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

PhD, University of Cincinnati, 2012, Business: Business Administration

Past research on flexible work arrangements (FWA, or those short-term restructurings of work hours to accommodate work-life balance) has established that employees who take advantage of such policies, as well as employees who believe that they might use the policies someday, respond with positive attitudes (e.g., organizational commitment, job satisfaction) and behaviors (e.g., performance). However, no research has examined the perceptions and behaviors of those coworkers who have to carry on in the workplace while the FWA-user is gone. The FWA Coworker Impact Model was developed and tested on a sample of adults who work in organizations where short-term FWA practices are allowed and taken. Data were collected from an online research panel and was tested using structural equation modeling. This research has found that FWA-in-practice is made up of four components: (1) the justification of leave taking, (2) the redistribution of work, (3) following norms and (4) coworker consideration. Three of these four components were found to influence coworkers' perceptions of justice associated with FWA (distributive, procedural, interpersonal, and informational justice), and with important workplace perceptions and behaviors (organizational citizenship behavior, political behavior, and counterproductive work behaviors). Specifically, following norms was found to be related to all dimensions of justice, suggesting that any short-term FWA which does not conform to the tacit or formal practices is considered unfair. Redistribution of work had a negative relationship with OCB. This warrants further investigation but may suggest that any redistribution of work in the short term will begin to eat at coworkers' helping and altruistic behavior in the workplace. This research addresses three gaps in our current understanding of FWA: (1) the treatment of FWA as a singular event rather than as a series of workplace practices, (2) the limited scope of organizational justice as only (open full item for complete abstract)

Committee: Suzanne Masterson PhD (Committee Chair); Paula Dubeck PhD (Committee Member); Elaine Hollensbe PhD (Committee Member); Phillip Neal Ritchey PhD (Committee Member) Subjects: Organizational Behavior

Doctor of Philosophy (PhD), Wright State University, 2020, Human Factors and Industrial/Organizational Psychology PhD

Workers who are satisfied with their jobs are better performers, but prior research has found a plethora of moderating variables between job satisfaction and job performance (Ostroff, 1992, Schleicher, Watt, & Greguras, 2004; Spector, 1997). Prior research has suggested that job attitude strength can strengthen the relationship between job satisfaction and job performance and that the relationships between personality variables and extra-role job performance are stronger in weak rather than strong workplace situations (Meyer et al., 2014; Shleicher et al., 2015). In the current study, I investigated the interaction between job satisfaction, job attitude strength, and situational strength on job performance. Using attitude strength and situational strength theories, I argued that the relationship between job satisfaction and job performance is stronger when attitudes are strong and situations are weak. Using a sample of workers from Amazon's Mechanical Turk (MTurk, N = 539), I found that job attitude strengthens the relationship between job satisfaction and job performance. However, strong evidence was found to suggest that strong situations strengthened rather than weakened the relationship between job satisfaction and job performance. I found little evidence of a three-way interaction between job satisfaction, job attitude strength, and situational strength on job performance in the direction expected. My findings have important implications for the attitude strength and situational strength literatures.

Committee: Nathan Bowling Ph.D. (Advisor); Debra Steele-Johnson Ph.D. (Committee Member); Joseph Houpt Ph.D. (Committee Member); David LaHuis Ph.D. (Committee Member) Subjects: Business Administration; Psychology

Master of Arts (MA), Bowling Green State University, 2016, Psychology/Industrial-Organizational

Previous research has demonstrated relationships between work stressors and the outcome variables of counterproductive work behavior (CWB) and organizational citizenship behavior (OCB). The present study examines physical activity as a potential moderator of these relationships. This study also examines mood and energy as underlying mechanisms of the proposed moderation effect. To test this relationship, 294 firefighters completed a survey measuring work stressors, physical activity, CWB, and OCB. 54 firefighters participated in a six-week follow-up survey. Main effect and moderation analyses were performed using hierarchical linear regression. Results revealed that various work stressors, including interpersonal conflict, organizational constraints and procedural injustice, were positively related to CWB. Interpersonal conflict, workload, organizational constraints, and procedural injustice were positively related to OCB. Physical activity moderated the relationship between interpersonal conflict and CWB and the relationship between workload and OCB. Energy and mood did not account for these relationships. Implications and future research directions are discussed.

Committee: Steve Jex (Advisor); Russell Matthews (Committee Member); Dara Musher-Eizenman (Committee Member) Subjects: Psychology

Doctor of Philosophy (PhD), Ohio University, 2014, Industrial/Organizational Psychology (Arts and Sciences)

The proximal withdrawal states and destination (PWSD) model (Hom, Mitchell, Lee, & Griffeth, 2012) addresses the shortcomings of current research by introducing the proximal withdrawal states (PWS) as a new construct for turnover investigations. According to Hom et al. (2012) the PWS are pre-departure mindsets that can energize participation with the organization. This study empirically investigates the PWS component of the PWSD model and its ability to predict two behaviors that reflect employee participation prior to departure: organizational citizenship behavior (OCB; indicative constructive participation) and counterproductive work behavior (CWB; indicative of destructive participation). This study also considers how the PWS affect the role of personality and its relationship with OCB and CWB. A self-reported survey was completed by 607 full-time, classified employees from a large hospital complex in South Central United States. Results from multivariate analysis of variance indicate significant effects for the PWS predicting OCB and CWB, although the PWS were most predictive of behaviors directed at the organization. Findings from moderated regression analyses also demonstrate significant and marginally significant interactions between PWS and personality in predicting behavior. Specifically, the reluctant stayer mindset depressed the relationship between positive affectivity and OCB and the enthusiastic stayer mindset strengthened the relationship between negativity and CWB. Results are discussed and implications for turnover research are presented.

Committee: Rodger Griffeth (Advisor); Jeff Vancouver (Committee Member); Keith Markman (Committee Member); Diana Schwerha (Committee Member); Jason Stoner (Committee Member) Subjects: Management; Personality; 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

Master of Arts (MA), Bowling Green State University, 2020, Psychology

This research addresses the issue of weak prediction of OCB through personality and posits that a substantial contributing factor is measurement level misalignment in previous research. With a focus on matching predictor and criterion measurement levels, this research uses a person-centered approach (latent profile analysis; LPA) as an exploratory technique to determine latent employee profiles on facet-level measures of conscientiousness and agreeableness. These profiles are used to investigate incremental prediction of facet-level OCB over regression-based methods. Results indicate that a 5-class solution fits well and that these profiles predict OCB on their own; however, they do not increment above mean facet scores. Results about the impact of measurement level matching on prediction are mixed. This research provides implications for applied settings as well as further theoretical research on latent-variable techniques, the bandwidth-fidelity dilemma, and organizational citizenship behavior.

Committee: Michael Zickar Dr. (Advisor); Richard Anderson Dr. (Committee Member); Margaret Brooks Dr. (Committee Member) Subjects: Psychology

Doctor of Philosophy, Case Western Reserve University, 2019, Organizational Behavior

Organizational researchers have long had an interest in how employees informally seek and help in organizations. While some helping in organizations occurs by both a willing helper (e.g., proactive helping) and target (help-seeking behavior), limited research has focused on helping behavior involving reluctant helpers and help targets. Dyadic forms of proactive helping, such has interpersonal helping, will only lead to desired organizational outcomes if employees accept their coworkers' offers to help. Past research has found that reluctant help targets (employees with reservations about accepting discretionary workplace help) tend to receive worse supervisor evaluations of job performance and receive less support and help from their coworkers, but no research has explored explanations (i.e. mediators) for this negative relationship. Understanding why reluctant help targets perform worse at work is important because without accepting help, employees may fail at managing their self-regulation and improvement and, thus job performance. In this dissertation, I build theory to support the notion that a reluctance to accept help leads to workplace stress and, in turn, decreased levels of employee job performance. Using job demands-resources theory, I hypothesize and find support that the negative relationship between reluctant help targets and multiple dimensions of employee job performance is mediated (individually and in tandem) by two work stressors: role overload and emotional exhaustion. These findings provide important contributions to the helping behavior literature including (1) comparing and contrasting reluctant help-seeking and reluctant help targets; (2) demonstrating that being reluctant to accept help begins a resource depletion process which leaves employees overburdened, emotionally exhausted and, in turn, inadequate resources to meet job demands in order to achieve adequate job performance. Future research directions are also discussed.

Committee: John Paul Stephens Ph.D. (Advisor); Diana Bilimoria Ph.D. (Committee Member); Melvin Smith Ph.D. (Committee Member); Casey Newmeyer Ph.D. (Committee Member) Subjects: Management; Organizational Behavior; Psychology

PhD, University of Cincinnati, 2015, Education, Criminal Justice, and Human Services: Criminal Justice

Concerns have been raised that discretion available to police officers leads to its abuse. This work focuses on those officers who use discretion to enhance achievement of organizational objectives, even though these acts may not be role prescribed. In this first study of OCB among police officers in India, we determine the antecedents of these voluntary, pro-social behaviors (also called organizational citizenship behavior, or OCB) which help achieve legitimate work objectives and promote effective functioning of the organization. Positive psychology is an emerging discipline which focuses on what is good about human psychology in an effort to make life meaningful for a majority of people. The linkage of positive psychology with organizational behavior in police is used to drive home the point that there is much to be gained by focusing on positive workplace factors, though reducing the stressors is also important. We compare OCB research findings from US based studies in business organizations and also some studies from the criminal justice system, especially the police and corrections. The present study utilizes a survey of 829 police officers from two districts (Rohtak and Sonepat) conducted in 2013 in the state of Haryana in the Republic of India. The findings indicate that organizational justice, job satisfaction, task variables, and organizational commitment are strongly related to OCB. These findings relating to Indian police officers are similar to the findings related to Western officers. This suggests that these antecedents may be universally important predictors of OCB among police officers across cross-national contexts. However, some of the findings were unexpected. For instance, task routinization had a significant and positive relationship with OCB. The significance of these findings is discussed. Theory is developed to explain why measurement of OCB in police agencies should not necessarily be the same as the measurement of OCB in business (open full item for complete abstract)

Committee: James Frank Ph.D. (Committee Chair); Eric G. Lambert Ph.D. (Committee Member); Lawrence Travis Ph.D. (Committee Member); Pamela Wilcox Ph.D. (Committee Member) Subjects: Criminology

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

Doctor of Philosophy (PhD), Ohio University, 2008, Communication Studies (Communication)

This study measured the perceptions of extra-role behaviors that contribute to the success of an organization (organizational citizenship behaviors), the perceptions of fairness in the superior/subordinate relationship (interactional justice), and communication satisfaction of 549 Ohio University administrators and staff. Results indicate that 81.4% of respondents participated in citizenship-type behaviors, 64.1% perceived their supervisor/subordinate relationships to be fair (Just), and 24.4% were Satisfied with regard to their organization's communication practices. Regression analysis supported previous research, which established a positive relationship among interactional justice, communication satisfaction, and organizational citizenship behaviors.

Committee: Anita C. James Ph.D. (Committee Chair); Claudia Hale Ph.D. (Committee Member); Thomas Daniels Ph.D. (Committee Member); Gordon Brooks Ph.D. (Committee Member) Subjects: Behaviorial Sciences; Business Community; Communication; Management

Doctor of Philosophy (PhD), Ohio University, 2002, Psychology (Arts and Sciences)

The purpose of this dissertation is to introduce a novel meta-methodology for studying constructs in organizational contexts based on archival data. The variance architecture approach is a guided exploratory research method designed to estimate (a) the dispersion of variance in constructs across the multiple facets on which they commonly vary and (b) the stability of that dispersion across contexts and time. The approach has its roots in Cattell's (1966) Basic Data Relations Matrix as well as Cronbach, Rajaratnam, and Gleser's (1963) Generalizability theory (G-theory). The General Linear Mixed Model provides the basis for estimating the dispersion of variance in constructs across multiple facets, whereas meta-analytic methods are used to evaluate the stability of that dispersion across contexts and time. An in-depth discussion of the approach is provided, and an example of applying it to the Organizational Citizenship Behavior (OCB) construct is undertaken. By examining OCB through the lens of the variance architecture approach, several questions pertinent to its study are answered, areas where current OCB research is lacking are identified, and both the utility and limitations of this approach are illustrated.

Committee: Jeffrey Vancouver (Advisor) Subjects: Psychology, Industrial