Randall S Schuler
Biographic Data
| ID | 1197230 |
|---|---|
| NAME | Randall S Schuler |
| GIVEN NAMES | Randall S |
| FAMILY NAME | Schuler |
| SIGNATURE | SCHULER R S |
| AFFILIATIONS | New York University |
| ORCID | 0009-0005-3690-8621 |
| VERIFIED | Yes |
| TOTAL WORKS | 18 |
| TOTAL CITATIONS | 129 |
| AUTHOR COUNT | 18 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1973 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 5 |
Brainstorming
The brainstorming technique is an informal technique or tool for Group Decision‐Making.
Nominal Group Technique
The nominal group format is a structured Group Decision‐Making technique used for the generation of a vast quantity of alternatives relevant to group issues, problems, and concerns.
External learning activities and employee creativity in Chinese R&D teams
Purpose The purpose of this paper is to examine team external learning, particularly focusing on: how leader external learning behavior affects team external learning; how team external learning influences employee creativity; and whether team internal learning is a moderator between the cross‐level relationship of external learning and employee creativity in Chinese R&D teams. Design/methodology/approach Survey questionnaire were administered to…
Human resource planning: Challenges for industrial/organizational psychologists
I ABSTRACT: Human resource planning has traditionally been used by organizations to ensure that the right person is in the right job at the right time. Under past conditions of relative environmental certainty and stability, human resource planning focused on the short term and was dic- tated largely by line management concerns. Increasing environmental instability, demographic shifts, changes in technology, and heightened international competiti…
Strategic Human Resource Management and Industrial Relations
It has recently been suggested that the potentially dynamic and proactive role of employers in industrial relations be recognized (Kochan, McKersie, & Cappelli, 1984). Because incorporating the notion of strategic human resource management appears consistent with that suggestion, it is done here integrating frameworks of competitive strategy and human resource management practices using the rationale of needed employee role behaviors and cost and…
Linking Competitive Strategies with Human Resource Management Practices
Toward an understanding of the burnout phenomenon.
Les auteurs decrivent les antecedents et les consequences du phenomene de «burnout» (Freudenberger, 1974) apparaissant dans certaines professions et constitue des trois composantes d'epuisement emotionnel de depersonnallisation et de sentiments d'echec personnel
Human Resources Management in the 1980's
A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings
Organizational Crisis. Part I: Definition and Conceptualization
Initially, a two part definition of organizational crisis is presented, related to their significance and prevalence and reflecting either (a) opportunities to meet organizational goals or (b) demands or threats that may prevent an organization from attaining its goals or limiting its abilities to meet them and (c) which the organization seeks to resolve because outcome stakes are important and the ideal resolution strategy uncertain. Thus, crise…
Organizational Crisis. Part II: Strategies and Responses
The ways organizations respond to crisis can be described in terms of the level of the individual-short, intermediate, and long term-and the level of the organization as a whole-also short, intermediate, and long range. Different kinds of response have disparate implications for organizational effectiveness and survival. Some of the most effective responses can be counterintuitive and are not especially likely to occur, e.g., decentralization in …
A constructive replication and extension of a role and expectancy perception model of participation in decision making
Schuler's (1980) role and expectancy perception model of participation in decision making was replicated and extended. While Schuler's previous study examined only participation in deciding how to do the work, this study also examined participation in setting work objectives within the role and expectancy perception framework. Partial support for Schuler's model was found and the extension of the model was supported
An integrative transactional process model of stress in organizations
In this paper a definition and a conceptualization of stress in organizations are offered. Stress is defined as a perceived dynamic state about something important. The model developed in this paper incorporates organizational and individual stressors, individual appraisal of the stressors and individual responses to the stress including short term, intermediate and long term responses, both voluntary and involuntary. Critical to the model is the…
Role Conflict and Role Ambiguity: Integration of the Literature and Directions for Future Research
Although research on role conflict and ambiguity has been extensive, there has been only moderate consistency in the focus and results of the research, while several areas of role conflict and ambiguity research are still relatively unexamined. This paper suggests that a framework for organizing the recent research may assist in consolidating the field and providing an understanding of where we are, what is left to be done and, therefore, directi…
Definition and conceptualization of stress in organizations
Employees' Expectancy Perceptions as Explanatory Variables for Effectiveness of Participation in Decision Making
Employees' perceptual expectancies as an explanatory framework for the effectiveness of participation in decision making were investigated in a large public utility organization. The results supported the hypothesis that the effectiveness of participation in decision making is mediated by employees' perceptual expectancies of the effort-performance and the performance-outcome relationships ( n = 383). The results also suggested that the types of …
Relations of Discretionary and Nondiscretionary Leadership to Performance and Satisfaction in a Complex Organization
Leadership was conceptualized as consisting of a discretionary and nondiscretionary component. Discretionary leadership was that under control of the leader. Nondiscretionary leadership was that invoked by the organizational setting in which the leader operated. The setting was conceptualized in terms of twelve dimensions of the Organizational Practices Questionnaire. Leadership consisted of two reward and two sanctions dimensions. Interactive an…
Worker Background and Job Satisfaction: Comment
Role Conflict and Role Ambiguity: Integration of the Literature and Directions for Future Research
Although research on role conflict and ambiguity has been extensive, there has been only moderate consistency in the focus and results of the research, while several areas of role conflict and ambiguity research are still relatively unexamined. This paper suggests that a framework for organizing the recent research may assist in consolidating the field and providing an understanding of where we are, what is left to be done and, therefore, directi…
Organizational Crisis. Part I: Definition and Conceptualization
Initially, a two part definition of organizational crisis is presented, related to their significance and prevalence and reflecting either (a) opportunities to meet organizational goals or (b) demands or threats that may prevent an organization from attaining its goals or limiting its abilities to meet them and (c) which the organization seeks to resolve because outcome stakes are important and the ideal resolution strategy uncertain. Thus, crise…
An integrative transactional process model of stress in organizations
In this paper a definition and a conceptualization of stress in organizations are offered. Stress is defined as a perceived dynamic state about something important. The model developed in this paper incorporates organizational and individual stressors, individual appraisal of the stressors and individual responses to the stress including short term, intermediate and long term responses, both voluntary and involuntary. Critical to the model is the…
Strategic Human Resource Management and Industrial Relations
It has recently been suggested that the potentially dynamic and proactive role of employers in industrial relations be recognized (Kochan, McKersie, & Cappelli, 1984). Because incorporating the notion of strategic human resource management appears consistent with that suggestion, it is done here integrating frameworks of competitive strategy and human resource management practices using the rationale of needed employee role behaviors and cost and…
Human resource planning: Challenges for industrial/organizational psychologists
I ABSTRACT: Human resource planning has traditionally been used by organizations to ensure that the right person is in the right job at the right time. Under past conditions of relative environmental certainty and stability, human resource planning focused on the short term and was dic- tated largely by line management concerns. Increasing environmental instability, demographic shifts, changes in technology, and heightened international competiti…
Organizational Crisis. Part II: Strategies and Responses
The ways organizations respond to crisis can be described in terms of the level of the individual-short, intermediate, and long term-and the level of the organization as a whole-also short, intermediate, and long range. Different kinds of response have disparate implications for organizational effectiveness and survival. Some of the most effective responses can be counterintuitive and are not especially likely to occur, e.g., decentralization in …
Relations of Discretionary and Nondiscretionary Leadership to Performance and Satisfaction in a Complex Organization
Leadership was conceptualized as consisting of a discretionary and nondiscretionary component. Discretionary leadership was that under control of the leader. Nondiscretionary leadership was that invoked by the organizational setting in which the leader operated. The setting was conceptualized in terms of twelve dimensions of the Organizational Practices Questionnaire. Leadership consisted of two reward and two sanctions dimensions. Interactive an…
Worker Background and Job Satisfaction: Comment
Employees' Expectancy Perceptions as Explanatory Variables for Effectiveness of Participation in Decision Making
Employees' perceptual expectancies as an explanatory framework for the effectiveness of participation in decision making were investigated in a large public utility organization. The results supported the hypothesis that the effectiveness of participation in decision making is mediated by employees' perceptual expectancies of the effort-performance and the performance-outcome relationships ( n = 383). The results also suggested that the types of …
Relations of Discretionary and Nondiscretionary Leadership to Performance and Satisfaction in a Complex Organization
Leadership was conceptualized as consisting of a discretionary and nondiscretionary component. Discretionary leadership was that under control of the leader. Nondiscretionary leadership was that invoked by the organizational setting in which the leader operated. The setting was conceptualized in terms of twelve dimensions of the Organizational Practices Questionnaire. Leadership consisted of two reward and two sanctions dimensions. Interactive an…
Definition and conceptualization of stress in organizations
Role Conflict and Role Ambiguity: Integration of the Literature and Directions for Future Research
Although research on role conflict and ambiguity has been extensive, there has been only moderate consistency in the focus and results of the research, while several areas of role conflict and ambiguity research are still relatively unexamined. This paper suggests that a framework for organizing the recent research may assist in consolidating the field and providing an understanding of where we are, what is left to be done and, therefore, directi…
A constructive replication and extension of a role and expectancy perception model of participation in decision making
Schuler's (1980) role and expectancy perception model of participation in decision making was replicated and extended. While Schuler's previous study examined only participation in deciding how to do the work, this study also examined participation in setting work objectives within the role and expectancy perception framework. Partial support for Schuler's model was found and the extension of the model was supported
An integrative transactional process model of stress in organizations
In this paper a definition and a conceptualization of stress in organizations are offered. Stress is defined as a perceived dynamic state about something important. The model developed in this paper incorporates organizational and individual stressors, individual appraisal of the stressors and individual responses to the stress including short term, intermediate and long term responses, both voluntary and involuntary. Critical to the model is the…
Organizational Crisis. Part I: Definition and Conceptualization
Initially, a two part definition of organizational crisis is presented, related to their significance and prevalence and reflecting either (a) opportunities to meet organizational goals or (b) demands or threats that may prevent an organization from attaining its goals or limiting its abilities to meet them and (c) which the organization seeks to resolve because outcome stakes are important and the ideal resolution strategy uncertain. Thus, crise…
Organizational Crisis. Part II: Strategies and Responses
The ways organizations respond to crisis can be described in terms of the level of the individual-short, intermediate, and long term-and the level of the organization as a whole-also short, intermediate, and long range. Different kinds of response have disparate implications for organizational effectiveness and survival. Some of the most effective responses can be counterintuitive and are not especially likely to occur, e.g., decentralization in …
A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings
Toward an understanding of the burnout phenomenon.
Les auteurs decrivent les antecedents et les consequences du phenomene de «burnout» (Freudenberger, 1974) apparaissant dans certaines professions et constitue des trois composantes d'epuisement emotionnel de depersonnallisation et de sentiments d'echec personnel
Human Resources Management in the 1980's
Linking Competitive Strategies with Human Resource Management Practices
Strategic Human Resource Management and Industrial Relations
It has recently been suggested that the potentially dynamic and proactive role of employers in industrial relations be recognized (Kochan, McKersie, & Cappelli, 1984). Because incorporating the notion of strategic human resource management appears consistent with that suggestion, it is done here integrating frameworks of competitive strategy and human resource management practices using the rationale of needed employee role behaviors and cost and…
Human resource planning: Challenges for industrial/organizational psychologists
I ABSTRACT: Human resource planning has traditionally been used by organizations to ensure that the right person is in the right job at the right time. Under past conditions of relative environmental certainty and stability, human resource planning focused on the short term and was dic- tated largely by line management concerns. Increasing environmental instability, demographic shifts, changes in technology, and heightened international competiti…
External learning activities and employee creativity in Chinese R&D teams
Purpose The purpose of this paper is to examine team external learning, particularly focusing on: how leader external learning behavior affects team external learning; how team external learning influences employee creativity; and whether team internal learning is a moderator between the cross‐level relationship of external learning and employee creativity in Chinese R&D teams. Design/methodology/approach Survey questionnaire were administered to…
Brainstorming
The brainstorming technique is an informal technique or tool for Group Decision‐Making.
Nominal Group Technique
The nominal group format is a structured Group Decision‐Making technique used for the generation of a vast quantity of alternatives relevant to group issues, problems, and concerns.
Computer Science (13 works) · Psychology (13 works) · Social Psychology (11 works) · Business (6 works) · Knowledge management (6 works) · Social Psychology (6 works) · Applied Psychology (5 works) · Political science (5 works) · Applied Psychology (4 works) · Artificial Intelligence (4 works)