Mel Schnake

Levels of measurement and analysis issues in organizational citizenship behaviour research

The majority of work in organizational behaviour has been conducted at the individual level of theory, measurement and analysis. While the field of organizational behaviour may be viewed as largely mixed-level, incorporating individual, group and organizational-level phenomena, relatively few group-level and mixed-level theories with corresponding levels of research exist. This is particularly problematic for organizational citizenship behaviour (OCB) research, since OCB is theorized to exist at multiple levels. Several individual-level and group-level antecedents affect OCB, but it is OCB in the aggregate (i.e. group and organizational level) which impacts organizational effectiveness, which is another organizational-level phenomenon. A brief review of group-level and mixed-level research methodology is presented and these methods are then applied to a burgeoning area of organizational behaviour research, one which is inherently group and mixed-level, organizational citizenship behaviour (OCB). Implications of the different levels of measurement and analysis for OCB theory development and testing are discussed.

Effects of Differences in Superior and Subordinate Perceptions of Superiors' Communication Practices

Superior-subordinate communication is very important to the organizati n’s overall communication effectiveness. Research has shown that between 50 and 90 percent of a manager’s time may be spent communicating (Kelly, 1964; Horne & Lupton, 1965; Mintzberg, 1973). Much of this time is spent in face-to-face communication with subordinates (Penfield, 1974; Porter & Roberts, 1976). Jablin (1979) offers the following definition of superior-subordinate communication:

Predictors of propensity to turnover in the construction industry.

Relationships among perceived equity job satisfaction, organizational commitment, and propensity to turnover were investigated in a moderate-size firm in the construction industry. Analyses for 79 hourly male employees showed the strongest predictor of propensity to turnover was extrinsic satisfaction. This finding is contrary to previous research that showed strongest links between intrinsic satisfaction and propensity to turnover. Satisfaction with a supervisor was also significantly and positively related to propensity to turnover.

Use of Vicarious Punishment to Offset Effects of Negative Social Cues

This research experimentally investigated whether negative social cues decreased behavioral and affective responses on a simple clerical task among 88 undergraduates in co-acting groups. Vicarious punishment was examined as a strategy to offset the effects of negative social cues. Analysis shows that negative social cues have a deleterious effect on output but not on motivation or satisfaction with the social aspects of the work environment. Support for the use of vicarious punishment as a strategy for offsetting the deleterious effects of negative social cues was obtained.