Situational Constraints and Work Outcomes: The Influences Of a Frequently Overlooked Construct

Peters, Lawrence H.; O’Connor, Edward J.

doi:10.5465/amr.1980.4288856

Cited by 394 publications

(237 citation statements)

References 10 publications

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“…in modeling the relationship between leadership behavior and job satisfaction, controls are used for various organizational constraints that can influence this dependent variable, including information needed to perform a job, material and financial resources, training, physical work conditions, and the amount of cooperation or help and friendliness experienced from coworkers (Keenan & newton, 1984;peters & o'connor, 1980;spector & Jex, 1991;spector, Dwyer, & Jex, 1988). pay, benefits, and promotional opportunities have been hypothesized to influence job satisfaction, although few empirical studies during the last decade have explored this link (Brief & Weiss, 2002).…”

Section: Control Variablesmentioning

confidence: 99%

Examining the Effects of Leadership Behavior on Employee Perceptions of Performance and Job Satisfaction

Fernández

2008

Public Performance & Management Review

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Studies undertaken at Ohio State University and the University of Michigan nearly five decades ago identified two broad categories of effective leadership behavior: task-oriented and relations-oriented behavior. More recently, scholars from Scandinavia identified a third category of behavior associated with effective leadership: development-oriented leadership. This study measures these three types of leadership behavior and analyzes their relation to perceptions of performance and job satisfaction as reported by federal employees responding to the 2002 Federal Human Capital Survey. The results show that all three types of leadership behavior are positively related to perceptions of performance, while relations-oriented and development-oriented behavior are positively related to job satisfaction. In short, leadership behavior matters when it comes to predicting perceived performance and job satisfaction.

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Section: Control Variablesmentioning

confidence: 99%

Examining the Effects of Leadership Behavior on Employee Perceptions of Performance and Job Satisfaction

Fernández

2008

Public Performance & Management Review

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“…Frustration is one antecedent to organizational aggression, and occurs when an instigated goal-response is interrupted (Fox & Spector, 1999;Spector, 1975). Such events are situational constraints in the immediate work situation that block individuals from achieving valued work goals (Peters & O'Connor, 1980). Employees have various ways of responding to frustration, and these efforts may include counterproductive behaviors that range from mere compliance to hostility, organizational aggression or sabotage (Fox & Spector, 1999;Storms & Spector, 1987).…”

Section: Conflict Bullying and Counterproductive Behaviorsmentioning

confidence: 99%

Workplace Conflict, Bullying, and Counterproductive Behaviors

Ayoko

Callan

Härtel

2003

The International Journal of Organizational Analysis

203

129

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Using a multi-method approach, this paper presents both a qualitative and quantitative examination of workplace conflict, the emotional reactions to bullying and counterproductive behaviors. Three studies were undertaken for the present research. Data for Study 1 emerged from semi-structured interviews conducted with 50 group leaders and members from six workgroups in two large organizations. Interviews were transcribed and analyzed using systematic interpretative techniques. Findings from Study 1 showed that conflict induced a variety of emotional and behavioral responses. Data from Study 2 were collected from 660 employees from 7 public sector organizations using a structured open-ended survey. Results from Study 2 revealed that the majority of respondents perceived their managers as bullies. Study 3 surveyed 510 staff in 122 workgroups from five organizations. Regression analysis revealed that differing conflict events were associated with bullying, emotional reactions and counterproductive behaviors. In particular, prolonged conflict increased incidents of bullying. Higher levels of bullying were predictive of workplace counterproductive behaviors such as purposely wasting company material and supplies, purposely doing one's work incorrectly and purposely damaging a valuable piece of property belonging to the employer.Workgroups are a popular tool to complete tasks more efficiently and quickly in organizations. Effective workgroups offer the potential benefits of increased levels of innovation, improved quality of outputs and speed (Jackson, 1996). On the other hand, members of workgroups experience higher levels of conflict, bullying and stress (Jehn, 1995;Pelled, 1996;Rayner, 1998;Thomas, 1992). The current research reports upon a series of studies that investigate the relationship between workplace conflict, bullying, emotions and counterproductive behaviors. The overall aim of this program of research was to examine the effects of different conflict events and reactions to conflict on the fre-• Direct all correspondence to: Oluremi B. Ayoko, 284 BULLYING AND COUNTERPRODUCTIVE BEHAVIORS quency of bullying and counterproductive behaviors. Study 1 examined the triggers of intragroup conflict and emotional reactions to conflict. Study 2 further investigated conflict and bullying incidents and the emotional reactions aroused by bullying. Study 3 explored the link between workplace conflict, bullying, emotions and counterproductive behaviors.

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“…Finally, situational constraints over which a ratee has no control may impact performance (Peters & O'Connor, 1980) and acceptance of a performance appraisal system (Hedge & Teachout, 1992). Difficult situational constraints may interfere with improvement following feedback.…”

Section: Work Contexf Variables In Relation To Developinenf Capabilitmentioning

confidence: 99%

Acceptance of peer/upward performance appraisal systems: Role of work context factors and beliefs about managers' development capability

Maurer

Tarulli

1996

Hum. Resour. Manage.

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Situational Constraints and Work Outcomes: The Influences Of a Frequently Overlooked Construct

Cited by 394 publications

References 10 publications

Examining the Effects of Leadership Behavior on Employee Perceptions of Performance and Job Satisfaction

Examining the Effects of Leadership Behavior on Employee Perceptions of Performance and Job Satisfaction

Workplace Conflict, Bullying, and Counterproductive Behaviors

Acceptance of peer/upward performance appraisal systems: Role of work context factors and beliefs about managers' development capability

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