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Browsing by Subject "Organizational commitment"
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Item Examining the feedback environment and accountability in informal performance management systems(2013-03-06) Coulter-Kern, Paige E.; Williams, Jane R.; Ashburn-Nardo, Leslie; Boyd, Elizabeth; Grahame, Nicholas J.Improving performance management is a high priority for many organizations that want to improve the performance of their employees. Recently, researchers have focused on the social context to promote behavioral change, and have created new scales to examine context, such as the feedback environment. The current study examined internal and external accountability as mediators of the relationship between the feedback environment and developmental behaviors. Participants each completed three scales measuring the feedback environment, internal and external accountability, and developmental behaviors. Results suggested that internal and external accountability both mediate the relationship between the feedback environment and developmental behaviors, but neither is a stronger mediator than the other. In addition, internal and external accountability both mediate the relationship between each component of the feedback environment and developmental behaviors, but again neither is a stronger mediator than the other. This study contributed to the literature on performance management, and emphasized the importance of training supervisors to use the feedback environment to increase perceptions of accountability for employees.Item How do ethnic minority foodservice workers perceive employee well-being? An exploratory study(Elsevier, 2021-03-01) Liu-Lastres, Bingjie; Wen, HanEthnic minority workers play an essential role in the hospitality workforce, especially in the foodservice industry. Nevertheless, very few studies have focused on this population and explored their needs and work motivations in-depth. Guided by the self-determination theory, the purpose of this study was to examine how ethnic minority foodservice workers perceive employee well-being and investigate the effects of employee well-being on workplace outcomes. This study first interviewed twenty foodservice employees and then conducted a national survey comprising 411 responses from ethnic minority employees. The results revealed the following four dimensions of ethnic minority workers' perceived employee well-being: workplace experience, workplace happiness, creativity and knowledge, and self-actualization. Employee well-being is also found positively related to the sample's organizational commitment and turnover intentions. Based on the findings, this study provided both theoretical and practical implications.Item A Multi-Level, Cross-Level Examination of Leader and Team Member Outcomes of Leader-Leader Exchange Differentiation(2016-08) Riggs, Brandon S.; Porter, Christopher; Williams, Jane R.; Ashburn-Nardo, Leslie; Grahame, Nicholas J.Scholars have repeatedly demonstrated the positive benefits of high-quality leader-member exchange (LMX) for employees and organizations alike. Although some research has examined outcomes of differentiation of LMX relationships within teams, there is scant research into the way in which the combination of LMX and LMX differentiation (LMX-D) interact at the leader-level in the workplace hierarchy and the trickle-down effects these leader relationships have on subordinates. Moreover, no research has examined the potential buffering effect that subordinate team LMX may have on leaders who are experiencing the desire to withdraw from the organization as a result of the combination of their leader-leader exchange (LLX) relationships and the LLX differentiation (LLX-D) they perceive on their own leader teams. Thus, the present study sought to combine LMX and multilevel leadership theories to examine the effects of these leader-level exchange relationships on turnover intentions (TOI) for both individuals in leader-member dyads. Results suggested stronger negative relationships between LLX and TOI for both leaders and members when LLX-D is lower. However, examining this relationship at the leader-level when accounting for subordinate team LMX mean suggests that high-quality LMX relationships with the team members supervised by the leader attenuates the negative relationship between LLX and leader TOI. Theoretical and practical contributions are discussed, including the importance of the relationship of LLX, LLX-D, and team LMX mean on employee attitudes at multiple organizational levels.