Amy E Randel
Biographic Data
| ID | 204426 |
|---|---|
| NAME | Amy E Randel |
| GIVEN NAMES | Amy E |
| FAMILY NAME | Randel |
| SIGNATURE | RANDEL A E |
| AFFILIATIONS | San Diego State University |
| ORCID | 0000-0003-3235-2732 |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 52 |
| WORKS AS AUTHOR | 9 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2002 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 3 |
Job crafting to ensure a balance between focus and connection
Recent work environment developments coupled with the pandemic have provided employees with increased opportunities to shape their workspaces. In semi‐structured interviews conducted with 40 employees working on large‐scale construction projects in two different work environments (open office and virtual work settings), we examined how and why job crafting was undertaken. Our analysis of the interview data revealed that, across both types of work…
Inclusive leadership
Changing the focus of locus (of control)
Locus of control—a fundamental individual difference variable that reflects individuals' beliefs about the degree of control they have over events in their lives—has been formally studied for more than 50 years. Early scholarship demonstrated that locus of control was a key predictor of various work‐related outcomes, ranging from job attitudes and affect to motivation and behavior. Despite this evidence, the majority of contemporary organizationa…
Inclusion and Diversity in Work Groups
A great deal of research has focused on work group diversity, but management scholars have only recently focused on inclusion. As a result, the inclusion literature is still under development, with limited agreement on the conceptual underpinnings of this construct. In this article, the authors first use Brewer’s optimal distinctiveness theory to develop a definition of employee inclusion in the work group as involving the satisfaction of the nee…
Collective and Relational Identities
Relational identity (viewing the self in terms of relationships) has become increasingly important in organizations today as a result of business demands that involve relationship building and maintenance. At the same time, collective identity (thinking of the self based on group memberships) continues to be influential in many organizations and cultures due to leadership or historical influences. This study examines the relationship between rela…
The role of identity and work–family support in work–family enrichment and its work-related consequences
The Salience of Culture in Multinational Teams and its Relation to Team Citizenship Behavior
This study examines cultural identity salience - defined as the extent to which an individual finds the cultural backgrounds of his or her team members to be salient - within the context of multinational teams. Instead of assuming that the cultural backgrounds of team members in a multinational team are salient to each team member, cultural identity salience was assessed empirically in a study of 15 culturally heterogeneous teams based in the Uni…
Expectations of organizational mobility, workplace social inclusion, and employee job performance
Two new concepts, employees' Expectations of Organizational Mobility (EOM) and Workplace Social Inclusion (WSI), were developed in part from the burgeoning literature on social capital. Two independent tests of the hypotheses in two different organizations found that the greater employees' EOM, the lower their WSI, which in turn was associated with lower employee job performance ratings. Further, the mediating role of WSI was confirmed. Our findi…
Identity salience
This study proposes and tests models in which the salience of gender serves as a moderator of the relationship between group gender composition and work group conflict. The numerical distinctiveness of gender group composition was found to trigger the salience of group members' gender identities for men in the group. Identity salience was found to affect work group conflict beyond what one would predict on the basis of gender diversity alone. Sup…
Identity salience
This study proposes and tests models in which the salience of gender serves as a moderator of the relationship between group gender composition and work group conflict. The numerical distinctiveness of gender group composition was found to trigger the salience of group members' gender identities for men in the group. Identity salience was found to affect work group conflict beyond what one would predict on the basis of gender diversity alone. Sup…
Expectations of organizational mobility, workplace social inclusion, and employee job performance
Two new concepts, employees' Expectations of Organizational Mobility (EOM) and Workplace Social Inclusion (WSI), were developed in part from the burgeoning literature on social capital. Two independent tests of the hypotheses in two different organizations found that the greater employees' EOM, the lower their WSI, which in turn was associated with lower employee job performance ratings. Further, the mediating role of WSI was confirmed. Our findi…
The Salience of Culture in Multinational Teams and its Relation to Team Citizenship Behavior
This study examines cultural identity salience - defined as the extent to which an individual finds the cultural backgrounds of his or her team members to be salient - within the context of multinational teams. Instead of assuming that the cultural backgrounds of team members in a multinational team are salient to each team member, cultural identity salience was assessed empirically in a study of 15 culturally heterogeneous teams based in the Uni…
Identity salience
This study proposes and tests models in which the salience of gender serves as a moderator of the relationship between group gender composition and work group conflict. The numerical distinctiveness of gender group composition was found to trigger the salience of group members' gender identities for men in the group. Identity salience was found to affect work group conflict beyond what one would predict on the basis of gender diversity alone. Sup…
The Salience of Culture in Multinational Teams and its Relation to Team Citizenship Behavior
This study examines cultural identity salience - defined as the extent to which an individual finds the cultural backgrounds of his or her team members to be salient - within the context of multinational teams. Instead of assuming that the cultural backgrounds of team members in a multinational team are salient to each team member, cultural identity salience was assessed empirically in a study of 15 culturally heterogeneous teams based in the Uni…
Expectations of organizational mobility, workplace social inclusion, and employee job performance
Two new concepts, employees' Expectations of Organizational Mobility (EOM) and Workplace Social Inclusion (WSI), were developed in part from the burgeoning literature on social capital. Two independent tests of the hypotheses in two different organizations found that the greater employees' EOM, the lower their WSI, which in turn was associated with lower employee job performance ratings. Further, the mediating role of WSI was confirmed. Our findi…
The role of identity and work–family support in work–family enrichment and its work-related consequences
Inclusion and Diversity in Work Groups
A great deal of research has focused on work group diversity, but management scholars have only recently focused on inclusion. As a result, the inclusion literature is still under development, with limited agreement on the conceptual underpinnings of this construct. In this article, the authors first use Brewer’s optimal distinctiveness theory to develop a definition of employee inclusion in the work group as involving the satisfaction of the nee…
Collective and Relational Identities
Relational identity (viewing the self in terms of relationships) has become increasingly important in organizations today as a result of business demands that involve relationship building and maintenance. At the same time, collective identity (thinking of the self based on group memberships) continues to be influential in many organizations and cultures due to leadership or historical influences. This study examines the relationship between rela…
Inclusive leadership
Changing the focus of locus (of control)
Locus of control—a fundamental individual difference variable that reflects individuals' beliefs about the degree of control they have over events in their lives—has been formally studied for more than 50 years. Early scholarship demonstrated that locus of control was a key predictor of various work‐related outcomes, ranging from job attitudes and affect to motivation and behavior. Despite this evidence, the majority of contemporary organizationa…
Job crafting to ensure a balance between focus and connection
Recent work environment developments coupled with the pandemic have provided employees with increased opportunities to shape their workspaces. In semi‐structured interviews conducted with 40 employees working on large‐scale construction projects in two different work environments (open office and virtual work settings), we examined how and why job crafting was undertaken. Our analysis of the interview data revealed that, across both types of work…
Psychology (9 works) · Social Psychology (9 works) · Job Satisfaction and Organizational Behavior (7 works) · Political science (7 works) · Gender Diversity and Inequality (5 works) · Job performance (4 works) · Job satisfaction (4 works) · Sociology (4 works) · Computer Science (3 works) · Management (3 works)