Robert W. Renn

Development and field test of a feedback seeking, self-efficacy, and goal setting model of work performance

This field study examined the relationships among a set of feedback seeking, social cognitive, and goal setting constructs and the work performance of one hundred thirty-six sales and customer-service representatives. As hypothesized, feedback seeking and self-efficacy related to two dimensions of work performance (i.e., work quantity and work quality) through feedback-based goals. In addition, self-efficacy and feedback seeking mediated the relationship between two individual differences (viz., personal control perceptions and external feedback propensity) and both dimensions of work performance. The findings extend research on work performance by underscoring the importance of incorporating feedback into work-related improvement goals when investigating the relationship between feedback seeking and work performance. The findings also provide insight into the motivational processes underlying the relationship among personal control perceptions, external feedback propensity, and work performance. Theoretical and practical implications are discussed.

Technology-assisted supplemental work and work-to-family conflict: The role of instrumentality beliefs, organizational expectations and time management

People engage in technology-assisted supplemental work (TASW) when they perform role-prescribed tasks at home after regular work hours with the aid of technological tools such as laptops, cell phones, BlackBerries®, and PDAs. Drawing from the technology acceptance model, we hypothesized and found that instrumentality beliefs (perceived usefulness) and organizational expectations (psychological climate) were positively related to TASW. In addition, we hypothesized and found that TASW was positively related to work-to-family conflict. However, time management (setting goals and priorities) moderated the relationship such that people who apply certain time management strategies may reduce the negative influence of TASW on their lives at home.

Participation's effect on task performance: Mediating roles of goal acceptance and procedural justice

Abstract Drawing on goal setting and procedural justice theories, a model of the mediating roles of goal acceptance and procedural justice perceptions was developed and tested with a two-step approach to structural equation modeling. The sample included 200 employees who participated in a two-year goal-setting program used by one organization located in the southeastern United States. Results indicated that participation was not directly associated with task performance but was indirectly and positively related to task performance through goal acceptance. Results also indicated that participation was related positively to procedural justice perceptions of the goal-setting program; however, procedural justice perceptions regarding the goal-setting program were unrelated to task performance. The discussion centers why goal acceptance and not procedural justice mediated the participation-task performance relationship and on the theoretical and practical implications of the findings.

THE IMPACT OF TELECOMMUTING DESIGN ON SOCIAL SYSTEMS, SELF-REGULATION, AND ROLE BOUNDARIES

As more companies and employees become involved in telecommuting, researchers and managers will need to understand the effects of this relatively new working arrangement on the work perceptions and behaviors of the individual telecommuter. The extant empirical literature provides mixed results and is limited by a lack of theory; consequently, neither researchers nor managers can rely on this literature for clear direction on how telecommuting will likely affect individual telecommuters. There is a critical need for theoretical frameworks to guide research on how telecommuting may affect the telecommuter’s job perceptions, working relations, and work outcomes. We present a multi-dimensional framework of telecommuting design, and focus on how telecommuting design may affect the telecommuter’s work environment and outcomes through its effects on the social system of the telecommuter, autonomy and self-management opportunities and requirements, and role boundaries, particularly in terms of the work and non-work interface. Our goal is to provide a framework to assist managers and researchers in systematically addressing questions of how to design telecommuting arrangements to maximize their potential benefits while minimizing their potential drawbacks.

Should I stay or should I go? The role of risk in employee turnover decisions

The decision to leave a job has long been infused with risk for the worker deciding whether or not to leave the organization. However, the role of risk in employee turnover decisions has been largely unexplored in the turnover literature. This article integrates concepts from the turnover and risk literatures to better understand the decision processes of workers contemplating the decision to leave a job. The article offers two studies that investigate the impact of risk perceptions and turnover risk propensity on that decision. Study 1, a field study based on a sample of 155 US service workers in the gaming industry, shows that risk perceptions and propensity for risk moderate the relationship between turnover intentions and turnover behavior. Study 2, a laboratory experiment based on a sample of 222 working students, explores the role of framing and social influences on perceptions of risk and individual tendencies for risk-taking in a turnover context. Findings from Study 2 suggest that positive framing impacts on an individuals propensity for risk-taking when considering leaving a job, but does not impact on individual perceptions of risk, thus supporting the predictions of prospect theory in a turnover context. Taken in concert, these studies provide insight into how risk influences the decision processes of workers considering whether to sever an employment relationship. The implications and limitations of the research are discussed, and the relevance for future research is highlighted.

Employee Responses to Performance Feedback from the Task: A Field Study of the Moderating Effects of Global Self-Esteem

A large body of research has examined the effects of feedback on work attitudes and behaviors. However, the role of individual differences in feedback-response relations has not been as thoroughly examined. In this field study, the moderating effects of global self-esteem (SE) on the relationship between performance feedback from the task and several work attitudes and behaviors were examined. As predicted, SE interacted with the frequency of performance feedback from the task to account for significant amounts of additional variance in job performance, general job satisfaction, absenteeism, and job search intentions. Specifically, low SEs had lower performance, absenteeism, and job search intentions than high SEs in relation to frequent performance feedback from the task. High SEs reported greater job satisfaction than low SEs in response to frequent task-derived performance feedback. The discussion centers on the implications the findings have for future research and for human resource management.

The Roles of Personality and Self-Defeating Behaviors in Self-Management Failure

This article proposes an individual-level theoretical framework of self-management failure. First, the authors introduce six self-defeating behaviors (SDBs) to the organizational literature. Second, they explain how personality may predispose employees to engage in these SDBs. Third, they define self-management failure and analyze how each SDB can undermine standard setting, operating, and monitoring. Throughout their presentation of the framework, the authors offer several research propositions. Finally, they discuss both the practical and theoretical implications of the framework.

Differences in Employee Attitudes and Behaviors Based on Rotter's (1966) Internal-External Locus of Control: Are They All Valid?

Rotters (1966) Internal-External Locus of Control (LOC) has been widely used to explain differences in many employee attitudes and behaviors. A review of organization studies employing Rotters LOC scale reveals, however, that researchers used different strategies for classifying employees as “internals” and “externals,” and different statistical techniques and research designs to test hypothesized internal-external (I-E) differences. The present study examined the influence these variations in research method and design have on expected (I-E) differences in a blue-collar and a professional sample. Results showed that findings regarding expected 1-E differences varied by research method and design and were more likely to be supported: (1) when they were tested with I-E subgroups formed with only employees scoring at the extremes on Rotters LOC scale, (2) when they were examined in a cross-sectional rather than a longitudinal research design, (3) when they were based on self-report rather than behavioral outcomes, and (4) when they were examined within the professional rather than the blue-collar sample. The present studys results suggest, therefore, that reported I-E differences on some employee attitudes and behaviors may not be as valid as suggested by past studies. Moreover, the results suggest a need for a meta-analysis of the organizationally-relevant LOC literature to determine which differences in employee attitudes and behaviors are due to true differences on the LOC construct and which are due to statistical artifacts. Further implications of the present studys results and recommendations for future LOC research are discussed.

The Relationship of Social Exclusion at Work With Self-Defeating Behavior and Turnover

ABSTRACT Although studies indicate that perceived social exclusion is positively related to self-defeating behavior (SDB) and turnover intentions, studies have not integrated this research to examine the potential links among perceived social exclusion at work, SDB, and actual turnover. Using multisource data obtained from 246 employees and their immediate supervisors, we obtained support for a theoretical model in which perceived social exclusion relates directly and positively to turnover intentions and turnover, and indirectly and positively to turnover via two SDBs and turnover intentions. We discuss the theoretical implications of the findings and directions for future research.

Further examination of the measurement properties of Leifer & McGannon's (1986) Goal Acceptance and Goal Commitment Scales

The factor structure and discriminant validity of the Leifer & McGannon (1986) Goal Acceptance and Goal Commitment Scales were examined with structural equation modelling and a sample of employees (N = 196) who participated in a 2-year goal-setting programme. Confirmatory factor analysis indicated that the Goal Acceptance and Goal Commitment Scales measured two factorially distinct constructs. Internal consistency reliabilities were .81 for the Goal Acceptance Scale and .88 for the Goal Commitment Scale. Structural equation analysis indicated that both scales related positively to performance but differentially related to participation, satisfaction with supervision and goal difficulty.