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Dive into the research topics where Steven G. Rogelberg is active.

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Featured researches published by Steven G. Rogelberg.


Organizational Research Methods | 2007

Introduction: Understanding and dealing with organizational survey nonresponse

Steven G. Rogelberg; Jeffrey M. Stanton

A survey is a potentially powerful assessment, monitoring, and evaluation tool available to organizational scientists. To be effective, however, individuals must complete the survey and in the inevitable case of nonresponse, we must understand if our results exhibit bias. In this article, the nonresponse bias impact assessment strategy (N-BIAS) is proposed. The N-BIAS approach is a series of techniques that when used in combination, provide evidence about a studys susceptibility to bias and its external validity. The N-BIAS techniques stem from a review of extant research and theory. To inform future revisions of the N-BIAS approach, a future research agenda for advancing the study of survey response and nonresponse is provided.A survey is a potentially powerful assessment, monitoring, and evaluation tool available to organizational scientists. To be effective, however, individuals must complete the survey and in the inev...


Organizational Research Methods | 2001

Using Internet/Intranet Web Pages to Collect Organizational Research Data

Jeffrey M. Stanton; Steven G. Rogelberg

Wide availability of networked personal computers within organizations has enabled new methods for organizational research involving presentation of research stimuli using Web pages and browsers. The authors provide an overview of the technological challenges for collecting organizational data through this medium as a springboard to discuss the validity of such research and its ethical implications. A review of research comparing Web browser–based research with other administration modalities appears to warrant guarded optimism about the validity of these new methods. The complexity of the technology and researchers’ relative unfamiliarity with it have created a number of pitfalls that must be avoided to ensure ethical treatment of research participants. The authors highlight the need for an online research participants’ bill of rights and other structures to ensure successful and appropriate use of this promising new research medium.


Journal of Applied Psychology | 2003

Profiling active and passive nonrespondents to an organizational survey.

Steven G. Rogelberg; James M. Conway; Matthew E. Sederburg; Christiane Spitzmüller; Shahnaz Aziz; William E. Knight

In this field study (N = 405) population profiling was introduced to examine general and specific classes of nonresponse (active vs. passive) to a satisfaction survey. The active nonrespondent group (i.e., purposeful nonresponders) was relatively small (approximately 15%). Active nonrespondents, in comparison with respondents, were less satisfied with the entity sponsoring the survey and were less conscientious. Passive nonrespondents (e.g., forgot), who represented the majority of nonrespondents, were attitudinally similar to respondents but differed with regard to personality. Nonresponse bias does not appear to be a substantive concern for satisfaction type variables--the typical core of an organizational survey. If the survey concerns topics strongly related to Conscientiousness and Agreeableness, the respondent sample may not be representative of the population.


Journal of Applied Psychology | 2006

Not Another Meeting! Are Meeting Time Demands Related to Employee Well-Being?

Steven G. Rogelberg; Desmond J. Leach; Peter Warr; Jennifer L. Burnfield

Using an interruptions framework, this article proposes and tests a set of hypotheses concerning the relationship of meeting time demands with job attitudes and well-being (JAWB). Two Internet surveys were administered to employees who worked 35 hr or more per week. Study 1 examined prescheduled meetings attended in a typical week (N=676), whereas Study 2 investigated prescheduled meetings attended during the current day (N=304). As proposed, the relationship between meeting time demands and JAWB was moderated by task interdependence, meeting experience quality, and accomplishment striving. However, results were somewhat dependent on the time frame of a study and the operational definition used for meeting time demands. Furthermore, perceived meeting effectiveness was found to have a strong, direct relationship with JAWB.


Journal of Applied Psychology | 2000

Employee attitude surveys: examining the attitudes of noncompliant employees.

Steven G. Rogelberg; Alexandra Luong; Matthew E. Sederburg; Dean Cristol

Employees (N = 194) from a wide variety of organizations participated in this study aimed at describing the attitudes of individuals who refuse to respond to an employee survey request (noncompliants). Noncompliants, in comparison with those individuals who would comply with the survey request, possessed greater intentions to quit, less organizational commitment, and less satisfaction toward supervisors and their own jobs. Noncompliants also possessed more negative beliefs regarding how their organization handles employee survey data (e.g., does not act on survey data). No significant differences were found for work-related demographic variables, satisfaction with pay, and satisfaction with promotion opportunities. Implications for survey research are discussed along with methods to address nonresponse and noncmpliance.


Organizational Research Methods | 2001

Attitudes toward Surveys: Development of a Measure and Its Relationship to Respondent Behavior

Steven G. Rogelberg; Gwenith G. Fisher; Douglas C. Maynard; Milton D. Hakel; Michael Horvath

Attitudes toward surveys were conceptualized as having two relatively independent components: feelings about the act of completing a survey, called survey enjoyment, and perceptions of the value of survey research, called survey value. After developing a psychometrically sound measure, the authors examined how the measure related to respondent behaviors that directly impact the quality and quantity of data collected in surveys. With the exception of a response distortion index, survey enjoyment was generally related to all the respondent behaviors studied (item response rates, following directions, volunteering to participate in other survey research, timeliness of a response to a survey request, and willingness to participate in additional survey research). Survey value was related to item response rates, following directions, and willingness to participate in additional survey research. A respondent motivation and intentions explanation is provided. Although the identified effect sizes were generally small, a number of practical implications emerge and are discussed.


International Journal of Selection and Assessment | 2003

Selection in Teams: An Exploration of the Teamwork Knowledge, Skills, and Ability Test

Anita C. McClough; Steven G. Rogelberg

In 1994, Stevens and Campion introduced the Teamwork Knowledge, Skills, and Ability test (teamwork KSA test) for selecting employees for team-based organizations. Using experimental data from 57 student teams (N = 227), we examined this tests relationship with both the behavior of the assigned leader in a team and the behavior of the other team members, respectively. We found that the teamwork KSA test successfully predicted individual team member behavior as indexed by external raters (=.31) and peers (=.34) such that higher scores on the teamwork KSA test related to greater individual effectiveness within the team. The teamwork KSA test was unrelated to the behavior of the assigned leader in the teams studied. Self-efficacy for teamwork was not related to individual behavior in teams, nor did it moderate the relationship between the teamwork KSA test and individual performance in teams. Limitations as well as directions for future research in team selection are discussed.


Group Dynamics: Theory, Research, and Practice | 2005

Meetings and More Meetings: The Relationship Between Meeting Load and the Daily Well-Being of Employees

Alexandra Luong; Steven G. Rogelberg

Meetings are an integral part of organizational life; however, few empirical studies have systematically examined the phenomenon and its effects on employees. By likening work meetings to interruptions and daily hassles, the authors proposed that meeting load (i.e., frequency and time spent) can affect employee well-being. For a period of 1 week, participants maintained daily work diaries of their meetings as well as daily self-reports of their well-being. Using hierarchical linear modeling analyses, the authors found a significant positive relationship between number of meetings attended and daily fatigue as well as subjective workload (i.e., more meetings were associated with increased feelings of fatigue and workload).


Journal of Management | 2006

Subordinates' Resistance and Managers' Evaluations of Subordinates' Performance

Bennett J. Tepper; Mary Uhl-Bien; Gary F. Kohut; Steven G. Rogelberg; Daniel E. Lockhart; Michael D. Ensley

The authors explored the validity of two perspectives as to how managers evaluate subordinates who resist downward influence attempts: a uniformly dysfunctional perspective (i.e., managers regard all manifestations of resistance as indicators of ineffective influence and rate subordinates unfavorably when they resist) and a multifunctional perspective (i.e., managers regard some manifestations of resistance as more constructive than others and rate subordinates more favorably when they employ constructive resistance tactics). The results of two studies provided support for an interactive model, which predicts that the uniformly dysfunctional perspective is characteristic of lower quality leader-member exchange (LMX) relationships and that the multifunctional perspective is characteristic of higher quality leader-member exchanges.


Journal of Business and Psychology | 1999

Customer Service Behavior: The Interaction of Service Predisposition and Job Characteristics

Steven G. Rogelberg; Janet L. Barnes-Farrell; Victoria Creamer

The achievement of customer satisfaction in service operations depends to a great extent on employee customer service behavior (CSB). In this study, 123 service providers (77% response rate) responded to a survey assessing service predisposition and job characteristics. Employees also completed a behaviorally based CSB measure developed after interviewing and surveying customers (n=96). Analyses suggest that job characteristics, alone, accounted for a significant amount of CSB variance. Job characteristics did not moderate the relationship between service predisposition and CSB. In contrast to previous work, service predisposition and CSB were not correlated. A service provider typology is presented to explain these findings.

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Joseph A. Allen

University of Nebraska Omaha

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Linda Rhoades Shanock

University of North Carolina at Charlotte

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Cliff W. Scott

University of North Carolina at Charlotte

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Benjamin E. Baran

Northern Kentucky University

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George C. Banks

University of North Carolina at Charlotte

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Jessie L. Olien

University of North Carolina at Charlotte

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Ronald S. Landis

Illinois Institute of Technology

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