Blair P. Lloyd and Joseph H. Wehby
In the field of behavioral disabilities, systematic direct observation (SDO) has been an integral tool for describing and explaining relationships between student and teacher…
Abstract
In the field of behavioral disabilities, systematic direct observation (SDO) has been an integral tool for describing and explaining relationships between student and teacher behavior in authentic classroom settings. However, this method of measurement can be resource-intensive and presents a series of complex decisions for investigators. The purpose of this chapter is to review a series of critical decisions investigators must make when developing SDO protocols to address their research questions. After describing each decision point and its relevance to the measurement system, we identify trends and special considerations in the field of behavioral disabilities with respect to each decision. We organize content according to deciding what to measure, deciding how to measure it, and critical steps to prevent system breakdowns. Finally, we identify avenues for research to further the impact of SDO in the field of behavioral disabilities.
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In recent years there has been discussion in the management and organisational literature on generational differences and how they may impact on the design of workforce…
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In recent years there has been discussion in the management and organisational literature on generational differences and how they may impact on the design of workforce strategies. However, much of the discussion appears to be based on observation rather than large empirical work. Indeed, I would argue that wider support for the requirement to manage the workforce around X and Y issues is absent. For example, employers of choice are looking to win talent by tailoring employment policy to capture the dynamism of the modern era rather than discrete generational values. Significantly, the bulk of generational data cited by popular writers is subjective, non‐representative, makes use of single‐point‐of‐time data and uses retrospective comparisons. Importantly, scholarly literature does not draw arbitrary and abrupt lines between generations. In seeking to determine a preferred workforce strategy organisations would be better served by acknowledging the technical, economic, political and social dynamism of modern life rather than the flawed conclusions of popular generational literature.
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Lori Anderson Snyder, Peter Y. Chen, Paula L. Grubb, Rashaun K. Roberts, Steven L. Sauter and Naomi G. Swanson
This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the…
Abstract
This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the similarities and differences of aggression toward individuals, such as verbal abuse or physical attack, and aggression toward organizations, such as embezzlement or work slowdowns, is shown to provide important insights about the causes and consequences of workplace aggression. We propose a comprehensive model based on the integration of prior theoretical treatments and empirical findings. The model attempts to offer a framework to systematically examine psychological and organizational mechanisms underlying workplace aggression, and to explain the reasons why workplace violence policies and procedures sometimes fail. A set of research propositions is also suggested to assist in achieving this end in future research.
Maya Cara, Julian Birkinshaw and Suzanne Heywood
In this chapter, we explore the relationship between organizational complexity and firm-level innovation. We define and operationalize a new construct, experienced complexity…
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In this chapter, we explore the relationship between organizational complexity and firm-level innovation. We define and operationalize a new construct, experienced complexity, which is the extent to which the organizational environment makes it challenging for decision makers to do their jobs effectively. We distinguish experienced complexity from structural complexity, which is the elements of the organization, such as the number of reporting lines or integrating mechanisms, that are deliberately put in place to help the organization deliver on its objectives, and we argue that structural complexity correlates positively with firm-level innovation, while experienced complexity correlates negatively with innovation. Using a novel dataset combining survey and objective data on 209 large firms, we find support for our arguments.
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Hossein Nouri and Maria S. Domingo
Female students comprise a significant number of the accounting student population at four-year institutions. Likewise, a significant number of students have chosen to enroll and…
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Female students comprise a significant number of the accounting student population at four-year institutions. Likewise, a significant number of students have chosen to enroll and earn associate degrees at a community college, and subsequently transfer to a four-year college or university. According to the National Center for Education Statistics, more than half of the students enrolled in two-year institutions were female. Moreover, 57% of college students in the United States are females. This study provides empirical evidence on the interaction between gender and transfer versus native accounting students in their academic performance during and after shock periods. According to the literature, the shock period includes two semesters after a two-year college student transfers to a four-year college. The results of this study indicate that female and male transfer students do not perform equally in their accounting courses compared to their native counterparts, that is, male transfer students in accounting performed worse than female transfer students and native students (male and female) both during and after the “shock” period. These findings may have practical implications for administrators and accounting departments since male transfer students appear to need more assistance to absorb transfer shock when they join four-year colleges and possibly even after their first year at the four-year institution.
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Dejun Tony Kong, William P. Bottom and Lee J. Konczak
The purpose of this paper is to examine how negotiators’ self-evaluated emotion perception is related to value claiming under two incentive schemes. Adopting an ability-motivation…
Abstract
Purpose
The purpose of this paper is to examine how negotiators’ self-evaluated emotion perception is related to value claiming under two incentive schemes. Adopting an ability-motivation interaction perspective, the authors hypothesize that the relationship will be stronger in the contingent (upon value-claiming performance) versus fixed (non-contingent upon value-claiming performance) pay condition.
Design/methodology/approach
Multi-level analysis of data (120 participants, 60 dyads) from a laboratory study provided evidence supporting the hypothesis proposed in this paper.
Findings
Emotional perception was indeed more strongly related to value claiming in the contingent pay condition than in the fixed pay condition. Negotiators’ emotion perception also had a direct, positive linkage with relationship satisfaction, regardless of the incentive scheme.
Research limitations/implications
The limitations of the current paper include self-report measures of emotion perception, a US student sample and a focus on value claiming as the instrumental outcome. The authors urge future research to address these limitations in replicating and extending the current findings.
Originality/value
The present paper is the first to explicitly test the moderating role of incentive schemes on the linkage between negotiators’ emotion perception and performance. The findings not only show the context-dependent predictive value of negotiators’ emotion perception but also shed light on both negotiation and emotional intelligence (EI) research.
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Peter John Sackett and Michael G. Bryan
Manufacturing industry’s success in reducing time‐to‐market, costs, environmental impact; and improving quality, and flexibility, has exposed an underlying factor limiting further…
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Manufacturing industry’s success in reducing time‐to‐market, costs, environmental impact; and improving quality, and flexibility, has exposed an underlying factor limiting further significant improvement in competitive performance ‐ the effective management of production data. This article identifies the business benefits of product data management and examines the building blocks for a product data management strategy.
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Patricia A. Greenfield, Ronald J. Karren and Lawrence S. Zacharias
Every employer, unless he or she has no pool of applicants orpotential applicants to choose from, engages in hiring choices. Whilethe hiring process may vary, both from one…
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Every employer, unless he or she has no pool of applicants or potential applicants to choose from, engages in hiring choices. While the hiring process may vary, both from one employer to another and from one job to another, some form of screening occurs. In recent years, students of management have noted the proliferation of screening practices in the hiring process, especially in bringing new technologies such as medical and drug testing procedures. Testing and other screening practices, while wide‐ranging both with respect to their ends and means, have raised consistent patterns of concern among job‐seekers, public policy makers and managers themselves. In this monograph a variety of methods of screening and issues of public policy raised by screening procedures are discussed. An overview of United States law regulating the screening process is provided, together with future directions in the area of screening in the US.
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Introduces the job perceptual discrepancies index (JPDI), which is based on an empirical study of social workers and their team supervisors and was created by comparing supervisors’ and subordinates’ evaluations of the levels of importance of the various tasks in the subordinates’ job. The findings indicate that while subordinates and supervisors in this particular case, generally had similar job perceptions, larger JPDI values have negative implications for subordinates’ job satisfaction and turnover intentions. Considers the utility of the JPDI for both researchers and practitioners in investigating supervisor‐subordinate differences in job perception.