Suchergebnisse

1. Introduction -- 2. It's Only Fair -- 3. Making Change Happen: It's All (or at Least Largely) in the Process -- 4. Taking the Process Personally -- 5. For Ethicality, the Process Also Matters -- 6. A High-Quality Process: Easier Said Than Done -- Appendixes -- A. The Change Implementation Survey -- B. Scoring Guide for the Change Implementation Survey -- C. Measure of Regulatory Focus -- D. Measure of Work Regulatory Focus -- E. Measure of "Openers" -- F. Allport-Vernon-Lindzey Values -- G. Measure of Moral Identity -- H. Measure of Emotional Reappraisal

"This book is for scholars with an interest in the burgeoning area of theory and research on organizational justice. The ideas it describes forge connections between the justice literature and other prominent bodies of knowledge in organizational and social psychology, including those pertaining to trust, social identity, attribution theory, regulatory focus theory and cross-cultural differences in people's beliefs and behaviors. Though intended primarily for researchers, this book is written in a very accessible way, so that informed practitioners will gain considerable value from it."--Publisher's description

Two experiments were conducted to evaluate the effects of two variables on psychological entrapment. Experiment 1 was an incrementing counter paradigm in which subjects could quit at any time. Subjects paid for each tick of their counter hoping that cash might eventually be awarded—either because a computer-generated number was reached or because a presumed adversary chose to quit first. At each of a series of decision points, subjects were to indicate their wish to continue, either by signalling the experimenter or doing nothing. In Experiment 2, subjects solved a crossword puzzle in the presumed presence of a person with whom they were either independent or in competition. Subjects were either stopped periodically and asked if they wished to continue or were not interrupted. In Experiment 1 it was found that entrapment was greater under Social than Nonsocial conditions; in both experiments this difference was more striking for men than women. In addition, in Experiment 2 but not in Experiment 1, entrapment was greater under Passive than Active conditions. Reasons for the similarity and divergence of results across the two studies are discussed and related to prior research.

Two field studies tested the hypothesis that high perceived control may serve as an antidote to the negative effects of layoffs on the employees who are not laid off (survivors). In Study 1, some participants witnessed the layoffs of fellow employees, but others did not. In Study 2, all participants survived a layoff, but they varied in the extent to which they experienced the post-layoff environment as threatening to their well-being. Conceptually analogous results emerged across the two studies. Study 1 showed that the negative impact of layoffs on survivors' organizational commitment was reduced when perceived control was relatively high. Study 2 showed that the tendency for survivors' job performance to be adversely affected by high threat to their well-being was reduced when perceived control was relatively high. In other words, perceived control was more strongly related to employees' organizational commitment in the presence than in the absence of layoffs and to survivors' job performance when they experienced the post-layoff environment as more threatening. These findings account for additional variance in the reactions of layoff survivors and identify when perceived control will be more versus less strongly related to employees' work attitudes and behaviors. Practical implications for the management of organizational downsizings are discussed.