Master of Arts (M.A.), Xavier University, 2014, Psychology

Extensive research has established a strong, reciprocal relationship between job satisfaction and OCB in the workplace. The aim of this study was to examine perceptions of OCB and the effect those have on perceptions of job satisfaction. It was hypothesized that perceptions of OCB would positively predict perceived job satisfaction. It was also hypothesized that attribution would moderate the relationship between perceived OCB and perceived job satisfaction. Finally, it was hypothesized that ratings of perceived OCB engagement would be positively related to perceived working relationship with the individual's supervisor. Data were collected from a sample of 85 participants. Simple linear regression was used to test the first hypothesis and it was found to be supported. Ratings of perceived OCB engagement did significantly predict perceived job satisfaction. A hierarchical regression was used to test attribution as a moderator but the results were not significant. A correlation was used to test the relationship between perceived OCB engagement and perceived working relationship with the supervisor and the results were significant, supporting the third hypothesis. The results have both theoretical and practical implications, which are discussed along with limitations and future research directions.

Committee: Morell Mullins Ph.D (Committee Chair); Dalia Diab Ph.D (Committee Member); Mark Nagy Ph.D (Committee Member) Subjects: Behavioral Psychology; Organizational Behavior; Psychology; Social Psychology

Master of Science (M.S.), Xavier University, 2023, Psychology

This study examined the relationship between different leadership styles (humble leadership and transactional leadership) and how they influenced the relationship between OCBs and organizational commitment. A total of 121 participants participated in this vignette-based study and were recruited from Prolific.com. The results showed a positive correlation between organizational commitment and OCBs, with leadership style acting as a moderator of the relationship. Specifically, the presence of a humble leader strengthened the connection between organizational commitment and OCBs, compared to the presence of a transactional leader, emphasizing the role of humility in effective leadership. However, the current study did not find evidence of leadership style influencing employee intention to engage in OCBs. Further research is needed on humble leadership and how it impacts employee behaviors.

Committee: Morrie Mullins Ph.D. (Committee Chair); Dalia Diab Ph.D. (Committee Member); Leann Caudill Ph.D. (Committee Member) Subjects: Organizational Behavior; Psychology

Doctor of Philosophy (Ph.D.), Bowling Green State University, 2016, Psychology/Industrial-Organizational

Although the relationship between organizational constraints and task performance has received much empirical scrutiny, largely showing a negative relationship between the two variables, the relationship between constraints and extra-role behaviors has received less attention. Thus, one purpose of this study was to examine the relationship between organizational constraints and extra-role behaviors – both positive extra-role behaviors (OCB and creativity) and negative extra-role behaviors (CWB). Furthermore, in order to explore the frequently hypothesized moderating effect of “control” on the stressor (here, organizational constraints) – strain (here, extra-role behaviors) relationship, this study examined deficits in executive functioning (DEF), an alternative measure and conceptualization of control, as a moderator in the relationship between organizational constraints and extra-role behaviors. Data was collected from approximately 500 full-time employees and subsequently analyzed to test the current study's hypothesis. The results showed that both organizational constraints and DEF significantly predicted all outcome variables; however, the directionality of some of the relationships between predictor and outcome variables found in this study's analyses did not match the initial hypotheses. Theoretical and practical implications are discussed.

Committee: Steve Jex PhD (Advisor); Margaret Brooks PhD (Committee Member); Sherona Garrett-Ruffin PhD (Committee Member); Melissa Miller PhD (Other) Subjects: Psychology

Doctor of Philosophy, Case Western Reserve University, 2016, Organizational Behavior

Modern organizations rely on individuals to speak up with ideas, concerns, and suggestions. In short, they require employees to be proactive not just in the actions that they take, but in their communications as well. An accumulation of evidence from the areas of employee voice, silence, and issue-selling suggests that perceptions of listening are important for the open sharing of thoughts, concerns, and suggestions relating to the ongoing flow of work in organizations. Still, research lags when it comes to understanding the experience of listening and the path to its workplace outcomes. Specifically, there are a multitude of terms used to describe listening whereas there are few rigorous attempts to examine the process and properties from the perspective of the person who speaks up. This dissertation explores listening perceptions from multiple angles. First, drawing from interdependence theory I offer a conceptual explanation for how and why perceptions of listening are formed. Then, I draw on organizational support theory to suggest that listening is a powerful but missing predictor of perceived organizational support. To test the relative strength of perceived listening as a predictor of perceived organizational support I compared it against other well-known predictors using dominance analysis. Results from the analysis of survey data from 120 adults working in various fields suggest that perceived listening is an even more powerful predictor than was expected. Specifically, it completely dominated both leader-member exchange and perceived supervisor support in the prediction of perceived organizational support. Finally, I present the results of a qualitative study of 42 in-depth interviews with bank employees to address the research question `How do employees perceive and engage in workplace listening experiences?' From these data I build a process model of listening perceptions. This model sheds light on the situations in which employees attend to listening, t (open full item for complete abstract)

Committee: Ronald Fry (Committee Chair); Corinne Coen (Committee Member); Avraham Kluger (Committee Member); Melvin Smith (Committee Member); Casey Newmeyer (Committee Member) Subjects: Communication; Management; Organizational Behavior

Doctor of Philosophy, Case Western Reserve University, 2016, Organizational Behavior

While the ideal self has been used as a component of several motivation theories (Markus & Wurf, 1987; Higgins, 1987; Boyatzis & Akrivou, 2006), it has not received as much empirical research attention, and even less quantitative research. This study extends work on the measurement of the ideal self—defined as “an evolving, motivational core within the self, focusing a person's desires and hope, aspirations and dreams, purpose and calling” (Boyatzis & Akrivou, 2006: 625)—to explain how employees perform and feel about their jobs, as well as how they interact with and are viewed by other organizational members. Past theories have claimed that performance is more a function of the “fit” between the person's Real Self (i.e., their abilities, competencies and attitudes) and the task demands of the job and organization (Boyatzis, 1982; Fiedler, 1967). This study proposes that aspirations and dreams drive employee performance and behavior beyond the fit between role and an employee's demonstrable abilities. Therefore, it is proposed that employees who find opportunities for synergy between their job roles and their ideal self are more engaged and better organizational members, who also go out of their way to help their peers, and are perceived to better perform their jobs than employees who experience less of this synergy. Results from an SEM analysis provide evidence that the ideal self impacts how employees feel about their lives (i.e. well-being), how they behave at work (i.e. in-role task behavior, extra-role helping behaviors, and reputational effectiveness), and the quality of their work relationships (PNEA work climate). Furthermore, results provide support for the mediating role of the quality of work relationship in the relationship between the ideal self and employee engagement and well-being.

Committee: Richard Boyatzis (Committee Chair); Diana Bilimoria (Committee Member); Ron Fry (Committee Member); Chris Burant (Committee Member) Subjects: Organizational Behavior

Master of Arts (M.A.), Xavier University, 2016, Psychology

Previous research has shown that some scheduling methods, including clockwise, counterclockwise and rapidly rotating formats, can have a negative effect on employee sleep patterns, health outcomes, and work performance. These same negative effects can also diminish job performance, organizational commitment, and have been shown to have a negative impact on organizational citizenship behaviors. Computer generated scheduling, which uses many of the aforementioned scheduling practices, is a relatively new tool used by organizations to create employee schedules. A total of 204 participants currently employed in a retail environment completed a survey assessing employee job satisfaction, organizational commitment, and organizational citizenship behaviors. Of those that completed the survey, 101 participants completed the computer generated scheduling version and 103 completed the manually generated version. Results indicated that there were no significant differences between computer generated scheduling programs and non-computer generated scheduling programs in overall job satisfaction, organizational commitment, and organizational citizenship behaviors. Supplemental analysis of five job satisfaction facets also revealed no significant differences between employees whose schedules were generated utilizing a computer based program and those whose employer manually generated their schedules.

Committee: Mark Nagy Ph.D (Committee Chair); Dalia Diab Ph.D (Committee Member); Eric Barrett (Committee Member) Subjects: Behavioral Psychology; Occupational Psychology; Psychology

Master of Arts (M.A.), Xavier University, 2016, Psychology

Career and Employability Skills (C&ES) training programs are developing as a method to train students to be effective workplace citizens. Despite the increasing popularity of C&ES training programs, there has been little academic research on their effectiveness, particularly at teaching organizational citizenship behavior (OCB). The purpose of this study was to examine whether a C&ES training program had an impact on the OCB intentions of participants. The study consisted of a sample of 135 recent high school graduates of a rural high school who completed a 24-item survey measuring a five-dimension model of OCB: conscientiousness, civic virtue, sportsmanship, altruism, and courtesy. Participants also completed a 10-item trait level conscientiousness measure and a 13-item social desirability measure. Results indicated that a participants in a C&ES training program reported significantly higher intentions to engage in many OCBs, including conscientiousness, civic virtue, sportsmanship and altruism. However, when controlling for trait level conscientiousness, only courtesy intentions were significantly higher for those participating in C&ES programs. These results form a first step towards demonstrating the efficacy of C&ES training programs to influence participants' OCBs in the workplace. This research has implications for the effectiveness of C&ES training programs, particularly the training of participants to exhibit higher levels of overall OCB.

Committee: Mark Nagy Ph.D. (Committee Chair); Diab Dalia Ph.D. (Committee Member); Morrell Mullins Ph.D. (Committee Member) Subjects: Business Education; Education; Psychology

Doctor of Philosophy (Ph.D.), Bowling Green State University, 2015, Psychology/Industrial-Organizational

The purpose of the current study was to meta-analytically examine the relationships of organizational justice and organizational constraints with three performance criteria: task performance, organizational citizenship behavior (OCB), and counterproductive work behavior (CWB). A meta-analysis of 106 studies (n = 35699) revealed that task performance and OCB were positively related to all forms of organizational justice, but only task performance was negatively related to organizational constraints. On the other hand, CWB was negatively related to all forms of organizational justice and positively related to organizational constraints. Furthermore, different dimensions of organizational justice had differential relationships with performance criteria. Procedural and interactional justice had a weaker positive association with task performance compared to OCB. Procedural justice had a stronger positive relationship with OCB-O than OCB-I. With regard to the differential relationship between organizational constraints and performance, organizational constraints had a stronger negative relationship with task performance than OCB. Another significant finding was that negative emotions fully mediated the relationship between organizational constraints and CWB. The relationship between organizational justice with self-rated versus other-rated OCB was not significantly stronger for self-rated versus other rated OCB. Lastly, an unexpected finding was that organizational constraints had a stronger relationship with self-rated CWB than other-rated CWB. The study's implications for research and practice are discussed, and directions for future research are provided.

Committee: Steve Jex (Advisor); Michael Zickar (Committee Member); Mary Hare (Committee Member); Gregory Rich (Committee Member) Subjects: Psychology

Doctor of Philosophy (Ph.D.), Bowling Green State University, 2013, Psychology/Industrial-Organizational

Past research has identified relationships between job insecurity and both organizational citizenship behaviors and job search activities. The current study expanded on that research by examining the moderating effects of two personality and coping variables--work locus of control and control-oriented coping--on the relationships between job insecurity and the two outcome variables: organizational citizenship behaviors and job search activities. Online survey data were collected from a sample of 309 permanent, non-unionized employees in the United States who worked over 30 hours a week. Hierarchical regression analysis identified a negative relationship between job insecurity and organizational citizenship behaviors, as well as a positive relationship between job insecurity and job search activities. Additionally, control-oriented coping interacted with job insecurity in explaining variance in both organizational citizenship behaviors and job search activities. Work locus of control did not interact with job insecurity in explaining incremental variance in organizational citizenship behaviors and job search activities. Practical implications of results and suggestions for research are discussed.

Committee: Steve Jex (Committee Chair); Stefan Fritsch (Committee Member); William Balzer (Committee Member); Rob Carels (Committee Member) Subjects: Psychology

Doctor of Philosophy, The Ohio State University, 2009, ED Physical Activities and Educational Services

Transformational and transactional leadership are known to be related to organizational variables, including organizational commitment, job satisfaction, organizational citizenship behavior (OCB), turnover intention, and job performance. As these relationships are relevant to intercollegiate sports in the United States, the purpose of this study was to investigate athletic director's transformational and transactional leadership and its impact on the five variables reported by followers (i.e., head coaches) in intercollegiate sports. This study employed transformational and transactional leadership as antecedents, and organizational commitment and job satisfaction as mediators bridging leadership and three organizational outcomes (OCB, turnover intention, and job performance). Using a census method, the researcher asked 2,627 head coaches at NCAA Division II institutions to respond to a web survey questionnaire. The questionnaire contained items from the Multiple Leadership Questionnaire developed by Bass and Avolio (1995), and items to measure job satisfaction, commitment, OCB, turnover intention, and job performance. A total of 359 (13.7%) usable responses were collected and used for the analysis. Regarding the results of this study, confirmatory factor analysis was used to investigate relationships among the leadership and other variables. Transformational leadership exhibited direct and positive relationships with organizational commitment and job satisfaction, an indirect and negative relationship with turnover intention through organizational commitment and job satisfaction, and an indirect and positive relationship with OCB through organizational commitment. Transactional leadership exhibited direct and positive relationships with organizational commitment and job satisfaction, and an indirect and negative relationship with turnover intention through organizational commitment. Two important implications arose from the findings from this study: the importa (open full item for complete abstract)

Committee: Brian Turner (Advisor); Packianathan Chelladurai (Committee Member); Donna Pastore (Committee Member) Subjects: Education; Physical Education