Steven G Rogelberg
Biographic Data
| ID | 172830 |
|---|---|
| NAME | Steven G Rogelberg |
| GIVEN NAMES | Steven G |
| FAMILY NAME | Rogelberg |
| SIGNATURE | ROGELBERG S G |
| AFFILIATIONS | University of North Carolina at Charlotte |
| VERIFIED | No |
| TOTAL WORKS | 15 |
| TOTAL CITATIONS | 31 |
| AUTHOR COUNT | 15 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2005 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 3 |
Late Again? A Cross-Cultural Comparison of Meeting Lateness Frustration by Punctual Attendees
Workplace meetings are often used to help accomplish individual, group, team, and organizational goals. Despite the relatively common occurrence of meeting lateness in U.S.-American samples, less is known regarding other cultural contexts. Following Conservation of Resources theory, we expect that employees from different cultures should experience meeting lateness as a legitimate stressor. Cross-cultural theory suggests that organizational pract…
Virtual voices: Exploring individual differences in chat and verbal participation in virtual meetings
Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT
ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating new, potentially trivial or practically irr…
The Power of the Inner Voice: Examining Self-Talk’s Relationship with Academic Outcomes
Purpose: People use self-talk (verbalized cognitions) to monitor and evaluate their performance, making it a vital construct in the self-regulation process. Research Methods/Approach: We coded 1,092 self-talk responses from 177 undergraduates for two types of self-talks, constructive and dysfunctional. Findings: We found constructive self-talk positively related to satisfaction, self-efficacy, and academic performance, whereas dysfunctional self-…
Passion contagion at work: Investigating formal and informal social influences on work passion
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
A Comparison of Frequency- and Agreement-Based Response Formats in the Measurement of Burnout and Engagement
The present research compares and contrasts frequency versus agreement response formats, two approaches to measuring job burnout and work engagement. Construct-based and measurement-based arguments for the superiority of the frequency response format in measuring burnout/engagement are provided, demonstrating that frequency-based measurements will explain relatively more variance in outcome variables. Fair comparison, time order counterbalance, a…
Let's get this meeting started: Meeting lateness and actual meeting outcomes
Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study …
Routinized killing of animals: Going beyond dirty work and prestige to understand the well-being of slaughterhouse workers
Slaughterhouse workers face the reality of industrialized meat production on a daily basis, experiencing firsthand the routinized killing of animals. This occupation provides a window through which to view one key way in which animals and organizations intersect in modern society. Given its proximity to death and undesirable required tasks, working in a slaughterhouse is classified as ‘dirty work’. Current theorizing, however, does not address ho…
On Leading Meetings: Linking Meeting Outcomes to Leadership Styles
Leading meetings represent a typically and frequently performed leadership task. This study investigated the relationship between the leadership style of supervisors and employees’ perception of meeting outcomes. Results showed that participants reported greater meeting satisfaction when their meeting leader was assessed as a considerate supervisor, with the relationship between considerate leadership style and meeting satisfaction being mediated…
Research Design
Kerlinger defines research design as “the plan and structure of investigation so conceived as to obtain answers to research questions.”
Research Methods
Carefully conducted research is the key means to the creation, integration, and appropriate application of new knowledge, without which the advancement of organizational behavior as a scientific discipline would not be possible.
Shouldering a silent burden: The toll of dirty tasks
Dirty work involves tasks that are stigmatized owing to characteristics that the public finds disgusting, degrading, or objectionable. Conservation of resources theory suggests such experiences should induce strain and decreased work satisfaction; social identity theory suggests such work should lead to strong psychological investment in the work, among other outcomes. Integrating these two perspectives, this study hypothesizes and presents quant…
If you treat me right, I reciprocate”: Examining the role of exchange in organizational survey response
Survey nonresponse can pose a major threat to the generalizability of organizational survey findings. This paper examines whether organizational members' evaluations of their organizational experiences affect survey response to organizationally sponsored surveys. In particular, we hypothesized that perceived organizational support, social exchange, procedural justice and an individual's inclination to feel exploited in social relationships predic…
Team Autonomy, Performance, and Member Job Strain: Uncovering the Teamwork KSA Link
En raison du développement des équipes de travail dans les organisations, on souhaite obtenir des informations sur la meilleure façon de structurer les groupes pour les rendre efficients. Cette étude porte sur la relation de l’expérience de l’autonomie et du travail en équipe, des capacités et des compétences (KSAs) avec la performance du groupe et l’effort émanant de ses membres. Deux modèles ont été mis à l’épreuve à partir d’une recherche théo…
Shouldering a silent burden: The toll of dirty tasks
Dirty work involves tasks that are stigmatized owing to characteristics that the public finds disgusting, degrading, or objectionable. Conservation of resources theory suggests such experiences should induce strain and decreased work satisfaction; social identity theory suggests such work should lead to strong psychological investment in the work, among other outcomes. Integrating these two perspectives, this study hypothesizes and presents quant…
If you treat me right, I reciprocate”: Examining the role of exchange in organizational survey response
Survey nonresponse can pose a major threat to the generalizability of organizational survey findings. This paper examines whether organizational members' evaluations of their organizational experiences affect survey response to organizationally sponsored surveys. In particular, we hypothesized that perceived organizational support, social exchange, procedural justice and an individual's inclination to feel exploited in social relationships predic…
Let's get this meeting started: Meeting lateness and actual meeting outcomes
Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study …
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
On Leading Meetings: Linking Meeting Outcomes to Leadership Styles
Leading meetings represent a typically and frequently performed leadership task. This study investigated the relationship between the leadership style of supervisors and employees’ perception of meeting outcomes. Results showed that participants reported greater meeting satisfaction when their meeting leader was assessed as a considerate supervisor, with the relationship between considerate leadership style and meeting satisfaction being mediated…
Team Autonomy, Performance, and Member Job Strain: Uncovering the Teamwork KSA Link
En raison du développement des équipes de travail dans les organisations, on souhaite obtenir des informations sur la meilleure façon de structurer les groupes pour les rendre efficients. Cette étude porte sur la relation de l’expérience de l’autonomie et du travail en équipe, des capacités et des compétences (KSAs) avec la performance du groupe et l’effort émanant de ses membres. Deux modèles ont été mis à l’épreuve à partir d’une recherche théo…
If you treat me right, I reciprocate”: Examining the role of exchange in organizational survey response
Survey nonresponse can pose a major threat to the generalizability of organizational survey findings. This paper examines whether organizational members' evaluations of their organizational experiences affect survey response to organizationally sponsored surveys. In particular, we hypothesized that perceived organizational support, social exchange, procedural justice and an individual's inclination to feel exploited in social relationships predic…
Shouldering a silent burden: The toll of dirty tasks
Dirty work involves tasks that are stigmatized owing to characteristics that the public finds disgusting, degrading, or objectionable. Conservation of resources theory suggests such experiences should induce strain and decreased work satisfaction; social identity theory suggests such work should lead to strong psychological investment in the work, among other outcomes. Integrating these two perspectives, this study hypothesizes and presents quant…
Research Design
Kerlinger defines research design as “the plan and structure of investigation so conceived as to obtain answers to research questions.”
Research Methods
Carefully conducted research is the key means to the creation, integration, and appropriate application of new knowledge, without which the advancement of organizational behavior as a scientific discipline would not be possible.
Routinized killing of animals: Going beyond dirty work and prestige to understand the well-being of slaughterhouse workers
Slaughterhouse workers face the reality of industrialized meat production on a daily basis, experiencing firsthand the routinized killing of animals. This occupation provides a window through which to view one key way in which animals and organizations intersect in modern society. Given its proximity to death and undesirable required tasks, working in a slaughterhouse is classified as ‘dirty work’. Current theorizing, however, does not address ho…
On Leading Meetings: Linking Meeting Outcomes to Leadership Styles
Leading meetings represent a typically and frequently performed leadership task. This study investigated the relationship between the leadership style of supervisors and employees’ perception of meeting outcomes. Results showed that participants reported greater meeting satisfaction when their meeting leader was assessed as a considerate supervisor, with the relationship between considerate leadership style and meeting satisfaction being mediated…
Let's get this meeting started: Meeting lateness and actual meeting outcomes
Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study …
A Comparison of Frequency- and Agreement-Based Response Formats in the Measurement of Burnout and Engagement
The present research compares and contrasts frequency versus agreement response formats, two approaches to measuring job burnout and work engagement. Construct-based and measurement-based arguments for the superiority of the frequency response format in measuring burnout/engagement are provided, demonstrating that frequency-based measurements will explain relatively more variance in outcome variables. Fair comparison, time order counterbalance, a…
Passion contagion at work: Investigating formal and informal social influences on work passion
The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness
Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…
Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT
ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating new, potentially trivial or practically irr…
The Power of the Inner Voice: Examining Self-Talk’s Relationship with Academic Outcomes
Purpose: People use self-talk (verbalized cognitions) to monitor and evaluate their performance, making it a vital construct in the self-regulation process. Research Methods/Approach: We coded 1,092 self-talk responses from 177 undergraduates for two types of self-talks, constructive and dysfunctional. Findings: We found constructive self-talk positively related to satisfaction, self-efficacy, and academic performance, whereas dysfunctional self-…
Virtual voices: Exploring individual differences in chat and verbal participation in virtual meetings
Late Again? A Cross-Cultural Comparison of Meeting Lateness Frustration by Punctual Attendees
Workplace meetings are often used to help accomplish individual, group, team, and organizational goals. Despite the relatively common occurrence of meeting lateness in U.S.-American samples, less is known regarding other cultural contexts. Following Conservation of Resources theory, we expect that employees from different cultures should experience meeting lateness as a legitimate stressor. Cross-cultural theory suggests that organizational pract…
Psychology (11 works) · Social Psychology (10 works) · Engineering (7 works) · Job Satisfaction and Organizational Behavior (7 works) · Social Psychology (7 works) · Computer Science (6 works) · Management (5 works) · Political science (5 works) · Team Dynamics and Performance (5 works) · Applied Psychology (4 works)