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The study aims to investigate the research question: “How does a green organizational culture (GOC) influence employees' green behavior (EGB) through various green initiatives as a mediator, and to what extent does workload moderate the relationship between these initiatives and employee green behavior (EGB)?” using a survey-based approach.

The purpose of this study is to investigate the relationship between job insecurity (JI) and compulsory unethical pro-organizational behavior (CUPB). This study aims to explore how perceived job stress (PJS) mediates this relationship and how perceived job importance, job experience (both total and current), and age moderate the effects. By addressing the “black box” of how job insecurity leads to CUPB, we contribute to the understanding of the psychological mechanisms involved. Our research will offer insights into the role of contextual and demographic factors that influence employee responses to job insecurity, highlighting the significance of CUPB in organizational settings.

vi, 90 pages : 23 cm

vi, 90 pages : 23 cm

690 Seiten :

690 Seiten :

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

The claim selected for replication from McCarter et al (2010) is: We selected the claim that, keeping the expected return constant, outcome variance will decrease an individual’s contributions toward a public good only when the distribution of possible outcomes includes the prospect of losses (Statement 2). This reflects the following statement from the paper's abstract: "Further, loss prospects directly discouraged contributions because of loss aversion, and indirectly discouraged contributions by fueling fears that others would not contribute" (Statement 1). The claim is tested by primarily utilizing repeated-measures ANOVA (Statement 3), which resulted in participants contributing significantly less toward the shared account in losses-and-gains prospect conditions than in the no variance and gains-only prospect conditions; F(1,61) = 4.73, p < .05 (Statement 4). McCarter, M. W., Rockmann, K. W., & Northcraft, G. B. (2010). Is it even worth it? The effect of loss prospects in the outcome distribution of a public goods dilemma. Organizational Behavior and Human Decision Processes, 111(1), 1-12.

Includes bibliographies

This is an amendment to the previously registered replication of a research claim from Triana & García (2009) (original preregistration here: https://osf.io/k3puw; currently under embargo set to end on June 13, 2024).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

The purpose of this paper is to conduct a review of open science practices at three flagship journals in Organizational Behavior, based on a trend analysis of papers published from 2011 – 2019. We will use a combination of computer algorithms and human coders to code the variables of interest. Details are provided below (see: Measured Variables).

Includes bibliographies and index

Includes bibliographies and index

Includes bibliographies and index

This article is from Iranian Journal of Nursing and Midwifery Research , volume 17 . Abstract Context:: Numerous researches have been carried out to indicate that organizational justice (OJ) is a variable that anticipates many other variables in organizations, especially in hospitals. Organizational behavior (OCB) is one of the most important variables. Aims:: We aimed to study the relationship between OJ and OCB of nurses in selected hospitals in Isfahan. Materials and Methods:: This was a descriptive correlational study. The research was conducted among nurses of selected hospitals in Isfahan. Statistical Analysis Used:: Data were gathered using two questionnaires of OJ, and OCB. The t-test, chi-square, and Pearson correlation test were used to analyze the data through SPSS version 13. Results:: In general, the mean score (SD) of OJ among nurses was 41.2 (16.2) and the mean score of OCB was 57.7 (18). Finally, there was no significant relationship between OJ, civil virtue, and sportsmanship. There was a significant relationship between OJ, OCB, courtesy, and conscientiousness. Conclusion:: As the scores of OCB and OJ among nurses were average in selected hospitals, the managers of the hospitals should improve the perception of justice among nurses. Today, organizations need efficient and expert workers to achieve their goals, and to grow and improve in all aspects. In fact, the efficiency and effectiveness of organizations depend on the staffs, especially in hospitals.

This article is from Iranian Journal of Nursing and Midwifery Research , volume 17 . Abstract Context:: Numerous researches have been carried out to indicate that organizational justice (OJ) is a variable that anticipates many other variables in organizations, especially in hospitals. Organizational behavior (OCB) is one of the most important variables. Aims:: We aimed to study the relationship between OJ and OCB of nurses in selected hospitals in Isfahan. Materials and Methods:: This was a descriptive correlational study. The research was conducted among nurses of selected hospitals in Isfahan. Statistical Analysis Used:: Data were gathered using two questionnaires of OJ, and OCB. The t-test, chi-square, and Pearson correlation test were used to analyze the data through SPSS version 13. Results:: In general, the mean score (SD) of OJ among nurses was 41.2 (16.2) and the mean score of OCB was 57.7 (18). Finally, there was no significant relationship between OJ, civil virtue, and sportsmanship. There was a significant relationship between OJ, OCB, courtesy, and conscientiousness. Conclusion:: As the scores of OCB and OJ among nurses were average in selected hospitals, the managers of the hospitals should improve the perception of justice among nurses. Today, organizations need efficient and expert workers to achieve their goals, and to grow and improve in all aspects. In fact, the efficiency and effectiveness of organizations depend on the staffs, especially in hospitals.

This article is from Iranian Journal of Nursing and Midwifery Research , volume 17 . Abstract Context:: Numerous researches have been carried out to indicate that organizational justice (OJ) is a variable that anticipates many other variables in organizations, especially in hospitals. Organizational behavior (OCB) is one of the most important variables. Aims:: We aimed to study the relationship between OJ and OCB of nurses in selected hospitals in Isfahan. Materials and Methods:: This was a descriptive correlational study. The research was conducted among nurses of selected hospitals in Isfahan. Statistical Analysis Used:: Data were gathered using two questionnaires of OJ, and OCB. The t-test, chi-square, and Pearson correlation test were used to analyze the data through SPSS version 13. Results:: In general, the mean score (SD) of OJ among nurses was 41.2 (16.2) and the mean score of OCB was 57.7 (18). Finally, there was no significant relationship between OJ, civil virtue, and sportsmanship. There was a significant relationship between OJ, OCB, courtesy, and conscientiousness. Conclusion:: As the scores of OCB and OJ among nurses were average in selected hospitals, the managers of the hospitals should improve the perception of justice among nurses. Today, organizations need efficient and expert workers to achieve their goals, and to grow and improve in all aspects. In fact, the efficiency and effectiveness of organizations depend on the staffs, especially in hospitals.

This article is from Iranian Journal of Nursing and Midwifery Research , volume 17 . Abstract Context:: Numerous researches have been carried out to indicate that organizational justice (OJ) is a variable that anticipates many other variables in organizations, especially in hospitals. Organizational behavior (OCB) is one of the most important variables. Aims:: We aimed to study the relationship between OJ and OCB of nurses in selected hospitals in Isfahan. Materials and Methods:: This was a descriptive correlational study. The research was conducted among nurses of selected hospitals in Isfahan. Statistical Analysis Used:: Data were gathered using two questionnaires of OJ, and OCB. The t-test, chi-square, and Pearson correlation test were used to analyze the data through SPSS version 13. Results:: In general, the mean score (SD) of OJ among nurses was 41.2 (16.2) and the mean score of OCB was 57.7 (18). Finally, there was no significant relationship between OJ, civil virtue, and sportsmanship. There was a significant relationship between OJ, OCB, courtesy, and conscientiousness. Conclusion:: As the scores of OCB and OJ among nurses were average in selected hospitals, the managers of the hospitals should improve the perception of justice among nurses. Today, organizations need efficient and expert workers to achieve their goals, and to grow and improve in all aspects. In fact, the efficiency and effectiveness of organizations depend on the staffs, especially in hospitals.

This article is from Iranian Journal of Nursing and Midwifery Research , volume 17 . Abstract Context:: Numerous researches have been carried out to indicate that organizational justice (OJ) is a variable that anticipates many other variables in organizations, especially in hospitals. Organizational behavior (OCB) is one of the most important variables. Aims:: We aimed to study the relationship between OJ and OCB of nurses in selected hospitals in Isfahan. Materials and Methods:: This was a descriptive correlational study. The research was conducted among nurses of selected hospitals in Isfahan. Statistical Analysis Used:: Data were gathered using two questionnaires of OJ, and OCB. The t-test, chi-square, and Pearson correlation test were used to analyze the data through SPSS version 13. Results:: In general, the mean score (SD) of OJ among nurses was 41.2 (16.2) and the mean score of OCB was 57.7 (18). Finally, there was no significant relationship between OJ, civil virtue, and sportsmanship. There was a significant relationship between OJ, OCB, courtesy, and conscientiousness. Conclusion:: As the scores of OCB and OJ among nurses were average in selected hospitals, the managers of the hospitals should improve the perception of justice among nurses. Today, organizations need efficient and expert workers to achieve their goals, and to grow and improve in all aspects. In fact, the efficiency and effectiveness of organizations depend on the staffs, especially in hospitals.

This article is from Iranian Journal of Nursing and Midwifery Research , volume 17 . Abstract Context:: Numerous researches have been carried out to indicate that organizational justice (OJ) is a variable that anticipates many other variables in organizations, especially in hospitals. Organizational behavior (OCB) is one of the most important variables. Aims:: We aimed to study the relationship between OJ and OCB of nurses in selected hospitals in Isfahan. Materials and Methods:: This was a descriptive correlational study. The research was conducted among nurses of selected hospitals in Isfahan. Statistical Analysis Used:: Data were gathered using two questionnaires of OJ, and OCB. The t-test, chi-square, and Pearson correlation test were used to analyze the data through SPSS version 13. Results:: In general, the mean score (SD) of OJ among nurses was 41.2 (16.2) and the mean score of OCB was 57.7 (18). Finally, there was no significant relationship between OJ, civil virtue, and sportsmanship. There was a significant relationship between OJ, OCB, courtesy, and conscientiousness. Conclusion:: As the scores of OCB and OJ among nurses were average in selected hospitals, the managers of the hospitals should improve the perception of justice among nurses. Today, organizations need efficient and expert workers to achieve their goals, and to grow and improve in all aspects. In fact, the efficiency and effectiveness of organizations depend on the staffs, especially in hospitals.

This article is from Iranian Journal of Nursing and Midwifery Research , volume 17 . Abstract Context:: Numerous researches have been carried out to indicate that organizational justice (OJ) is a variable that anticipates many other variables in organizations, especially in hospitals. Organizational behavior (OCB) is one of the most important variables. Aims:: We aimed to study the relationship between OJ and OCB of nurses in selected hospitals in Isfahan. Materials and Methods:: This was a descriptive correlational study. The research was conducted among nurses of selected hospitals in Isfahan. Statistical Analysis Used:: Data were gathered using two questionnaires of OJ, and OCB. The t-test, chi-square, and Pearson correlation test were used to analyze the data through SPSS version 13. Results:: In general, the mean score (SD) of OJ among nurses was 41.2 (16.2) and the mean score of OCB was 57.7 (18). Finally, there was no significant relationship between OJ, civil virtue, and sportsmanship. There was a significant relationship between OJ, OCB, courtesy, and conscientiousness. Conclusion:: As the scores of OCB and OJ among nurses were average in selected hospitals, the managers of the hospitals should improve the perception of justice among nurses. Today, organizations need efficient and expert workers to achieve their goals, and to grow and improve in all aspects. In fact, the efficiency and effectiveness of organizations depend on the staffs, especially in hospitals.

The Bureau of Medicine and Surgery (BUMED) contracted with the Naval Postgraduate School to identify the competencies required to effectively manage military treatment facilities (MTF) and to later design and implement an effective executive management education (EME) program. Eighty semi-structured, in-depth interviews were conducted with senior medical department of executives from 11 health MTFs with the goal of distinguishing these competencies. The information gathered from these interviews lead to development of a survey instrument that was mailed to 720 senior Navy Medical officers. The intent of the survey was to identify the perceived current level of skill and the perceived required level of skill of these officers across 60 different survey items. The gaps, or deltas, between these two perceptions imply areas of performance that could be enhanced by the EME program. This thesis provides an analysis of the survey responses associated with organizational behavior with respect to the respondents' corps, rank, position held, years of managerial experience, and short course experience. Significant differences among these cohorts indicate areas of organizational behavior that may require further study or inclusion in the EME program.

This study examined the relationship between organizational experience and perceived leader behavior in a sample of U.S. Navy enlisted personnel. Two bodies of literature (traditional organizational and cognitive processes) were reviewed which resulted in alternative viewpoints regarding the number of dimensions necessary to describe leader behavior in high or low experience groups. Principal components analyses of measures of perceived leader behavior conducted on high (n = 231) and low (n = 255) tenure groups indicated support for the cognitive processes perspective in that a greater number of meaningful leadership dimensions were found for more experienced workers. Comparison of relationships between matched perceived leader dimensions and measures of the workgroup environment for both groups established the predictive and discriminant validity of the derived leader components. Results are discussed in terms of the need for determining the representativeness of various leader behaviors in different work environment settings. (Author)

This study examined the relationship between organizational experience and perceived leader behavior in a sample of U.S. Navy enlisted personnel. Two bodies of literature (traditional organizational and cognitive processes) were reviewed which resulted in alternative viewpoints regarding the number of dimensions necessary to describe leader behavior in high or low experience groups. Principal components analyses of measures of perceived leader behavior conducted on high (n = 231) and low (n = 255) tenure groups indicated support for the cognitive processes perspective in that a greater number of meaningful leadership dimensions were found for more experienced workers. Comparison of relationships between matched perceived leader dimensions and measures of the workgroup environment for both groups established the predictive and discriminant validity of the derived leader components. Results are discussed in terms of the need for determining the representativeness of various leader behaviors in different work environment settings. (Author)

Organizational Behavior and Human Decision Processes is an active peer-reviewed scientific journal published bimonthly by Elsevier. Established in 1966 as Organizational Behavior and Human Performance , before obtaining its current name in 1985, the journal publishes research in organizational behavior, organizational psychology, and human cognition, judgment, and decision-making. Each issue features articles that present original empirical research, theory development, meta-analysis, and methodological advancements relevant to the field. Published papers cover a number of topics including perception, cognition, judgment, attitudes, emotion, well-being, motivation, choice, and performance. It also includes articles that investigate these topics as they pertain to individuals, dyads, groups, and other social collectives. Special focus issues are also produced on a particular theme, usually encompassing one of the six issues published in that year.  The Internet Archive Collection contains microfilm published between 2003 and 2010.  Organizational Behavior and Human Decision Processes is found online at: https://www.sciencedirect.com/journal/organizational-behavior-and-human-decision-processes Wikipedia: https://en.wikipedia.org/wiki/Organizational_Behavior_and_Human_Decision_Processes The ISSN is 0749-5978 Publication History: Organizational Behavior and Human Performance 0030-5073 Formerly (until 1985) USA United States

This paper analyzes the responses of 50 practicing business managers who were asked to identify the most troublesome communication situations experienced by supervisors in their organizations. The authors put the responses in rank order according to two popular management systems, Management by Objectives (MBO) and Organizational Behavior Modification (OBMod), and draw the following conclusions: Teachers of management students should stress communication skills needed for motivating people, delegating authority, listening, giving directions, and group problem solving. Students who will work in OBMod systems need to learn communication skills for handling grievances, while those students entering MBO systems need skills for private, one-to-one conferences. The study also concludes that teachers should not increase their emphasis of public-speaking skills. (RL)

The nature of the work on an automated assembly line is the major cause of complaint among workers and labor unions. In trying to solve the problem of alienation among American industrial workers, a simulation model, "Kingscity," patterned after the General Motors plant at Lordstown, Ohio, was utilized in a basic interpersonal communication course at the State University College at Brockport, New York. Results suggested that a simulation model can aid in studying worker alienation with these modifications: (1) the choice sheet should be reduced to a few items or only items dealing with powerlessness; (2) the Zuckerman and Lubin Multiple Affect Adjective Check List could be eliminated or reduced to a shorter form; and, (3) the model should attempt to measure dehumanization feelings based on Kahn's definition. (DS)

This series of six related studies reports the work of a multi-university team in developing and evaluating extensive taxonomies of organizational behavior in education. The report is divided into seven chapters, four of which describe the development of classification schemata, utilizing the concepts of four theories of organization and administration--decision-making theory, bureaucratic theory, compliance theory, and general systems theory. Chapters on taxonomic inquiry and on field procedures used in the development of the taxonomies are followed by an explanation of attempts to systematize the taxonomies into a sing"e classification (Authors/JK)

The claim selected for replication from Triana and García (2009) is that perceptions of racial discrimination at work will be negatively related to perceptions of procedural justice at work, which reflects the following statement from the abstract: "We found that employees who believe some individuals in the workplace are discriminating against them on the basis of race tend to report lower levels of procedural justice from the organization." The claim was tested with survey data from two timepoints -- procedural justice perceptions (phase 2) were regressed on perceived workplace racial discrimination (phase 1), perceived organizational efforts to support diversity (phase 1), minority status, sex, whether the participant worked full- or part-time, age, full-time work experience, and whether the participant was a graduate or undergraduate student. Perceived workplace racial discrimination had a significant negative relationship with perceptions of procedural justice (β (standardized) = -.40, p < .01).

Conspiracy beliefs have been found to be consequential in that they have consequences for people's life and health (Van Prooijen et al., 2022). Yet, conspiracy beliefs have not gained much attention in the work context (Van Prooijen & De Vries, 2016). In this study we investigate the effects of employees' organizational conspiracy beliefs on their prosocial and antisocial behavior at work. We further investigate perceptions about employees' psychological contract as a possible mechanism that explains the effect of organizational conspiracy beliefs. Finally we examine organizational justice and competitive work climate as possible moderators in these relationships.

The claim selected for replication from King & Bryant (2017) Study 3 is that with demographics and measures of job satisfaction, mentoring status, intergenerational tension, and age-based work stereotypes accounted for, WICS [Workplace Intergenerational Climate Scale] scores would significantly predict intergroup contact above and beyond other potential predictor variables, thus providing evidence supporting its incremental validity. This reflects the following statement from the abstract: "Evidence supports the use of the WICS as a valid and reliable multidimensional measure of an organization’s intergenerational climate." Using data from the subset of older workers in the MTurk sample, positive contact with younger workers was first regressed on age; weekly hours; years with employer; an attitudes toward older workers score; a succession, identity, and consumption scale score; and a job satisfaction score, followed by the same regression model with the addition of the WICS score. The result of the test was the WICS score explaining 6% unique variance in older workers’ degree of positive contact with younger workers, F(1, 78) = 6.20, p < .015 [author noted the p-value should be p = .015]." The aim of this study is to replicate the findings from Study 3 in the original King & Bryant (2017) using a newly sampled group of workers from MTurk.

Transformational leadership, knowledge-based work passion and organizational citizenship behavior: A survey dataset from public university

Transformational leadership, knowledge-based work passion and organizational citizenship behavior: A survey dataset from public university

For both organizational and personal life, especially for teachers in the context of schools, organizational citizenship behavior (OCB), is essential. Thus, this study investigates and creates a novel empirical model of the mediation mechanism of compensation on the relationship between visionary leadership and teachers' OCB. For this study, 230 private junior high school teachers in three Indonesian provinces Jakarta, West Java, and Banten were given Likert scale questionnaires. With survey methods and analyses by structural equation modeling (SEM) found a significant impact of visionary leadership and compensation on OCB, the substantial influence of visionary leadership on compensation, and the significant effect of visionary leadership on OCB through compensation. This evidence supports a novelty about visionary leadership, through compensation, affects teachers' OCB. It is in line with and confirms the results of previous research as the basis of this research and, at the same time, negates the conflicting results of previous research. Under these circumstances, the novel model offers a theoretical and practical contribution that necessitates thorough and critical debate prior to adoption, adaptation, or modification as a model for enhancing teachers' OCB through visionary leadership backed by compensation.