With the United States further along in terms of the use of IT for information provision, US information professionals have already addressed many of the issues that their UK…
Abstract
With the United States further along in terms of the use of IT for information provision, US information professionals have already addressed many of the issues that their UK counterparts are only recently facing. Perhaps we can look to their experiences for possible suggestions, as well as problem areas to avoid. Sue Davidsen is a 1995 recipient of the Paul W. Thurston Award for increasing access to government information through her role as creator and designer of GoMLink. In this article she outlines the history of the United States Postal Service kiosk project and the subsequent reaction of librarians, then goes on to describe the history of the Michigan Electronic Library, its development and strengths.
Paul W. Thurston and Laurel McNall
The purpose of this paper is to explore the underlying structure of employees' justice perceptions in the context of their organizations' performance appraisal practices.
Abstract
Purpose
The purpose of this paper is to explore the underlying structure of employees' justice perceptions in the context of their organizations' performance appraisal practices.
Design/methodology/approach
Ten multi‐item scales were designed to measure the perceived fairness of performance appraisal practices. A nested confirmatory factor analysis of employee responses (n=188) compared the four justice dimensions (i.e. procedural, distributive, interpersonal, informational) to five plausible alternatives. Construct validity was demonstrated through a structural equation model of matched employee and supervisor responses (n=117).
Findings
The confirmatory factor analysis showed evidence of four distinct but highly correlated justice constructs. Results supported hypothesized relationships between procedural justice and helpful behaviors toward the organization via appraisal system satisfaction; distributive justice with appraisal satisfaction; and interpersonal and informational justice and helpful behaviors toward the supervisor via supervisor satisfaction.
Practical implications
This study underscores the importance of fostering perceptions of justice in the context of performance appraisal. The scales developed in this study could be used to isolate potential problems with an organization's performance appraisal practices. Originality/value – The paper integrates prior research concerning the positive effects of procedural, distributive, interpersonal, and informational justice on affective and behavioral responses towards performance appraisals.
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Erik R. Eddy, Caroline P. D'Abate and Paul W. Thurston
The purpose of this paper is to explore rationalizations individuals provide for engaging in personal activities on company time.
Abstract
Purpose
The purpose of this paper is to explore rationalizations individuals provide for engaging in personal activities on company time.
Design/methodology/approach
Data were collected from 121 survey respondents working in a variety of organizations and backgrounds. Respondents provided information on the number of times they engage in various personal activities while at work, the amount of time engaged in these activities, and their rationalizations for performing personal activities during work hours.
Findings
Results suggest that employees spend nearly five hours in a typical workweek engaged in personal activities. More than 90 per cent of this time is spent using the internet, email, phone, or conversing with co‐workers. Employees use a variety of rationalizations for such behavior, but only two rationalizations (i.e. boredom and convenience) were statistically reliable predictors of the extent to which they engaged in personal activities on company time.
Practical implications
The current research finds that boredom and convenience are related to the extent that employees engage in personal activities on company time. Improvements in the work environment to reduce boredom might show a marked decrease in these behaviors, thereby mitigating the need for organizations to develop formal policies against these behaviors.
Originality/value
This is only the second quantitative study to examine the amount of time individuals spend engaged in specific personal activities on the job. It is the first quantitative exploration of the rationalizations employees use to justify these behaviors.