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Article
Publication date: 1 February 2004

Michael J. Keeney, Andrea F. Snell, Steven J. Robison, Daniel V. Svyantek and Jennifer Bott

Measures of personality and organizational climate were subjected to three different analytical methods that extract patterns from data: Discriminant, Classification and…

260

Abstract

Measures of personality and organizational climate were subjected to three different analytical methods that extract patterns from data: Discriminant, Classification and Regression Trees, and neural network classification analysis. Risk, openness, rewards, and neuroticism (rather than conscientiousness) emerged as key variables in differentiating among three similar work groups. Results of the analyses support the central hypothesis of ASA theory of greater variance in personality across compared to within organizations and an interactionist paradigm between person and environment. Implications for ASA theory and for personnel selection are discussed.

Details

Organizational Analysis, vol. 12 no. 2
Type: Research Article
ISSN: 1551-7470

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Article
Publication date: 1 January 2003

Judith L. Juodvalkis, Beth A. Grefe, Mary Hogue, Daniel J. Svyantek and William DeLamarter

This paper investigated the interactions between gender stereotypes for jobs, applicant gender, and the communication styles used by male and female applicants during an…

2980

Abstract

This paper investigated the interactions between gender stereotypes for jobs, applicant gender, and the communication styles used by male and female applicants during an interview. This study was conducted as a laboratory experiment, utilizing a 2x2x2 mixed design. Subjects read one job description and heard three audiotapes of all male or all female job applicants exhibiting a dominant, submissive, or neutral communication style. The subjects then rated the applicant on five dimensions. These dimensions are likeability, competence, sociability, overall impression, and hireability. Results showed significant interactions of applicant gender and communication style on four of the five dimensions rated in this study. An inspection of the dimension means revealed different effects for gender‐appropriate and gender‐inappropriate behavior for males and females. Males were penalized on ratings of overall impression and hireability for communicating in stereotypically gender‐inappropriate manners. Females were penalized on ratings of sociability and likeability for communicating in a stereotypically gender‐inappropriate fashion. The implications of these findings for using interviews are then discussed in terms of aversive genderism.

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The International Journal of Organizational Analysis, vol. 11 no. 1
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 1 April 2000

Sarah B. Lueke and Daniel J. Svyantek

The socialization process of expatriates into their host country organizational culture has been largely ignored in the expatriate literature. This paper reviews the expatriate…

941

Abstract

The socialization process of expatriates into their host country organizational culture has been largely ignored in the expatriate literature. This paper reviews the expatriate literature for the best employee and organizational results. For the most part, socialization tactics of the organization and information seeking of the individual have been overlooked as factors in the success of expatriates. We propose that combining knowledge gained through research in these two areas is essential in gaining a theoretical understanding of expatriate turnover. The Attraction‐Selection‐Attrition (ASA) model of how organizational culture is transmitted across organizational members is discussed. This model is used to demonstrate how the socialization of expatriates can benefit both the organization and the individual.

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The International Journal of Organizational Analysis, vol. 8 no. 4
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 1 April 1995

Daniel J. Svyantek and Steven E. Ekeberg

Organizational decision‐makers require information presented in ways that allow them to make informed decisions on the effectiveness of change interventions. Current statistical…

312

Abstract

Organizational decision‐makers require information presented in ways that allow them to make informed decisions on the effectiveness of change interventions. Current statistical methods do not provide enough information about the practical value of organizational interventions to decision‐makers. It is proposed that a strong hypothesis testing strategy provides a partial answer to this problem. The hypothesis testing method presented here uses Bayesian statistics to test null hypotheses other than the traditional Ho = 0. A description of the evaluation of a change project in six manufacturing plants of a large United States corporation is provided. The data from this project is used to show how both statistical and practical significance may be tested using this hypothesis testing method. The applicability of the strong hypothesis testing approach to the assessment of organizational change is then discussed, and recommendations are made for evaluations conducted in field settings.

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The International Journal of Organizational Analysis, vol. 3 no. 4
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 1 April 2001

Linda L. Brown and Daniel J. Svyantek

Analyses of organizational behavior traditionally use methods based on linear statistics. However, aspects of complex system behavior, such as market share performance, may be…

266

Abstract

Analyses of organizational behavior traditionally use methods based on linear statistics. However, aspects of complex system behavior, such as market share performance, may be better modeled and understood using graphical approaches. These approaches can be used to clarify the relationships between variables found in psychological research and can provide a complement to traditional research representations that has particular value for the practitioner in organizations. This paper demonstrates how three‐dimensional graphs can be valuable tools for understanding, explaining, and communicating research results by using longitudinal performance data from the automotive industry as an illustration.

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The International Journal of Organizational Analysis, vol. 9 no. 4
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 1 March 2002

Daniel J. Svyantek, Kevin T. Mahoney and Linda L. Brown

This paper takes the stance that there are two criteria for evaluation of diversity in organizations. These criteria are (a) competition with other organizations and (b) the…

253

Abstract

This paper takes the stance that there are two criteria for evaluation of diversity in organizations. These criteria are (a) competition with other organizations and (b) the maintenance of the organization across time. Organizations which seek diversity without considering its effects on competitive and maintenance goals place themselves at a disadvantage vis‐a‐vis their competitors. Two case examples, the Persian and Roman Empires, are used to show how different diversity management practices affect organizations. Differences between the two empires are related to the degree to which they allowed for inclusion of diverse cultural groups. The Persian Empire was exclusionary. The Roman Empire was inclusionary. Roman inclusionary practices were based on merit. Inclusion by merit is shown to lead to increased organizational effectiveness primarily in terms of increased organizational resiliency across time.

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The International Journal of Organizational Analysis, vol. 10 no. 3
Type: Research Article
ISSN: 1055-3185

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Book part
Publication date: 18 January 2022

Nadia Bhuiyan, Margaret Young and Daniel J. Svyantek

Over one million individuals diagnosed with autism spectrum disorder (ASD) will be entering adulthood and attempting to cultivate fulfilling, meaningful life experiences. These…

Abstract

Over one million individuals diagnosed with autism spectrum disorder (ASD) will be entering adulthood and attempting to cultivate fulfilling, meaningful life experiences. These young adults with ASD represent Generation A. The workplace will be a major element in cultivating fulfilling lives for Generation A. Social interaction is an integral component for functioning within most postsecondary and occupational settings. It is necessary to understand the interaction between autistic adults and organizations to understand potential social and behavioral deficits. The workplace is inherently a social place. Understanding both formal and informal social information in the workplace may be critical to successful job performance. Fit, particularly person–organization fit, is used to address this social nature of the workplace. Understanding this interaction helps provide a means for crafting both individual and organizational interventions which support autistic adults in the workplace. This chapter provides an analysis of interventions that support those with ASD in the workplace. It is proposed that these interventions will help create a more supportive work environment for those with ASD. As important, it is proposed that the accommodations for those with ASD are reasonable for any organization seeking to improve both satisfaction and performance for all its employees. By addressing these issues, organizations have the potential to create a more satisfying workplace for all workers, not just those in Generation A.

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Article
Publication date: 1 February 2003

Jennifer P. Bott, Daniel J. Svyantek, Scott A. Goodman and David S. Bernal

This study examines the role of personality and work experience in predicting two measures of job performance: Proficiency on the job tasks assigned to employees (task…

370

Abstract

This study examines the role of personality and work experience in predicting two measures of job performance: Proficiency on the job tasks assigned to employees (task performance) and discretionary behaviors (e.g., helping) that may or may not be performed by employees (contextual performance). The two types of performance measures were shown to have different patterns of association with work experience and personality dimensions, such that personality was more predictive of contextual performance, while job experience was more predictive of task‐based performance. Noticeably, conscientiousness did not predict task‐based performance. Implications and limitations of the present study, as well as directions for future research, are discussed.

Details

The International Journal of Organizational Analysis, vol. 11 no. 2
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 13 February 2024

Thomas Quincy Wilmore, Ana Kriletic, Daniel J. Svyantek and Lilah Donnelly

This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of…

347

Abstract

Purpose

This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.

Design/methodology/approach

Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.

Findings

The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.

Practical implications

These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.

Originality/value

This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.

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Book part
Publication date: 13 August 2018

Robert L. Dipboye

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

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