Bruce M Meglino
Biographic Data
| ID | 212533 |
|---|---|
| NAME | Bruce M Meglino |
| GIVEN NAMES | Bruce M |
| FAMILY NAME | Meglino |
| SIGNATURE | MEGLINO B M |
| AFFILIATIONS | University of South Carolina |
| VERIFIED | No |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 19 |
| WORKS AS AUTHOR | 6 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1989 |
| LATEST PUBLICATION YEAR | 2007 |
| H-INDEX | 3 |
The role of other orientation in organizational citizenship behavior
This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hy…
The effect of other orientation on self–supervisor rating agreement
Employees generally rate their performance more favorably than do their supervisors, which can lead to conflict and poor job performance. However, comparative international research indicates that persons from other‐oriented collectivist cultures are less self‐enhancing, suggesting that other‐oriented employees will exhibit greater agreement with ratings provided by their supervisors. We examined the effect of subordinates' other orientation on s…
Individual Values in Organizations
The values of managers and employees in organizations are phenomena that have captured the interest of researchers, practitioners, social critics, and the public at large. Despite this attention, there continues to be a conspicuous lack of agreement on what values are and how they influence individuals. In this article we discuss how values have been defined and conceptualized. Focusing on values as desirable modes of behavior, we describe how th…
Causal Attribution in an Intercultural Interaction
Causal attribution for three different levels of adaptive behaviour by a foreign (Japanese) manager to the cultural expectations of host country (United States) subordinates was examined in an experimental setting. Two methods, written descriptions of the intercultural interaction (scripts) and direct observation (videotapes produced from the scripts), were used to present the behaviour. A main effect was found for the level of adaptive behaviour…
Value Congruence and Satisfaction with a Leader
Organizations are increasing their use of sophisticated techniques, including video, to communicate with employees. They are also relying more on the use of "stories" and "legends" about leaders as a way of reinforcing their culture. An important issue in both of these trends is the relationship between the actions or behavior of the leader as depicted in the story or message and the values of the individuals who are the target of the story or me…
A work values approach to corporate culture
The purported advantage of a strong corporate culture presumes that positive outcomes result when peoples' values are congruent with those of others. This was tested by using a design that controlled for artifacts in prior studies. Participants, 191 production workers, their supervisors (N = 17), and 13 managers at a large industrial products plant, completed questionnaires containing measures of job satisfaction, organizational commitment, and w…
Value Congruence and Satisfaction with a Leader
Organizations are increasing their use of sophisticated techniques, including video, to communicate with employees. They are also relying more on the use of "stories" and "legends" about leaders as a way of reinforcing their culture. An important issue in both of these trends is the relationship between the actions or behavior of the leader as depicted in the story or message and the values of the individuals who are the target of the story or me…
The role of other orientation in organizational citizenship behavior
This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hy…
The effect of other orientation on self–supervisor rating agreement
Employees generally rate their performance more favorably than do their supervisors, which can lead to conflict and poor job performance. However, comparative international research indicates that persons from other‐oriented collectivist cultures are less self‐enhancing, suggesting that other‐oriented employees will exhibit greater agreement with ratings provided by their supervisors. We examined the effect of subordinates' other orientation on s…
Causal Attribution in an Intercultural Interaction
Causal attribution for three different levels of adaptive behaviour by a foreign (Japanese) manager to the cultural expectations of host country (United States) subordinates was examined in an experimental setting. Two methods, written descriptions of the intercultural interaction (scripts) and direct observation (videotapes produced from the scripts), were used to present the behaviour. A main effect was found for the level of adaptive behaviour…
A work values approach to corporate culture
The purported advantage of a strong corporate culture presumes that positive outcomes result when peoples' values are congruent with those of others. This was tested by using a design that controlled for artifacts in prior studies. Participants, 191 production workers, their supervisors (N = 17), and 13 managers at a large industrial products plant, completed questionnaires containing measures of job satisfaction, organizational commitment, and w…
Value Congruence and Satisfaction with a Leader
Organizations are increasing their use of sophisticated techniques, including video, to communicate with employees. They are also relying more on the use of "stories" and "legends" about leaders as a way of reinforcing their culture. An important issue in both of these trends is the relationship between the actions or behavior of the leader as depicted in the story or message and the values of the individuals who are the target of the story or me…
Causal Attribution in an Intercultural Interaction
Causal attribution for three different levels of adaptive behaviour by a foreign (Japanese) manager to the cultural expectations of host country (United States) subordinates was examined in an experimental setting. Two methods, written descriptions of the intercultural interaction (scripts) and direct observation (videotapes produced from the scripts), were used to present the behaviour. A main effect was found for the level of adaptive behaviour…
Individual Values in Organizations
The values of managers and employees in organizations are phenomena that have captured the interest of researchers, practitioners, social critics, and the public at large. Despite this attention, there continues to be a conspicuous lack of agreement on what values are and how they influence individuals. In this article we discuss how values have been defined and conceptualized. Focusing on values as desirable modes of behavior, we describe how th…
The effect of other orientation on self–supervisor rating agreement
Employees generally rate their performance more favorably than do their supervisors, which can lead to conflict and poor job performance. However, comparative international research indicates that persons from other‐oriented collectivist cultures are less self‐enhancing, suggesting that other‐oriented employees will exhibit greater agreement with ratings provided by their supervisors. We examined the effect of subordinates' other orientation on s…
The role of other orientation in organizational citizenship behavior
This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hy…
Psychology (6 works) · Social Psychology (6 works) · Cultural Differences and Values (4 works) · Job Satisfaction and Organizational Behavior (4 works) · Social Psychology (4 works) · Political science (3 works) · Communication in Education and Healthcare (2 works) · Computer Science (2 works) · Economics (2 works) · International Student and Expatriate Challenges (2 works)