Theresa J. B. Kline

Traditional versus Open Office Design A Longitudinal Field Study

Research in open office design has shown that it is negatively related to workers’ satisfaction with their physical environment and perceived productivity. A longitudinal study was conducted within a large private organization to investigatethe effects of relocating employees from traditional offices to open offices. A measure was constructed that assessed employees’satisfaction with the physical environment, physical stress, coworker relations, perceived job performance, and the use of open office protocols. The sample consisted of 21 employees who completed the surveys at all three measurement intervals: prior to the move, 4 weeks after the move, and 6 months after the move. Results indicated decreased employee satisfaction with all of the dependent measures following the relocation. Moreover, the employees’dissatisfaction did not abate, even after an adjustment period. Reasons for these findings are discussed and recommendations are presented.

Common method variance and specification errors: a practical approach to detection.

Abstract The purpose of this study was to demonstrate how examining the bivariate correlations between items in self-report measures can assist in differentiating between possible common method variance vs. model specification errors. Specifically, social desirability was viewed as either a possible source of common method variance or as a theoretically meaningful construct that should be included in the model of interest (i.e., a specification error). In the first instance, LISREL was used, and the level of correlation between measures of social desirability and measures of the five constructs of interest was manipulated. These results provided some insight as to when one needs to be concerned about the possible “common variance effects” on the structural model. In the second instance, the correlations between measures of social desirability and the measures of only two constructs of interest were again manipulated. These analyses illustrated the point at which the omission of social desirability as a theoretically relevant variable began to result in a poor fit of the structural model.

Visibility distance of highway signs among young, middle-aged, and older observers: icons are better than text

The visibility distances for young, middle-aged, and elderly observers of text and icon versions of four different highway signs were compared under day and dusk lighting conditions. No age differences were observed. Icon signs, however, were visible at much greater distances than were text signs for all three age groups, a difference that was more pronounced under dusk conditions. There were no age differences in the comprehension of icon signs, but there was considerable variability from one icon sign to another in the degree to which they were comprehended. Acuity was found to be a better predictor of the visibility distance of text signs in both day and dusk conditions than it was of icon signs. To the degree that they are comprehended, icon signs appear to offer drivers of all ages almost twice as much time in which to respond to them.

Virtual Team Leadership: Perspectives From the Field

The purpose of this study was to improve the understanding of virtual team leadership occurring within existing virtual teams in a range of organizations. Qualitative data were collected through comprehensive interviews with nine virtual team leaders and members from six different organizations. A semi-structured interview format was used to elicit extensive information about effective and ineffective virtual team leadership behaviours. Content analysis was used to code the interview transcripts and detailed notes obtained from these interviews. Two independent raters categorized results into themes and sub-themes. These results provide real-world examples and recommendations above and beyond what can be learned from simulated laboratory experiments. The four most important overarching findings are described using the following headings: 1) Leadership critical in virtual teams, 2) Virtual team meeting effectiveness, 3) Personalizing virtual teamwork, and 4) Learning to effectively use different media. These findings represent the most significant and pertinent results from this qualitative data and provide direction for future research, as well as practical recommendations for leaders and members of virtual teams.

The Manchester Driver Behaviour Questionnaire as a predictor of road traffic accidents

The Driver Behaviour Questionnaire (DBQ) has mainly been used as a predictor of self-reported road traffic accidents. The associations between crashes and the violation and error factors of the DBQ, however, may be spuriously high due to reporting bias. In the present study, the DBQ was tested as a predictor of self-reported and recorded accidents in four samples of private and professional drivers. The findings show that the DBQ scale only predicts self-reported accidents, not recorded crashes, despite the higher validity of company data and the higher means of the recorded data across these samples. The results can be explained by a common method variance bias. In a review of the DBQ research, the use of the instrument was found to be heterogeneous concerning the number of items, scales used and factor analytic methods applied. Thus, the DBQ may not be as homogeneous and as successful in predicting accidents as is often claimed.

Psychological and environmental empowerment: antecedents and consequences

Purpose – The aims of this paper are to clarify empowerment as a construct, assess whether environmental and psychological empowerment differentially predicts job outcomes, and investigate the effects of transformation and transactional leadership on empowerment.Design/methodology/approach – University students (n=197) rated leadership and empowerment in their workplaces and a number of job outcomes using an on‐line questionnaire.Findings – Results supported the proposition that empowerment should be separated into its behavioral and psychological components. The dimensions of empowerment also differentially predicted job outcomes. In particular, environmental empowerment was better at predicting outcomes than was psychological empowerment. It was also found that transformational and transactional leadership predicted environmental empowerment more strongly than psychological empowerment.Research limitations/implications – Limitations include that the study was cross‐sectional, used a student sample, and ...

Organizational Structure, Context, and Climate: Their Relationships to Job Satisfaction at Three Managerial Levels

Abstract Managers from 120 organizations (183 men and 27 women) from four major Canadian urban centers were surveyed about their job satisfaction. Seven aspects of job satisfaction were evaluated: satisfaction with the firm, pay, promotional opportunities, the job itself, other managers at the same level, immediate supervisor, and subordinates. Overall, managers at the highest level reported the most job satisfaction. For presidents, satisfaction was related to the organizations structure and context, as well as to its climate, whereas for middle managers and vice presidents, job satisfaction was related more frequently to the organizations climate and less frequently to its structure and context.

Intellectual capital management: pathways to wealth creation

Purpose – The management of intellectual capital (IC) within organizations depends on appropriate organizational structures and characteristics. This paper seeks to argue that certain structural, cultural, and climate characteristics will lead to more effective IC management.Design/methodology/approach – The paper reviews the theoretical and empirical IC literature, as well as the literatures regarding organic environments, trust, participative decision making, and creative renewal processes, to develop a model relating to the antecedent conditions necessary for the management of IC.Findings – The model developed will assist researchers in the identification and exploration of variables linked to the effective management of IC within organizations.Practical implications – It is concluded that managers of organizations need to create organic structures, build trust with employees, encourage creative renewal, and develop participative decision‐making processes.Originality/value – By integrating several fiel...

Predicting Teleworker Success: An Exploration of Personality, Motivational, Situational, and Job Characteristics

This study explored personality and motivational traits related to teleworker performance and satisfaction, including sociability, need for achievement and autonomy, diligence and organisation. Situational factors were also compared between teleworkers and non-teleworkers, such as number of children, job autonomy and job complexity. Implications for research and practice are discussed.

Organizational culture, climate and IC: an interaction analysis

Purpose – This study aims to empirically investigate the role of organizational culture and climate in supporting intellectual capital (IC) management systems. Specifically, it seeks to investigate the relationship between organizational characteristics (culture and climate) and IC management systems in the Middle East (Iran and Lebanon) and Canada.Design/methodology/approach – Data were gathered via a survey instrument and statistical analysis was used to test for significance between dependent and independent variables. Then a two‐stage hierarchical multiple regression was used to test for the nature and effects of country of origin as a moderating variable.Findings – The findings suggest that both culture and climate play significant roles in developing management systems for IC. In addition, for country, when organizational climate improves, Middle Eastern respondents perceived an even greater improvement in IC management systems compared to their Canadian counterparts.Originality/value – There is lim...