Mark B Gavin
Biographic Data
| ID | 6611246 |
|---|---|
| NAME | Mark B Gavin |
| GIVEN NAMES | Mark B |
| FAMILY NAME | Gavin |
| SIGNATURE | GAVIN M B |
| AFFILIATIONS | Oklahoma State University |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 6 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1998 |
| LATEST PUBLICATION YEAR | 2016 |
| H-INDEX | 2 |
Workplace Politics and Performance Appraisal
Drawing from Johns’s theory of self-serving behavior, we identified workplace politics as a contextual factor that affects the relative costs and benefits associated with supervisor rating behaviors. Our investigation tested these ideas by considering how politics influence the way in which raters combine information when evaluating subordinate performance. Specifically, we examined the three-way interaction of in-role behavior, extra-role behavi…
The role of trustworthiness in recruitment and selection
Although scholars recognize the importance of trustworthiness for both job applicants and hiring organizations, prior research exploring trustworthiness during the organizational pre‐entry period is scattered across a number of disparate literatures. This paper selectively reviews prior work that investigates the role of trustworthiness in the recruitment and selection processes. Within these pre‐entry processes, we explore how job applicants' an…
The effects of changing power and influence tactics on trust in the supervisor
This paper presents a five-month longitudinal field study of the use of influence tactics and power on the development of employee trust within a small Midwestern US nonunion manufacturing company. Analysis of levels of trust in supervisors found that, as hypothesised, changes in trust levels were substantially related to increases in specific types of power use and influence attempts, most notably changes in referent power, expert power, and tas…
Trust in Management and Performance
This study investigated the relationships of the in-role performance and organizational citizenship behavior (OCB) of the employees in an organization with their trust in their plant managers and top management team. The study indicated that trust in these two managerial referents related to employees' ability to focus attention on value-producing activities and that this focus related to OCB.
Centering Decisions in Hierarchical Linear Models
Organizational researchers are increasingly interested in model ing the multilevel nature of organizational data. Although most organi zational researchers have chosen to investigate these models using traditional Ordinary Least Squares approaches, hierarchical linear models (i.e., random coefficient models) recently have been receiving increased attention. One of the key questions in using hierarchical linear models is how a researcher chooses t…
Workplace Politics and Performance Appraisal
Drawing from Johns’s theory of self-serving behavior, we identified workplace politics as a contextual factor that affects the relative costs and benefits associated with supervisor rating behaviors. Our investigation tested these ideas by considering how politics influence the way in which raters combine information when evaluating subordinate performance. Specifically, we examined the three-way interaction of in-role behavior, extra-role behavi…
The effects of changing power and influence tactics on trust in the supervisor
This paper presents a five-month longitudinal field study of the use of influence tactics and power on the development of employee trust within a small Midwestern US nonunion manufacturing company. Analysis of levels of trust in supervisors found that, as hypothesised, changes in trust levels were substantially related to increases in specific types of power use and influence attempts, most notably changes in referent power, expert power, and tas…
Centering Decisions in Hierarchical Linear Models
Organizational researchers are increasingly interested in model ing the multilevel nature of organizational data. Although most organi zational researchers have chosen to investigate these models using traditional Ordinary Least Squares approaches, hierarchical linear models (i.e., random coefficient models) recently have been receiving increased attention. One of the key questions in using hierarchical linear models is how a researcher chooses t…
Trust in Management and Performance
This study investigated the relationships of the in-role performance and organizational citizenship behavior (OCB) of the employees in an organization with their trust in their plant managers and top management team. The study indicated that trust in these two managerial referents related to employees' ability to focus attention on value-producing activities and that this focus related to OCB.
The effects of changing power and influence tactics on trust in the supervisor
This paper presents a five-month longitudinal field study of the use of influence tactics and power on the development of employee trust within a small Midwestern US nonunion manufacturing company. Analysis of levels of trust in supervisors found that, as hypothesised, changes in trust levels were substantially related to increases in specific types of power use and influence attempts, most notably changes in referent power, expert power, and tas…
The role of trustworthiness in recruitment and selection
Although scholars recognize the importance of trustworthiness for both job applicants and hiring organizations, prior research exploring trustworthiness during the organizational pre‐entry period is scattered across a number of disparate literatures. This paper selectively reviews prior work that investigates the role of trustworthiness in the recruitment and selection processes. Within these pre‐entry processes, we explore how job applicants' an…
Workplace Politics and Performance Appraisal
Drawing from Johns’s theory of self-serving behavior, we identified workplace politics as a contextual factor that affects the relative costs and benefits associated with supervisor rating behaviors. Our investigation tested these ideas by considering how politics influence the way in which raters combine information when evaluating subordinate performance. Specifically, we examined the three-way interaction of in-role behavior, extra-role behavi…
Psychology (5 works) · Job Satisfaction and Organizational Behavior (4 works) · Management (4 works) · Social Psychology (4 works) · Computer Science (3 works) · Economics (3 works) · Political science (3 works) · Business (2 works) · Perception (2 works) · Public relations (2 works)