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Deogro Lee - One of the best experts on this subject based on the ideXlab platform.

  • south korean managerial reactions to voicing discontent the effects of Employee Attitude and Employee communication styles
    Journal of Organizational Behavior, 2009
    Co-Authors: Taeyeol Kim, Benson Rosen, Deogro Lee
    Abstract:

    Using a scenario-based experiment, this study examined how Employee Attitude and Employee communication styles affected managers' reactions to Employees' objections to a company policy. In the experiment, Employee Attitude (cynical versus trusting) and Employee communication styles (aggressive versus diplomatic) were manipulated, and managers' reactions to voicing discontent were assessed through a questionnaire. Based on a sample of 185 middle managers working in various organizations in South Korea, the results showed that managers were more likely to engage in social undermining and were less likely to provide social support when cynical (rather than trusting) Employees objected to a company policy. Also, attributed motives (i.e., personal attack and health concern) fully mediated the relationship between Employee Attitude and social support and social undermining. In addition, managers more likely attributed the objection to moral concerns when trusting (rather than cynical) Employees communicated in an aggressive manner. Copyright © 2009 John Wiley & Sons, Ltd.

  • south korean managerial reactions to voicing discontent effects of Employee Attitude and Employee communication styles
    Social Science Research Network, 2009
    Co-Authors: Taeyeol Kim, Benson Rosen, Deogro Lee
    Abstract:

    Using a scenario-based experiment, this study examined how Employee Attitude and Employee communication styles affected managers' reactions to Employees' objections to a company policy. In the experiment, Employee Attitude (cynical versus trusting) and Employee communication styles (aggressive versus diplomatic) were manipulated, and managers' reactions to voicing discontent were assessed through a questionnaire. Based on a sample of 185 middle managers working in various organizations in South Korea, the results showed that managers were more likely to engage in social undermining and were less likely to provide social support when cynical (rather than trusting) Employees objected to a company policy. Also, attributed motives (i.e., personal attack and health concern) fully mediated the relationship between Employee Attitude and social support and social undermining. In addition, managers more likely attributed the objection to moral concerns when trusting (rather than cynical) Employees communicated in an aggressive manner.

Taeyeol Kim - One of the best experts on this subject based on the ideXlab platform.

  • south korean managerial reactions to voicing discontent the effects of Employee Attitude and Employee communication styles
    Journal of Organizational Behavior, 2009
    Co-Authors: Taeyeol Kim, Benson Rosen, Deogro Lee
    Abstract:

    Using a scenario-based experiment, this study examined how Employee Attitude and Employee communication styles affected managers' reactions to Employees' objections to a company policy. In the experiment, Employee Attitude (cynical versus trusting) and Employee communication styles (aggressive versus diplomatic) were manipulated, and managers' reactions to voicing discontent were assessed through a questionnaire. Based on a sample of 185 middle managers working in various organizations in South Korea, the results showed that managers were more likely to engage in social undermining and were less likely to provide social support when cynical (rather than trusting) Employees objected to a company policy. Also, attributed motives (i.e., personal attack and health concern) fully mediated the relationship between Employee Attitude and social support and social undermining. In addition, managers more likely attributed the objection to moral concerns when trusting (rather than cynical) Employees communicated in an aggressive manner. Copyright © 2009 John Wiley & Sons, Ltd.

  • south korean managerial reactions to voicing discontent effects of Employee Attitude and Employee communication styles
    Social Science Research Network, 2009
    Co-Authors: Taeyeol Kim, Benson Rosen, Deogro Lee
    Abstract:

    Using a scenario-based experiment, this study examined how Employee Attitude and Employee communication styles affected managers' reactions to Employees' objections to a company policy. In the experiment, Employee Attitude (cynical versus trusting) and Employee communication styles (aggressive versus diplomatic) were manipulated, and managers' reactions to voicing discontent were assessed through a questionnaire. Based on a sample of 185 middle managers working in various organizations in South Korea, the results showed that managers were more likely to engage in social undermining and were less likely to provide social support when cynical (rather than trusting) Employees objected to a company policy. Also, attributed motives (i.e., personal attack and health concern) fully mediated the relationship between Employee Attitude and social support and social undermining. In addition, managers more likely attributed the objection to moral concerns when trusting (rather than cynical) Employees communicated in an aggressive manner.

Benson Rosen - One of the best experts on this subject based on the ideXlab platform.

  • south korean managerial reactions to voicing discontent the effects of Employee Attitude and Employee communication styles
    Journal of Organizational Behavior, 2009
    Co-Authors: Taeyeol Kim, Benson Rosen, Deogro Lee
    Abstract:

    Using a scenario-based experiment, this study examined how Employee Attitude and Employee communication styles affected managers' reactions to Employees' objections to a company policy. In the experiment, Employee Attitude (cynical versus trusting) and Employee communication styles (aggressive versus diplomatic) were manipulated, and managers' reactions to voicing discontent were assessed through a questionnaire. Based on a sample of 185 middle managers working in various organizations in South Korea, the results showed that managers were more likely to engage in social undermining and were less likely to provide social support when cynical (rather than trusting) Employees objected to a company policy. Also, attributed motives (i.e., personal attack and health concern) fully mediated the relationship between Employee Attitude and social support and social undermining. In addition, managers more likely attributed the objection to moral concerns when trusting (rather than cynical) Employees communicated in an aggressive manner. Copyright © 2009 John Wiley & Sons, Ltd.

  • south korean managerial reactions to voicing discontent effects of Employee Attitude and Employee communication styles
    Social Science Research Network, 2009
    Co-Authors: Taeyeol Kim, Benson Rosen, Deogro Lee
    Abstract:

    Using a scenario-based experiment, this study examined how Employee Attitude and Employee communication styles affected managers' reactions to Employees' objections to a company policy. In the experiment, Employee Attitude (cynical versus trusting) and Employee communication styles (aggressive versus diplomatic) were manipulated, and managers' reactions to voicing discontent were assessed through a questionnaire. Based on a sample of 185 middle managers working in various organizations in South Korea, the results showed that managers were more likely to engage in social undermining and were less likely to provide social support when cynical (rather than trusting) Employees objected to a company policy. Also, attributed motives (i.e., personal attack and health concern) fully mediated the relationship between Employee Attitude and social support and social undermining. In addition, managers more likely attributed the objection to moral concerns when trusting (rather than cynical) Employees communicated in an aggressive manner.

T C E Cheng - One of the best experts on this subject based on the ideXlab platform.

  • the relationships among leadership goal orientation and service quality in high contact service industries an empirical study
    International Journal of Production Economics, 2013
    Co-Authors: Rachel W Y Yee, Andy C L Yeung, Peter K.c. Lee, T C E Cheng
    Abstract:

    Abstract High-contact service industries are characterized by close interaction between service Employees and customers, and diverse customer needs. Such characteristics pose a great challenge to the delivery of services of superior quality. In this research we conceptually explore and empirically examine several attitudinal and motivational factors of customer-contact Employees, and the management style of managers as antecedents to service quality in high-contact service sectors. Based on dyadic data collected from 230 service firms in Hong Kong, we examine the relationships among transformational leadership, transactional leadership, affective organizational commitment, learning goal orientation, performance goal orientation, and service quality. We find that learning goal orientation is more effective than performance goal orientation in fostering service quality in the high-contact service context. We also observe that transformational leadership tends to be more effective than transactional leadership in influencing Employee Attitude in high-contact service firms. This research pioneers theory-driven examination of service quality in high-contact service firms using data collected from service Employees and shop managers for hypothesis testing.

Benjamin Schneider - One of the best experts on this subject based on the ideXlab platform.

  • which comes first Employee Attitudes or organizational financial and market performance
    Journal of Applied Psychology, 2003
    Co-Authors: Benjamin Schneider, Paul J Hanges, Brent D Smith, Amy Nicole Salvaggio
    Abstract:

    Employee Attitude data from 35 companies over 8 years were analyzed at the organizational level of analysis against financial (return on assets; ROA) and market performance (earnings per share; EPS) data using lagged analyses permitting exploration of priority in likely causal ordering. Analyses revealed statistically significant and stable relationships across various time lags for 3 of 7 scales. Overall Job Satisfaction and Satisfaction With Security were predicted by ROA and EPS more strongly than the reverse (although some of the reverse relationships were also significant); Satisfaction With Pay suggested a more reciprocal relationship with ROA and EPS. The discussion of results provides a preliminary framework for understanding issues surrounding Employee Attitudes, high-performance work

  • design validity and use of strategically focused Employee Attitude surveys
    Personnel Psychology, 1996
    Co-Authors: Benjamin Schneider, Steven D Ashworth, Catherine A Higgs, Linda Carr
    Abstract:

    This paper presents logic, procedures, validity, and use of Employee Attitude surveys targeted on strategic objectives of the firm. The logic is that Employees at the front line are in an optimal position to report on the degree to which strategic initiatives are being carried out. The procedure is to design survey questions that focus on the initiative rather than on Employees' personal feelings or satisfaction. To validate Employee reports, the relationships between those reports and customer satisfaction over four quarters of the use of the survey are shown. Evidence shows that the logical and empirical keying of Employee surveys to strategic initiatives and objectives of the firm provide data of immediate use to management, in the present case to both marketing and human resources management. By the 1930s Employee Attitude surveys were being frequently used in business to assess and document Employee morale. History shows that, with the advent of the Thurstone procedure for Attitude assessment (Thurstone & Chave, 1929), the large scale assessment of Attitudes, both at work and elsewhere, took hold. Tiffin in 1942 noted that (p. 318): Until recently, management attempted to keep in touch with the morale of the working force only through such factors as chance remarks by Employees, appearance and behavior of men [sic] at work, and occasional reports by supervisors. These methods were none too satisfactory.... [I]f morale is to be gauged or measured, means must be found to encourage Employees to express their honest feelings and reactions. The most satisfactory method of doing this is by means of an anonymous Attitude survey or labor audit.