An Examination of Situational Constraints in Air Force Work Settings

Peters, Lawrence H.; O’Connor, Edward J.; Eulberg, Joe R.; Watson, Thomas

doi:10.1207/s15327043hup0102_4

Cited by 34 publications

(30 citation statements)

References 13 publications

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“…Objective measures of learning indicate whether trainees have acquired knowledge but do not capture whether they will be able to use it on the job. When asked to provide utility reactions, trainees may implicitly consider the situational constraints they will face when they return to the job (Peters, O'Connor, Eulberg, & Watson, 1988), as well as how much they believed they learned during training. A reviewer suggested that reactions may index "will," while learning indexes "skill."…”

Section: Discussionmentioning

confidence: 99%

A Meta‐analysis of the Relations Among Training Criteria

Alliger

Tannenbaum

Bennett

et al. 1997

Personnel Psychology

711

557

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An augmented framework for training criteria based on Kirkpatrick's (1959a, 1959b, 1960a, 1960b) model divides training reactions into affective and utility reactions, and learning into post‐training measures of learning, retention, and behavior/skill demonstration. A total of 34 studies yielding 115 correlations were analyzed meta‐analytically. Results included substantial reliabilities across training criteria and reasonable convergence among subdivisions of criteria within a larger level. Utility‐type reaction measures were more strongly related to learning or on‐the‐job performance (transfer) than affective‐type reaction measures. Moreover, utility‐type reaction measures were stronger correlates of transfer than were measures of immediate or retained learning. These latter findings support recent concurrent thinking regarding use of reactions in training (e.g., Warr & Bunce, 1995). Implications for choosing and developing training criteria are discussed.

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Section: Discussionmentioning

confidence: 99%

A Meta‐analysis of the Relations Among Training Criteria

Alliger

Tannenbaum

Bennett

et al. 1997

Personnel Psychology

711

557

View full text Add to dashboard Cite

show abstract

“…These limitations make it difficult for employees to carry out their job according to organisational expectation. Thus, situational constraints limit employees' work performance (28; 29) while increasing dissatisfaction, frustration and turnover (27).…”

Section: Organizational Constraint and Workplace Deviant Behaviormentioning

confidence: 99%

Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?

Alias¹,

Wai²,

Ahmad³

et al. 2018

IJET

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This study aims to develop a theoretical model of the determinants of workplace deviant behaviour among Malaysia hotel employees. From our extensive reviews, we found that organisational-related factors are potential in predicting hotel employee's deviant behaviour. We established that organisational justice, trust in management, work autonomy, organisational constraint and organisational ethical climate as the organisational-related factors potential to influence deviant behaviour. Practical involvements of HR professionals were recommended to support organisation in eradicating deviant behaviour at workplace.

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“…Perceived levels of situational support within the learning environment, such as the presence of supportive materials, availability of help from others, support from supervisors or peers, or an adequate amount of time for task completion can influence expectations for success within the environment (Peters & O'Connor, 1980;Peters et al, 1988;Gist & Mitchell, 1992). For instance, Herath & Rao (2009) positioned resource availability as a direct antecedent of self-efficacy, contending that 'the presence of facilitating resources is likely to result in higher levels of self-efficacy whereas the absence of facilitating resources can represent a barrier to undertaking an action and thus, result in lower levels of self-efficacy' (p. 112).…”

Section: Situational Supportmentioning

confidence: 99%

The influence of the informal social learning environment on information privacy policy compliance efficacy and intention

Warkentin

Johnston

Shropshire

2011

European Journal of Information Systems

157

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Throughout the world, sensitive personal information is now protected by regulatory requirements that have translated into significant new compliance oversight responsibilities for IT managers who have a legal mandate to ensure that individual employees are adequately prepared and motivated to observe policies and procedures designed to ensure compliance. This research project investigates the antecedents of information privacy policy compliance efficacy by individuals. Using Health Insurance Portability and Accountability Act compliance within the healthcare industry as a practical proxy for general organizational privacy policy compliance, the results of this survey of 234 healthcare professionals indicate that certain social conditions within the organizational setting (referred to as external cues and comprising situational support, verbal persuasion, and vicarious experience) contribute to an informal learning process. This process is distinct from the formal compliance training procedures and is shown to influence employee perceptions of efficacy to engage in compliance activities, which contributes to behavioural intention to comply with information privacy policies. Implications for managers and researchers are discussed.

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An Examination of Situational Constraints in Air Force Work Settings

Cited by 34 publications

References 13 publications

A Meta‐analysis of the Relations Among Training Criteria

A Meta‐analysis of the Relations Among Training Criteria

Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?

The influence of the informal social learning environment on information privacy policy compliance efficacy and intention

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