W Alan Randolph
Biographic Data
| ID | 5789524 |
|---|---|
| NAME | W Alan Randolph |
| GIVEN NAMES | W Alan |
| FAMILY NAME | Randolph |
| SIGNATURE | RANDOLPH W A |
| AFFILIATIONS | University of Baltimore |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 4 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1977 |
| LATEST PUBLICATION YEAR | 2010 |
| H-INDEX | 1 |
Managerial Use of Power Bases in a Model of Managerial Empowerment Practices and Employee Psychological Empowerment
This paper explores the potentially central role that managers play in a model of empowerment. Issues of organizational goal accomplishment and employee trust often plague application of empowerment practices, and managers likely play a vital role in the successful implementation of empowerment. In this study, managerial use of power bases (reward, expert, referent, legitimate, coercive) was proposed to impact the relationship between managerial …
Taking Empowerment to the Next Level
Most research to date has approached employee empowerment as an individual-level phenomenon. In this study we proposed a work-unit-level construct, empowerment climate, and tested a multiple-level model integrating macro and micro approaches to empowerment. Empowerment climate was shown to be empirically distinct from psychological empowerment and positively related to manager ratings of work-unit performance. A cross-level mediation analysis usi…
From maternalism to accountability
Executive Overview This article is about organizations changing from cultures of maternalism to cultures of accountability, and changing from environments of monopolistic security to competitive uncertainty. We examine these change processes using examples from two seemingly diverse situations—the American Telephone & Telegraph (AT&T) divestiture and the Soviet Union under perestroika. Although there are vast differences in the political and cult…
Can Applicants' Characteristics Explain the Sex-Structuring of Organizations
This study investigates attitudes towards the job search held by a sample of 60 male and 55 female college seniors. Respondents completed a questionnaire which included hypothetical job-search situations and items to gauge attitudes about seeking a job. There were no significant differences in the responses of men and women, suggesting that differential behavior of job applicants along gender lines is not a valid explanation for the sex-structuri…
The Relationship Between Organization Technology and the Direction and Frequency Dimensions of Task Communications
Studies which attempt to link organization technology and task communication patterns in the organization are few, and most of these deal only with the directionality (i.e., vertical vs. horizontal) dimension. This field study focused not only on the direction of task communications but also on the frequency of task communications. Structured observations, a survey questionnaire, and interview data-gathering methods were used in three departments…
The Relationship Between Organization Technology and the Direction and Frequency Dimensions of Task Communications
Studies which attempt to link organization technology and task communication patterns in the organization are few, and most of these deal only with the directionality (i.e., vertical vs. horizontal) dimension. This field study focused not only on the direction of task communications but also on the frequency of task communications. Structured observations, a survey questionnaire, and interview data-gathering methods were used in three departments…
Managerial Use of Power Bases in a Model of Managerial Empowerment Practices and Employee Psychological Empowerment
This paper explores the potentially central role that managers play in a model of empowerment. Issues of organizational goal accomplishment and employee trust often plague application of empowerment practices, and managers likely play a vital role in the successful implementation of empowerment. In this study, managerial use of power bases (reward, expert, referent, legitimate, coercive) was proposed to impact the relationship between managerial …
The Relationship Between Organization Technology and the Direction and Frequency Dimensions of Task Communications
Studies which attempt to link organization technology and task communication patterns in the organization are few, and most of these deal only with the directionality (i.e., vertical vs. horizontal) dimension. This field study focused not only on the direction of task communications but also on the frequency of task communications. Structured observations, a survey questionnaire, and interview data-gathering methods were used in three departments…
Can Applicants' Characteristics Explain the Sex-Structuring of Organizations
This study investigates attitudes towards the job search held by a sample of 60 male and 55 female college seniors. Respondents completed a questionnaire which included hypothetical job-search situations and items to gauge attitudes about seeking a job. There were no significant differences in the responses of men and women, suggesting that differential behavior of job applicants along gender lines is not a valid explanation for the sex-structuri…
From maternalism to accountability
Executive Overview This article is about organizations changing from cultures of maternalism to cultures of accountability, and changing from environments of monopolistic security to competitive uncertainty. We examine these change processes using examples from two seemingly diverse situations—the American Telephone & Telegraph (AT&T) divestiture and the Soviet Union under perestroika. Although there are vast differences in the political and cult…
Taking Empowerment to the Next Level
Most research to date has approached employee empowerment as an individual-level phenomenon. In this study we proposed a work-unit-level construct, empowerment climate, and tested a multiple-level model integrating macro and micro approaches to empowerment. Empowerment climate was shown to be empirically distinct from psychological empowerment and positively related to manager ratings of work-unit performance. A cross-level mediation analysis usi…
Managerial Use of Power Bases in a Model of Managerial Empowerment Practices and Employee Psychological Empowerment
This paper explores the potentially central role that managers play in a model of empowerment. Issues of organizational goal accomplishment and employee trust often plague application of empowerment practices, and managers likely play a vital role in the successful implementation of empowerment. In this study, managerial use of power bases (reward, expert, referent, legitimate, coercive) was proposed to impact the relationship between managerial …
Political science (4 works) · Psychology (3 works) · Social Psychology (3 works) · Applied Psychology (2 works) · Computer Science (2 works) · Economics (2 works) · Empowerment (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Knowledge management (2 works) · Public relations (2 works)