Group Differentiation: Temporal Effects of Reinforcement

Gray, Louis N.; Griffith, W. I.; Broembsen, M. H. Von; Sullivan, Margaret J.

doi:10.2307/3033673

Cited by 5 publications

(4 citation statements)

References 10 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Research has, in fact, indicated that high-status individuals are often given more discretion over their behaviors than are their peers with lower status (Wiggins, Dill, & Schwartz, 1965). Additionally, people with high status have more opportunities to exert social influence, to try to influence other group members more often, and are more influential than people with lower status (e.g., Gray, Griffeth, von Broembsen, & Sullivan, 1982;Skvoretz, 1988;Weisfeld & Weisfeld, 1984). Higher status individuals also are evaluated more positively than are lower status individuals, even when they behave in the exact same ways (Humphrey, 1985;Sande et al, 1986).…”

Section: Moderating Effects Of Status Characteristicsmentioning

confidence: 99%

Age and Work‐Related Outcomes: The Moderating Effects of Status Characteristics

Riordan

Griffith

Weatherly

2003

J Applied Social Pyschol

View full text Add to dashboard Cite

This study examines the extent to which 2 status characteristics—pay level and part‐time vs. full‐time employment—influence the effectiveness of age as a predictor of work‐related attitudes and behaviors. Using a sample of 157 registered nurses, hierarchical regression was used to determine whether pay level or employment classification (part‐time vs. full‐time) moderated the relationship between chronological age and the following outcomes associated with the process of voluntary turnover: job satisfaction, organizational commitment, withdrawal cognitions, perceived alternatives, search behavior, and actual turnover behavior. Findings indicate that the effects of age on work attitudes and behaviors are moderated to some extent by both status characteristics. Implications for research and practice are discussed.

show abstract

Section: Moderating Effects Of Status Characteristicsmentioning

confidence: 99%

Age and Work‐Related Outcomes: The Moderating Effects of Status Characteristics

Riordan

Griffith

Weatherly

2003

J Applied Social Pyschol

View full text Add to dashboard Cite

show abstract

“…While there is considerable empirical evidence to support SCT (Berger et al, 1977;Chaiken, 1986;Cohen & Roper, 1972;Eagley & Wood, 1985;Gray, Griffith, von Broembsen, & Sullivan, 1982;Skvoretz, 1988;Weisfeld & Weisfeld, 1984), the extent to which a welldefined status and influence hierarchy is able to emerge may be dependent on the nature of the team task. For example, since there are unlikely to be more than a few ways of approaching a well-structured task, the team could simply turn to the team member perceived as the most 'competent' or 'knowledgeable' for the solution.…”

Section: Status and Influencementioning

confidence: 99%

Supporting Employee Participation: Attitudes and Perceptions in Trainees, Employees and Teams

Langan‐Fox

Code

Gray

et al. 2002

Group Processes & Intergroup Relations

View full text Add to dashboard Cite

Research in employee participation has tended to focus on participation outcomes rather than the process of successful implementation, and to evaluate program success in terms of (a) employee attitudes (e.g. satisfaction) post-participation and (b) productivity or effectiveness. We argue that such approaches ignore the process component of successful implementation such as the long-term maintenance of interest in and support for participation among employees. A second problem is that although some research confronts this issue, the factors that moderate attitudes and perceptions of participation have not been examined in detail, nor acknowledged in current models of participation. Two projects are reported. The first examined the effect of seniority and training experience on personal support for participation, perceptions of program reputation and outcomes, and perceived organizational support for participation. Shop floor workers reported less personal support for employee participation and perceived less organizational support for participation than did special function workers and managers. Trainees held more positive perceptions of program outcomes, and they also reported more personal support for employee participation than did trained or untrained employees (regardless of seniority), although they perceived less organizational support for participation. The second study explored goal commitment in employee participation teams on the shop floor. Both prior team experience and task type predicted (perceived) status and influence within the team, which in turn predicted goal commitment. Teamwork training predicted perceived value of external relations, which in turn predicted goal commitment. Results are discussed in terms of implications for successful program implementation.

show abstract

“…The effects of status and charisma, for example, represent two sources of influence that have been largely unexplored by negotiations research. Related research on these topics suggest that people who are higher in status (e.g., Gray, Griffith, von Broembsen, & Sullivan, 1982;Skvoretz, 1988;Weisfeld & Weisfeld, 1984) and charisma (e.g., Bord, 1975;Kirkpatrick & Locke, 1996;Shamir, 1992) not only have greater influence and but also make more influence attempts. We would benefit by investigating these alternative sources of influence in the context of negotiations.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Strategic Timing in Group Negotiations: The Implications of Forced Entry and Forced Exit for Negotiators with Unequal Power

Kim

1997

Organizational Behavior and Human Decision Processes

View full text Add to dashboard Cite

Group Differentiation: Temporal Effects of Reinforcement

Cited by 5 publications

References 10 publications

Age and Work‐Related Outcomes: The Moderating Effects of Status Characteristics

Age and Work‐Related Outcomes: The Moderating Effects of Status Characteristics

Supporting Employee Participation: Attitudes and Perceptions in Trainees, Employees and Teams

Strategic Timing in Group Negotiations: The Implications of Forced Entry and Forced Exit for Negotiators with Unequal Power

Contact Info

Product

Resources

About