Kevin W Mossholder
Dados Biográficos
| ID | 5788927 |
|---|---|
| NOME | Kevin W Mossholder |
| PRENOMES | Kevin W |
| SOBRENOME | Mossholder |
| ASSINATURA | MOSSHOLDER K W |
| AFILIAÇÕES | Auburn University |
| ORCID | 0000-0002-3145-8757 |
| VERIFICADO | Sim |
| TOTAL DE OBRAS | 20 |
| TOTAL DE CITAÇÕES | 169 |
| TOTAL COMO AUTOR | 20 |
| TOTAL COMO EDITOR | 0 |
| PRIMEIRO ANO DE PUBLICAÇÃO | 1983 |
| ANO MAIS RECENTE DE PUBLICAÇÃO | 2016 |
| ÍNDICE H | 6 |
Justice and job engagement
We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when…
Information, Right to
In the information age, organizational stakeholders should have fair and open access to relevant information so they can contribute in ways that both benefit the organization's vibrancy and protect stakeholders' decision‐making capacities. Through clear and appropriate information rights, stakeholders can better participate and discharge the accountability shared by parties involved in explicit and implied organizational exchanges.
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change
Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at…
Does process fairness affect job performance? It only matters if they plan to stay
Incorporating a social exchange perspective, we examined the joint impact of process fairness and turnover intentions on job performance. Results from two independent samples suggest that employee turnover intentions moderate relations between process fairness perceptions and employee job performance. Specifically, the positive effects of the two types of process fairness on performance were stronger for employees who planned to stay with the org…
Balancing work and family
Little is known about the effectiveness of family‐friendly policies (FFPs) in reducing interrole conflicts involving work and family. The present study examined the influence of FFPs, work‐family culture, and family characteristics on salient job outcomes, and multiple dimensions of work‐family conflict (WFC) and family‐work conflict (FWC). Results from a survey of 564 workers, indicate that FFPs exert minimal effects on felt conflict, and that a…
Decoupling task and relationship conflict
The present paper focuses on the role of emotion in intragroup conflict processes. We propose that how group members handle emotion affects intragroup interactions and has implications for task and relationship conflict. Three types of variables—collective emotional intelligence, intragroup relational ties, and conflict‐relevant interactional norms—constrain negative emotionality and may determine whether task conflict results in damaging relatio…
Relationship quality and relationship context as antecedents of person- and task-focused interpersonal citizenship behavior.
A model hypothesizing relationship quality and relationship context as antecedents of two complementary forms of interpersonal citizenship behavior (ICB) was tested. Measures with coworkers as the frame of reference were used to collect data from 273 individuals working in 2 service-oriented organizations. As hypothesized, variables reflecting relationship quality were associated with person-focused ICB, as mediated by empathic concern. Also as h…
A multilevel analysis of procedural justice context
Using a multilevel framework, we hypothesized that both employee perceptions of procedural justice and a work unit level measure of procedural justice context would be associated with employee reports of job satisfaction and organizational commitment. Three hundred and twenty-three employees from 53 branches of a financial services organization were used to test this hypothesis. Hierarchical linear modeling analyses revealed that procedural justi…
Relational demography in supervisor–subordinate dyads
Although research has shown that demographic dissimilarity within groups is negatively associated with organizational attachment-orientated variables, few studies have investigated its relations with other job-related variables. Focusing on relational demographics within the context of superior–subordinate dyads, associations between relational demographic characteristics and subordinate job attitudes and perceptions were examined using polynomia…
Confounding Constructs and Levels of Constructs in Affectivity Measurement
This study examined the potential for confounding constructs with levels of constructs in the measurement of positive and negative affectivity. Evidence for this confound was discovered in connection with measures grounded in a well-researched theoretical structure of affectivity. Self-report responses to affect-related descriptors were collected from a sample of managers in a major manufacturing organization. The results of a usefulness analysis…
Creating Readiness for Organizational Change
The purpose of this article is to clarify the readiness for change concept and examine how change agents can influence employee readiness for organizational change. The article contributes to an improved understanding of change dynamics in four important ways. First, readiness for change is distinguished from resistance to change. Readiness is described in terms of the organizational members' beliefs, attitudes, and intentions. Second, a model is…
Replication Requisites
In a recent article, Klenke-Hamel and Mathieu (1990) report an operational replication and extension of the Bedeian and Armenakis (1981) investigation of the effects of role conflict and role ambiguity on a number of job-related attitudes. Utilizing multiple samples involving diverse jobs, they tested the generalizability of the Bedeian and Armenakis framework and explored the effects of employee personal characteristics on its focal variables. A…
On Using Regression Coefficients to Interpret Moderator Effects
In moderated multiple regression analysis, several researchers have relied totally or partially on the sign associated with the regression weight of the cross-product term xz to interpret a moderator effect. This study examined a common convention used in such interpretations. First through logical exposition, and then through the use of a Monte Carlo approach to simulate various moderator conditions, it was found that this convention may lead to…
Effects of dyadic duration on the relationship between leader behavior perceptions and follower outcomes
This research focused on the role of dyadic duration, the amount of time a subordinate has worked for the same supervisor, in leadership dynamics. Specifically, a field study of engineering personnel examined dyadic duration as a moderator of the relationships between supervisory leadership behavior and subordinates' attitudes and behavior. Moderated regression analysis revealed that the length of time a subordinate had served under the same supe…
Work experiences, job performance, and feelings of personal and family well-being
Role stress, physical symptomatology, and turnover intentions
Causal relationships involving role stressors, physical symptomatology, and turnover intentions were examined within three alternative specifications. These specifications stemmed from Beehr and Newman's (1978) and Schuler's (1982) models of role stress and Locke's (1976) theory of job satisfaction. The results, derived from LISREL VI analyses, indicate that a revised Schuler model is the most plausible specification. Findings are discussed in te…
An Integrated Perspective of Self-Control in Organizations
A theoretical view of control is developed that argues that self-control is at the core of the organizational control process. Various "levels "making up the control process and issues regarding "sources"from which to initiate control attempts are considered. Also, contingency variables relevant to decisions regarding the appropriate source from which to initiate control are addressed. Overall, the need for an expanded view of control is develope…
Job-Related Perceptions of Male and Female Government, Industrial, and Public Accountants
Whereas the adverse consequences of role stress are well substantiated for most occupational groups, the relationship between this phenomenon and other job-related factors in accountants has received relatively less attention. The limited past research involving accountants has either excluded female accountants or failed to report data by sex. Moreover, previous research has largely excluded accountants in government settings, focusing primarily…
The Use of Partial Correlation to Control Halo in Performance Ratings
Landy, Vance, Barnes-Farrell, and Steele (1980) have presented a technique for statistically controlling halo error in ratings by partial correlation procedures. Various writers (Harvey, 1982; Hulin, 1982; Murphy, 1982) have pointed out what they perceive to be deficiencies in Landy et al.'s technique. Landy, Vance, and Barnes-Farrell (1982) have responded to these criticisms, concluding that their technique produces dimensions which, while not a…
Role Perception-Outcome Relationships
Supervisory interaction, peer-group interaction, and organizational work facilitation were examined as moderators of relationships among facets of role ambiguity and role conflict and the outcomes, job performance, job satisfaction, and propensity to leave for 193 respondents at 5 levels in the nursing service of a large medical center. Supervisory interaction was found to moderate the relationships between (i) intersender-role conflict and job p…
Creating Readiness for Organizational Change
The purpose of this article is to clarify the readiness for change concept and examine how change agents can influence employee readiness for organizational change. The article contributes to an improved understanding of change dynamics in four important ways. First, readiness for change is distinguished from resistance to change. Readiness is described in terms of the organizational members' beliefs, attitudes, and intentions. Second, a model is…
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change
Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at…
Decoupling task and relationship conflict
The present paper focuses on the role of emotion in intragroup conflict processes. We propose that how group members handle emotion affects intragroup interactions and has implications for task and relationship conflict. Three types of variables—collective emotional intelligence, intragroup relational ties, and conflict‐relevant interactional norms—constrain negative emotionality and may determine whether task conflict results in damaging relatio…
Role stress, physical symptomatology, and turnover intentions
Causal relationships involving role stressors, physical symptomatology, and turnover intentions were examined within three alternative specifications. These specifications stemmed from Beehr and Newman's (1978) and Schuler's (1982) models of role stress and Locke's (1976) theory of job satisfaction. The results, derived from LISREL VI analyses, indicate that a revised Schuler model is the most plausible specification. Findings are discussed in te…
Balancing work and family
Little is known about the effectiveness of family‐friendly policies (FFPs) in reducing interrole conflicts involving work and family. The present study examined the influence of FFPs, work‐family culture, and family characteristics on salient job outcomes, and multiple dimensions of work‐family conflict (WFC) and family‐work conflict (FWC). Results from a survey of 564 workers, indicate that FFPs exert minimal effects on felt conflict, and that a…
Role Perception-Outcome Relationships
Supervisory interaction, peer-group interaction, and organizational work facilitation were examined as moderators of relationships among facets of role ambiguity and role conflict and the outcomes, job performance, job satisfaction, and propensity to leave for 193 respondents at 5 levels in the nursing service of a large medical center. Supervisory interaction was found to moderate the relationships between (i) intersender-role conflict and job p…
Does process fairness affect job performance? It only matters if they plan to stay
Incorporating a social exchange perspective, we examined the joint impact of process fairness and turnover intentions on job performance. Results from two independent samples suggest that employee turnover intentions moderate relations between process fairness perceptions and employee job performance. Specifically, the positive effects of the two types of process fairness on performance were stronger for employees who planned to stay with the org…
Justice and job engagement
We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when…
Replication Requisites
In a recent article, Klenke-Hamel and Mathieu (1990) report an operational replication and extension of the Bedeian and Armenakis (1981) investigation of the effects of role conflict and role ambiguity on a number of job-related attitudes. Utilizing multiple samples involving diverse jobs, they tested the generalizability of the Bedeian and Armenakis framework and explored the effects of employee personal characteristics on its focal variables. A…
Effects of dyadic duration on the relationship between leader behavior perceptions and follower outcomes
This research focused on the role of dyadic duration, the amount of time a subordinate has worked for the same supervisor, in leadership dynamics. Specifically, a field study of engineering personnel examined dyadic duration as a moderator of the relationships between supervisory leadership behavior and subordinates' attitudes and behavior. Moderated regression analysis revealed that the length of time a subordinate had served under the same supe…
An Integrated Perspective of Self-Control in Organizations
A theoretical view of control is developed that argues that self-control is at the core of the organizational control process. Various "levels "making up the control process and issues regarding "sources"from which to initiate control attempts are considered. Also, contingency variables relevant to decisions regarding the appropriate source from which to initiate control are addressed. Overall, the need for an expanded view of control is develope…
The Use of Partial Correlation to Control Halo in Performance Ratings
Landy, Vance, Barnes-Farrell, and Steele (1980) have presented a technique for statistically controlling halo error in ratings by partial correlation procedures. Various writers (Harvey, 1982; Hulin, 1982; Murphy, 1982) have pointed out what they perceive to be deficiencies in Landy et al.'s technique. Landy, Vance, and Barnes-Farrell (1982) have responded to these criticisms, concluding that their technique produces dimensions which, while not a…
Role Perception-Outcome Relationships
Supervisory interaction, peer-group interaction, and organizational work facilitation were examined as moderators of relationships among facets of role ambiguity and role conflict and the outcomes, job performance, job satisfaction, and propensity to leave for 193 respondents at 5 levels in the nursing service of a large medical center. Supervisory interaction was found to moderate the relationships between (i) intersender-role conflict and job p…
Job-Related Perceptions of Male and Female Government, Industrial, and Public Accountants
Whereas the adverse consequences of role stress are well substantiated for most occupational groups, the relationship between this phenomenon and other job-related factors in accountants has received relatively less attention. The limited past research involving accountants has either excluded female accountants or failed to report data by sex. Moreover, previous research has largely excluded accountants in government settings, focusing primarily…
Work experiences, job performance, and feelings of personal and family well-being
Role stress, physical symptomatology, and turnover intentions
Causal relationships involving role stressors, physical symptomatology, and turnover intentions were examined within three alternative specifications. These specifications stemmed from Beehr and Newman's (1978) and Schuler's (1982) models of role stress and Locke's (1976) theory of job satisfaction. The results, derived from LISREL VI analyses, indicate that a revised Schuler model is the most plausible specification. Findings are discussed in te…
An Integrated Perspective of Self-Control in Organizations
A theoretical view of control is developed that argues that self-control is at the core of the organizational control process. Various "levels "making up the control process and issues regarding "sources"from which to initiate control attempts are considered. Also, contingency variables relevant to decisions regarding the appropriate source from which to initiate control are addressed. Overall, the need for an expanded view of control is develope…
On Using Regression Coefficients to Interpret Moderator Effects
In moderated multiple regression analysis, several researchers have relied totally or partially on the sign associated with the regression weight of the cross-product term xz to interpret a moderator effect. This study examined a common convention used in such interpretations. First through logical exposition, and then through the use of a Monte Carlo approach to simulate various moderator conditions, it was found that this convention may lead to…
Effects of dyadic duration on the relationship between leader behavior perceptions and follower outcomes
This research focused on the role of dyadic duration, the amount of time a subordinate has worked for the same supervisor, in leadership dynamics. Specifically, a field study of engineering personnel examined dyadic duration as a moderator of the relationships between supervisory leadership behavior and subordinates' attitudes and behavior. Moderated regression analysis revealed that the length of time a subordinate had served under the same supe…
Replication Requisites
In a recent article, Klenke-Hamel and Mathieu (1990) report an operational replication and extension of the Bedeian and Armenakis (1981) investigation of the effects of role conflict and role ambiguity on a number of job-related attitudes. Utilizing multiple samples involving diverse jobs, they tested the generalizability of the Bedeian and Armenakis framework and explored the effects of employee personal characteristics on its focal variables. A…
Creating Readiness for Organizational Change
The purpose of this article is to clarify the readiness for change concept and examine how change agents can influence employee readiness for organizational change. The article contributes to an improved understanding of change dynamics in four important ways. First, readiness for change is distinguished from resistance to change. Readiness is described in terms of the organizational members' beliefs, attitudes, and intentions. Second, a model is…
Confounding Constructs and Levels of Constructs in Affectivity Measurement
This study examined the potential for confounding constructs with levels of constructs in the measurement of positive and negative affectivity. Evidence for this confound was discovered in connection with measures grounded in a well-researched theoretical structure of affectivity. Self-report responses to affect-related descriptors were collected from a sample of managers in a major manufacturing organization. The results of a usefulness analysis…
Relational demography in supervisor–subordinate dyads
Although research has shown that demographic dissimilarity within groups is negatively associated with organizational attachment-orientated variables, few studies have investigated its relations with other job-related variables. Focusing on relational demographics within the context of superior–subordinate dyads, associations between relational demographic characteristics and subordinate job attitudes and perceptions were examined using polynomia…
A multilevel analysis of procedural justice context
Using a multilevel framework, we hypothesized that both employee perceptions of procedural justice and a work unit level measure of procedural justice context would be associated with employee reports of job satisfaction and organizational commitment. Three hundred and twenty-three employees from 53 branches of a financial services organization were used to test this hypothesis. Hierarchical linear modeling analyses revealed that procedural justi…
Relationship quality and relationship context as antecedents of person- and task-focused interpersonal citizenship behavior.
A model hypothesizing relationship quality and relationship context as antecedents of two complementary forms of interpersonal citizenship behavior (ICB) was tested. Measures with coworkers as the frame of reference were used to collect data from 273 individuals working in 2 service-oriented organizations. As hypothesized, variables reflecting relationship quality were associated with person-focused ICB, as mediated by empathic concern. Also as h…
Decoupling task and relationship conflict
The present paper focuses on the role of emotion in intragroup conflict processes. We propose that how group members handle emotion affects intragroup interactions and has implications for task and relationship conflict. Three types of variables—collective emotional intelligence, intragroup relational ties, and conflict‐relevant interactional norms—constrain negative emotionality and may determine whether task conflict results in damaging relatio…
Balancing work and family
Little is known about the effectiveness of family‐friendly policies (FFPs) in reducing interrole conflicts involving work and family. The present study examined the influence of FFPs, work‐family culture, and family characteristics on salient job outcomes, and multiple dimensions of work‐family conflict (WFC) and family‐work conflict (FWC). Results from a survey of 564 workers, indicate that FFPs exert minimal effects on felt conflict, and that a…
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change
Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at…
Does process fairness affect job performance? It only matters if they plan to stay
Incorporating a social exchange perspective, we examined the joint impact of process fairness and turnover intentions on job performance. Results from two independent samples suggest that employee turnover intentions moderate relations between process fairness perceptions and employee job performance. Specifically, the positive effects of the two types of process fairness on performance were stronger for employees who planned to stay with the org…
Information, Right to
In the information age, organizational stakeholders should have fair and open access to relevant information so they can contribute in ways that both benefit the organization's vibrancy and protect stakeholders' decision‐making capacities. Through clear and appropriate information rights, stakeholders can better participate and discharge the accountability shared by parties involved in explicit and implied organizational exchanges.
Justice and job engagement
We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when…
Psychology (19 obras) · Job Satisfaction and Organizational Behavior (15 obras) · Social Psychology (15 obras) · Social Psychology (13 obras) · Computer Science (9 obras) · Job satisfaction (8 obras) · Business (6 obras) · Perception (6 obras) · Political science (6 obras) · Management (5 obras)