RESEARCH REPORT
When Do Bad Apples Not Spoil the Barrel? Negative Relationships in
Teams, Team Performance, and Buffering Mechanisms
Jeroen P. de Jong
Open University of the Netherlands
Petru L. Curşeu and Roger Th. A. J. Leenders
Tilburg University
The study of negative relationships in teams has primarily focused on the impact of negative
relationships on individual team member attitudes and performance in teams. The mechanisms and
contingencies that can buffer against the damaging effects of negative relationships on team
performance have received limited attention. Building on social interdependence theory and the
multilevel model of team motivation, we examine in a sample of 73 work teams the team-level
attributes that foster the promotive social interaction that can neutralize the adverse effect of
negative relationships on team cohesion and, consequently, on team performance. The results
indicate that high levels of team–member exchange as well as high task-interdependence attenuate
how team cohesion and team performance suffer from negative relationships. Implications for
research and practice are discussed.
Keywords: negative relationships, team cohesion, team performance, social interdependence theory,
motivation, multilevel
Negative relationships and their associated behaviors have been
suggested to harm a team from the inside (e.g., Duffy & Lee, 2012;
Lam, Van der Vegt, Walter, & Huang, 2011), as they reflect
negative attitudes, judgments, and behavioral intentions held by
team members toward their fellow teammates (Labianca & Brass,
2006), and they are often associated with emotional distress,
withdrawal, and anger (Xia, Yuan, & Gay, 2009). To date, re-
search on negative relations in teams has largely built on negativity
bias theory (Baumeister, Bratslavsky, Finkenauer, & Vohs, 2001)
and affective events theory (Weiss & Cropanzano, 1996)—in
particular, negative affective tone (Cole, Walter, & Bruch,
2008)—focusing on the potentially damaging effects of negative
relationships on work-related outcomes (e.g., Brass, Galaskiewics,
Greve, & Tsai, 2004; Felps, Mitchell, & Byington, 2006; Labianca
& Brass, 2006).
In this article, we draw on insights from social interdepen-
dence theory (SIT; Deutsch, 1949; D. W. Johnson, 2003; D. W.
Johnson & Johnson, 2005a) to argue that there are structural
and social team-level attributes that buffer against the detri-
ments of interpersonal negative relationships in teams. Central
to SIT is the idea that collaborative (generally termed promo-
tive) interaction among team members is likely to enhance joint
goal achievement and that obstructive (generally termed con-
trient) interaction will allow some members to reach individual
goals at the expense of others, while simultaneously damaging
overall team-level performance. An attractive feature of SIT is
that it explicitly addresses positive and negative interaction in
groups (which few theories explicitly do), is very well-tested,
and provid ...
This document summarizes a study examining how organizational identification impacts employees who experience abusive supervision. The study hypothesizes that employees who strongly identify with their organization will feel more cohesion with their work group and be less likely to gossip about their abusive supervisor. Abusive supervision has been shown to negatively impact employee well-being, attitudes, and behaviors. However, organizational identification may buffer some of these negative effects by increasing perceived cohesion among coworkers and decreasing retaliatory behaviors like gossip. The study aims to provide insight into why employees do not always react negatively towards abusive leaders.
Improving Interpersonal Relationship in Workplacesiosrjce
1) Positive interpersonal relationships in the workplace foster beneficial outcomes for both individuals and organizations. Improving relationships can increase job satisfaction, commitment, and perceived organizational support while decreasing intent to leave.
2) Factors like employee demographics, work environment, and dispositional differences can impact workplace relationships if not properly managed. Compatibility, communication, and interaction settings between coworkers also influence relationships.
3) Management can promote friendships and positive relationships by initiating social activities inside and outside of work. Individuals must also get along with coworkers to create a positive work environment and healthy relationships.
Improving Interpersonal Relationship in Workplacesiosrjce
IOSR Journal of Research & Method in Education (IOSRJRME) is an open access journal that publishes articles which contribute new results in all areas of research & method in education. The goal of this journal is to bring together researchers and practitioners from academia and industry to focus on advanced research & method in education concepts and establishing new collaborations in these areas.
A Complex Systems Investigation Of Group Work Dynamics In L2 Interactive TasksMary Calkins
This study examines group work dynamics in two video-recorded language learning task groups - one with a very positive dynamic and the other with a weaker dynamic. Using a complexity theory perspective, the study seeks to identify how various interacting elements, such as learner affect, task characteristics, group composition, and social relationships, influenced the emerging group work dynamics patterns in each group. The results found that a combination of positive and negative group behaviors, learner affective states, critical moments in the interaction, and initial task and learner conditions acted as control parameters that shaped the outcomes into either a strong or weak dynamic. Adopting this complex systems lens provided insights into the intricate dynamics at play in how a group's social climate emerges.
This document discusses developing positive relationships among students to prevent bullying. It argues that positive relationships are formed in cooperative situations where students work together towards common goals, while bullying occurs more in competitive situations where students work against each other. The document summarizes research showing the benefits of positive peer relationships, such as higher achievement and well-being, and the negative effects of rejection and isolation. It proposes that teaching students cooperative learning skills and constructive conflict resolution can help promote prosocial behavior over bullying by creating more cooperative and less competitive contexts among students.
This study examined how a team leader's sense of power affects team performance. The researchers hypothesized that:
1) A leader's sense of power would improve team performance by decreasing relationship conflict with team members.
2) Perceived task interdependence would moderate this relationship, such that the negative effect of a leader's sense of power on relationship conflict would be stronger when task interdependence is high.
3) Relationship conflict would mediate the link between a leader's sense of power and team performance, and this mediation effect would be stronger when task interdependence is high.
The researchers collected data from 70 work teams over two time periods to test this moderated mediation model.
Mathematical modeling to monitor workplace humor style and subordinate worked...Triple A Research Journal
ABSTRACT
The study monitors the effect on workplace humour style and
subordinate work attitude in telecommunication companies. The
output of staff in these organization were observed to reflect on their
subordinate work attitudes, job satisfaction and job involvement in
these companies, the study experience the positivity from these
dimensions as a function of workplace humour style in various
period at different conditions, linear trend were observed from the
predictive values, but there were variations despites the linear trend
displayed from these parameters through graphical representations.
These conditions implies that the input of subordinate work attitudes
determine the output of job satisfaction and staff efficiency
involvement, these dimensions determine the output of efficiency or
growth rate of these companies productivity, these parameters
generated the system that produced the predictive model, and
subjecting these parameters to model validation developed a
favorable fits, the study expressed the rate which these
organizational behaviour determined the efficiency of staff thus
generate positive or negative productivity, the study is however
imperative because the evaluation of these dimensions as a function
of workplace humour style has been monitored, these conceptual
framework has express their various function of influence in
different dimensions.
Keywords: Mathematical modeling, humour style, subordinate
This document summarizes a study examining how organizational identification impacts employees who experience abusive supervision. The study hypothesizes that employees who strongly identify with their organization will feel more cohesion with their work group and be less likely to gossip about their abusive supervisor. Abusive supervision has been shown to negatively impact employee well-being, attitudes, and behaviors. However, organizational identification may buffer some of these negative effects by increasing perceived cohesion among coworkers and decreasing retaliatory behaviors like gossip. The study aims to provide insight into why employees do not always react negatively towards abusive leaders.
Improving Interpersonal Relationship in Workplacesiosrjce
1) Positive interpersonal relationships in the workplace foster beneficial outcomes for both individuals and organizations. Improving relationships can increase job satisfaction, commitment, and perceived organizational support while decreasing intent to leave.
2) Factors like employee demographics, work environment, and dispositional differences can impact workplace relationships if not properly managed. Compatibility, communication, and interaction settings between coworkers also influence relationships.
3) Management can promote friendships and positive relationships by initiating social activities inside and outside of work. Individuals must also get along with coworkers to create a positive work environment and healthy relationships.
Improving Interpersonal Relationship in Workplacesiosrjce
IOSR Journal of Research & Method in Education (IOSRJRME) is an open access journal that publishes articles which contribute new results in all areas of research & method in education. The goal of this journal is to bring together researchers and practitioners from academia and industry to focus on advanced research & method in education concepts and establishing new collaborations in these areas.
A Complex Systems Investigation Of Group Work Dynamics In L2 Interactive TasksMary Calkins
This study examines group work dynamics in two video-recorded language learning task groups - one with a very positive dynamic and the other with a weaker dynamic. Using a complexity theory perspective, the study seeks to identify how various interacting elements, such as learner affect, task characteristics, group composition, and social relationships, influenced the emerging group work dynamics patterns in each group. The results found that a combination of positive and negative group behaviors, learner affective states, critical moments in the interaction, and initial task and learner conditions acted as control parameters that shaped the outcomes into either a strong or weak dynamic. Adopting this complex systems lens provided insights into the intricate dynamics at play in how a group's social climate emerges.
This document discusses developing positive relationships among students to prevent bullying. It argues that positive relationships are formed in cooperative situations where students work together towards common goals, while bullying occurs more in competitive situations where students work against each other. The document summarizes research showing the benefits of positive peer relationships, such as higher achievement and well-being, and the negative effects of rejection and isolation. It proposes that teaching students cooperative learning skills and constructive conflict resolution can help promote prosocial behavior over bullying by creating more cooperative and less competitive contexts among students.
This study examined how a team leader's sense of power affects team performance. The researchers hypothesized that:
1) A leader's sense of power would improve team performance by decreasing relationship conflict with team members.
2) Perceived task interdependence would moderate this relationship, such that the negative effect of a leader's sense of power on relationship conflict would be stronger when task interdependence is high.
3) Relationship conflict would mediate the link between a leader's sense of power and team performance, and this mediation effect would be stronger when task interdependence is high.
The researchers collected data from 70 work teams over two time periods to test this moderated mediation model.
Mathematical modeling to monitor workplace humor style and subordinate worked...Triple A Research Journal
ABSTRACT
The study monitors the effect on workplace humour style and
subordinate work attitude in telecommunication companies. The
output of staff in these organization were observed to reflect on their
subordinate work attitudes, job satisfaction and job involvement in
these companies, the study experience the positivity from these
dimensions as a function of workplace humour style in various
period at different conditions, linear trend were observed from the
predictive values, but there were variations despites the linear trend
displayed from these parameters through graphical representations.
These conditions implies that the input of subordinate work attitudes
determine the output of job satisfaction and staff efficiency
involvement, these dimensions determine the output of efficiency or
growth rate of these companies productivity, these parameters
generated the system that produced the predictive model, and
subjecting these parameters to model validation developed a
favorable fits, the study expressed the rate which these
organizational behaviour determined the efficiency of staff thus
generate positive or negative productivity, the study is however
imperative because the evaluation of these dimensions as a function
of workplace humour style has been monitored, these conceptual
framework has express their various function of influence in
different dimensions.
Keywords: Mathematical modeling, humour style, subordinate
fpsyg-09-01112 January 10, 2019 Time 184 # 1ORIGINAL RESJeanmarieColbert3
fpsyg-09-01112 January 10, 2019 Time: 18:4 # 1
ORIGINAL RESEARCH
published: 12 July 2018
doi: 10.3389/fpsyg.2018.01112
Edited by:
Darren C. Treadway,
University at Buffalo, United States
Reviewed by:
Nicola Mucci,
Università degli Studi di Firenze, Italy
Brooke A. Gazdag,
Ludwig-Maximilians-Universität
München, Germany
*Correspondence:
Ming Kong
[email protected]
Specialty section:
This article was submitted to
Organizational Psychology,
a section of the journal
Frontiers in Psychology
Received: 17 October 2017
Accepted: 11 June 2018
Published: 12 July 2018
Citation:
Kong M (2018) Effect of Perceived
Negative Workplace Gossip on
Employees’ Behaviors.
Front. Psychol. 9:1112.
doi: 10.3389/fpsyg.2018.01112
Effect of Perceived Negative
Workplace Gossip on Employees’
Behaviors
Ming Kong*
School of Management, Shandong University, Jinan, China
Negative workplace gossip generates social undermining and great side effects to
employees. But, the damage of negative gossip is mainly aimed at the employee
who perceived being targeted. The purpose of this study is to develop a conceptual
model in which perceived negative workplace gossip influences employees in-role
behavior and organizational citizenship behavior differentially by changing employees’
self-concept (organizational-based self-esteem and perceived insider status). 336
employees from seven Chinese companies were investigated for empirical analysis on
proposed hypotheses, and results show that: (1) Perceived negative workplace gossip
adversely influences employees’ IRB and OCB. (2) Self-concept (OBSE and PIS) plays
a mediating role in the relationship between perceived negative workplace gossip and
employees’ behaviors (IRB and OCB). (3) Employees’ hostile attribution bias moderates
the relationship between perceived negative workplace gossip and self-concept (OBSE
and PIS); and also moderates the mediating effect of self-concept (OBSE and PIS)
on the relationship between perceived negative workplace gossip and employees’
behaviors (IRB and OCB). Thus, our findings provide deeper insights into the potential
harmful effects of gossip. In addition, we help to explain the underlying mechanism and
boundary condition of these effects.
Keywords: perceived negative workplace gossip, in-role behavior, organizational citizenship behavior,
organization-based self-esteem, perceived insider status, hostile attribution bias
INTRODUCTION
What new “gossip” have you heard in tea room? Does your colleague start with the sentence: “Have
you heard that?”? – “Gossip” exists anywhere people live, and definitely occurs in offices hotly
contested by modern people to work in. Scholars indicate that 14% workplace coffee-break chat is
actually gossip and about 66% of general conversion between employees is related to social topics
concerning talk about other colleagues (Cole and Dalton, 2009). In organizations, gossips serve as
a major tool to strengthen informal employee relationship (Noon and Delb ...
Team conflict management and teameffectiveness the effects .docxerlindaw
Team conflict management and team
effectiveness: the effects of task
interdependence and team identification
ANIT SOMECH
1*, HELENA SYNA DESIVILYA
2
AND HELENA LIDOGOSTER
1
1
University of Haifa, Haifa, Israel
2
Emek Yezreel College, Emek Yezreel, Israel
Summary The present study explores the dynamics of conflict management as a team phenomenon. The
study examines how the input variable of task structure (task interdependence) is related to
team conflict management style (cooperative versus competitive) and to team performance,
and how team identity moderates these relationships. Seventy-seven intact work teams from
high-technology companies participated in the study. Results revealed that at high levels of
team identity, task interdependence was positively associated with the cooperative style of
conflict management, which in turn fostered team performance. Although a negative associ-
ation was found between competitive style and team performance, this style of team conflict
management did not mediate between the interactive effect of task interdependence and team
identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd.
Introduction
In modern organizations, teams have become the method of choice for responding quickly to
technological and market changes and thus improving the organization’s chances of survival (Illgen,
Hollenbeck, Johnson, & Jundt, 2006; Richter, West, van Dick, & Dawson, 2006). Considerable
research effort and human energy have been invested in understanding how to create and develop
effective teams (e.g., Illgen et al., 2006). Although research on teams within organizations has
developed somewhat independently from research on organizational conflict, over the past 20 years an
increasing number of studies have emphasized the impact of conflict on team dynamics and outcomes
(De Dreu & Beersma, 2005; Tjosvold, Hui, & Yu, 2005). Conflicts are common within the
interpersonal context of teams, as are attempts made to manage these conflicts (De Dreu & van de
Vliert, 1997; Rahim, Magner, & Shapiro, 2000). In such conflicts, team members become aware of
discrepancies, incompatible wishes, or incompatible desires (Jehn & Mannix, 2001). Among other
issues, teams must contend with conflicts over how to distribute work and rewards effectively and
fairly, how to cope with social loafing, and how best to accomplish their goals (Wageman, 1995).
Journal of Organizational Behavior
J. Organiz. Behav. 30, 359–378 (2009)
Published online 25 April 2008 in Wiley InterScience
(www.interscience.wiley.com) DOI: 10.1002/job.537
* Correspondence to: Anit Somech, Faculty of Education, University of Haifa, Mount Carmel, Haifa 31905, Israel.
E-mail: [email protected]
Copyright # 2008 John Wiley & Sons, Ltd.
Received 8 March 2007
Revised 18 February 2008
Accepted 9 March 2008
Furthermore, research has shown that it is not simply the presence of conflict that affects teams; rather,
how team members approach an.
WHEN POWER MAKES OTHERS SPEECHLESS THE NEGATIVEIMPACT OF LE.docxphilipnelson29183
WHEN POWER MAKES OTHERS SPEECHLESS: THE NEGATIVE
IMPACT OF LEADER POWER ON TEAM PERFORMANCE
LEIGH PLUNKETT TOST
University of Michigan
FRANCESCA GINO
Harvard University
RICHARD P. LARRICK
Duke University
We examine the impact of the subjective experience of power on leadership dynamics
and team performance and find that the psychological effect of power on formal
leaders spills over to affect team performance. We argue that a formal leader’s expe-
rience of heightened power produces verbal dominance, which reduces team commu-
nication and consequently diminishes performance. Importantly, because these dy-
namics rely on the acquiescence of other team members to the leader’s dominant
behavior, the effects only emerge when the leader holds a formal leadership position.
Three studies offer consistent support for this argument. The implications for theory
and practice are discussed.
Organizations make extensive use of teams when
structuring and allocating work projects. Given the
increasing prevalence of teams in modern organi-
zations and the complexities involved in group dy-
namics, questions about how to ensure high levels
of collective learning and effective decision mak-
ing, along with other key determinants of team
performance, have captured extensive attention
from researchers and practitioners alike (Martin &
Bal, 2006). One important area of inquiry into team
effectiveness is the issue of how the degree of hier-
archy within a team can affect team performance.
This question is relatively understudied, but some
extant literature suggests that steeper hierarchy has
a diminishing effect on team learning and team
performance in general. For example, in a qualita-
tive field study, Edmondson (2003) found power
differences in teams to be negatively associated
with team learning, and Eisenhardt and Bourgeois
(1988), using a case-based methodological ap-
proach, found that power inequality in teams in-
creases political conflict and diminishes team per-
formance. Similarly, other field-based research has
shown that when teams are characterized by
steeper hierarchies, team members are less likely to
learn from member differences (Bunderson, 2003a,
2003b). The negative effect of hierarchy on team
performance suggested by these field-based studies
may be surprising in light of evidence of the many
positive effects of hierarchy: in particular, working
in a hierarchical setting can be motivating for some
individuals, and hierarchy also has been shown to
increase coordination and cooperation (see Ander-
son and Brown [2010] and Halevy, Chou, and Ga-
linsky [2011] for recent reviews). Given the multi-
ple benefits of hierarchical contexts, why have
previous field-based findings demonstrated a neg-
ative effect of power differences on team learning
and performance?
An answer to this question requires an investiga-
tion of the micromechanisms by which hierarchy
can affect leadership dynamics and team perfor-
mance. In this article, we argue that.
Breach of Psychological Contract and Job Involvement DoesVannaSchrader3
Breach of Psychological Contract and Job Involvement: Does
Organizational Cynicism Mediates the Relationship?
Muhammad Nadim
*
,Seerat Fatima
†
, Sana Aroos
‡
And Muhammad Haroon Hafeez
§
ABSTRACT
This research study examined the association between breach of
psychological contract & job involvement of nurses working in public
health care sector of Pakistan. Specifically, this study has introduced
organizational cynicism as a mediator between breach of psychological
contact and job involvement. By using self-administered survey, we
collected data from 162 nurses employed in various public sector
hospitals in Pakistan. Findings of this study highlighted that breach of
psychological contract causes decrease in job involvement of nurses
among public sector hospitals and this association is partially
mediated through organizational cynicism. Implications for practice
and future research directions are highlighted.
Keywords: Breach of psychological contract (BPC), Job involvement,
Organizational cynicism, Pakistan.
Introduction
Once an individual joins an organization, many contracts are signed
containing terms and conditions of employment. But it is often seen that
many employees do not recognize that they are also entering intoone
moretype of contract that is not written nor enunciated. This unwritten
agreement or common expectation between employer and employees is
called a psychological contract (Rousseau, 1989).
A psychological contact breach is defined as employees’ insight
that their organization has proved unsuccessful to execute some duties or
commitments coupled with perceived mutual promises
(Tetrick&Gakovic, 2003). The breach of contract causes several
depressing upshots in an organization which include organizational
cynicism (O’Leary- Kelly & Johnson, 2003).Organizational cynicism
refers to an employee’s negative attitude towards his organization,
consisting of three dimensions:(1) a strong perception that his employing
organization lacks truthfulness or integrity; (2) negative affect with
respect of his employing organization; and (3) tendencies of arrogant and
unproductive behaviors directed towards one’s employing organization
representing these beliefs and affect (Brandes, Dean&Dharwadkar,
1998).
On the other hand, job involvement is considered as a type of the
job attitudes(Janasz, Forret, Haack&Jonsen, 2013). Employee’s high job
involvement is a necessary condition for effective functioning of the
organization because it results in a number of positive consequences for
the organization including high job satisfaction, high commitment, lower
intentions to quit (McElroy et al., 1995) low tendency to leave the work
early, high effort level and performance (Blau& Ryan,
1997).However,job involvement in nursing profession is lacking in
developing countries like Pakistan due to multiple reasons including low-
graded status of nurse, l ...
Role Stress Sources (Role Perceptions)'s Effect on Intention to Leave the Wor...inventionjournals
Role ambiguity and role conflict as role stress sources and turnover intention have been studied with various variables such as job satisfaction, organizational commitment, or organizational culture by some researchers. Then in this study we tried introduce the effect of role stress sources on intention to leave the work. Research of the study is applied at a State University in Ankara/Turkey. Role stress sources or role perceptions are held as role ambiguity and role conflict. The sample is consisted of 297 research assistants of the university from different departments. Role conflict and role ambiguity questionnaires applied to the research assistants. The results of the study demonstrated that multiple linear regression analysis is performed to determine effects of role conflict and role ambiguity on intention to leave work of research assistants. The results of multiple regression analysis are statistically significant (F (2,294) = 38,378, p <, 001). The adjusted R square value is 0,20. This result shows that 20 percent of the intention to leave the work is explained by role conflict and role ambiguity. According to the multiple regressions analysis performed, while the role ambiguity affects intention to leave the work significantly and negatively, the role conflict effects intention to leave the work significantly and positively.
Ageism At Work The Impact Of Intergenerational Contact And Organizational Mu...Amy Roman
This article examines how intergenerational contact and an organizational multi-age perspective may help reduce ageism and improve work attitudes. It discusses research showing that high quality intergroup contact and fostering a multicultural perspective can reduce intergroup bias. The article presents two studies that confirm intergenerational contact and organizational multi-age perspective can mitigate ageism and improve work attitudes by promoting workers' dual identity, which is a key mediator. Study 2 replicates these results and also shows the mediating role of perceived procedural justice, while investigating stereotypes more closely related to older workers. The findings shed light on how the social context can help address ageism in the workplace.
fpsyg-10-01612 July 9, 2019 Time 1738 # 1ORIGINAL RESEAR.docxshericehewat
fpsyg-10-01612 July 9, 2019 Time: 17:38 # 1
ORIGINAL RESEARCH
published: 10 July 2019
doi: 10.3389/fpsyg.2019.01612
Edited by:
Darren C. Treadway,
University at Buffalo, United States
Reviewed by:
Jun Yang,
University of North Carolina
at Greensboro, United States
Dana Unger,
University of East Anglia,
United Kingdom
*Correspondence:
Simon L. Albrecht
[email protected]
Specialty section:
This article was submitted to
Organizational Psychology,
a section of the journal
Frontiers in Psychology
Received: 23 August 2018
Accepted: 26 June 2019
Published: 10 July 2019
Citation:
Landells EM and Albrecht SL
(2019) Perceived Organizational
Politics, Engagement, and Stress:
The Mediating Influence of Meaningful
Work. Front. Psychol. 10:1612.
doi: 10.3389/fpsyg.2019.01612
Perceived Organizational Politics,
Engagement, and Stress: The
Mediating Influence of Meaningful
Work
Erin M. Landells and Simon L. Albrecht*
School of Psychology, Deakin University, Melbourne, VIC, Australia
The research aimed to assess proposed associations between organizational politics
and employee engagement, employee stress (or more correctly ‘strain’), and work
meaningfulness. Very few studies have examined these associations. Confirmatory
factor analyses established the dimensionality and reliability of the full measurement
model across two independent samples (N = 303, N = 373). Structural equation
modeling supported the proposed direct associations between organizational politics,
operationalized as a higher order construct, and employee stress and employee
engagement. These relationships were shown to be partially mediated by meaningful
work. As such, politics had significant indirect effects on engagement and stress through
meaningful work. The results also showed a significant and direct association between
stress and engagement. Overall, the results shed important new light on the factors that
influence engagement, and identify work meaningfulness as an important psychological
mechanism that can help explain the adverse impact of organizational politics on
employee engagement and stress. The results also support the dimensionality and
validity of a new set of measures of perceived organizational politics focused on
generalized perceptions about the use and abuse of relationships, resources, reputation,
decisions, and communication channels. More generally, the results serve as a platform
for further research regarding the negative influence of organizational politics on a range
of individual and organizational outcomes.
Keywords: organizational politics, work engagement, stress, meaningful work, measures
INTRODUCTION
The detrimental, damaging, and negative effects of organizational politics on outcomes such as
stress, burnout, turnover intentions, job satisfaction, and organizational commitment have been
well-established with theory and research (Hochwarter et al., 2003; Miller et al., 2008; Chang et al.,
2009; Vigoda-Gadot and Talmud, 2010). Howeve ...
Dyadic Coping and Attachment Dimensions in Young Adult Romantic RelationshipsAJHSSR Journal
ABSTRACT: Dyadic coping conceives coping as a response in which partners support each other
and cope with stress as a couple rather than individuals, but little is known of the factors that lead to
dyadic coping. The present study aims to explore the relationship between dyadic coping and adult
attachment. That is, to examine whether an individual’s attachment style is a predictor of their own
dyadic coping style and their partner’s dyadic coping style. Online, survey data was collected from 74
childless couples, between the ages of 18 and 31, who had been in their relationships for over 6
months. Overall, analysis showed stronger associations between dyadic coping and attachment for
females, with minimal associations for males. The results of the present study are supportive of the
existing literature, though provide opportunities for further research.
KEYWORDS: dyadic coping, coping, attachment, romantic relationships, APIM
Content:
Introduction and Status quo . 2
Ontology .
Epistemology .
Me hodolog . . .3
Research De ign . . 4
The introduction of Background Theory . 4
Background Theorie .
Reference . . . .. . 6
Introduction and status quo
The family business is the prevalent organizational form of business globally (Daily and Dollinger,
1993). One of the distinguishing features of family firms (FFs) is that they are built upon close
relationships among family members (Cruz et al., 2010), which can serve as a valuable resource
for serious tensions (Herrero, 2018). Some scholars see conflict as the source of all evil (Jayantilal
et al., 2016) that can create anxiety, especially among spouses. The tensions may be transferred to
other family members, notably the children, which may cause severe dysfunctional problems in
the family. These problems may put the whole family business in danger. These assumptions are
too simplistic and misleading and are one of the main reasons why the literature on this topic
remains largely undertheorized and fragmented, resulting in theoretical limitations and empirical
indeterminacy (Pai and Bendersky, 2020). we (Paola Rovelli,2021) advice for further research
that looks more closely at the family system, considering for instance aspects such as conflicts to
increase their attention towards the consequences of such inconsistencies. The psychology
literature suggests that moderate levels of conflict may enhance group performance through
improved decision-making processes, fostered innovation, and enhanced creativity Likewise,
conflict is not always negative (cognitive conflict), as it may lead to constructive challenges and
improvements (e.g., Ensley & Pearson, 2005. The purpose of this research is that it will give
insights to understand why in some contexts conflict leads to negative performance and why in
others to a positive outcome.
Ontology
An area of philosoph , that deals with the nature of being, or what exists; the area of philosophy
that asks what is and what the fundamental categories of reality are (Neuman, 2014, p. 94). social
reality is created by subjects through their interactions and interpretations, actors influence
structures and regularities, knowledge about social reality is always dependent on subjects and
social relations. In the concept of ontology, this research will put in the concept of nominalism
(as opposed to realism). Nominalists believe in multiple versions of reality, which is derived from
the researcher s interpretations of truth, and depending on the researcher s experience, it can only
be transferred to similar contexts. conflicts, as phenomena of social reality (Kellermanns and
Eddleston, 2004) focuses on communications, relationships and sees communicative acts as the
elements rather than persons. To understand it, the researcher should penetrate the depth of the
matter. Conflicts as a complex web of ...
Jakari griffiththe influence of cross race interpersonal efficacy-2007Dr. Jakari Griffith
This document summarizes a research article that examines how cross-race interpersonal efficacy and affect regulation influence the relationship between contact conditions and positive diversity outcomes, as proposed by contact theory. The article reviews literature on intergroup relations and biases, contact theory, cross-race interpersonal efficacy, and affect regulation. It proposes that positive contact outcomes may depend on an individual's ability to effectively initiate and monitor behaviors for relationship development through cross-race interpersonal efficacy and affect regulation.
DatosEmployee Wellness CenterStart DateDurationProcurement for JanOllieShoresna
DatosEmployee Wellness CenterStart DateDurationProcurement for Janitorial Services3-May181Receive RFPS3-May7Kick off Meeting13-May4Procurement Plan20-May4Solicitacion28-May14RFP Process10-Jun18Proposal Analysis28-Jun35Negotiations19-Jul49Contract Finalization19-Jul84Notification of Unsuccessful Suppliers15-Oct16Contract Administration31-OctEnd of contract Term
Datos
Start Date
Duration
RESEARCH ARTICLE Open Access
Social anxiety increases visible anxiety
signs during social encounters but does
not impair performance
Trevor Thompson1* , Nejra Van Zalk2, Christopher Marshall3, Melanie Sargeant4 and Brendon Stubbs5
Abstract
Background: Preliminary evidence suggests that impairment of social performance in socially anxious individuals
may be specific to selective aspects of performance and be more pronounced in females. This evidence is based
primarily on contrasting results from studies using all-male or all-female samples or that differ in type of social
behaviour assessed. However, methodological differences (e.g. statistical power, participant population) across these
studies means it is difficult to determine whether behavioural or gender-specific effects are genuine or artefactual.
The current study examined whether the link between social anxiety and social behaviour was dependent upon
gender and the behavioural dimension assessed within the same study under methodologically homogenous
conditions.
Methods: Ninety-three university students (45 males, 48 females) with a mean age of 25.6 years and varying in their
level of social anxiety underwent an interaction and a speech task. The speech task involved giving a brief impromptu
presentation in front of a small group of three people, while the interaction task involved “getting to know” an
opposite-sex confederate. Independent raters assessed social performance on 5 key dimensions from Fydrich’s Social
Performance Rating Scale.
Results: Regression analysis revealed a significant moderate association of social anxiety with behavioral discomfort
(e.g., fidgeting, trembling) for interaction and speech tasks, but no association with other performance dimensions
(e.g., verbal fluency, quality of verbal expression). No sex differences were found.
Conclusions: These results suggest that the impairing effects of social anxiety within the non-clinical range may
exacerbate overt behavioral agitation during high demand social challenges but have little impact on other observable
aspects of performance quality.
Keywords: Social anxiety, Social performance, Social discomfort, Sex differences
Background
Social anxiety disorder (SAD) is a common psychiatric dis-
order, with up to 1 in 8 people suffering from SAD at some
point in their life [1]. SAD is linked to reduced quality of
life, occupational underachievement and poor psycho-
logical well-being, and is highly comorbid with other disor-
ders [2]. Mounting evidence suggests that social anxiety
exists on a severity continuum [3], and that soc ...
The document summarizes a study that investigated whether emotional closeness to the target of an upward physical appearance comparison moderates the effectiveness of self-help strategies for reducing body dissatisfaction. Sixty-three female undergraduate students recalled a recent upward appearance comparison and were guided through one of three self-help strategies: cultivating compassion, favorable social comparison, or distraction. Results showed that emotional closeness to the comparison target did not impact the effectiveness of the interventions on subsequent measures of body image and affect. The study contributes to understanding how social relationships influence responses to strategies for managing body dissatisfaction.
College of Doctoral StudiesExpanded Comparison.docxjoyjonna282
College of Doctoral Studies
Expanded Comparison Matrix
Article 1
Article 2
Article 3
Title/Author(s)
Individual and Situational Predictors of Workplace Bullying: Why Do Perpetrators Engage in Bullying of Others?
Hauge, Skogstad, & Einarsen, (2009)
Does Trait Anger, Trait Anxiety or Organizational Position Moderate the Relationship Between Exposure to Negative Acts and Self-Labeling as a Victim of Workplace Bullying?
Vie & Einarsenm, (2010)
Developmental stage of performance in reasoning about school bullying.
Joaquim, (2014)
Persistent GCU library link
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Purpose of the study
What is the author’s rationale for selecting this topic? Does he build a strong case?
The purpose of the study is to examine why perpetrators bully co-workers.
The assumption has been that stressful workplace conditions lead to bullying. Less research has been devoted to why perpetrators engage in bullying. This study addresses a gap in the literature by exploring individual and situational variables that contribute to bullying in the workplace.
Yes, the researchers provide a strong justification for their research, identifying what has been studied and what needs to be studied (a gap in the literature).
The aim of this study was to examine whether the relationship between exposure to negative acts and self-labeling as a victim of bullying was moderated by trait anger and trait anxiety or by the target’s organizational position.
The assumption has been that self-labeling does not bare a relationship with anger, anxiety or position. Previous research has been conducted to prove that the above factors are directly correlated with the study. This study is to be used as a conjecture to previous studies.
The research somewhat builds a strong justification for their research. Their main goal was to disprove a method that has been justified in the past.
The purpose of the study is to determine, at what cognitive developmental stages ) do urban
High school and middle school students reason about bullying.
The assumption being that students are between primary and formal cognitive developmental stages.
Which level of cognition plays a role in school bullying.
Research Question(s)
What question(s) does the author present?
What individual and situational variables predict bullying of others in the workplace?
Specifically, they administered a survey asking respondents to indicate whether they had exposed others to bullying in their workplace during t ...
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document summarizes a research study that examined the relationships between individual characteristics, group strength, emotional exhaustion, organizational citizenship behavior, job satisfaction, and service sabotage among restaurant employees in Bekasi City, West Java, Indonesia. The study used a quantitative research design and surveyed 107 restaurant employees. Statistical analysis using GSCA software found that acts of sabotage were not related to individual characteristics or group strength. However, service sabotage was related to employee job dissatisfaction and levels of organizational citizenship behavior. Specifically, employees with higher job satisfaction and who exhibited more organizational citizenship behaviors were less likely to engage in service sabotage. Emotional exhaustion was also found to influence job satisfaction and sabotage, such that employees with more stable emotions had
Jakari Griffith - An Examination of Interracial ContactJakari Griffith
This document summarizes a research article that examines how cross-race interpersonal efficacy and affect regulation may influence the outcomes of interracial contact as proposed by contact theory. The article provides background on contact theory and research showing mixed results. It discusses how social cognitive factors like efficacy and emotion regulation could help explain the variability in contact theory outcomes. The researchers propose that contact conditions may lead to more positive diversity outcomes when individuals have higher cross-race interpersonal efficacy and stronger affect regulation abilities.
This document describes a conflict situation that occurred in an emergency room between a charge nurse and unit clerk. The charge nurse suggested some nurses could go home early due to low patient volumes. The unit clerk wanted to go home but was delayed by the charge nurse. This led the unit clerk to loudly lash out at the charge nurse in an unprofessional manner. The document then analyzes the conflict, applying concepts like delegation, empowerment, and group dynamics. It proposes a six-step plan to resolve the conflict, including clarifying issues, establishing common goals, discussing solutions, and agreeing on responsibilities. Effective conflict resolution skills are important for nurse leaders to minimize workplace disruptions and build strong relationships.
SOCW 6070-week 3 discussion 1 responses Respond to at least .docxsamuel699872
SOCW 6070-week 3 discussion 1 responses
Respond to at least two colleagues separately by addressing an example in each colleague’s post in at least one of the following ways:
Suggest a strategy for addressing a situation that your colleague described in one of his or her examples.
Offer additional thoughts regarding the impact of the interaction described in the example.
Peer 1 Discussion to respond to
Jasmine Dixon
RE: Discussion 1 - Week 3
Top of Form
Personal Leadership Philosophy and Style
Individual attributes that have an impact on leadership skills and knowledge: general cognitive ability, crystallized cognitive ability, motivation, and personality. These attributes play important roles in the skills model. Complex problem solving is a very difficult process and becomes more difficult as people move up in the organization. These attributes support people as they apply their leadership competencies. A social worker administrator personal leadership and style may influence the environment of the organization, well as how efficient the organization will operate. With an administrator who has positive leadership philosophy and style the organization can benefit in a positive way to achieve their goals. However, an administrator with a negative style and philosophy might have a negative influence and therefore experience internal issues within the organization amongst staff, therefore making it difficult to achieve their goals (Northouse, 2021).
Influence of Organization’s Culture
Internal environmental influences affecting leadership performance can include such factors as technology, facilities, expertise of subordinates, and communication. For example, an aging factory or one lacking in high-speed technology could have a major impact on the nature of problem-solving activities. Another example might be the skill levels of followers: If a leader’s followers are highly competent, they will definitely improve the group’s problem solving and performance. Similarly, if a task is particularly complex or a group’s communication poor, the leader’s performance will be affected (Northouse, 2021). All of the factors listed could be potential factors that are needed for the administrator to function properly in their roles.
Interactions with Stakeholders
A stakeholder model of organizational leadership presumes that leadership emerges from and influences those stakeholders in an organization’s environment on which it is dependent (e.g., donors) or with which it is significantly interdependent (like those it collaborates with in service delivery) Such authority is used to encourage, facilitate, and guide process, rather than to direct action that is aimed at specific outcomes (Lauffer, 2011).
Positive interaction with stakeholders is needed in order for the organization to properly serve their clients. This can include effectively communicating in order to address the needs and the concerns of their clients. These interactions can de.
This document discusses positive organizational behavior (POB) from a cross-cultural perspective. It begins by noting that POB principles have become more prevalent in workplaces as a way to enhance employee morale and competitiveness during difficult economic times. The document then reviews literature showing links between POB concepts like hope, resilience, and strengths-based approaches, and improved employee performance, effectiveness, and satisfaction. It argues that focusing on amplifying positive attributes in organizations, rather than just reducing negatives, can lead to better financial and other performance. The document also examines cross-cultural studies finding universal values of work and its relationship to life fulfillment and priorities, while also noting differences in work goals and orientations across countries. Overall, it
Ethical Case Study 2Gloria is a housekeeper in an independent li.docxdebishakespeare
Ethical Case Study 2
Gloria is a housekeeper in an independent living community. While walking through a hallway, she noticed the door of a resident’s apartment was left open, which was unusual. She stepped in to check on Louis, and quickly realized that he was on the phone in his living room. As she turned to leave, she over heard him saying that he had stopped taking all of his medications because he was ready to die. She could tell that the person that he was speaking with was trying to reason with him. Gloria knows that Louis has a very loving and involved daughter that visits him every Saturday. She left the room determined that she would tell his daughter what she heard when she saw her on Saturday.
You have to answer all the questions below
What issues are facing Gloria? Discuss the possible ethical principles at play and your recommendation to Gloria.
Hint: Confidentiality, Beneficence, Self-determination
.
Ethical consideration is important in nursing practice, especial.docxdebishakespeare
The document discusses the importance of considering a patient's ethnic and cultural background when providing nursing care, especially for patients with type 2 diabetes. It describes a Hispanic patient who was hospitalized for complications of type 2 diabetes and a chronic foot ulcer. His cultural beliefs about diabetes and fatalism impacted his self-management. The nurse considered his ethnicity and ensured culturally competent care by understanding his perspectives on diabetes causation and remedies.
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fpsyg-09-01112 January 10, 2019 Time 184 # 1ORIGINAL RESJeanmarieColbert3
fpsyg-09-01112 January 10, 2019 Time: 18:4 # 1
ORIGINAL RESEARCH
published: 12 July 2018
doi: 10.3389/fpsyg.2018.01112
Edited by:
Darren C. Treadway,
University at Buffalo, United States
Reviewed by:
Nicola Mucci,
Università degli Studi di Firenze, Italy
Brooke A. Gazdag,
Ludwig-Maximilians-Universität
München, Germany
*Correspondence:
Ming Kong
[email protected]
Specialty section:
This article was submitted to
Organizational Psychology,
a section of the journal
Frontiers in Psychology
Received: 17 October 2017
Accepted: 11 June 2018
Published: 12 July 2018
Citation:
Kong M (2018) Effect of Perceived
Negative Workplace Gossip on
Employees’ Behaviors.
Front. Psychol. 9:1112.
doi: 10.3389/fpsyg.2018.01112
Effect of Perceived Negative
Workplace Gossip on Employees’
Behaviors
Ming Kong*
School of Management, Shandong University, Jinan, China
Negative workplace gossip generates social undermining and great side effects to
employees. But, the damage of negative gossip is mainly aimed at the employee
who perceived being targeted. The purpose of this study is to develop a conceptual
model in which perceived negative workplace gossip influences employees in-role
behavior and organizational citizenship behavior differentially by changing employees’
self-concept (organizational-based self-esteem and perceived insider status). 336
employees from seven Chinese companies were investigated for empirical analysis on
proposed hypotheses, and results show that: (1) Perceived negative workplace gossip
adversely influences employees’ IRB and OCB. (2) Self-concept (OBSE and PIS) plays
a mediating role in the relationship between perceived negative workplace gossip and
employees’ behaviors (IRB and OCB). (3) Employees’ hostile attribution bias moderates
the relationship between perceived negative workplace gossip and self-concept (OBSE
and PIS); and also moderates the mediating effect of self-concept (OBSE and PIS)
on the relationship between perceived negative workplace gossip and employees’
behaviors (IRB and OCB). Thus, our findings provide deeper insights into the potential
harmful effects of gossip. In addition, we help to explain the underlying mechanism and
boundary condition of these effects.
Keywords: perceived negative workplace gossip, in-role behavior, organizational citizenship behavior,
organization-based self-esteem, perceived insider status, hostile attribution bias
INTRODUCTION
What new “gossip” have you heard in tea room? Does your colleague start with the sentence: “Have
you heard that?”? – “Gossip” exists anywhere people live, and definitely occurs in offices hotly
contested by modern people to work in. Scholars indicate that 14% workplace coffee-break chat is
actually gossip and about 66% of general conversion between employees is related to social topics
concerning talk about other colleagues (Cole and Dalton, 2009). In organizations, gossips serve as
a major tool to strengthen informal employee relationship (Noon and Delb ...
Team conflict management and teameffectiveness the effects .docxerlindaw
Team conflict management and team
effectiveness: the effects of task
interdependence and team identification
ANIT SOMECH
1*, HELENA SYNA DESIVILYA
2
AND HELENA LIDOGOSTER
1
1
University of Haifa, Haifa, Israel
2
Emek Yezreel College, Emek Yezreel, Israel
Summary The present study explores the dynamics of conflict management as a team phenomenon. The
study examines how the input variable of task structure (task interdependence) is related to
team conflict management style (cooperative versus competitive) and to team performance,
and how team identity moderates these relationships. Seventy-seven intact work teams from
high-technology companies participated in the study. Results revealed that at high levels of
team identity, task interdependence was positively associated with the cooperative style of
conflict management, which in turn fostered team performance. Although a negative associ-
ation was found between competitive style and team performance, this style of team conflict
management did not mediate between the interactive effect of task interdependence and team
identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd.
Introduction
In modern organizations, teams have become the method of choice for responding quickly to
technological and market changes and thus improving the organization’s chances of survival (Illgen,
Hollenbeck, Johnson, & Jundt, 2006; Richter, West, van Dick, & Dawson, 2006). Considerable
research effort and human energy have been invested in understanding how to create and develop
effective teams (e.g., Illgen et al., 2006). Although research on teams within organizations has
developed somewhat independently from research on organizational conflict, over the past 20 years an
increasing number of studies have emphasized the impact of conflict on team dynamics and outcomes
(De Dreu & Beersma, 2005; Tjosvold, Hui, & Yu, 2005). Conflicts are common within the
interpersonal context of teams, as are attempts made to manage these conflicts (De Dreu & van de
Vliert, 1997; Rahim, Magner, & Shapiro, 2000). In such conflicts, team members become aware of
discrepancies, incompatible wishes, or incompatible desires (Jehn & Mannix, 2001). Among other
issues, teams must contend with conflicts over how to distribute work and rewards effectively and
fairly, how to cope with social loafing, and how best to accomplish their goals (Wageman, 1995).
Journal of Organizational Behavior
J. Organiz. Behav. 30, 359–378 (2009)
Published online 25 April 2008 in Wiley InterScience
(www.interscience.wiley.com) DOI: 10.1002/job.537
* Correspondence to: Anit Somech, Faculty of Education, University of Haifa, Mount Carmel, Haifa 31905, Israel.
E-mail: [email protected]
Copyright # 2008 John Wiley & Sons, Ltd.
Received 8 March 2007
Revised 18 February 2008
Accepted 9 March 2008
Furthermore, research has shown that it is not simply the presence of conflict that affects teams; rather,
how team members approach an.
WHEN POWER MAKES OTHERS SPEECHLESS THE NEGATIVEIMPACT OF LE.docxphilipnelson29183
WHEN POWER MAKES OTHERS SPEECHLESS: THE NEGATIVE
IMPACT OF LEADER POWER ON TEAM PERFORMANCE
LEIGH PLUNKETT TOST
University of Michigan
FRANCESCA GINO
Harvard University
RICHARD P. LARRICK
Duke University
We examine the impact of the subjective experience of power on leadership dynamics
and team performance and find that the psychological effect of power on formal
leaders spills over to affect team performance. We argue that a formal leader’s expe-
rience of heightened power produces verbal dominance, which reduces team commu-
nication and consequently diminishes performance. Importantly, because these dy-
namics rely on the acquiescence of other team members to the leader’s dominant
behavior, the effects only emerge when the leader holds a formal leadership position.
Three studies offer consistent support for this argument. The implications for theory
and practice are discussed.
Organizations make extensive use of teams when
structuring and allocating work projects. Given the
increasing prevalence of teams in modern organi-
zations and the complexities involved in group dy-
namics, questions about how to ensure high levels
of collective learning and effective decision mak-
ing, along with other key determinants of team
performance, have captured extensive attention
from researchers and practitioners alike (Martin &
Bal, 2006). One important area of inquiry into team
effectiveness is the issue of how the degree of hier-
archy within a team can affect team performance.
This question is relatively understudied, but some
extant literature suggests that steeper hierarchy has
a diminishing effect on team learning and team
performance in general. For example, in a qualita-
tive field study, Edmondson (2003) found power
differences in teams to be negatively associated
with team learning, and Eisenhardt and Bourgeois
(1988), using a case-based methodological ap-
proach, found that power inequality in teams in-
creases political conflict and diminishes team per-
formance. Similarly, other field-based research has
shown that when teams are characterized by
steeper hierarchies, team members are less likely to
learn from member differences (Bunderson, 2003a,
2003b). The negative effect of hierarchy on team
performance suggested by these field-based studies
may be surprising in light of evidence of the many
positive effects of hierarchy: in particular, working
in a hierarchical setting can be motivating for some
individuals, and hierarchy also has been shown to
increase coordination and cooperation (see Ander-
son and Brown [2010] and Halevy, Chou, and Ga-
linsky [2011] for recent reviews). Given the multi-
ple benefits of hierarchical contexts, why have
previous field-based findings demonstrated a neg-
ative effect of power differences on team learning
and performance?
An answer to this question requires an investiga-
tion of the micromechanisms by which hierarchy
can affect leadership dynamics and team perfor-
mance. In this article, we argue that.
Breach of Psychological Contract and Job Involvement DoesVannaSchrader3
Breach of Psychological Contract and Job Involvement: Does
Organizational Cynicism Mediates the Relationship?
Muhammad Nadim
*
,Seerat Fatima
†
, Sana Aroos
‡
And Muhammad Haroon Hafeez
§
ABSTRACT
This research study examined the association between breach of
psychological contract & job involvement of nurses working in public
health care sector of Pakistan. Specifically, this study has introduced
organizational cynicism as a mediator between breach of psychological
contact and job involvement. By using self-administered survey, we
collected data from 162 nurses employed in various public sector
hospitals in Pakistan. Findings of this study highlighted that breach of
psychological contract causes decrease in job involvement of nurses
among public sector hospitals and this association is partially
mediated through organizational cynicism. Implications for practice
and future research directions are highlighted.
Keywords: Breach of psychological contract (BPC), Job involvement,
Organizational cynicism, Pakistan.
Introduction
Once an individual joins an organization, many contracts are signed
containing terms and conditions of employment. But it is often seen that
many employees do not recognize that they are also entering intoone
moretype of contract that is not written nor enunciated. This unwritten
agreement or common expectation between employer and employees is
called a psychological contract (Rousseau, 1989).
A psychological contact breach is defined as employees’ insight
that their organization has proved unsuccessful to execute some duties or
commitments coupled with perceived mutual promises
(Tetrick&Gakovic, 2003). The breach of contract causes several
depressing upshots in an organization which include organizational
cynicism (O’Leary- Kelly & Johnson, 2003).Organizational cynicism
refers to an employee’s negative attitude towards his organization,
consisting of three dimensions:(1) a strong perception that his employing
organization lacks truthfulness or integrity; (2) negative affect with
respect of his employing organization; and (3) tendencies of arrogant and
unproductive behaviors directed towards one’s employing organization
representing these beliefs and affect (Brandes, Dean&Dharwadkar,
1998).
On the other hand, job involvement is considered as a type of the
job attitudes(Janasz, Forret, Haack&Jonsen, 2013). Employee’s high job
involvement is a necessary condition for effective functioning of the
organization because it results in a number of positive consequences for
the organization including high job satisfaction, high commitment, lower
intentions to quit (McElroy et al., 1995) low tendency to leave the work
early, high effort level and performance (Blau& Ryan,
1997).However,job involvement in nursing profession is lacking in
developing countries like Pakistan due to multiple reasons including low-
graded status of nurse, l ...
Role Stress Sources (Role Perceptions)'s Effect on Intention to Leave the Wor...inventionjournals
Role ambiguity and role conflict as role stress sources and turnover intention have been studied with various variables such as job satisfaction, organizational commitment, or organizational culture by some researchers. Then in this study we tried introduce the effect of role stress sources on intention to leave the work. Research of the study is applied at a State University in Ankara/Turkey. Role stress sources or role perceptions are held as role ambiguity and role conflict. The sample is consisted of 297 research assistants of the university from different departments. Role conflict and role ambiguity questionnaires applied to the research assistants. The results of the study demonstrated that multiple linear regression analysis is performed to determine effects of role conflict and role ambiguity on intention to leave work of research assistants. The results of multiple regression analysis are statistically significant (F (2,294) = 38,378, p <, 001). The adjusted R square value is 0,20. This result shows that 20 percent of the intention to leave the work is explained by role conflict and role ambiguity. According to the multiple regressions analysis performed, while the role ambiguity affects intention to leave the work significantly and negatively, the role conflict effects intention to leave the work significantly and positively.
Ageism At Work The Impact Of Intergenerational Contact And Organizational Mu...Amy Roman
This article examines how intergenerational contact and an organizational multi-age perspective may help reduce ageism and improve work attitudes. It discusses research showing that high quality intergroup contact and fostering a multicultural perspective can reduce intergroup bias. The article presents two studies that confirm intergenerational contact and organizational multi-age perspective can mitigate ageism and improve work attitudes by promoting workers' dual identity, which is a key mediator. Study 2 replicates these results and also shows the mediating role of perceived procedural justice, while investigating stereotypes more closely related to older workers. The findings shed light on how the social context can help address ageism in the workplace.
fpsyg-10-01612 July 9, 2019 Time 1738 # 1ORIGINAL RESEAR.docxshericehewat
fpsyg-10-01612 July 9, 2019 Time: 17:38 # 1
ORIGINAL RESEARCH
published: 10 July 2019
doi: 10.3389/fpsyg.2019.01612
Edited by:
Darren C. Treadway,
University at Buffalo, United States
Reviewed by:
Jun Yang,
University of North Carolina
at Greensboro, United States
Dana Unger,
University of East Anglia,
United Kingdom
*Correspondence:
Simon L. Albrecht
[email protected]
Specialty section:
This article was submitted to
Organizational Psychology,
a section of the journal
Frontiers in Psychology
Received: 23 August 2018
Accepted: 26 June 2019
Published: 10 July 2019
Citation:
Landells EM and Albrecht SL
(2019) Perceived Organizational
Politics, Engagement, and Stress:
The Mediating Influence of Meaningful
Work. Front. Psychol. 10:1612.
doi: 10.3389/fpsyg.2019.01612
Perceived Organizational Politics,
Engagement, and Stress: The
Mediating Influence of Meaningful
Work
Erin M. Landells and Simon L. Albrecht*
School of Psychology, Deakin University, Melbourne, VIC, Australia
The research aimed to assess proposed associations between organizational politics
and employee engagement, employee stress (or more correctly ‘strain’), and work
meaningfulness. Very few studies have examined these associations. Confirmatory
factor analyses established the dimensionality and reliability of the full measurement
model across two independent samples (N = 303, N = 373). Structural equation
modeling supported the proposed direct associations between organizational politics,
operationalized as a higher order construct, and employee stress and employee
engagement. These relationships were shown to be partially mediated by meaningful
work. As such, politics had significant indirect effects on engagement and stress through
meaningful work. The results also showed a significant and direct association between
stress and engagement. Overall, the results shed important new light on the factors that
influence engagement, and identify work meaningfulness as an important psychological
mechanism that can help explain the adverse impact of organizational politics on
employee engagement and stress. The results also support the dimensionality and
validity of a new set of measures of perceived organizational politics focused on
generalized perceptions about the use and abuse of relationships, resources, reputation,
decisions, and communication channels. More generally, the results serve as a platform
for further research regarding the negative influence of organizational politics on a range
of individual and organizational outcomes.
Keywords: organizational politics, work engagement, stress, meaningful work, measures
INTRODUCTION
The detrimental, damaging, and negative effects of organizational politics on outcomes such as
stress, burnout, turnover intentions, job satisfaction, and organizational commitment have been
well-established with theory and research (Hochwarter et al., 2003; Miller et al., 2008; Chang et al.,
2009; Vigoda-Gadot and Talmud, 2010). Howeve ...
Dyadic Coping and Attachment Dimensions in Young Adult Romantic RelationshipsAJHSSR Journal
ABSTRACT: Dyadic coping conceives coping as a response in which partners support each other
and cope with stress as a couple rather than individuals, but little is known of the factors that lead to
dyadic coping. The present study aims to explore the relationship between dyadic coping and adult
attachment. That is, to examine whether an individual’s attachment style is a predictor of their own
dyadic coping style and their partner’s dyadic coping style. Online, survey data was collected from 74
childless couples, between the ages of 18 and 31, who had been in their relationships for over 6
months. Overall, analysis showed stronger associations between dyadic coping and attachment for
females, with minimal associations for males. The results of the present study are supportive of the
existing literature, though provide opportunities for further research.
KEYWORDS: dyadic coping, coping, attachment, romantic relationships, APIM
Content:
Introduction and Status quo . 2
Ontology .
Epistemology .
Me hodolog . . .3
Research De ign . . 4
The introduction of Background Theory . 4
Background Theorie .
Reference . . . .. . 6
Introduction and status quo
The family business is the prevalent organizational form of business globally (Daily and Dollinger,
1993). One of the distinguishing features of family firms (FFs) is that they are built upon close
relationships among family members (Cruz et al., 2010), which can serve as a valuable resource
for serious tensions (Herrero, 2018). Some scholars see conflict as the source of all evil (Jayantilal
et al., 2016) that can create anxiety, especially among spouses. The tensions may be transferred to
other family members, notably the children, which may cause severe dysfunctional problems in
the family. These problems may put the whole family business in danger. These assumptions are
too simplistic and misleading and are one of the main reasons why the literature on this topic
remains largely undertheorized and fragmented, resulting in theoretical limitations and empirical
indeterminacy (Pai and Bendersky, 2020). we (Paola Rovelli,2021) advice for further research
that looks more closely at the family system, considering for instance aspects such as conflicts to
increase their attention towards the consequences of such inconsistencies. The psychology
literature suggests that moderate levels of conflict may enhance group performance through
improved decision-making processes, fostered innovation, and enhanced creativity Likewise,
conflict is not always negative (cognitive conflict), as it may lead to constructive challenges and
improvements (e.g., Ensley & Pearson, 2005. The purpose of this research is that it will give
insights to understand why in some contexts conflict leads to negative performance and why in
others to a positive outcome.
Ontology
An area of philosoph , that deals with the nature of being, or what exists; the area of philosophy
that asks what is and what the fundamental categories of reality are (Neuman, 2014, p. 94). social
reality is created by subjects through their interactions and interpretations, actors influence
structures and regularities, knowledge about social reality is always dependent on subjects and
social relations. In the concept of ontology, this research will put in the concept of nominalism
(as opposed to realism). Nominalists believe in multiple versions of reality, which is derived from
the researcher s interpretations of truth, and depending on the researcher s experience, it can only
be transferred to similar contexts. conflicts, as phenomena of social reality (Kellermanns and
Eddleston, 2004) focuses on communications, relationships and sees communicative acts as the
elements rather than persons. To understand it, the researcher should penetrate the depth of the
matter. Conflicts as a complex web of ...
Jakari griffiththe influence of cross race interpersonal efficacy-2007Dr. Jakari Griffith
This document summarizes a research article that examines how cross-race interpersonal efficacy and affect regulation influence the relationship between contact conditions and positive diversity outcomes, as proposed by contact theory. The article reviews literature on intergroup relations and biases, contact theory, cross-race interpersonal efficacy, and affect regulation. It proposes that positive contact outcomes may depend on an individual's ability to effectively initiate and monitor behaviors for relationship development through cross-race interpersonal efficacy and affect regulation.
DatosEmployee Wellness CenterStart DateDurationProcurement for JanOllieShoresna
DatosEmployee Wellness CenterStart DateDurationProcurement for Janitorial Services3-May181Receive RFPS3-May7Kick off Meeting13-May4Procurement Plan20-May4Solicitacion28-May14RFP Process10-Jun18Proposal Analysis28-Jun35Negotiations19-Jul49Contract Finalization19-Jul84Notification of Unsuccessful Suppliers15-Oct16Contract Administration31-OctEnd of contract Term
Datos
Start Date
Duration
RESEARCH ARTICLE Open Access
Social anxiety increases visible anxiety
signs during social encounters but does
not impair performance
Trevor Thompson1* , Nejra Van Zalk2, Christopher Marshall3, Melanie Sargeant4 and Brendon Stubbs5
Abstract
Background: Preliminary evidence suggests that impairment of social performance in socially anxious individuals
may be specific to selective aspects of performance and be more pronounced in females. This evidence is based
primarily on contrasting results from studies using all-male or all-female samples or that differ in type of social
behaviour assessed. However, methodological differences (e.g. statistical power, participant population) across these
studies means it is difficult to determine whether behavioural or gender-specific effects are genuine or artefactual.
The current study examined whether the link between social anxiety and social behaviour was dependent upon
gender and the behavioural dimension assessed within the same study under methodologically homogenous
conditions.
Methods: Ninety-three university students (45 males, 48 females) with a mean age of 25.6 years and varying in their
level of social anxiety underwent an interaction and a speech task. The speech task involved giving a brief impromptu
presentation in front of a small group of three people, while the interaction task involved “getting to know” an
opposite-sex confederate. Independent raters assessed social performance on 5 key dimensions from Fydrich’s Social
Performance Rating Scale.
Results: Regression analysis revealed a significant moderate association of social anxiety with behavioral discomfort
(e.g., fidgeting, trembling) for interaction and speech tasks, but no association with other performance dimensions
(e.g., verbal fluency, quality of verbal expression). No sex differences were found.
Conclusions: These results suggest that the impairing effects of social anxiety within the non-clinical range may
exacerbate overt behavioral agitation during high demand social challenges but have little impact on other observable
aspects of performance quality.
Keywords: Social anxiety, Social performance, Social discomfort, Sex differences
Background
Social anxiety disorder (SAD) is a common psychiatric dis-
order, with up to 1 in 8 people suffering from SAD at some
point in their life [1]. SAD is linked to reduced quality of
life, occupational underachievement and poor psycho-
logical well-being, and is highly comorbid with other disor-
ders [2]. Mounting evidence suggests that social anxiety
exists on a severity continuum [3], and that soc ...
The document summarizes a study that investigated whether emotional closeness to the target of an upward physical appearance comparison moderates the effectiveness of self-help strategies for reducing body dissatisfaction. Sixty-three female undergraduate students recalled a recent upward appearance comparison and were guided through one of three self-help strategies: cultivating compassion, favorable social comparison, or distraction. Results showed that emotional closeness to the comparison target did not impact the effectiveness of the interventions on subsequent measures of body image and affect. The study contributes to understanding how social relationships influence responses to strategies for managing body dissatisfaction.
College of Doctoral StudiesExpanded Comparison.docxjoyjonna282
College of Doctoral Studies
Expanded Comparison Matrix
Article 1
Article 2
Article 3
Title/Author(s)
Individual and Situational Predictors of Workplace Bullying: Why Do Perpetrators Engage in Bullying of Others?
Hauge, Skogstad, & Einarsen, (2009)
Does Trait Anger, Trait Anxiety or Organizational Position Moderate the Relationship Between Exposure to Negative Acts and Self-Labeling as a Victim of Workplace Bullying?
Vie & Einarsenm, (2010)
Developmental stage of performance in reasoning about school bullying.
Joaquim, (2014)
Persistent GCU library link
http://web.ebscohost.com.library.gcu.edu:2048/ehost/pdfviewer/pdfviewer?sid=2c49d06c-c95e-48b4-aeaa-8eecbf8a7e59%40sessionmgr113&vid=10&hid=123
http://web.ebscohost.com.library.gcu.edu:2048/ehost/detail?vid=21&hid=123&sid=2c49d06c-c95e-48b4-aeaa-8eecbf8a7e59%40sessionmgr113&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=psyh&AN=2010-22566-006
http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=a9h&AN=97347305&site=ehost-live&scope=site
Purpose of the study
What is the author’s rationale for selecting this topic? Does he build a strong case?
The purpose of the study is to examine why perpetrators bully co-workers.
The assumption has been that stressful workplace conditions lead to bullying. Less research has been devoted to why perpetrators engage in bullying. This study addresses a gap in the literature by exploring individual and situational variables that contribute to bullying in the workplace.
Yes, the researchers provide a strong justification for their research, identifying what has been studied and what needs to be studied (a gap in the literature).
The aim of this study was to examine whether the relationship between exposure to negative acts and self-labeling as a victim of bullying was moderated by trait anger and trait anxiety or by the target’s organizational position.
The assumption has been that self-labeling does not bare a relationship with anger, anxiety or position. Previous research has been conducted to prove that the above factors are directly correlated with the study. This study is to be used as a conjecture to previous studies.
The research somewhat builds a strong justification for their research. Their main goal was to disprove a method that has been justified in the past.
The purpose of the study is to determine, at what cognitive developmental stages ) do urban
High school and middle school students reason about bullying.
The assumption being that students are between primary and formal cognitive developmental stages.
Which level of cognition plays a role in school bullying.
Research Question(s)
What question(s) does the author present?
What individual and situational variables predict bullying of others in the workplace?
Specifically, they administered a survey asking respondents to indicate whether they had exposed others to bullying in their workplace during t ...
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document summarizes a research study that examined the relationships between individual characteristics, group strength, emotional exhaustion, organizational citizenship behavior, job satisfaction, and service sabotage among restaurant employees in Bekasi City, West Java, Indonesia. The study used a quantitative research design and surveyed 107 restaurant employees. Statistical analysis using GSCA software found that acts of sabotage were not related to individual characteristics or group strength. However, service sabotage was related to employee job dissatisfaction and levels of organizational citizenship behavior. Specifically, employees with higher job satisfaction and who exhibited more organizational citizenship behaviors were less likely to engage in service sabotage. Emotional exhaustion was also found to influence job satisfaction and sabotage, such that employees with more stable emotions had
Jakari Griffith - An Examination of Interracial ContactJakari Griffith
This document summarizes a research article that examines how cross-race interpersonal efficacy and affect regulation may influence the outcomes of interracial contact as proposed by contact theory. The article provides background on contact theory and research showing mixed results. It discusses how social cognitive factors like efficacy and emotion regulation could help explain the variability in contact theory outcomes. The researchers propose that contact conditions may lead to more positive diversity outcomes when individuals have higher cross-race interpersonal efficacy and stronger affect regulation abilities.
This document describes a conflict situation that occurred in an emergency room between a charge nurse and unit clerk. The charge nurse suggested some nurses could go home early due to low patient volumes. The unit clerk wanted to go home but was delayed by the charge nurse. This led the unit clerk to loudly lash out at the charge nurse in an unprofessional manner. The document then analyzes the conflict, applying concepts like delegation, empowerment, and group dynamics. It proposes a six-step plan to resolve the conflict, including clarifying issues, establishing common goals, discussing solutions, and agreeing on responsibilities. Effective conflict resolution skills are important for nurse leaders to minimize workplace disruptions and build strong relationships.
SOCW 6070-week 3 discussion 1 responses Respond to at least .docxsamuel699872
SOCW 6070-week 3 discussion 1 responses
Respond to at least two colleagues separately by addressing an example in each colleague’s post in at least one of the following ways:
Suggest a strategy for addressing a situation that your colleague described in one of his or her examples.
Offer additional thoughts regarding the impact of the interaction described in the example.
Peer 1 Discussion to respond to
Jasmine Dixon
RE: Discussion 1 - Week 3
Top of Form
Personal Leadership Philosophy and Style
Individual attributes that have an impact on leadership skills and knowledge: general cognitive ability, crystallized cognitive ability, motivation, and personality. These attributes play important roles in the skills model. Complex problem solving is a very difficult process and becomes more difficult as people move up in the organization. These attributes support people as they apply their leadership competencies. A social worker administrator personal leadership and style may influence the environment of the organization, well as how efficient the organization will operate. With an administrator who has positive leadership philosophy and style the organization can benefit in a positive way to achieve their goals. However, an administrator with a negative style and philosophy might have a negative influence and therefore experience internal issues within the organization amongst staff, therefore making it difficult to achieve their goals (Northouse, 2021).
Influence of Organization’s Culture
Internal environmental influences affecting leadership performance can include such factors as technology, facilities, expertise of subordinates, and communication. For example, an aging factory or one lacking in high-speed technology could have a major impact on the nature of problem-solving activities. Another example might be the skill levels of followers: If a leader’s followers are highly competent, they will definitely improve the group’s problem solving and performance. Similarly, if a task is particularly complex or a group’s communication poor, the leader’s performance will be affected (Northouse, 2021). All of the factors listed could be potential factors that are needed for the administrator to function properly in their roles.
Interactions with Stakeholders
A stakeholder model of organizational leadership presumes that leadership emerges from and influences those stakeholders in an organization’s environment on which it is dependent (e.g., donors) or with which it is significantly interdependent (like those it collaborates with in service delivery) Such authority is used to encourage, facilitate, and guide process, rather than to direct action that is aimed at specific outcomes (Lauffer, 2011).
Positive interaction with stakeholders is needed in order for the organization to properly serve their clients. This can include effectively communicating in order to address the needs and the concerns of their clients. These interactions can de.
This document discusses positive organizational behavior (POB) from a cross-cultural perspective. It begins by noting that POB principles have become more prevalent in workplaces as a way to enhance employee morale and competitiveness during difficult economic times. The document then reviews literature showing links between POB concepts like hope, resilience, and strengths-based approaches, and improved employee performance, effectiveness, and satisfaction. It argues that focusing on amplifying positive attributes in organizations, rather than just reducing negatives, can lead to better financial and other performance. The document also examines cross-cultural studies finding universal values of work and its relationship to life fulfillment and priorities, while also noting differences in work goals and orientations across countries. Overall, it
Similar to RESEARCH REPORTWhen Do Bad Apples Not Spoil the Barrel Ne.docx (20)
Ethical Case Study 2Gloria is a housekeeper in an independent li.docxdebishakespeare
Ethical Case Study 2
Gloria is a housekeeper in an independent living community. While walking through a hallway, she noticed the door of a resident’s apartment was left open, which was unusual. She stepped in to check on Louis, and quickly realized that he was on the phone in his living room. As she turned to leave, she over heard him saying that he had stopped taking all of his medications because he was ready to die. She could tell that the person that he was speaking with was trying to reason with him. Gloria knows that Louis has a very loving and involved daughter that visits him every Saturday. She left the room determined that she would tell his daughter what she heard when she saw her on Saturday.
You have to answer all the questions below
What issues are facing Gloria? Discuss the possible ethical principles at play and your recommendation to Gloria.
Hint: Confidentiality, Beneficence, Self-determination
.
Ethical consideration is important in nursing practice, especial.docxdebishakespeare
The document discusses the importance of considering a patient's ethnic and cultural background when providing nursing care, especially for patients with type 2 diabetes. It describes a Hispanic patient who was hospitalized for complications of type 2 diabetes and a chronic foot ulcer. His cultural beliefs about diabetes and fatalism impacted his self-management. The nurse considered his ethnicity and ensured culturally competent care by understanding his perspectives on diabetes causation and remedies.
Ethical Competency Writing Assignment Description
PHI 108 Spring 2019
Dr. David M. DiQuattro
March 5, 2019
1 Basic Assignment Description
For your ethical competency writing assignment, you will write analyze a disagreement between two authors/viewpoints
that we discussed this semester. I am calling the assignment a critical disagreement analysis. Below I will
provide a number of examples of disagreements between the authors we discuss this semester. Your
paper will have the following components
1. Hone the disagreement
• I want you to start by taking my general statement of disagreement and providing your own clear specifics
that focus on particular claims or passages. Here you are taking my starting point, but providing your
own framing of the disagreement that will provide focus for your paper.
• You will hone your statement of the disagreement in a way that sets things up for the next parts of the
paper.
• For example:
– In number 2 below, you will identify a specific critique of Rawls from either Kittay or Noddings.
You need to explain where the disagreement is and set the stage for a fruitful dialogue to follow in
the paper.
• This part of the paper should be focused. You should discuss the two views in a way that sets the stage
for your objection and response.
• In the opening part of the paper you need to preview what is ahead - you may only write this part late
in the writing process, but you need to provide a clear preview of where the rest of the paper goes.
2. Provide the best objection from one point of view to another
• I want you to do more than just state the two sides of the issue in this paper. I want you to bring the
authors into dialogue. You will do this by articulating an objection to one position from the point of
view of the other, then responding to the objection.
– You want your objection to be more than just restating a point where the authors diagree. Here’s
what I mean by just restating, as an example:
1
Kant believes that there are absolute rules that should be followed without regard to conse-
quences. The strongest utilitarian objection to this is that Kant disregards the importance
of how an action affects overall happiness.
– The above is an example of what not to do. That way of stating things won’t get you far because
it is just a re-stating of a key difference between Kant and utilitarianism.
• You should look for an objection that raises a new question for the other point of view, or points out
an unforeseen implication of the view. In some way it should move discussion forward. I am not
asking you to discover something that has never been said about these issues. I just want
you to deepen your understanding of the two views by raising a serious objection to one
position, then responding to it.
– In some way the objection should force you to think in new ways about the position objected to.
• In this section you should explain as clearly as you can how the objection presents a proble.
Ethical Case StudyAn example of unethical treatment of participa.docxdebishakespeare
Ethical Case Study
An example of unethical treatment of participants was the Tuskegee syphilis experiment, who believed they were being treated for “bad blood”
“Bad blood”: A term used to describe problems like anemia, fatigue, and syphilis
Those in the control group were not given treatment for syphilis, and many died
Why would this research study not fall under the present ethical and legal restraint? Please support your answer with scholarly articles.
.
Ethical AwarenessDEFINITION a brief definition of the k.docxdebishakespeare
Ethical Awareness
DEFINITION
:
a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY
:
Summarize the article in your own words- this should be in the
150-200 word range
. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION
:
Using
300-350 words
, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to
add value by sharing your experiences, thoughts, and opinions
.
This is the most important part of the assignment.
REFERENCES
:
All references must be listed at the bottom of the submission--in APA format.
Please follow the above format, No Plagiarism, APA format, add citations and references.
.
ETHICAL CHALLENGES
JOYCAROLYNE MUIGAI
NTC/302
5/26/2020
INTRODUCTION
Ethics in business is mainly concerned with the good or bad actions and behaviors that often take place in the world of business
Ethical challenges have often resulted from lack of a clear and distinctive description of norms that ought to be used
Business ethics hence help economists to think productively along moral dimensions on matters regarding policy problems
Ethics could be a complex aspect in business as it influences all aspect of business as it provides the most adequate action that ought to be taken. Ethics causes huge conflicts as morality may not be clearly definitive and situations in many cases greatly vary (Nuseir & Ghandour, 2019).
2
Ethics in intellectual property
Intellectual property rights is a socio-economic tool that create some form of monopoly for firms to charge a price for their innovations
For many innovative firms, it is a timely and expensive to come up with new innovations for the market yet other competitors in the market will attempt to copy new design of products launched.
Firms have however, taken advantage of intellectual property rights by asking for high prices for products
Intellectual property rights are a tool that protects innovators from losing their innovations to counter-feighting firms in the market. However many have leveraged this property rights to put high prices on their products to maximize their profits from their innovations (Sonderholm, 2018).
3
Policy statement on Ethics in intellectual property
To ensure easy and right access of new innovated products, it is important to come up with an ethical way to reduce exploitation by firms.
Firms can take up he differential pricing strategy that has in the past been articulated to be of great influence and guarantees the firm’s profitability
Through differentia; pricing, the protected innovation can be offered at different prices based on the socio-economic demographics of the area. A product can be offered at a cheaper price at a low-earning area while it is offered at different price at a different location (Sonderholm, 2018).
4
Corruption index
Corruption is seen as legal complication that is often manifested in the absence of controls over power
Corruption in business could come in many ways but it is always some grease payment paid to expedite decision or transactions
Connection are as well viewed as to have an effect on business processes as they have a negative connotation regardless of their informality.
In many business ventures, corruption has been indicated to grow over time and is often seen in terms of exchange of favors for the sake of expedition of certain process to take a shorter time without necessarily having to undergo the require stipulated process (Samuel, 2019).
5
Policy statement in corruption index
Transparency is key in business processes hence all actions need to be accounted for
As a way to reduce the corruption index and subsequ.
Ethical Conduct of Researchpower point from this document, 1.docxdebishakespeare
Ethical Conduct of Research
power point from this document, 15 slides
Introduction
Depending on the context of the study, researchers often encounter ethical dilemmas that are associated with respect for privacy, establishment of honest and open interactions, and avoidance of misrepresentation. From an ethical standpoint, such challenging circumstances may surface if researchers are grappling with conflicting issues and have to choose between different methodological approaches in complex circumstances. In such circumstances, disagreements among different components including participants, researchers, researchers’ disciplines, the financing organization, and the society might be inevitable. Therefore, there are numerous ethical concerns that should be taken into account when undertaking studies that deal with human subjects. Understanding ethical principles can guide researchers to conduct studies that safeguard the wellbeing of human subjects.
Overview of the Research
In a research work titled
Resilience of People Living with HIV/AIDS in Indonesia: a Phenomenological Study
, Kumboyono et al. (2018) observe that HIV/ AIDS is among the most prevalent and expanding communicable diseases on the planet. The number of individuals who are diagnosed with HIV/AIDS continues to skyrocket every year in Indonesia and other parts of the world. According to Kumboyono et al. (2018), individuals who suffer from HIV/AIDS often plunge themselves into a series of crises, which indicate the challenges of living with the chronic pathological condition. As such, resilience is one distinct phenomenon that is common among persons living with the diseases Indonesia, a pattern that indicates the results of current health management and expectations of HIV/AIDS patients for better and improved health outcomes. In light of this concern, Kumboyono et al. (2018) undertook a study that sought to examine the mechanism of resilience in Indonesian people living with HIV/AIDS and the factors that influence their specific mechanisms.
Using qualitative phenomenological design, the researchers sampled a total of 27 people living with HIV/AIDS from a primary health care institution in Malang City, East Java, Indonesia. The participants were selected from different socioeconomic, gender, and sexual orientations. The researchers informed participants about the conduct and processes involved in the study, resulting in their consent to participate in the interview process. The findings of the study indicated that the diagnosis of HIV/AIDS reflects the onset of psychological and social distress. Moreover, Kumbomoyo et al. (2018) found that the spiritual response that follows diagnosis is a state that is characterized by crises. As a consequence, the coping strategies and understanding of life by HIV patients is a definite sign on resilience. Based on these findings, Kumbomoyo et al. (2018) infer that HIV/AIDS is a chronic infection that has the potential to induce the unique .
Ethical Approaches
An Overview of:
(1)Consequential,
(2) Nonconsequential, and
(3) Virtue Ethics Theories
What is Ethics?
Ethics is the study of those values that relate to our moral conduct,
including questions of good and evil, right and wrong, and moral responsibility.
Consequentialist Theoretical Approach:
-Consequentialist theories claim that the morality of an action depends only on its consequences.
-It only considers the result of actions and not principles or rules in determining morality.
1
Three (3) Types of Consequentialist Theories:
-Ethical Egoism argues that each person should act in his/her own self-interest.
-Act Utilitarianism argues that each person should act in a way that produces the greatest happiness
for everyone.
-Rule Utilitarianism argues that each person should follow rules that tend to produce the greatest
happiness for everyone.
Weaknesses of Consequentialist Theories
-Requires person to predict the future and all possible outcomes.
-Can easily be used to justify questionable actions (the ends justifies the means).
2
Nonconsequentialist Theoretical Approach:
Nonconsequentialist theories claim that the morality of an action depends on principles or other factors
that are not related to consequences.
Two (2) Types of Nonconsequentialist Theories:
-Divine command theory argues that we should obey the laws of God.
-Kant’s Categorical Imperative states that we should always act in a way that is based on reason, duty,
and would be considered ethical if everyone acted in the exact same way. Also, people should be
treated as an end and not as a means.
Weaknesses of Nonconsequentialist Theories: Self-Challenge Question:
Question: What might prove a problem in a country so diverse as the U.S. with regards to
Nonconsequentialist theories?
When you are ready check the expert’s response.
3
https://kapextmediassl-a.akamaihd.net/business/CS125/1902c/ethics_challenge_expert1.pdf
Virtue Ethics Theoretical Approach:
-Virtue ethics seeks to identify character traits of a moral person and develop those with the idea that the
virtuous person will act in a virtuous manner. It does not look to principles or consequences.
-Virtue ethics was developed among the ancient Greek philosophers such as Aristotle and the Chinese
teacher and philosopher Confucius.
-Virtue ethics enjoys modern support as an approach that avoids many of the problems with
Consequential and Nonconsequential ethical theories.
Weaknesses of Virtue Theory
-Difficulty in determining just which characteristics are virtues
-Justification for respecting a virtue usually brings one back to either consequences or principles.
-Difficulty in applying it to specific situations
4
Example of all Three Theoretical Ethical Approaches:
Scenario: The air quality in a particular city Y is so polluted, people are getting physically ill and are on .
Ethical and Professional Issues in Group PracticeThose who seek .docxdebishakespeare
Ethical and Professional Issues in Group Practice
Those who seek to be professional group leaders must be willing to examine both their ethical standards and their level of competence. Among the ethical issues treated in this chapter are the rights of group members, including informed consent and confidentiality; the psychological risks of groups; personal relationships with clients; socializing among members; the impact of the group leader’s values; addressing spiritual and religious values of group members; working effectively and ethically with diverse clients; and the uses and misuses of group techniques. In my opinion, a central ethical issue in group work pertains to the group leader’s competence. Special attention is given to ways of determining competence, professional training standards, and adjuncts to academic preparation of group counselors. Also highlighted are ethical issues involved in training group workers. The final section outlines issues of legal liability and malpractice.
As a responsible group practitioner, you are challenged to clarify your thinking about the ethical and professional issues discussed in this chapter. Although you are obligated to be familiar with, and bound by, the ethics codes of your professional organization, many of these codes offer only general guidelines. You will need to learn how to make ethical decisions in practical situations. The ethics codes provide a general framework from which to operate, but you must apply these principles to concrete cases. The Association for Specialists in Group Work’s (2008) “Best Practice Guidelines” is reproduced in the Student Manual that accompanies this textbook. You may want to refer to these guidelines often, especially as you study Chapters 1 through 5.
The Rights of Group Participants
My experience has taught me that those who enter groups are frequently unaware both of their basic rights as participants and of their responsibilities. As a group leader, you are responsible for helping prospective members understand what their rights and responsibilities are. This section offers a detailed discussion of these issues.
A Basic Right: Informed Consent
If basic information about the group is discussed at the initial session, the participants are likely to be far more cooperative and active. A leader who does this as a matter of policy demonstrates honesty and respect for group members and fosters the trust necessary for members to be open and active. Such a leader has obtained the informed consent of the participants.
Informed consent is a process that begins with presenting basic information about group treatment to potential group members to enable them to make better decisions about whether or not to enter and how to participate in a group (Fallon, 2006). Members have a right to receive basic information before joining a group, and they have a right to expect certain other information during the course of the group. Discussing informed consent is not a one-t.
Ethical AnalysisSelect a work-related ethical scenario that .docxdebishakespeare
Ethical Analysis
Select a work-related ethical scenario that you (or someone close to you) have experienced. Organizations and names should be changed when identifying references in the assignment. Compose an essay that addresses the following requirements:
Identify the key positions, titles, and assigned responsibilities in the organization.
Discuss and illustrate the individual pressures faced and how the issues were handled or delegated to another position.
Describe how changing attitudes and behaviors evolved as the incidents occurred.
Compare and contrast the behaviors in the scenario with the philosophical theories of ethical decision-making that are referenced in Unit II. Examples may include Utilitarianism or Deontology application.
Illustrate any mishandling of the decision-making process that resulted in lessons learned.
Summarize what you have learned from an analysis of this event.
Your response should be at least 500 words in length (not including the references page) in APA style. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citation.
.
Ethical (Moral) RelativismIn America, many are comfortable describ.docxdebishakespeare
Ethical (Moral) Relativism
In America, many are comfortable describing ethics as follows: “Well, what’s right for me is right for me and what’s right for you is right for you. Let’s just agree to disagree.” This is an affirmation of what philosophers call
individual
or
subjective moral relativism
. In this understanding of relativism, morality is a matter of individual feelings and personal preference. In individual moral relativism, the determination of what is right and wrong in a situation varies according to the individual. Moral relativists do not believe in natural law or universal truths.
Cultural moral relativism
puts culture at the forefront of relative ethical decision-making. It says the individual must include the precepts of his or her culture as a prominent part of the relativistic moral action.
Lawrence
Kohlberg,
a prominent psychologist known for recognizing moral stages of development, takes it a step farther saying cultural relativists are persons stuck in the “
Conventional
Stage” of ethical development
.
In your paper, please define individual moral relativism and cultural moral relativism in detail, noting how they differ from each other, their strengths and weaknesses, and give your position on Kohlberg’s stance on ethical relativism.
What aspects of ethical relativism do you identify and agree with? What aspects do you disagree with? Give a personal example that illustrates your stance on ethical relativism, describing how you made a moral decision in an ethical dilemma. Include at least two references to support your thoughts.
Post a 500-word paper to the
M4: Assignment 2 Dropbox
by due
Wednesday, April 9, 2014
. All written assignments and responses should follow proper citation rules for attributing sources. Please use Microsoft Word spelling/grammar checker. Be mindful of plagiarism policies.
.
Ethical Analysis on Lehman Brothers financial crisis of 2008 , pleas.docxdebishakespeare
Ethical Analysis on Lehman Brothers financial crisis of 2008 , please include bibliography and footnotes and answer the questions below.
It must be between 5-7pgs.
1. What was the case about?
2. Who was (were) the individual(s) and company (ies) involved?
3. When did it happen?
4. Why did it happen?
5. How did it come to the attention of the media?
6. What was the outcome of the case?
7. How could this case been avoided?
8. What can we learn from the case?
.
Ethical Analysis on Merrill lynch financial crisis of 2008 , please .docxdebishakespeare
Ethical Analysis on Merrill lynch financial crisis of 2008 , please include bibliography and footnotes and aswer the questions below.
It must be between 5-7pgs.
1. What was the case about?
2. Who was (were) the individual(s) and company (ies) involved?
3. When did it happen?
4. Why did it happen?
5. How did it come to the attention of the media?
6. What was the outcome of the case?
7. How could this case been avoided?
8. What can we learn from the case?
.
ETHC 101
Discussion Board Reply Grading Rubric
Criteria
Levels of Achievement
Content 70%
Advanced
Proficient
Developing
Not Present
Points Earned
Word Count
15 points
Word count is between 500 and 600 words.
11 to 14 points
Word count exceeds 600 words.
1 to 10 points
Word count is less than 500 words.
0 points
Not present
Style
10 points
Reply offers constructive feedback to a classmate in a manner that is polite, rationally argued, and not overly emotional.
7 or 9 points
Reply offers constructive feedback to a classmate but with some deficiency of politeness, reasonableness, and/or dispassion.
1 to 6 points
Reply offers little to no constructive feedback, and/or is strongly impolite, and/or is very emotional.
0 points
The post is not a reply (it is off-topic).
Understanding
10 points
Reply utilizes many of the concepts and technical vocabulary taught in the class in a manner that demonstrates accurate understanding.
7 to 9 points
Reply utilizes some of the concepts and technical vocabulary taught in the class in a manner that demonstrates accurate understanding.
1 to 6 points
Reply utilizes some of the concepts and technical vocabulary taught in the class but sometimes in ways that suggest that they are not correctly understood.
0 points
Reply does not utilize the concepts and technical vocabulary taught in the class.
Structure 30%
Advanced
Proficient
Developing
Not Present
Points Earned
Spelling, Punctuation, and Grammar
10 points
Reply is written in paragraph form and is devoid of spelling, punctuation, and grammar errors.
7 or 9 points
Reply is not written in paragraph form and/or has occasional spelling, punctuation, and grammar errors.
1 to 6 points
Reply is not written in paragraph form and has numerous spelling, punctuation, and grammar problems.
0 points
Not present
Turabian formatting
5 points
Direct references and/or allusions to outside resources (such as the textbooks) are present and are cited using footnotes in current Turabian format.
4 points
Direct references and/or allusions to outside resources (such as the textbooks) are present but are cited otherwise than using footnotes in current Turabian format.
1 to 3 points
Direct references and/or allusions to outside resources (such as the textbooks) are present but the sources are not cited. (Note: if plagiarism is present, that requires additional corrective action.)
0 points
No direct references and/or allusions to outside resources are present.
Total
/50
Instructor's Comments:
Page 1 of 1
For this untimed, open-resource essay exam, answer each question thoroughly and clearly, and ground it in course reading material. Essay answers must be more than 3 or 4 brief sentences, but kept within the bounds of an essay exam (4 - 6 paragraphs). All your writing must be in your own words. Paraphrase (restate what you read) rather than copying material from the course textbook or the Internet. No copying is permitted in this course and doing so will result in zero points on th.
Ethical and Human Rights Concerns in Global HealthChapter Fou.docxdebishakespeare
Ethical and Human Rights Concerns in Global Health
Chapter Four
Chapter four: Ethical and human rights concerns in global health.
As with any area of health, global health is affected by the issues of ethics and right for sound health outcome. In this chapter we will explore ethical and human rights concerns, some of the central treaties and conversions related to human rights, some historically significant cases in human subject research and key principles for making critical decisions in health research.
1
Failure to respect human rights is often associated with harm to human health
Health research with human subjects puts people at risk for the sake of other people’s health
Health investments must be made in fair ways since resources are limited
The Importance of Ethical and Human Rights Issues in Global Health
Access to the health care is human right and failure to respect this right might causes harm for health. For example, the stigma associated with HIV, TB and leprosy makes it difficult for the patient to obtain necessary health care, it not only cause harm to individual health but as a whole community health even. For example, if a TB patient remains untreated by the health care workers, then that individual could be a source of infection for other people.
Health research with human subject in particular in low income countries where study participants may not have other option to obtain the medication might become a proxy of clinical trial for other people .Lastly, fair decision in health investment is critical because in low income countries where health resources are scare difficult decisions need to be made depending on the priority and severity of disease.
2
The Foundations for Health and Human Rights
Universal Declaration of Human Rights and other legally binding multilateral treaties
Governments are obliged to respect, protect, and fulfill the rights they state
International Bill of Human Rights is the cornerstone for human rights. This bill include couple of documents including the Universal declaration of human rights that was officially declared in 1948, that place obligation on Government to respect , protect, and fulfill the rights of the state.
3
Selected Human Rights
The Rights-Based Approach
Assess health policies, programs, and practices in terms of impact on human rights
Analyze and address the health impacts resulting from violations of human rights when considering ways to improve population health
Prioritize the fulfillment of human rights
In considering human right, first we are going to examine the issue of right based approach. Some global health advocates argue that this approach, which thinks that fulfillment of people’s human right is conducive to their health, should be followed in global health. This means we need to assess health policies, programs or practices in terms of its impact on human right and analyze the health impacts from the perspective of violation of human rights
.
Ethical & Legal Aspects in Nursing WK 14Please answer the .docxdebishakespeare
Ethical & Legal Aspects in Nursing WK 14
Please answer the following Discussion Question. Please be certain to answer the four questions on this week DQ and to provide a well-developed and complete answer to receive credit.
Case Study, Chapter 23, Professional Identity and Image
Nursing care is frequently perceived by the public as simple and unskilled. Many male nurses live in fear of how their caring actions might be interpreted. Many nurses hold that stereotypes about the profession are true, just as the general public does. Public identity and image has been a struggle for nurses for a long time. The greater public clearly does not understand what professional nursing is all about, and the nursing profession has done a poor job of correcting long-standing, historically inaccurate stereotypes.
1. What are the common nursing stereotypes?
2. What was the role of the Center for Nursing Advocacy? Discuss the role of Truth about Nursing in addressing inaccurate or negative portrayals of nursing in the media and the process they use to raise public and professional awareness of the issues surrounding nursing public image?
3. What are some of the ways of changing nursing’s image in the public eye?
4. One of the most important strategies needed to change nursing’s image is to change the image of nursing in the mind of the image makers. What are some of the key ways for nurses to interact with the media?
INSTRUCTIONS:
APA FORMAT
IN TEXT CITATIONS WITH 3 REFERENCES NO LESS THAN 5 YEARS
.
EthernetSatellite dishInternational Plastics, Inc. - C.docxdebishakespeare
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Ethanolv.DrizinUnited States District Court, N.D. Iowa, Eastern .docxdebishakespeare
Ethanolv.Drizin
United States District Court, N.D. Iowa, Eastern DivisionFeb 7, 2006
No. C03-2021 (N.D. Iowa Feb. 7, 2006) Copy Citation
No. C03-2021.
February 7, 2006
Be a better lawyer. Casetext is legal research for lawyers who want do their best work.
ORDER
JOHN JARVEY, Magistrate Judge
This matter comes before the court pursuant to trial on the merits which commenced on January 23, 2006. The above-described parties have consented to jurisdiction before a United States Magistrate Judge pursuant to 28 U.S.C. § 636(c). The court finds in favor of the plaintiff and awards compensatory damages in the amount of $3,800,000 and punitive damages in the amount of $7,600,000.
In this case, the plaintiff brings numerous theories of recovery against defendant Jerry Drizin arising out of the misappropriation of escrow funds that were to serve as security for financing for the construction of an ethanol plant in Manchester, Iowa. The plaintiff contends that defendant Drizin, in concert with others, knowingly converted funds from an escrow account that were not to have been spent on anything without the plaintiff's prior written permission. Defendant Drizin contends that his only client and only duty of loyalty was to a Nigerian citizen living in Munich who caused the funds to be sent to bank accounts controlled by Defendant Drizin. The court makes the following findings of fact and conclusions of law.
In 2000 in Manchester, Iowa, farmer and President of the local Co-op, Douglas Bishop, began meeting with representatives of the United States Department of Agriculture to explore the feasibility of building an ethanol plant in the Manchester area. The idea was to assist farmers in the area in getting more value for their crops. An ethanol plant produces ethanol and feed grain which can be sold at a profit exceeding that associated with the mere sale of grain.
A series of 40 local meetings culminated in a membership drive. The Plaintiff, Northeast Iowa Ethanol, L.L.C., was later formed in order to sell 2500 shares of stock in the L.L.C. to raise funds for the financing of the plant. The construction of the plant was expected to cost $21 Million. It would have a capacity for producing 15 million gallons of ethanol per year. Through the meetings, Mr. Bishop and others raised $2,365,000. The average investor purchased two shares.
The membership drive ended in September 2001. The original plan was to begin construction in the fall of 2001 and have the plant operating by the fall of 2002. However, the issue of financing for the plant was more problematic than plaintiff had anticipated. Traditional lenders (banks) demanded that the plaintiff raise forty percent of the construction costs. It was clear that the plaintiff could not raise $8 Million. Plaintiff's proposed marketing partner, Williams Ethanol Services, agreed to invest $1 Million in the project. The contractor anticipated to build the facility, North Central Construction from North Dakota,.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
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There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Fix the Import Error in the Odoo 17Celine George
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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RESEARCH REPORTWhen Do Bad Apples Not Spoil the Barrel Ne.docx
1. RESEARCH REPORT
When Do Bad Apples Not Spoil the Barrel? Negative
Relationships in
Teams, Team Performance, and Buffering Mechanisms
Jeroen P. de Jong
Open University of the Netherlands
Petru L. Curşeu and Roger Th. A. J. Leenders
Tilburg University
The study of negative relationships in teams has primarily
focused on the impact of negative
relationships on individual team member attitudes and
performance in teams. The mechanisms and
contingencies that can buffer against the damaging effects of
negative relationships on team
performance have received limited attention. Building on social
interdependence theory and the
multilevel model of team motivation, we examine in a sample of
73 work teams the team-level
attributes that foster the promotive social interaction that can
neutralize the adverse effect of
negative relationships on team cohesion and, consequently, on
team performance. The results
indicate that high levels of team–member exchange as well as
high task-interdependence attenuate
how team cohesion and team performance suffer from negative
relationships. Implications for
research and practice are discussed.
2. Keywords: negative relationships, team cohesion, team
performance, social interdependence theory,
motivation, multilevel
Negative relationships and their associated behaviors have been
suggested to harm a team from the inside (e.g., Duffy & Lee,
2012;
Lam, Van der Vegt, Walter, & Huang, 2011), as they reflect
negative attitudes, judgments, and behavioral intentions held by
team members toward their fellow teammates (Labianca &
Brass,
2006), and they are often associated with emotional distress,
withdrawal, and anger (Xia, Yuan, & Gay, 2009). To date, re-
search on negative relations in teams has largely built on
negativity
bias theory (Baumeister, Bratslavsky, Finkenauer, & Vohs,
2001)
and affective events theory (Weiss & Cropanzano, 1996)—in
particular, negative affective tone (Cole, Walter, & Bruch,
2008)—focusing on the potentially damaging effects of negative
relationships on work-related outcomes (e.g., Brass,
Galaskiewics,
Greve, & Tsai, 2004; Felps, Mitchell, & Byington, 2006;
Labianca
& Brass, 2006).
In this article, we draw on insights from social interdepen-
dence theory (SIT; Deutsch, 1949; D. W. Johnson, 2003; D. W.
Johnson & Johnson, 2005a) to argue that there are structural
and social team-level attributes that buffer against the detri-
ments of interpersonal negative relationships in teams. Central
to SIT is the idea that collaborative (generally termed promo-
tive) interaction among team members is likely to enhance joint
goal achievement and that obstructive (generally termed con-
trient) interaction will allow some members to reach individual
3. goals at the expense of others, while simultaneously damaging
overall team-level performance. An attractive feature of SIT is
that it explicitly addresses positive and negative interaction in
groups (which few theories explicitly do), is very well-tested,
and provides a conceptual model on how group performance is
affected differentially by either type of interaction. Although
attractive for studying the effects of negative relationships in
teams, SIT lacks an unambiguous focus on the exact cross-level
mechanisms that motivate the team as a whole to respond to the
negative relationships between some of its members. We build
on the multilevel team motivation model (Chen & Kanfer,
2006; Chen, Kanfer, DeShon, Mathieu, & Kozlowski, 2009) to
argue that negative relationships reflect contrient (i.e., nega-
tive) interactions at the dyad level that are discretionary
(de)motivational inputs that can spiral up from the dyad to the
team level, reducing cohesion and, ultimately, team
performance.
In addition, we propose that teams possess top-down structural
and
social devices (communication intensity, team–member
exchange,
and task-interdependence) that motivate the promotive
interaction
of team members that can buffer against the otherwise damaging
effects of negative relationships.
In this article, we respond to a call for more research on the
simultaneous influence of negative and positive social
interactions
This article was published Online First March 24, 2014.
Jeroen P. de Jong, Department of Organisation, Faculty of
Management,
Science, and Technology, Open University of the Netherlands;
Petru L.
4. Curşeu and Roger Th. A. J. Leenders, Department of
Organization Studies,
School of Social and Behavioral Sciences, Tilburg University.
We thank Hans van Dijk, Will Felps, and Jing Han for their
valuable
comments on previous versions of this article.
Correspondence concerning this article should be addressed to
Jeroen P.
de Jong, Department of Organisation, Faculty of Management,
Science,
and Technology, Open University of the Netherlands,
Valkenburgerweg
177, P.O. Box 2960, 6401 DL Heerlen, the Netherlands. E-mail:
jeroen
[email protected]
T
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9. mailto:[email protected]
http://dx.doi.org/10.1037/a0036284
on team outcomes (e.g., Chen & Sharma, 2012). Combining in-
sight from SIT with mechanisms from the multilevel team moti-
vation models is both theoretically appealing (as it provides the
foundation for the buffering role of promotive processes in
teams)
and practically relevant (as positive and negative relations
coexist
in many real life teams).
Hypotheses
Effect of Negative Relationships on Team Performance
The human cognitive system is more sensitive to stimuli that
carry negative rather than positive connotations (Baumeister,
Brat-
slavsky, Finkenauer, & Vohs, 2001); therefore, negative
relation-
ships can have more powerful consequences than positive ones
(Felps, Mitchell, & Byington, 2006; Labianca & Brass, 2006).
SIT
(Deutsch, 1949; D. W. Johnson & Johnson, 2005a) suggests that
the presence of negative relationships in a team gives rise to
so-called contrient social interaction, where team members ob-
struct each other’s task-related efforts or create an unpleasant
and
dysfunctional team atmosphere. In line with the multilevel team
motivation model of Chen and Kanfer (2006), we propose that
the
damaging effects of local negative relationships in a team
trickle
upward and affect team performance by reducing the social
10. cohe-
sion at the team level. This bottom-up process can occur
through
emotional and behavioral mechanisms.
Coworkers experience negative emotions when they witness
unpleasant interactions between others at work (Totterdell et
al.,
2012). These emotions are shared and transferred through emo-
tional contagion, vicarious affective transference, and
entrainment
(individual emotions co-evolve to achieve collective emotional
synergy), creating a negative emotional climate at the team
level
(Barsade, 2002), which disrupts team cohesion and,
consequently,
team performance. In addition, negative relationships can
induce
dysfunctional and antagonistic behaviors such as withholding of
critical information or sabotage (Chiaburu & Harrison, 2008;
Felps, Mitchell, & Byington, 2006; Lyons & Scott, 2012;
Venkat-
aramani & Dalal, 2007), and an interpersonal relation marked
by
behaviors of animosity can induce team-level relationship
conflict
(Chen, Sharma, Edinger, Shapiro, & Farh, 2011) and
consequently
reduce team cohesion. Overall, cohesion is a bottom-up
emergent
phenomenon that results from the interpersonal interactions
within
groups (Kozlowski & Chao, 2012).
According to the IMOI (input-mediator-output-input) frame-
work of team effectiveness (Ilgen, Hollenbeck, Johnson, &
11. Jundt,
2005), cohesion is factor for team effectiveness. In concert with
this, empirical studies of SIT generally find that the team mem-
bers’ tendency to be united in trying to reach joint goals has a
strong positive effect on team performance, and teams that lack
such a tendency tend to display low performance levels (for a
review, see D. W. Johnson & Johnson, 2005a). We therefore
propose that the dysfunctional interpersonal behaviors that are
associated with negative relations in a team compromise the
team’s social cohesion and, in turn, diminish team performance.
Hypothesis 1: The presence of negative relationships within a
team negatively affects team performance through its negative
effect on team cohesion.
Buffering Negative Relationships: Three Moderators
In this study, we propose that teams possess social and
structural
attributes that can buffer against the effects hypothesized above.
In
particular, we focus on three such attributes (communication
den-
sity, team member exchange, task-interdependence) that can po-
tentially attenuate the damaging effects of negative ties on the
team’s social cohesion. In SIT, it is argued that teams that focus
on
promotive interaction outperform teams that rely on contrient
interaction; a key example in this literature is that teams that
actively organize and evaluate feedback on the effectiveness of
their (joint) work processes and give preferentiality to those
pro-
cesses that turn out to be productive to the team tend to
outperform
teams that never take such evaluative efforts. This typical
example
12. of promotive interaction is in concert with literature on team
motivation (Chen & Kanfer, 2006) that emphasizes the
fundamen-
tal role of feedback as a motivating team-level factor. Although
the
predictions derived from SIT concerning the beneficial
outcomes
of promotive interactions are clear, the theory remains rather
ambiguous as to which factors are conducive to promotive inter-
action.
We build on the multilevel model of team motivation (Chen &
Kanfer, 2006; Chen et al., 2011) to propose three proximal
team-
level antecedents that motivate or enable the positive,
promotive
interaction that can attenuate the damaging influence of
negative
relationships. As for structural antecedents, we consider the
den-
sity of the communication network within the team (which cap-
tures the intensity and connectedness by which team members
interact with one another on work-related matters) and the task-
interdependence of the team members. The social antecedent we
consider is the quality of the team’s member exchange
processes.
As we argue, these three attributes reflect top-down mechanisms
that can buffer the team as a whole against local negative ties
and
can safeguard the team’s social cohesion. With social cohesion
intact, the team should retain its ability to perform well despite
the
presence of negative relationships (for the full model, see
Figure
1).
13. Negative Relationships, Cohesion, and
Communication Density
In line with the multilevel model of team motivation (Chen &
Kanfer, 2006), we argue that negative ties are discretionary
Nega�ve
rela�onships
Performance Cohesion
Team-member
exchange
Communica�on
density
Task-
interdependence
Figure 1. How teams buffer themselves against the effects of
negative
relationships.
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18. PERFORMANCE
(de)motivational forces, likely to influence individual members
and the team as a whole. As reported in Chen, Sharma, Edinger,
Shapiro, and Farh (2011), a single interpersonal relation marked
by
contentious and personal disagreements and attacks generates
sub-
stantial relationship conflict at the team level and, as such, acts
as
a demotivating force. Nevertheless, communication density (the
extent to which team members are in mutual communication
with
each other) may buffer the (de)motivating effects of these
discre-
tionary inputs on the team as a whole.
When all team members are involved in frequent, mutual con-
versations regarding the team task or informal issues unrelated
to
their work, the team has access to channels of interaction that
allow it to quickly respond to unproductive events. The commu-
nication interconnectedness is thought to influence the amount
of
information and support that can move through the team
(Balkundi
& Harrison, 2006). When communication density is high, team
members regularly communicate with each other and are better
able to deal with the destructive effects of negative
interpersonal
relations. Although there may be conditions under which
intercon-
nectedness allows for negativity to become contagious, we
argue
19. that a team with well-connected members will be able to fence
the
negativity locally (i.e., block it from spiraling up to the team
level)
and exhibit enough elasticity to keep its cohesion intact. Dense
positive exchanges in teams, instrumental or informal,
positively
relate to members’ attitudes and well-being (LePine, Methot,
Crawford, & Buckman, 2012); we contend that teams with
denser
communication networks are better able to handle negative
social
exchanges in the team when such exchanges emerge. Frequent
interaction in a team provides those team members who are in-
volved in negative relationships with positive motivational
expe-
riences that soften the impact of the stressful negative
experience
(Cohen & Wills, 1985) and can help them to come to grips with
their negative experiences. Teams with high communication
den-
sity provide their members with the opportunity to directly con-
tribute to an atmosphere in which the negative relations become
much less harmful. In addition, teams with high communication
density leave little opportunity for negativity to spread through
the
team because communication density positively impacts the
team’s capacity to coordinate its actions (Reagans &
Zuckerman,
2001). Decreased team density has been suggested to make it
more
difficult for the team to maintain the closure needed for
effective
positive norms and sanctions, which is an additional way in
which
the potentially destructive behavior that can follow negative
20. rela-
tionships can be controlled (Brass & Labianca, 1999). In sum,
we
propose that communication density is an effective team-level
structural device that provides a buffer against the potentially
adverse effects of negative relationships.
Hypothesis 2: The effect of negative relationships on team
cohesion is moderated by team communication density: the
higher the communication density, the lower the damaging
effect of negative relationships on team cohesion. As a result,
high communication density neutralizes the damaging effect
of negative relationships on team performance.
Negative Relationships, Cohesion, and Task-
Interdependence
A second team-level structural attribute that can attenuate the
undesirable effects of negative relationships is the extent to
which
team members are task-interdependent. Task-interdependence
re-
flects the extent to which collective performance depends on
successful intrateam information sharing, effective
coordination,
and mutual adjustment (Saavedra, Earley, & Vandyne, 1993).
When task-interdependence is high, team members depend on
each other to complete their collective task: They sink or swim
together; that is, they have to maximize their own effectiveness
and maximize the effectiveness of all other group members
(D. W. Johnson & Johnson, 2005b). In other words, task-
interdependence facilitates top-down motivational processes as
highly task-interdependent teams rely on continuous internal
mon-
itoring to cope with stressors that interfere with task completion
21. (Kozlowski, Gully, Nason, & Smith, 1999). This monitoring
sys-
tem decreases the leeway team members have to engage in the
dysfunctional behaviors that result from negative relationships
(e.g., shirking and free riding; Jones, 1984). Conversely, teams
engaged in tasks that require a low degree of task-
interdependence
are unlikely to develop an internal monitoring system and team
members may, as a result, engage in dysfunctional behaviors in
response to negative relationships. To summarize, task-
interdepen-
dence—a team-level attribute—motivates the promotive interac-
tion (at the dyadic level) in teams that can mitigate the adverse
consequences of negative relationships.
Hypothesis 3: The effect of negative relationships on team
cohesion is moderated by task-interdependence: the higher the
task-interdependence, the lower the damaging effect of nega-
tive relationships on team cohesion. As a result, high task-
interdependence neutralizes the damaging effect of negative
relationships on team performance.
Negative Relationships, Cohesion, and the Quality of
Social Exchange
Because team members are part of a social system of interacting
roles, the quality of their social exchange can provide a team-
level
buffer that reduces the adverse consequences of negative
relation-
ships (Duffy & Lee, 2012; Seers, 1989). Team–member
exchange
(TMX) refers to “the reciprocity between a member and his or
her
team with respect to the member=s contribution of ideas,
feedback,
22. and assistance to other members and, in turn, the member=s
receipt
of information, help, and recognition from other team members”
(Seers, Petty, & Cashman, 1995, p. 21). Focusing on the
exchange
of team members with the team as a whole, TMX considers the
team (rather than specific team members) as the agent for ex-
change quality. Seeking and receiving support, assistance and
information is especially beneficial in stressful situations
(Carver,
Scheier, & Weintraub, 1989), such as those caused by negative
relationships. For example, high quality team-member exchange
was found to help newcomers to cope with the negative effects
of
unmet expectations (Major, Kozlowski, Chao, & Gardner,
1995).
Team members who are involved in negative relationships find
support by experiencing an atmosphere in which one is naturally
helped by others, feels recognized, and shares responsibility. A
positive team atmosphere is a top-down motivational force
(Chen
& Kanfer, 2006) that makes it easier for team members to deal
with negativity, because it supports one’s self-esteem and the
extent to which the team member identifies with the team and
feels
part of a cohesive whole. When members of a team develop
strong
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516 DE JONG, CURŞEU, AND LEENDERS
norms of supporting each other, the impact of social support in
the
team may be stronger, relative to circumstances in which some
members support each other and others do not (Chen & Sharma,
2012). Such an environment is well-suited to buffering the
harmful
effects of negative relationships on cohesion and, ultimately,
per-
formance. In summary, TMX increases cross-level (top-down)
motivation in favor of promotive interaction and provides an
environment that is preeminently suited for effective evaluation
of
activities and behavior by both the individual and the group as a
whole.
Hypothesis 4: The effect of negative relationships on team
cohesion is moderated by TMX: the higher the TMX, the
lower the damaging effect of negative relationships on team
cohesion. As a result, high TMX neutralizes the damaging
effect of negative relationships on team performance.
Method
Procedure and Participants
For this study we collected data in eight organizations (two
municipalities, a bank, a web-based retail organization, a
charita-
28. ble institution, a medium-sized university, a health care
organiza-
tion, and a local police department) located in a medium-size
Western European country. Data were obtained through two
ques-
tionnaires administered to team members and the formal leader
of
the team, respectively. Each leader in our data set was
responsible
for one team only. The questionnaires were completed during
working hours, in on-site meeting rooms, with a researcher
pres-
ent. The sample consists of 334 respondents from 73 teams with
an
average within-team response rate of 84%. The average team
size,
excluding the team leader, was 4.6 (ranging from three to 13
members, SD � 2.2). The mean respondent age was 39 years
(ranging from 17 to 63 years, SD � 11.95), with 152 women
(45%) and 182 men (55%). The mean age of the leader was 42
years (SD � 9.8), with 21 women (29%) and 52 men (71%). The
majority of the leaders in our sample have a college or
university
degree (83%). Their average tenure with the organization is 98
months (SD � 122).
Measures
Presence of negative relationships. Following, among oth-
ers, Kane and Labianca (2005) and Venkataramani and Dalal
(2007), we provided team members with a list with names of
team
members (excluding the team leader) and asked them to report
their relationship with all other members of the team on a 4-
point
scale (1 � dislike a lot, 2 � dislike, 3 � like, 4 � like a lot). A
29. score of 1 or 2 indicated a negative relationship. We followed
Labianca and Brass’s (2006) suggestion that a relevant negative
relationship exists when at least one person in the relationship
has
a level of dislike for another person. About 7% of the
relationships
were negative, a percentage that conforms to previous empirical
research on negative relationships (e.g., Baldwin, Bedell, &
John-
son, 1997; Gersick, Bartunek, & Dutton, 2000; Labianca, Brass,
&
Gray, 1998). In 32 teams (44%) we found at least one negative
relationship. The number of negative relationships in a team
ranged from one to 11 (in a team of 11 members); the highest
percentage within a team was 33% (in a team of six members).
Because these high percentages were exceptional and most of
the
teams (n � 20) had only one or two negative relationship(s), we
dichotomized the variable so it reflects the presence or absence
of
negative relationships. We did, however, repeat our analyses
using
the proportion of negative relationships within the team as a
dependent variable; this yielded the same results as when using
the
dichotomous variable. We only show and discuss these latter
results.
Team cohesion. We measured team cohesion with Chang and
Bordia’s (2001) eight-item scale comprising items like “Our
team
is united in trying to reach its goal for performance.” The items
are
rated on a 5-point Likert-type scale ranging from 1 � strongly
disagree to 5 � strongly agree and cover both task and social
30. cohesion. Given the good internal consistency of the scale and
the
meta-analytical evidence (Beal, Cohen, Burke, & McLendon,
2003) showing that task and social cohesion are both positively
associated to group performance, we used the scale’s overall
score
for group cohesion in the analyses. Because our hypotheses are
formulated at the team level, individual answers were
aggregated
to the team level. To test whether such aggregation was
justified,
we calculated a within-group interrater reliability statistic,
rwg(j)
(James, Demaree, & Wolf, 1993), and intraclass correlation
indi-
ces ICC(1) and ICC(2) (Bliese & Halverson, 1998). Because the
distribution of the cohesion scale is slightly skewed, we used an
expected error variance of 1.34 (Lebreton & Senter, 2008).1 The
mean rwg(j) for cohesion was .92 (median � .93, range � .78 to
1.00). Furthermore, ICC(1) was .22 and ICC(2) was .56, F �
2.372, p � .05.
Communication density. Communication density refers to
the extent to which team members are in communication with
each
other regarding the team task and/or informal topics. We asked
respondents to indicate how frequently they communicate with
the
other members of the team “about their work for the team
and/or
about informal topics not related to the task” on the following
scale: 0 � never, 1 � less than once a month, 2 � 1 to 3 times a
month, 3 � 1 to 3 times a week, and 4 � daily. We computed
density by dividing the reported frequency of interactions of all
team members by the possible total frequency of interactions in
the
31. team (Sparrowe, Liden, Wayne, & Kraimer, 2001).
TMX. We measured TMX with the Seers, Petty, and Cashman
(1995) 10-item scale, consisting of statements such as “My team
members understand my problems and needs.” The items are
rated
on a 5-point Likert-type scale ranging from 1 � strongly
disagree
to 5 � strongly agree. The mean rwg(j) is .94 (Mdn � .95, range
�
.83 to 1.00), ICC(1) � .28 and ICC(2) � .68, F � 2.725, p �
.05,
justifying aggregation of the individual-level data to the team
level.
1 Recently, concerns have been voiced regarding the habitual
reliance on
uniform null distributions for rwg(j) (e.g., Lebreton & Senter,
2008) in most
articles. Because our data are skewed slightly, we used the
expected error
variance of 1.34 Lebreton and Senter (2008, Table 2) suggested
for this
level of skew. If we had used the uniform distribution as our
null distri-
bution, the rwg(j)’s would have become inflated. To see this,
the rwg(j)’s
under a uniform null distribution (with variance 2) are indeed
higher: .96
(Mdn � .96, range � .90 to 1.00) for cohesion, .96 (Mdn � .97,
range �
.90 to 1.00) for TMX and .78 (Mdn � .79, range � .40 to 1.00)
for
task-interdependence.
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Task-interdependence. We measure task-interdependence
using the six-item scale by Van der Vegt, Emans, and Van de
Vliert (2001) containing items such as “I depend on my
colleagues
for the completion of my work” rated on a scale of 1 � disagree
strongly to 5 � agree strongly. The mean rwg(j) is .67 (Mdn �
.68,
range � .23 to 1.00), ICC(1) � .16, and ICC(2) � .46, F �
1.864,
p � .05, justifying aggregation of the data to the team level.
Team performance. The team leader evaluated team perfor-
mance using the scale developed by Rousseau and Aubé (2010):
the team leader is asked to evaluate the team’s outcomes over
the
recent 6 months on five different performance criteria: (a)
achieve-
ment of performance goals, (b) productivity (quantity of work),
(c)
quality of work accomplished, (d) respect for deadlines, and (e)
respect for costs. Team performance was rated on a 5-point
37. scale
ranging from 1 � very low to 5 � very high.
Control variables. Team size is used as a control variable
because team size has been found to relate negatively to
cohesion
(Carron & Spink, 1995). We also included average team tenure
(in
months) as a control variable. High team tenure can give rise to
teams relying on routine and using cognitive short-cuts to avoid
conflict (Katz, 1982). This may increase team cohesion. In a
separate analysis, we accounted for possible organization-level
differences by adding organization dummies to the regressions.
Because the addition of these dummies did not change the
results,
they are not reported below.
To test for discriminant validity of TMX, task-interdependence,
and cohesion, we conducted a confirmatory factor analysis
using
three different models (communication density was operational-
ized as network density, making confirmatory factor analysis ir-
relevant for it). We tested a one-factor model including all three
variables simultaneously, �2(209) � 1216.72, nonnormed fit
index
[NNFI] � .83, comparative fit index [CFI] � .86, root-mean-
square error of approximation [RMSEA] � .11; a two-factor
model in which TMX and cohesion were captured in one latent
factor, �2(208) � 928.82, NNFI � .87, CFI � .90, RMSEA �
.09;
and a three-factor model in which each factor represents the
latent
construct of each variable, �2(206) � 661.42, NNFI � .91, CFI
�
.94, RMSEA � .07. The confirmatory factor analyses show that
the three-factor model fits the data best, supporting the
38. inclusion of
the three constructs as separate variables in the analysis.
Analyses
To test Hypothesis 1, we used the procedure recommended by
Preacher and Hayes (2004) to analyze if cohesion mediates the
relationship between the presence of negative relationships and
team performance. Hypotheses 2, 3, and 4 propose a mediated
moderation model. To test for this mediated moderation, we ap-
plied the procedure proposed by Preacher, Rucker, and Hayes
(2007), testing this indirect association at three levels of
commu-
nication density, TMX, and task-interdependence (�1 standard
deviation, mean, 1 standard deviation). All variables were
entered
as continuous variables, which we mean-centered before
proceed-
ing with the analyses. Bias-corrected bootstrapping with 5,000
resamples was applied to test whether the indirect associations
differ significantly from zero.
Results
Table 1 shows the descriptive statistics, correlations, and Cron-
bach’s alphas of the main variables used in this study. In testing
Hypothesis 1, we regressed the cohesion on the presence of neg-
ative relationships (together with the control variables) first and
then regressed team performance on the presence of negative
relationships together with cohesion in a second regression (see
Table 2). The results show that the presence of negative
relation-
ships is negatively related to cohesion (B � �.39, p � .05),
which,
in turn, is positively related to team performance (B � .53, p �
.05), while the presence of negative relationships appears to be
39. unrelated to team performance (B � �.22, ns). The
bootstrapping
results reveal an indirect association between the presence of
negative relationships and team performance mediated by cohe-
sion (effect size � �.18, 95% confidence interval [95% CI]
[�.37, �.06]), which supports Hypothesis 1.2
In Table 2, we also present the results of the regressions used to
test Hypotheses 2, 3, and 4. We include communication density,
task-interdependence, TMX, and their interaction in the model
with negative relationships to test their association with team
cohesion.3 For communication density, neither the main effect
(B � �.12, ns) nor its interaction (B � �.16, ns) with negative
relationships is statistically significant; we therefore reject Hy-
pothesis 2. For both task-interdependence (B � .35, p � .05)
and
TMX (B � .72, p � .05), the interaction with negative relation-
ships is statistically significant. Figure 2A shows that at high
levels
of task-interdependence (�1 standard deviation), the association
between presence of negative relationships and cohesion no
longer
appears. Figure 2B paints a similar picture for TMX: At low
levels
of TMX (�1 standard deviation), negative relationships are neg-
atively associated with cohesion, but at high levels of TMX (�1
standard deviation), the association disappears. In line with Hy-
potheses 3 and 4, this shows that high task-interdependence and
TMX are effective in neutralizing the adverse effects of
negative
relationships on team cohesion.
We used bootstrapping (Preacher et al., 2007) to further show
how the indirect association between negative relationships and
team performance is mediated by cohesion at different levels of
task-interdependence and TMX. The negative indirect
40. association
appears to be statistically significant at medium (effect
size � �.08, 95% CI [�.23, �.01]) and especially at low levels
of
2 To assess whether cohesion fully mediates between the
presence of
negative relationships and team performance, we applied the
criteria for
full mediation proposed by Mathieu and Taylor (2006).
Following their
decision tree (Mathieu & Taylor, 2006, p. 1040), we established
that,
controlling for team size and average team tenure, the presence
of negative
relationships is associated with team performance, Byx � �.42
(SE � .16),
p � .05; that the presence of negative relationships is associated
with
cohesion, Bmx � �.39 (SE � .09), p � .05; and that cohesion is
related to
team performance, Bym � .53 (SE � .20), p � .05. Finally, we
find a
nonsignificant association of the relationship between the
presence of
negative relationships and team performance while controlling
for cohe-
sion, Byx, m � �.22 (SE � .17), ns, which meets the criteria to
establish full
mediation as proposed by Mathieu and Taylor (2006).
3 To test if the moderators also moderate elsewhere in the
model, we
performed additional regressions to test if the moderation is
significant in
the relationship between (a) negative relationships and team
41. performance
and (b) cohesion and team performance. The results of the
regressions
show that this is not the case; moderation is only present in the
relationship
between negative relationships and cohesion.
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518 DE JONG, CURŞEU, AND LEENDERS
task-interdependence (�1 standard deviation, effect size �
�.17,
95% CI [�.39, �.02]), although it fades away at a high level of
task-interdependence (�1 standard deviation, effect size � .01,
95% CI [�.12, .14]). We find similar results for TMX as a
moderator. The negative indirect association is statistically
signif-
icant at medium (effect size � �.09, 95% CI [�.25, �.01]) and
low levels of TMX (�1 standard deviation, effect size � �.20,
95% CI [�.44, �.06]) but not at a high level of TMX (�1
standard
deviation, effect size � .01, 95% CI [�.15, .20]). These results
indicate that negative relationships damage team performance
through their adverse effect on team cohesion in teams with low
46. or
intermediate levels of task-interdependence and TMX. However,
in teams that are high on task-interdependence or TMX—teams
that have strong mechanisms that foster promotive interaction—
negative relationships no longer have an adverse effect on team
cohesion and, consequently, team performance remains intact.
This supports Hypotheses 3 and 4.
Discussion
Our study provides initial insight regarding the conditions under
which teams do or do not suffer from negative interpersonal
relationships. Consistent with our first hypothesis, we found
that
negative relationships reduce team cohesion, which, in turn, de-
creases team performance. Given that team cohesion is one of
the
main antecedents of team performance (Chang & Bordia, 2001),
Table 1
Means, Standard Deviations, and Correlations of the Main
Variables
Variable M SD 1 2 3 4 5 6 7 8
1. Negative relationshipsa .44 .50 —
2. Team cohesion 3.64 0.38 �.50� (.84)
3. Team performance 3.45 0.61 �.27� .36� (.82)
4. Communication density .73 .13 �.32� .25� .18 —
5. Task-interdependence 3.29 0.44 �.14 .23� �.01 .18 (.75)
6. TMX 3.84 0.23 �.43� .64� .19 .25� .27� (.84)
7. Team size 4.55 2.20 .45� �.26� �.02 �.17 .01 �.25� —
8. Average team tenureb 49.59 36.10 .29� �.22 �.08 �.11
�.26� �.19 .58� —
47. Note. N � 73. Values in parentheses represent Cronbach’s
alphas, which reflect the internal consistency reliability of the
(aggregated) team-level
measures. TMX � team–member exchange.
a This is a binary value for which 0 � no negative relationships
present and 1 � negative relationship present. b Tenure is given
in months.
� p � .05.
Table 2
Results of the Ordinary Least Squares Regression Analyses (N
� 73) Used to Test the Association Between Presence of
Negative
Relationships and Team Performance Through Team Cohesion
(Hypothesis 1) at Different Levels of Communication Density
(Hypothesis 2), Task-Interdependence (Hypothesis 3), and TMX
(Hypothesis 4)
Variable
Team cohesion Team performance
Model 1 Model 2 Model 3 Model 4 Model 5 Model 6 Model 1
Model 2
B SE B SE B SE B SE B SE B SE B SE B SE
Control variables
Team size �.01 .02 .01 .02 �.01 .02 �.01 .02 .00 .02 �.02 .02
.08 .04 .08 .04
Average team tenure .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
.00 .00 .00 .00 .00
Main effects
Negative relationshipsa �.39� .09 �.25� .09 �.24� .09 �.20�
.08 �.18� .08 �.16 .08 �.42� .16 �.22 .17
48. Team cohesion .53� .20
Moderators
Communication density �.26 .27 �.30 .29 �.08 .27 �.26 .26
�.12 .28
Task-interdependence .06 .08 .05 .09 .07 .08 .08 .08 .08 .08
TMX .79� .17 .79� .17 .85� .16 .89� .17 .93� .16
Interactions
Negative Relationships �
Communication Density �.27 .61 �.16 .58
Negative Relationships �
Task-Interdependence .40� .16 .35� .16
Negative Relationships � TMX .83� .35 .72� .34
R2 .28 .49 .49 .54 .54 .57 .11 .19
R2-changeb .21� .00 .05� .05� .08� .09� .08�
Note. TMX � team–member exchange.
a This is a binary value for which 0 � no negative relationships
present and 1 � negative relationship present. b The values of
R2-change for Models 3,
4, 5 and 6 reflect the comparison with Model 2.
� p � .05.
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519NEGATIVE RELATIONSHIPS AND TEAM
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we focused the main part of this study on team-level factors that
can motivate promotive, positive interaction in teams and, as
proximal antecedents of such positive processes, buffer the team
against the detrimental influence of negative relations.
We found support for our hypotheses that task-interdependence
and TMX act as such buffers against the adverse effect of
negative
relationships. The analysis shows that negative relationships
clearly harm team cohesion in those teams that are low on task-
interdependence or TMX—these are teams in which members do
not feel helped and respected and in which members barely
depend
on others to perform their jobs. In contrast, teams that perform
well
despite having negative relations are characterized by high-
quality
interpersonal interaction and above-average levels of task-
interdependence that retain a harmonious, goal-directed social
climate within the team. In other words, in line with the
multilevel
team motivation models (Chen & Kanfer, 2006), we show that
task-interdependence and TMX act as beneficial top-down
devices
that motivate team members to engage in the type of promotive
interaction that can effectively buffer against the detrimental ef-
fects of negative relationships. In teams where these devices are
lacking, such promotive interaction is not stimulated, and the
negative relationships retain their full damaging effect on team
54. cohesion.
We did not find support for communication density to create a
buffer against negative relationships. It may be, however, that
communication density plays a somewhat different role with re-
spect to negative relationships: The social skills that underlie
communication density could directly decrease the probability
of
the occurrence of negative relationships in the first place
(LePine
et al., 2012). Task-interdependence and TMX are top-down
moti-
vational forces that explicitly encourage (group) processing
activ-
ity and ultimately neutralize the perils of contrient interactions
in
teams. The positive and critical activity of group processing
helps
team members solve the cognitive dissonance inherent to situa-
tions when negative relationships are present and task-
interdependence is high (group members having to work
together
while experiencing negative interpersonal relations at work).
Em-
pirical evidence stemming from conflict theory shows that high
levels of interdependence fosters efforts to work hard and cope
with the presence of negative relationships (Sherif, Harvey,
White,
Hood, & Sherif, 1961), a finding echoed in structural adaptation
theory (M. D. Johnson et al., 2006), a dynamic extension of
SIT.
This study makes several contributions to research on intrateam
relations and team performance. Adding to literature that has
argued for the impact of negative relationships on individual
55. team
members (Totterdell et al., 2012; Xia et al., 2009), our research
addresses the effect of negative relationships on the team as a
whole. Moreover, previous research on negative relationships in
teams has focused on direct (negative) effects of negative
relation-
ships on team performance (e.g., Sparrowe et al., 2001) or on
structural consequences of negative relationships (e.g., Huitsing
et
al., 2012; Hummon & Doreian, 2003). In the current study, we
combine insights from SIT and the multilevel motivation models
to specify top-down team-level attributes (i.e., two structural
and
one social attribute) that can motivate and enable promotive
inter-
action in teams. We believe this approach enriches SIT
consider-
ably. To date, empirical SIT-based research has not addressed
the
situation in which promotive and contrient interactions occur si-
multaneously within the same team; this study adds to SIT by
showing how mechanisms that foster promotive interaction in a
team (top-down motivational forces) can counteract the
damaging
effects of simultaneously existing contrient interaction (bottom-
up
discretionary demotivating factors), such that the team can still
perform well. Most people, in their lives, will be a member of at
least one team with negative relationships; combining the
insights
of multilevel team motivation models with SIT to address situa-
tions like this, therefore, is practically relevant and allows SIT
researchers to expand their theorizing to this commonly
occurring
setting.
56. Limitations and Avenues for Future Research
Our study has some limitations. First, Labianca and Brass
(2006) argued that the social liability of negative relationships
may
be determined by their strength, reciprocity, the degree of
aware-
ness, and the social distance between the actors involved. As we
investigated work teams, we expected that social distance was
low
and the degree of awareness was likely to be high. In future
studies, researchers could explore the impact of these
characteris-
tics of negative relationships. Second, as our study relies on the
presence or absence of negative relationships, it does not
address
the way in which the within-team structure of negative relation-
ships affects team cohesion. We propose that research could
move
beyond exploring structures of positive relationships (which is
the
common approach in most of social network analysis) to
exploring
Figure 2. Association between presence of negative
relationships and
team cohesion moderated by (A) task-interdependence (TI) and
(B) team–
member exchange (TMX).
T
hi
s
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61. oa
dl
y.
520 DE JONG, CURŞEU, AND LEENDERS
the way in which negative relationship structures impact team
dynamics and performance.4 Third, we used a cross-sectional
design and therefore we can make no causal claims. We suggest
future research to explore the impact of negative relationships
on
team dynamics and performance through a longitudinal perspec-
tive.
Conclusions
The presence of negative relationships in teams has a negative
association with team cohesion and performance. However, sev-
eral mechanisms that motivate promotive interaction appear to
be
able to attenuate this negative impact. A practically useful
obser-
vation is that several of these contingencies can be managed by
the
team or by team leaders. For example, TMX can potentially be
enhanced by stimulating helping norms in a team, and task-
interdependence is a variable open to manipulation through
active
managerial decision making. Given that only very little is
known
about the factors that fuel the commencement of negative
relation-
ships, it may be worthwhile for managers to have some handles
62. that can proactively make their teams more resilient to the
occur-
rence of negative relationships.
4 A first exploratory analysis on our data revealed that the in-
degree and
out-degree of disliked team members (within the liking or
disliking net-
work) and the in-degree and out-degree of the disliked team
members
(within the communication network) was not related to team
cohesion
(N � 32).
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Received December 21, 2012
Revision received January 20, 2014
Accepted January 21, 2014 �
T
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85. Cohesion, and Task-InterdependenceNegative Relationships,
Cohesion, and the Quality of Social ExchangeMethodProcedure
and ParticipantsMeasuresPresence of negative
relationshipsTeam cohesionCommunication densityTMXTask-
interdependenceTeam performanceControl
variablesAnalysesResultsDiscussionLimitations and Avenues
for Future ResearchConclusionsReferences