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, University of Akron, 2024, Counseling Psychology

Police culture is based on traditional masculinity ideology and traditional gender beliefs (Silvestri, 2017), and is a male-dominated profession (Ashlock, 2019). As dictated by masculine norms, police officers do not typically disclose struggles with mental health (Demou et al., 2020), and tend to face several barriers regarding seeking professional psychological treatment. This is problematic due to the myriad mental health concerns faced by police officers, such as PTSD, anxiety, and depression, resulting from work related stress (Demou et al., 202; Papazoglou & Anderson, 2014; Haugen et al., 2012). Police officers experience high levels of self -stigma related to mental health problems (Karaffa &Koch, 2016), andreportlow levels of perceived organizational supportwithin their departments (Tucker, 2015), which may influence their attitudes regarding help-seeking. The aim of the current study was to gain a deeper understanding of the potential contributingmechanisms to the negative help-seekingattitudes consistently foundamong police officers. Using Gender Role Strain Paradigm (Pleck, 1981) as the primary contextual framework, the current study evaluated the role that masculinity ideology, self-stigma, perceived organizational support, and help-seeking attitudes play in police officer distress. Two moderated mediation models with one moderator were used within this study, as well as one mediation model and two moderation models. The current sample consisted of 456 current police officers and results suggested that perceived organizational support plays a significant moderating role in the relationship between masculinity ideology and help-seeking behaviors; such that perceived organizational support weakens the negative relationship between masculinity ideology and help seeking attitudes. The current study also demonstrated that, in general, masculinity ideology is significantly and negatively related to help-seeking attitudes.

Committee: John Queener (Advisor); David Baker (Committee Member); Ingrid Weigold (Committee Member); Margo Gregor (Committee Member); Ronald Levant (Committee Member); Dimitria Gatzia (Committee Member) Subjects: Psychology; Psychotherapy

Doctor of Philosophy, University of Akron, 2024, Psychology-Industrial/Organizational

Feedback orientation is a person's general receptivity to feedback; although early theorizing about the construct described how it should change over time in the context of ongoing performance management experiences, the extant literature has largely neglected to study whether changes to feedback orientation do in fact occur. This study involves an experiment that was designed to improve participant feedback orientation, and evaluated how that change might be influenced by feedback environment, leader-member exchange, and perceived organizational support. A longitudinal study of feedback orientation was conducted to assess the construct weekly for four weeks, and discontinuous growth curve modeling was used to evaluate whether the experimental intervention induced an increase to feedback orientation that was greater than what would be expected from the normal weekly fluctuations of the construct. Results from an online study of working adults conducted on Prolific revealed that the intervention successfully produced an increase in participants' feedback orientation, relative to both pre-intervention fluctuations and to the impact of a control intervention. Furthermore, initial feedback orientation and leader-member exchange were found to moderate the size of the feedback orientation boost that was produced by the experimental intervention, such that the boost was larger for those with lower initial feedback orientations and for those with higher initial leader-member exchanges. Feedback environment, meanwhile, moderated feedback orientation dynamics such that participants who perceived higher levels of feedback environment maintained higher levels of feedback orientation post-intervention for two weeks after the intervention. These results offer clear insights into feedback orientation dynamics and how they are impacted by critical feedback events, feedback environments, and leader-member exchange.

Committee: Paul Levy (Advisor); James Diefendorff (Committee Member); Matthew Juravich (Committee Member); Andrea Snell (Committee Member); Joelle Elicker (Committee Member) Subjects: Psychology

Doctor of Philosophy (Ph.D.), Bowling Green State University, 2023, Psychology/Industrial-Organizational

During the COVID-19 pandemic, remote work became commonplace for many knowledge workers who were previously office-based. In 2021 and beyond, many organizations have expected that their employees return to onsite work; much has been unknown, however, about employee attitudes toward loss of remote work during such a transition. Using the frameworks of social exchange theory, conservation of resources, and organizational support, this research seeks to understand how employee attitudes toward remote work may impact perceptions of psychological contract breach in required return to onsite work. Although initial hypotheses were not supported, exploratory analyses supported a serial mediation model in which psychological contract breach, perceived organizational support, and affective commitment serially mediate the positive relationship between remote work preference and turnover intent. Positive attitudes of working mothers toward remote work were also explored, with consideration of how remote work may help in the balance of conflicting home and work demands. Findings support the unique and valuable role that remote work choice may play for working mothers as well as illuminating their potential reactions to loss of remote work. Findings have implications for organizations seeking to meet employee needs and retain workers, particularly working mothers, when considering work location requirements.

Committee: Margaret Brooks Ph.D. (Committee Chair); Marco Nardone Ph.D. (Committee Member); William O'Brien Ph.D. (Committee Member); Clare Barratt Ph.D. (Committee Member) Subjects: Occupational Psychology; Psychology

Doctor of Management, Case Western Reserve University, 2020, Weatherhead School of Management

While mergers and acquisitions (M&A) are attractive strategic choices for many organizations seeking to expand or to increase their value and market power, the rate of failure of these efforts is significant. The human side of M&A remains the most important but often overlooked factor with a significant impact on M&A outcomes. This study employs an exploratory sequential mixed methods design to explore how managers address the factors that influence M&A outcomes and the factors that shape between employer and employee outcomes. The study was conducted using two inquiries (qualitative and quantitative). The greater purpose of this study was to integrate the previous qualitative and quantitative phases to derive more in-depth insight into the human side of M&A outcomes. Ultimately, we found that most managers leverage communication, employee engagement, encouragement, autonomy, empowerment, workplace relationships, and employee wellbeing to address human capital challenges influencing M&A outcomes in the qualitative study. Perceived organizational support (POS) and reciprocity emerged as the primary mediators between employer and employee M&A outcomes.

Committee: Richard Boland PhD (Advisor); Kalle Lyytinen PhD (Advisor); James Gaskin PhD (Advisor) Subjects: Business Costs; Social Research

Master of Arts in Psychology, Cleveland State University, 2021, College of Sciences and Health Professions

Mental health clinicians often work with clients who have been through significant trauma, and clinicians face risks of traumatization themselves through exposure to the traumatic stories of clients. This indirect traumatization is known as vicarious trauma (VT), and research has shown this to be related to burnout in mental health workers. Mental health clinicians must find a delicate balance between work and family roles, and the present study aimed to determine how this work interference with family (WIF) can explain the relationship between VT and burnout, and how support from the organization can ameliorate the negative effects of VT on the balance between work and family. Questionnaire responses were anonymously collected and analyzed from 110 mental health professionals working in mental health organizations sampled from several counties around Ohio. Analyses of the responses supported the hypotheses that WIF explains the relationship between VT and burnout, but perceived organizational support (POS) does not moderate the relationship VT and WIF, therefore rejecting those hypotheses. On this basis, it is recommended that mental health organizations educate employees on balancing work and family roles and provide adequate resources such as paid time off to help clinicians avoid burnout. Further research is needed to determine if POS is more effective at preventing VT than addressing it.

Committee: Michael Horvath (Advisor); Kenneth Vail (Committee Member); Elizabeth Goncy (Committee Member); Michael Horvath (Committee Chair) Subjects: Psychology

Doctor of Business Administration, Case Western Reserve University, 2021, Weatherhead School of Management

A firm's performance depends on, among other factors, whether its staff is willing and able to share knowledge and learn from each other. These knowledge management activities have become crucial in today's business environment due to a high rate of technological and market change. At the same time, organizational knowledge exchange is rarely considered from the viewpoint of both the provider and the recipient and especially what prevents such processes. In this mixed-methods exploratory study, we address the following research questions: What types of knowledge exchange processes do organizational members engage in, and what prevents them from doing so? What leads to knowledge hiding, and what individual and organizational factors contribute to it? In the qualitative strand of the study, we explore personnel's knowledge-sharing experiences based on 29 in-depth interviews with knowledge workers sampled from the researcher's personal network. The responses indicate that both knowledge providers and receivers feel they have a well-established relationship with one another. The findings indicate that they enjoy sharing knowledge once they have built up trust. Our findings from the qualitative study indicate the factors that positively influence knowledge-sharing behavior, but they also show the significance and prevalence of knowledge hiding. To fill this gap, we conducted a survey in the quantitative strand of this study to identify the dimensionality of knowledge-hiding behaviors and detect antecedents of such behaviors. Our research question is as follows: What organizational and individual factors affect knowledge hiding? The research model was validated using 310 survey responses and showed that organizational support (as an organizational factor) and selfishness (as an individual factor) positively affect knowledge-hiding. Our study is one of the first to integrate both organizational identification theory and perceived organizational support into an individua (open full item for complete abstract)

Committee: Kalle Lyytinen Ph.D. (Advisor) Subjects: Organization Theory; Organizational Behavior; Personal Relationships

Master of Arts in Psychology, Cleveland State University, 2021, College of Sciences and Health Professions

This study examines organizational commitment in the context of the COVID-19 pandemic through two similar, yet distinct, pathways. Using a foundation of existing social and organizational psychology concepts, researchers predict that continuance commitment will be influenced by the presence of pandemic policies. That relationship is predicted to be mediated by the perceived risk of catching COVID-19 at work, and the relationship between pandemic policy presence and perceived risk will be moderated by belief in the pandemic. Similarly, researchers predict that affective commitment will also be influenced by the presence of pandemic policies. That relationship is predicted to be mediated by perceived organizational support, and the relationship between perceived organizational support and pandemic policy presence will be moderated by belief in the pandemic. Participants completed an online questionnaire and were predominately white, middle-aged men in the computer science industry. Multiple regression and conditional process analyses are used to interpret the data. Results indicate that the relationship between affective commitment and pandemic policies is mediated by perceived organizational support. There is not enough evidence to support the indirect effect of pandemic policies on continuance commitment through perceived risk. There is also not enough evidence to support the impact of belief in the pandemic on either pathway. Implications and future research directions are discussed.

Committee: Michael Horvath PhD. (Committee Chair); Chieh-Chen Bowen PhD. (Committee Co-Chair); Steven Slane PhD. (Committee Member) Subjects: Psychology

MS, Kent State University, 2020, College of Education, Health and Human Services / School of Foundations, Leadership and Administration

The objective of this study was to determine what factors are predictive of intent to stay within the hospitality industry. The study used the variables of psychological contracts, belonging, perceived organizational support, sense of calling, professional friendships, and background information to determine if they individually or jointly have a predictive effect on one's intent to stay. An online survey instrument was developed to be taken by individuals who have had experiences within the hospitality and/or service industry. Demographics, professional friendships, and perceived organizational support were the main predictors of individuals' intention to stay. There was a mix of positive and negative predictors. Results could be helpful for managers when developing benefits or social experiences. In addition, managers may be able to better assess the variables that assist in retaining quality talent.

Committee: Ning-Kuang Chuang (Committee Chair); Andrew Lepp (Committee Member); Philip Wang (Committee Member) Subjects: Management

Doctor of Philosophy, The Ohio State University, 2005, Physical Activity and Educational Services

A majority of the literature regarding employee-organization relationships has focused on perceived organizational support (POS) (Eisenberger, Huntington, Hutchison, & Sowa, 1986). POS is defined as employees' formation of global beliefs pertaining to how much the organization cares about their well-being and values their contributions. In accordance with Eisenberger et al. (1986) the overarching purpose of the current study was to investigate athletic administrators' POS. More specifically, the primary purposes of this study were to: (a) examine the antecedents of POS; (b) examine the consequences of POS, including, affective commitment, job satisfaction, and turnover intention; and (c) assess gender differences in regard to these antecedents and consequences, and (d) develop and test a comprehensive model of POS, applicable to intercollegiate athletic administrators. Two athletic administrators (one female and one male) at each of the 327 NCAA Division I institutions (N = 654) were asked to respond to the Athletic Administrator Questionnaire. A total of 222 athletic administrators completed and returned the questionnaire for a response rate of 34%. Results showed that combined, the antecedents (participation in decision making, supervisor support, growth opportunity, and procedural, distributive, and interactional justice) accounted for 78% of the variance in POS. However, growth opportunity was not a significant predictor of POS. In addition, athletic administrators' POS was positively related to both affective commitment and job satisfaction. Further examination showed that affective commitment and job satisfaction had a significant, negative relationship with turnover intention for athletic administrators. Both collectively explained 35% of the variance in turnover intention. Affective commitment was a better predictor of turnover intention than job satisfaction. Finally, POS did not have a direct relationship with turnover intention for athletic administrators (open full item for complete abstract)

Committee: Brian Turner (Advisor) Subjects: Education, Physical

Master of Arts (MA), Bowling Green State University, 2011, Psychology/Industrial-Organizational

Workplace incivility was first defined by Anderson and Pearson (1999) as a less intense form of deviant behavior with ambiguous intent to harm. Although past research has established the relationship between incivility and strain reactions experienced by targets of incivility, this paper proposes not only to provide further evidence for this relationship, but also to contribute to our knowledge by exploring the moderating effects of Perceived Organizational Support (POS) and Job Insecurity. POS refers to the belief that the organization cares about its employees and values their contribution. On the basis of social support theory, it was hypothesized that POS would moderate the relationship between incivility and strain reactions by acting as a buffer against negative workplace interactions such as incivility. At the same time, job insecurity would act as a moderator between incivility and strain in such a way that it would be likely to enhance the negative effects of workplace incivility on employee experiences of strain. In this study, strain was measured at both the physical and psychological level. Data was collected from 167 nurses currently registered in the state of Ohio as part of a larger study funded by NIOSH. All of the main effect hypothesis between the independent and moderator variables and the dependent variables were supported. However, the moderation hypotheses were not supported. Also, exploratory analyses were conducted to see if various sources of incivility (for ex. Physicians, other nurses, supervisors etc.) made a difference to the amount of well-being experienced by nurses. Issues relating to small sample size and lack of power as well as future directions are discussed.

Committee: Steve Jex PhD (Advisor); Mike Zickar PhD (Committee Member); William O'Brien PhD (Committee Member) Subjects: Behavioral Psychology; Behavioral Sciences; Behaviorial Sciences; Health Care Management; Occupational Psychology; Organization Theory; Organizational Behavior; Psychology

Doctor of Philosophy, University of Akron, 2007, Psychology-Industrial/Organizational

The goal of the current study was to test and extend Grandey's (2000) model of emotional labor by investigating the antecedents and outcomes of emotional labor. Specifically, the study presented and tested a model in which display rule perceptions were antecedents to emotional labor (i.e., surface and deep acting), which in turn led to emotional exhaustion, performance, and turnover. In addition, it was proposed that POS would moderate the relationship between display rules and emotional labor such that individuals that perceive they are supported by their organization would be more likely to conform to display rules via surface or deep acting. Furthermore, it was hypothesized that LMX would buffer the negative effects of surface acting on emotional exhaustion. Path analyses indicated that display rule perceptions to express positive emotions were positively related to deep acting and negatively related to surface acting. Conversely, display rule perceptions to suppress negative emotions were positively related to surface acting and not related to deep acting. In addition, surface acting was positively related to emotional exhaustion. However, contrary to the proposed hypotheses, LMX did not moderate the surface acting-emotional exhaustion relationship. Perceived organizational support was found to moderate several relationships between display rule perceptions and acting strategies, and contributes to the limited work on motivation to comply with display rules. Results also suggested that emotional labor was tied to actual turnover behaviors, such that surface acting was positively related to turnover intentions, which in turn led to actual turnover behaviors six months later. Implications, future research, and limitations are discussed.

Committee: Paul Levy (Advisor) Subjects: Psychology, Industrial