizenship of residents in a housing cooperative setting where roles were not influenced by traditional employee–employer work relationships. Results demonstrate that the individual differences of collectivism and propensity to trust predicted organizational citizenship (assessed six months later). In addition, organizational-based self-esteem fully mediated the effects of collectivism and propensity to trust on organizational citizenship, and tenure moderated the trust—self-esteem relationship. We discuss the implications of these results given the changing nature of work and the increasing importance of non-work organizations. Copyright

Research in Organizational Behavior: An Annual Series of Analytical Essays and Critical Reviews, Vol. 2.

This is the 18th volume in an annual series of reviews of research in organizational behaviour. This volume covers such topics as affective events theory, motivational agendas in the workplace and consequences of public security for leaders and their organizations.

The Effects of Information Technology and the Perceived Mood of the Feedback Giver on Feedback Seeking

A major tenet in organizational behavior literature is that feedback improves performance. If feedback is thought to improve performance, then individuals should actively seek feedback in their work. Yet, surprisingly, individuals seldom seek feedback perhaps because of face-loss costs of obtaining feedback face-to-face. Furthermore, in cases where the giver is perceived to be in a bad mood, individuals may be even more reluctant to seek feedback if they believe seeking feedback risks the givers wrath and a negative evaluation. In this paper, we explain how information technology can be designed to mediate feedback communication and deliver feedback that promotes feedback seeking. In a laboratory experiment, the effects of information technology and the perceived mood of the feedback giver on the behavior of feedback seekers are examined. The results showed that individuals in both the computer-mediated feedback environment and the computer-generated feedback environment sought feedback more frequently than individuals in the face-to-face feedback environment. In addition, individuals sought feedback more frequently from a giver who was perceived to be in a good mood than from a giver who was perceived to be in a bad mood.

Situational strength – A framework for understanding the role of individuals in initiating proactive strategic change

This article brings together research perspectives on strategic change and organizational behavior to construct a series of theoretical propositions regarding the likelihood that a firm will undertake a change in strategy. Drawing on the concept of “situational strength”, it is argued that the personality traits of strategic decision makers interact with environmental conditions faced by the firm to influence the likelihood of a firm’s change in strategy. In weak situations, individual differences are likely to exert significantly more influence on the firm’s likelihood of undertaking a strategic change than in strong situations.

The Impact of Role Diversity, Job Level, and Organizational Size on Managerial Satisfaction.

Role diversity-operationalized by the number of relevant role senders-job level, subunit size, and company size are examined in this paper as determinants of perceived managerial satisfaction. Perceived need satisfaction, need fulfillment deficiency, need importance, and possibility of need fulfillment serve as the dependent variables. Role diversity and job level are found to be more significantly related to need satisfaction and possibility of need fulfillment than subunit or company size. Results are interpreted in the context of role theory and previous research by Porter. Administrative implications are suggested in the areas of reward system design and managerial motivation.

Creative Behavior as a Function of Task Environment: Impact of Objectives, Procedures, and Controls

Conflicting trends in the literature concerning task environments and structures conducive to creativity are reviewed, and an experiment examines the effects on creative performance of objectives, ...

PANEL ANALYSIS OF FEEDBACK-SEEKING PATTERNS IN FACE-TO-FACE, COMPUTER-MEDIATED, AND COMPUTER- GENERATED COMMUNICATION ENVIRONMENTS '

This study extends 1993 work by Ang, et al. and provides a temporal assessment of feedback sign and feedback communication environments on feedback-seeking behavior of 72 subjects. Analysis indicated that positive feedback engendered greater subsequent seeking than negative feedback. Subjects in both computer-mediated and computer-generated feedback environments were more willing to seek feedback on the next immediate opportunity than to defer seeking to later occasions. In contrast, subjects in the face-to-face environment were more reticent in seeking feedback on the next available opportunity, preferring either to delay it to later occasions or not to seek feedback. We discuss the results in the context of face-loss costs and public-image implications of feedback-seeking behavior.

Managerial Process and Organizational Behavior.

The article reviews the book “Managerial Process and Organizational Behavior,” by Alan C. Filley and Robert J. House.

Organizations in Action: Social Science Bases of Administrative Theory

This article presents reviews of two books, “Organizations in Action: Social Science Bases of Administrative Theory,” by James D. Thompson and “To Know As We Are Known: A Spirituality of Education,” by Parker J. Palmer.